CONTENTS 1. COMPANY OVERVIEW………………………………………………p.3 to 4 Company’s vision, mission statement and objectives Vision……………p.3 Boeing- Airbus market share …………………………………………………..p.4 2. SITUATION ANALYSIS…………………………………………….p. 5 to 10 PEST analysis…………………………………………………………………..…p.5 SWOT analysis ……………………………………………………………………p.7 Boeing Corporate Culture………………..………………………………….…p.10 3. THE BOEING COMPANY MARKETING POLICY………………p.11 to 30 Segmentation…………………………………………………………………..…..p.11 Boeing’s Positioning and Targeting Strategy………………………….…….p.12 Buyer behaviour……………………………………………………………..…....p.15 Pricing strategy in the Boeing-Airbus duopoly ……………………………. p.16 Analysis of Major Customers………………………………………………..….p.18 Description of Products and Services………………………………….……..p.20 The life cycle of Boeing’s commercial airplanes……………………………p.23 Boeing’s Communication Policy……………………………………………….p.24 Public Relations …………………………………………………………….…….p.27 Distribution policy………………………………………………………………...p.28 4. PROCUREMENT AND SUPPLY CHAIN MANAGEMENT …….p.31 to 34 Brief overview of Boeing’s procurement activity ………………………..….p.31 e-procurement ………………………………………………………………..……p.32 Recommendations……………………………………………………………..…..p.34 5. COMPARISON WITH AIRBUS ……………………………….……p.35 to 37 Airbus S.A.S brief overview ………………………………………………….….p.35 Reasons behind the Duopoly ……………………………………………….…..p.35 Comparison of both Boeing and Airbus strategies……………………….....p.36 Latest commercial disputes …………………………………………………..…p.36 6. ATTACK AND DEFEND STRATEGIES …………………………….……p.38 Attack strategy ……………………………………………………………….….…p.38 Defend strategy ………………………………………………………………….....p.38 7. RECOMMENDATIONS ………………………………………………….…p.39 8. APPENDIXES………………………………………………………….p.41 to 45 1. COMPANY OVERVIEW Company’s vision, mission statement and objectives Vision Vision People working together as one global company for aerospace leadership Boeing- The future of flight. Mission To be the number one aerospace company in the world and among the premier industrial concerns in terms of quality, profitability and growth Objectives To achieve the above goals and fulfil Boeing’s mission, the following objectives will guide company: • Continuous improvements in quality of products and processes: Our commitment to steady, long-term improvement in our products and processes is the cornerstone of our business strategy. To achieve this objective, we must work to continuously improve the overall quality of our design, manufacturing, administrative, and support organizations. • A highly skilled and motivated workforce: Our most important resource is our human resource: the people who design and build our products and service our customers. Given the right combination of skills, training, communications, environment, and leadership, we believe our employees will achieve the needed gains in productivity and quality to meet our goals. • Capable and focused management To employ our technical and human resources with optimum efficiency, we must ensure that managers are carefully selected, appropriately trained, and work together to achieve our long-range goals. • Technical excellence In a world of fast-challenging technology, we can only remain competitive by continuously refining and expanding our technical capability. • Financial strength The high-risk, cyclical nature of our business demands a strong financial base. We must retain the capital resources to meet our current commitments and make substantial investments to develop new products and new technology for the future. This objective also requires contingency planning and control to ensure the company is not overextended should a severe economic downturn occur the plan period. • Commitment to integrity Integrity, in the broadest sense, must pervade our actions in all relationships, including those with our customers, suppliers, and each other. This is a commitment to uncompromising values and conduct.
In this paper, I would like to discuss on the video, “21st century jet.” This video is about the launching and testing of the airplane by the Boeing company, 777.The 777 family is designed to fill the size gap between the 767 and 747.The head of the 777 project is Allen Millaley, who promised to do many things which are impossible, produced the plane which is more reliable than any other plane in the aviation history. The first large passenger jet designed completely by computer, the 777 is more complex and innovative than any other airliner ever built.
It is stable over time and expands the attention range of the corporation. Through involving a broad and long term aim, it creates a sense of urgency and improvement drive
Every business has an evolutionary clock speed measuring the rate of change in products, processes and capability. At the core of everything is the organizations ability to design a sustainable supply chain. When this becomes an organizations core competency, they are then positioned to continually win the temporary advantage. By simultaneously working to improve products, process design/creation and supply chains (three dimensional concurrent engineering), a company can drive the “turn of the helix” thus changing the clock speed for the industry.
