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Define SWOT analysis essay
A comprehensive essay on swot analysis
A comprehensive essay on swot analysis
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Summary William Boeing founded the Boeing airplane company in early 20th century. After strings of acquisition and mergers, this company grew and became the current largest world aerospace industry. Followed by previous reorganizations in 19990s, this company decided to start its branding campaign in May 2001. This campaign was consisting of lots of effort and structural changes for the first time in this corporate history. The media was showing the initial success of this campaign just after its beginning. Few days after the grand opening of the new headquarter in Chicago, which was part of campaign, the world shocked by the act of terrorism. On September 11, 2001 terrorist used this company’s product as weapon of mass destruction to massacre innocent people. Four Boeing airplanes used by terrorist caused a great concern for this company about its swinging campaign. Some serious decision needed to be taken about branding process. Problems Although Boeing’s top management considered this company as a top global brand, critics believed this company did not make adequate changes in regard to its growth, in other words, did not adapt itself to 21st century. Public was thinking of Boeing as a traditional company which does not promote its public image as other similar corporation does. Business Week’s survey suggested that Boeing received no rank among top best 100 companies by public in year 2000. In order to catch up with global growth, Boeing started its branding campaign a bit too expansive and no body predicted such a disaster on septer11, 2001, which caused lots of problems for this company. Goals Boeing moved for right track. They decided to compete with other global brands in terms of public image and goodwill. As Phil Condit, Boeing CEO and chairman, announced at Farnborough air show in 2000, this company goals are focusing on: running healthy core businesses, leverage the company’s strength into both new products and services, and open new frontiers. Achieving these major goals can improve Boeing public image both domestically and internationally. There are other areas of weakness existed within this company such as adaptation to new business and communication methods. Boeing must have more participation in areas of public to prove that it is seeing beyond the traditional boundaries. Solution For achieving its dreams, Boeing needs a total restructure and re-branding campaign. These processes require Boeing a precious plan and research. These plans can guide Boeing thorough its restructure, it can reveal the weakness areas and it can ease the whole process.
As part of marketing in business, strategy is a leading light because it is a plan of action designed and followed by businesses to become successful. Three companies in the same industry can offer similar products in a completely different ways. Branding is everything and understanding what customers want determines a company’s brand position. Airline companies are great examples of numerous companies offering the same product. Major differences in brand and quality management come when comparing three airline companies that offer the same product such as Spirit Airlines, Jet Blue and American Airlines. Although their product is the same, the processes to marketing their product are completely different.
The terrorist attacks of September 11th, 2001 have forever changed how commercial airlines operate. Even with today’s security measures in place, terrorism is once again on the rise. In the aviation community, the airlines are the ones left to feel the negative effects of these terroristic attacks. Logan (n.d.) explains that airlines had a 30 percent loss in demand with the initial shock of the attack of 9/11 (para. 2).
"What should Bombardier do? Fundamental restructuring as the best long-term option for the survival of Bombardier. I believe it could survive and thrive by pursuing a three-point restructuring.
The Boeing Corporation is one of the largest manufacturers in the world. Rivaled only by European giant Airbus in the aerospace industry, Boeing is a leader in research, design and manufacture of commercial jet airliners, for commercial, industrial and military customers. Despite enjoying immense success in its market and dominating an industry that solely recognizes engineering excellence, it is crucial for Boeing to ensure continued growth through consistent strategy formulation and execution to avoid falling behind in market share to close and coming rivals.
After the Air mail Act in 1934, which separated the ownership of aircraft manufacturer and airlines, the President of the UATC had to be resigned and he moved to another airline at the time, which is Trans-Canada Airlines, now Air Canada. After this fall, Boeing’s company was broken into several parts, the first one was aircraft manufacturing, the second part is the parts supplier, and the third part is the United Air Lines airline group. After having a separate airline, they needed a new president to fresh sta...
Key stakeholders for the United States Air Force (USAF) are people in the community, in every town, and every state that make up this country. In addition, other key stakeholders are personnel in congress and even the President of the United States. The United States Air Force’s marketing and communication programs have changed remarkably over the years. Since the birth of the USAF over 55 years ago, the marketing strategy has changed from the draft to the “Cross into the blue” (Air Force, 2002).
To achieve the above goals and fulfil Boeing’s mission, the following objectives will guide company:
Boeing has looked at everything from the design of the anti-collision lights, to the reduction of small gaps in the airfoil. This has created an aircraft that is extremely aerodynamic and efficient at any task it performs. The 737 was originally created on May 11, 1964, however it wasn’t until November 9, 1964 that production was officially approved. On February 19th 1965 Lufthansa placed its first order for the 737-100, and on the 9th of April 1967 the 737 flew for the first time. In 1970, Boeing had less than 35 orders for the 737 and considered canceling the program.
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 has gained a reputation for its forward thinking approach to their business model. Boeing appears to be a company that isn’t afraid of risk because they understand nothing risked is nothing gained. In 2001, when the airline industry collapsed after 9/11, they could have folded their 737 division up or sold it off to a competitor, but instead they found a way to make it work, and make it work better than it had previously. During World War II, and the Korean War, Boeing’s innovation helped the US Armed Forces achieve their military goals, and at the same time positioned themselves as the major player in the defense business.
Boeing is one of the major aerospace and defense contractors in the United States. Boeing was founded by William E. Boeing over 90 years ago and has dominated the industry of aerospace for many years. As the largest export in the United States, Boeing is a listed component of Dow Jones Industrial Average. With a history extending over a very long time, Boeing has seen the errors of their ways in growth and opportunity. Legal issues, ethics and social responsibility have been part of their various learning experience. Planning is an essential element of any business model, and is a constant center of attention for Boeing. Facing the vigorous demands quality aircraft, comfort, product demands, and raging technology advances, Boeing’s management teams have their hands full. While Boeing challenges are not only the need of new innovations, they must stay ahead of their main competitor Airbus, whom has historically been on an upward growth stance. Management at Boeing, through phenomenal strategic, tactical and contingency planning has continued to dominate the industry in aerospace.
1. Continental Airlines, like other companies in the airline industry, is a volatile organization. However, Continental has many strengths that have allowed it to prevail through tough times and avoid complete ruin. The CEO of Continental Airlines played an important role in reviving the company. His “Go Forward Plan” vocalized the strategy of the company and focused on every aspect of the organization. Continental has a well-defined target market, providing services to upper-class and business travelers. The company has also been able to operate in the face of adversity (such as 9/11) due to effective decision-making.
The civil aviation world consists of two categories according to the Federal Aviation Administration (FAA): scheduled airline service and general aviation (FAA, n.d.). The Aviation industry as we know it today was born from General Aviation (GA), and both their histories are inextricably linked. People’s ambition to fly stretches back to ancient times, of tales and legends passed down from Greek civilizations, and a passionate drive to master the sky. It is in this same spirit that GA currently resides. The enthusiasm people have for aviation is arguably, unrivalled. There’s a strong sense of camaraderie within the GA industry, a sense of bravado that lends itself to any such death defying occupation. The current GA industry is comprised of two parts: Private operators, described as those who fly without compensation and Charter operators, describes as those who operator for compensation (FAA, n.d.). As of today, general aviation makes up more than 1 percent of the U.S. Gross Domestic Product and supports almost 1.3 million high-skilled jobs in professional services and manufacturing and hence is an important component of the aviation industry and the economy as a whole (AOPA, n.d.).
1. Issues 2. American Airlines’ objectives 3. The airline industry 4. Market 5. Consumer needs 6. Brand image 7. Distribution system 8. Pricing 9. Marketing related strategies 10. Assumptions and risks
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.