Boeing y las 5 fuerzas

BOEING CASE UPDATE & ANALYSIS

TABLE OF CONTE NTS Introduction Section Historical Context Problem Definition Case Research Competitors Financial Products

Name of the paper: Boeing’s e-Enabled Advantage ICT – Case Boeing Student: Hugo Hernández Quezada Infotec Master Degree Program Assignment: ICT Strategic Administration Instructor: Donald L. Amoroso Date: Friday, April 08, 2010

StrategicAnalysis Sections Industry, Goal, Product Generic Strategies Grid Five Forces Model Value Chain Project Risk Model Model Justification Alternatives and Recommendations

Historical Context Founded in 1916 by William E. Boeing, the company has grown through decades of innovative aircraft designs and the acquisition of such venerable names in aviation as McDonnell Douglas and RockwellInternational with nearly $68.3 billion in annual sales in 2009, a 12% increase from 60.9 billion year 2008, is the world’s largest aerospace company and leading manufacturer of commercial airplanes and defense, space and security systems. The company has grown through decades of innovative aircraft designs and the acquisition of such venerable names in aviation as McDonnell Douglas in 1997 and RockwellInternational in 1996. Long a symbol of the Seattle economy, it relocated its headquarters to Chicago in 2000, the company has more than 157,000 employees across the United States and in 70 countries1.

BOEING CASE UPDATE & ANALYSIS

Industry: Airplanes Manufacturing Goal: To build innovative comercial aricraft for large companies. Products: Commercial airplanes

Problem Definition Boeingcurrently has risk situations in the following topics: •Deliver on development programs •Grow services businesses • Maintain financial strength •Prepare the company for an eventual economy rebound •Drive innovation through focused R&D Boeing reinforces all this aspects in its corporate governance message to its stockholders in 2009. Competitors Analysis The airline industry is required every day to theproduction of a greater number of aircraft, particularly the commercial. The market competitiveness increases, so Boeing is facing aggressive international players such as Airbus, which was seeking to increase its market share. Boeing focuses on its strengths (process improvement and cost reduction efforts) and continues to leverage their extensive knowledge of clients, and network services thatinclude aviation support, spare parts, trainintion and productivity.

Boeing is not alone, is facing strong competition in all market segments, primarily from Northrop Grumman Corporation, Lockheed Martin Corporation, Raytheon and General Dynamics Corporation.

BOEING CASE UPDATE & ANALYSIS

The aerospace pioneers are now part of Boeing's family include: North American Aviation McDonnellDouglas Rockwell International (Aerospace/Defense Industry) Hughes Space & Communications Jeppesen

In 2010, Boeing received 83 orders in the first three months of the year compared to 60 of Airbus, which allowed him to overtake European rival in the first quarter, something that had not happened for two years. However, the subsidiary of EADS has reported that figures improved in March with 49 neworders. Airbus has benefited from the confirmation of 25 A350 aircraft from United Airlines, worth around EUR 6,300 million at list prices and 17 A330 aircraft from the carrier Malaysia Airlines. Airbus has not had any cancellations so far this year and estimated to end 2010 with about 250 to 300 new orders.

Boeing, meanwhile, has delivered 108 aircraft of passengers and cargo in the firstquarter of 2010 compared to 121 aircraft over the same period last year. The company explained that 86 of these correspond to the supply of B model 737 new generations. Boeing has said it will increase the production of two models of its two best-selling wide-body to adjust to increased demand begins to be detected at the global airline industry, after cutting orders during the last two years by the...