Project Report from the year 2012 in the subject Business economics - Business Management, Corporate Governance, grade: First Class, University of Bradford (School of Management), language: English, abstract: This report will give a comprehensive analysis of Airbus based on strategic analysis (internal and external) and strategic formulation and will conclude with a recommendation. One of the most vital tools for human success is strategy. Even- though influential people for example, Barrack Obama, and Warren Buffet epitomizes luck, what really made them successful was to have a clear goal, understanding of their competitive environment and most importantly, identifying opportunity when they appeared and to have the clarity of direction and the tractability necessary to exploit these chances- effective implementation. Reason is that without a consistency of direction, based on understanding their environment and a keen awareness of how to maneuver into a position of advantage, competitors will out-compete them. Therefore, strategy refers to having a succinct and articulate goal, and plans to achieving it - put succinctly, a good strategy is about winning. In light of constant change and relentless competition ,strategy becomes less about building positions of sustained competitive advantage rather, more about developing the responsiveness and flexibility to create successive temporary advantages-the economic downturn in 2008-9, is encouraging new thinking about the purpose of business. Disillusion with “shareholder value capitalism” has been accompanied by renewed interest in corporate social responsibility, ethics, and sustainability of the natural environment and the role of social legitimacy in long-term corporate success.

Nawal Taneja's study concentrates on the use of emerging technology within the airline industry. It presents an overview of a wide range of technologies and their true potential value for the industry.

Essay from the year 2012 in the subject Business economics - Business Management, Corporate Governance, Northumbria University, course: Bachelor of Arts in Human Resources Management, language: English, abstract: The commercial airline is an extremely competitive, safety-sensitive, high technology service industry. People, employees and customers, not products and machines, must be an arena of organization's core competence. Sustaining airline profitability, ensuring safety and security, and developing adequate air transportation infrastructure are the important challenges to the airlines. In the following chapters, the strategic reasons that lead Singapore Airline (SIA) success will be discuss with strategic frameworks.

Scientific Study from the year 2007 in the subject Business economics - Operations Research, grade: 1,0, University of Southern California (Business Faculty), course: Strategic Management, 64 entries in the bibliography, language: English, comment: -Great conclusion and recommendation - spot on! -Impressive list of references and good sources -Overall: Excellent report -Other thoroughly enjoyed reading such a well-written and well researched in-depth report., abstract: Executive Summary: The purpose of this report is to provide a Strategic Management Report with detailed strategic analyses of the dominant civil aircraft manufacturers Airbus and Boeing.The discussion main part of this report is separated into internal and external analyses, which are reasoned in greater detail and supported with reasonable graphs and tables in the attached Appendices. Finally, conclusions are drawn as to which is the more strategic savvy and which company has the more sustainable enterprise; and there is a recommendation given in which company a potential investor should rather invest in. Airbus and Boeing are having a neck-and-neck race in the aircraft industry for jets over 100 seats between Airbus and Boeing about the market leadership. After Airbus overtook its rival the first time in 2001 in terms of aircraft order and delivery, it stayed in front the last years until Boeing got back on top in 2006. The aircraft manufacturing industry is constantly growing, a global market and had a size of US$ 63 billion revenues in 2006. It is characterized by high entry barriers and investment in R&D and by a duopoly with Airbus and Boeing having a market share of 86% for aircrafts over 100 seats. At the moment Airbus is in weaker financial position than its competitor. Boeing had an average year in 2006 with a moderate and good profitability, whereas Airbus is not in the red, but it is remarkable that the company had a bad year caused by the production and delivery problems with the A38

Designing and Executing Strategy in Aviation Management is designed to provide an intensely practical guide to this critically important topic. Comprehensive in coverage and easy-to-read in style, it allows both professionals and students to understand the principles and practicalities of crafting and executing business strategies with an aviation context. The result is a comprehensive and multifaceted teaching/learning package, which includes applied case studies on a wide range of airlines and aviation businesses, setting out how these organizations deal with strategy formulation and implementation in critical areas. Topics covered include: corporate strategy, generic strategy, competitive strategy, internal and external environment assessment, mergers, alliances, safety and security. Written directly for both aviation professionals and student courses in aviation strategy, aviation management and aviation operations, it will also be of great interest to aviation professionals in a variety of different fields, including airlines, corporate aviation, consultancy, etc., as well as academics within the field of aviation and those within the field of strategy and management science.

This book provides a comprehensive overview of current strategic challenges and measures required to meet those challenges in a dynamic industry. Experts from aviation practice and management, in addition to acknowledged scholars, contribute to this volume and combine academic expertise with economic and business perspectives in an unprecedented way for the aviation field. The focus is not restricted to passenger airlines. The five parts of the book additionally include chapters on alliance management and formation, strategic issues for air freight carriers and airport companies, as well as impacts the airline industry exerts on its environment. The book combines both concepts and results from recent academic research with applications and case studies from major industry players. Readership includes academics, students on advanced aviation courses, senior aviation professionals in airline, airport and supplier companies, international organizations and governmental agencies.

Research Paper (undergraduate) from the year 2011 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, Copenhagen Business School (Institute of Finance), course: Strategic Risk Management, language: English, abstract: The paper will outline major flaws in Airbus’s risk management and thereby identify reasons for the production delay of the Airbus 380. The Airbus A-380 project was launched in 2000 and remains the largest project in the company’s history. The Airplane was designed to carry up to 853 passengers and offer 50 per cent more floor surface than any other passenger aircraft. The total cost of development summed up to € 12 billion and it was planned to deliver the first aircraft to Singapore Airlines in 2005. In reality the first aircraft was delivered in 2007. The 2 years delay of the delivery of the first Airbus 380 eventually added up to an estimated sum of €4.8 billion loss in profit. The reason for this delay was that the pre-assembled wirings produced in Germany failed to fit into the frame when the plane was to assemble in France. This misfit can be attributed to the fact that the German plant used CATIA 4 (CATIA is a computer-aided design software) which was only able to show the plane as a two dimensional model while France used CATIA 5 which displayed the plane in three dimensions.