Growth And Profitability Boeing Airbus

Growth and Profitability BOEING Boeing (million $) | | | | | | |   | 2003 | 2004 | 2005 | 2006 | 2007 | 2008 | Sales volume | 50 485 | 52 457 | 54 845 | 61 530 | 66 387 | 60 909 | Operating result (EBIT) | 2 263 | 2 648 | 3 384 | 3 641 | 6 421 | 4 179 | Net earnings (excluding minority interests) | 718 | 1 872 | 2 572 | 2 215 | 4 074 | 2 672 | | | | | | | | Equity (excluding minority interests) | 8 139 | 11 286 | 11 059 | 4 739 | 9 004 | -1 294 | Financial liabilities

15/10/09 BOEING: BUSINESS POLICY ANALYSIS. Presentation: Boeing is the first world aeronautical company and the biggest manufacturer of civil and military planes. The company is structured around three big activities: First, the commercial aviation with the Boeing Commercial Airplanes; then, the space and the defense with the Boeing integrated Defense Systems; lastly, the financing with the Boeing Capital Corporation. With a clientele distributed on more of 145 counties, Boeing is first exporter

LA COMPETITION AIRBUS/BOEING SEMINAIRE D’ACTUALITES ECONOMIQUES ET MANAGERIALES 20.04.2010 April 2010 1 Agenda • LE MARCHE DU TRANSPORT AERIEN LE MARCHE DES AVIONS CIVILS VU PAR BOEING • LE MARCHE DES AVIONS CIVILS VU PAR AIRBUS • • LE POSITIONNEMENT CONCURRENTIEL • LES STRATEGIES PRODUITS AIRBUS BOEING • NEW ACTORS • REGLES INTERNATIONALES/OMC • SONACA April 2010 2 Le marché Synthèse de IATA (International Airline Transport Association) sur 2009 (IATA représente

Competition : 6 b) Success and failure 8 1. Two successful airlines 8 easyJet 8 Strategies’ comparison 8 2. Why could not anybody be low cost? 9 III) The future of the low cost airlines 11 a) A possible cohabitation 11 b) Are the traditional airlines in danger? 11 c) What are the solutions for the traditional companies to save their place? 12 d) Low cost airlines are not either in a total safe position 13 Introduction (Edito) Everywhere and all the time, people talk about

s’intéresse à la concurrence au sein de l’industrie. Concurrence de l’industrie : Différentes industries peuvent supporter différents niveaux de rentabilité ; ceci est en partie dû à la différence de structure de l’industrie. different levels of profitability ; partly due to the difference in industry structure. Différents outils sont disponibles pour comprendre la concurrence de l’industrie 1. Analyse du cycle de vie, à partir de la naissance du pdt jusqu’à son retrait du marché, il faut analyser

modèle de Wilson : interets et limites La logistique • A quoi sert la logistique ? • Quels sont les différents types de logistique ? • Quelles sont les problématiques modernes qui concernent cette fonction ? Chapter 4 : Sales and marketing • BEFORE Supply = demand • NOW Supply > Demand Intense competition between firms Differentiation Marketing What is marketing ? Approach consisting in defining an offer ( product & services ) based on the market knowledge

Students, Here it is the learning notes (Apple, page 1 to 7, and Jet Blue, Page 8 to 17). Please, read them carefully and focus on the inherent logics of strategic thinking. See you on next Friday! Appreciatively, Damon Apple’s iTunes: Changing the Face of Online Music Retailing Apple has scored a big hit in online music retailing with iTunes and then a follow up with the iPod. Can Apple sustain its advantage against all of the current and future competitors that are likely to contend for this market

Measuring innovation Part 1 What is innovation? * The introduction of a new or significantly improved product, process or method. * Create added value * Helps accelerate the recovery & puts countries back on a path of sustainable growth (jobs economy…) * Policies for innovation should reflect innovation as it occurs today: is gaining importance. Crisis <-> Innovation => new opportunities -> new ventures -> new businesses -> new jobs. policy principles for

professional bachelor I had a class which was strategy and we had to tell if an investor could invest in a new airline or not. It was interesting because we saw that Low Cost airline had a lot of market share and were in a great way of development. In fact, majors airline were afraid of the fact that Low Cost could dethrone them on the European market. After this class I was interesting in the case of Airline Market because there is a lot of threat and we are not sure that majors companies could go on

productions en cours, qui avaient été auparavant lancées par l’entreprise finalement acquise, General Dynamics. Pour les clients, il ne s’est agit que d’un changement du nom et de l’actionnariat principal de l’unité productrice. De même, lorsqu’en 1988, Boeing a acheté le producteur canadien d’avions à turbo-propulsion, De Havilland Canada, le géant de Seattle n’a pas, à proprement dit, lancé des programmes d’avion à hélices. Après la fusion, les avions à hélices qui étaient produits par De Havilland Canada