Boeing is one the world’s largest manufacturers of commercial jet liners and military air craft. Boeing designs and manufactures rotorcrafts, electronic and defense systems, missiles, satellites, launch vehicles, advanced information and communication systems. Boeing is also a major service provider to NASA, through the space shuttle and international space station. The most familiar asset to the company is the military and commercial airline support services they provide. Boeing has customers in more than 90 countries around the world and is one of the largest U.S. exporters in terms of sales.
This paper analyzes the goals and actions of Boeing by analyzing its critical success factors as well as its strategic roadmap.
Spindler, M. (2008, April 4). Management Planning - Boeing's Future on Track. Articalesbase._Retreived October 13, 2008, from http://www.articlesbase.com/organizational-articles/management-planning-boeings-future-on-track-378122.html
"Boeing: History -- Introduction - The Shared Heritage." The Boeing Company. Web. May 2011. .
Technology Innovation: - Boeing should carefully analyze the market to evaluate the trends in the airline industry and aggressively invest in a new product line (top dog strategy) that could counter Airbus’s A380.
Boeing is the world’s leading aerospace company and the largest manufacturer of commercial jetliners and military aircraft combined. Boeing also manufactures rotorcraft, electronic and defense systems, missiles, satellites, launch vehicles, advanced information and communication systems. (Boeing, 2008) With a diversified range of products, Boeing is organized into two business units: Boeing Commercial Airplanes and Boeing Integrated Defense Systems. Supporting these units are Boeing Capital Corporation, the Shared Services Group, and Boeing Engineering, Operations & Technology. Boeing has an Executive Council which comprises the leaders of the just mentioned groups, but also other departments within the organization to provide leadership and planning. (Boeing, 2008)
Technology for any aerospace company is important, and this very much holds true for Boeing. Since its inception Boeing has been at the forefront of aviation technology. They introduced the first modern airliner with the Boeing 247 model (http://www.boeing.com/history/boeing/m247.html). During World War II Boeing manufactured the premier bomber planes based on the model 247 the bomber Boeing designed was so good that even their rivals Lockheed Martin, and Douglas aircraft agreed to manufacture them also. Following the end of the war Boeing suffered significant financial losses from their defense division this experience forced the company to reinvent themselves, and that they did. In the 1950s during the Korean War Boeing started to develop guided missiles. This technolog...
“To be the best airlines in whole world and providing excellent customer experience in our flights with full entertainment and loads of satisfaction.”
Boeing is hitting its target markets of the public sector, private sector, and government. Not only does Boeing sell within the United States, but is also a global supplier. In September 2016 alone, Boeing delivered to 42 different customers worldwide (Boeing, 2016). Boeing’s greatest strength, however, is their track record of being an industry leading technology produce for years. Boeing is constantly winning government contracts for defense and NASA, clearly indicating how much the US government values their technological advances in aerospace. While these are not all of Boeing’s strengths, they are some of the key points in showing what a strong company Boeing is currently.
Boeing was founded in 1916 in Seattle, Washington by William E. Boeing. The company is regarded as one of the world’s leading manufacturer of commercial and military aircrafts; it controls more than half of the passenger aircrafts’ market in addition to military jets and helicopters. The company also has other contributions in space technology and projectile systems (Amir, 2013). This report will analyze Boeing Company’s latest marketing strategy that the company has been dealing with for the past five years whilst the production of its much anticipated 787 aircraft. Throughout the report the aircraft will be referred to as the 787, the ’87, or the ‘Dreamliner’. Mainly, this failed strategy affected the company's negatively in terms of both sales and reputation.
Planning, an imperative part of any business environment, is a daily focus at Boeing Corporation. The organization faces daily challenges to produce products to fit the consumer wants for air travel, comfort, and efficiency. While Boeing deals with a constant need for innovative ideas, it also deals with the challenges of its main competitor Airbus, who has historically been subsidized by many of the European nations to compete with Boeing for a larger share of the market. Boeing management, through excellent planning, an ethics policy that demands large returns for shareholders, and constant work to comply with ever changing legal demands of the industry has led to the constant success of the company. "It was the jet Boeing didn't build that averted what could have become one of the worst crash landings in the company's 91-year history--and cleared Boeing to conquer the skies again. "
As Boeing’s CEO, Frank Shrontz promised to increase earnings and return on equity. Boeing had a history of making money when its competitors did not, but Mr. Shrontz wanted higher returns. The airline industry was characterized by large cash outflows for R&D and manufacturing and long payback periods over long life cycles for each new airframe design. Companies had to have deep pockets to keep the operation going while waiting for a return on their investments. If Mr. Shrontz could increase the return on equity for Boeing, it would increase the likelihood of Boeing’s continued success well into the future.