Boeing pursues an aggressive international strategy to expand its global footprint and compensate for declining US defense spending. It establishes research centers, partnerships and joint ventures around the world. Boeing leverages its large commercial airplane division to offer competitive pricing for defense contracts. Key regions of focus include Asia-Pacific, Europe, Middle East, Brazil and Australia where Boeing has major presences and strategic partnerships.
Refactoring page objects The Screenplay Pattern RiverGlide
The document discusses the Screenplay pattern as an alternative to page object models for structuring automated test code. The Screenplay pattern models tests as interactions between actors performing tasks. This improves test code design by separating responsibilities and following SOLID principles. The pattern models the problem domain rather than the technical solution, focusing test code on key user tasks. This makes test code more maintainable, flexible and resilient to changes than traditional page object approaches.
The document introduces the RCP4 series of actuators and their new Power CON 150 controller. Key points include:
1. The Power CON 150 controller allows speeds up to 1.5 times and payloads up to double previous models, significantly boosting productivity.
2. The RCP4 series now includes side-mounted motor and cleanroom specifications. Various slider and rod models are available.
3. New functions like total movement/travel counters and smart tuning allow easier maintenance and optimal setup of operating conditions.
O documento apresenta uma análise da companhia aérea Gol Linhas Aéreas Inteligentes S.A., discutindo sua história desde a fundação em 2001, análise de mercado, demonstrações financeiras e índices econômicos e financeiros para os anos de 2006 e 2005.
CredNet provides provider enrollment services to simplify the credentialing and enrollment process. Their services include new provider enrollment, document maintenance, credentialing, CAQH registration, hospital privileges, and Medicare/Medicaid enrollment. Submitting credentialing documentation to CredNet once allows them to enroll providers in various networks to reduce paperwork burdens. CredNet works on behalf of providers to complete and follow up on all necessary enrollment applications and forms.
Presentation by Dave Frankland, Principal Analyst, Forrester Research. Given at the PMA Digital Marketing Summit: Fast Forward 2011 on December 3, 2009
Competitive Intelligence 101: An Introductionpatmcgraw
The document outlines the 4 steps of competitive intelligence: plan, collect, analyze, and report. It describes planning questions around target audiences, products/services, pricing, distribution, promotion, and human resources. Information is collected internally from employees and documents, and externally from customers, suppliers, media, and more. Intelligence is then analyzed and reported to help businesses understand competitors and trends.
Best Practices in Implementing Strategic and Competitive IntelligenceACRASIO
The document discusses best practices for implementing strategic and competitive intelligence, including defining key intelligence topics and questions, collecting information from various secondary and primary sources, and conducting analyses like competitor profiling, SWOT analysis, and benchmarking to reduce costs, increase revenues, enable better strategic decisions, and minimize risks. An example is given of a large automotive supplier that achieved substantial cost savings through product benchmarking.
120. business intelligence modeling for increasing company value and competit...Hendry Hartono
This document discusses how business intelligence modeling can increase company value and competitive advantage in franchise businesses. It proposes a generic business intelligence model for franchise companies that involves collecting franchise data, performing extract-transform-load processes, and using data mining to make predictions about franchisor business strategies, franchisee performance, customer behaviors, and more. The model is meant to bridge gaps between business objectives and real activities by analyzing franchise data to inform decisions. Business intelligence is argued to benefit both franchisors and franchisees by providing insights that can improve business value and competitive positions.
Refactoring page objects The Screenplay Pattern RiverGlide
The document discusses the Screenplay pattern as an alternative to page object models for structuring automated test code. The Screenplay pattern models tests as interactions between actors performing tasks. This improves test code design by separating responsibilities and following SOLID principles. The pattern models the problem domain rather than the technical solution, focusing test code on key user tasks. This makes test code more maintainable, flexible and resilient to changes than traditional page object approaches.
The document introduces the RCP4 series of actuators and their new Power CON 150 controller. Key points include:
1. The Power CON 150 controller allows speeds up to 1.5 times and payloads up to double previous models, significantly boosting productivity.
2. The RCP4 series now includes side-mounted motor and cleanroom specifications. Various slider and rod models are available.
3. New functions like total movement/travel counters and smart tuning allow easier maintenance and optimal setup of operating conditions.
O documento apresenta uma análise da companhia aérea Gol Linhas Aéreas Inteligentes S.A., discutindo sua história desde a fundação em 2001, análise de mercado, demonstrações financeiras e índices econômicos e financeiros para os anos de 2006 e 2005.
CredNet provides provider enrollment services to simplify the credentialing and enrollment process. Their services include new provider enrollment, document maintenance, credentialing, CAQH registration, hospital privileges, and Medicare/Medicaid enrollment. Submitting credentialing documentation to CredNet once allows them to enroll providers in various networks to reduce paperwork burdens. CredNet works on behalf of providers to complete and follow up on all necessary enrollment applications and forms.
Presentation by Dave Frankland, Principal Analyst, Forrester Research. Given at the PMA Digital Marketing Summit: Fast Forward 2011 on December 3, 2009
Competitive Intelligence 101: An Introductionpatmcgraw
The document outlines the 4 steps of competitive intelligence: plan, collect, analyze, and report. It describes planning questions around target audiences, products/services, pricing, distribution, promotion, and human resources. Information is collected internally from employees and documents, and externally from customers, suppliers, media, and more. Intelligence is then analyzed and reported to help businesses understand competitors and trends.
Best Practices in Implementing Strategic and Competitive IntelligenceACRASIO
The document discusses best practices for implementing strategic and competitive intelligence, including defining key intelligence topics and questions, collecting information from various secondary and primary sources, and conducting analyses like competitor profiling, SWOT analysis, and benchmarking to reduce costs, increase revenues, enable better strategic decisions, and minimize risks. An example is given of a large automotive supplier that achieved substantial cost savings through product benchmarking.
120. business intelligence modeling for increasing company value and competit...Hendry Hartono
This document discusses how business intelligence modeling can increase company value and competitive advantage in franchise businesses. It proposes a generic business intelligence model for franchise companies that involves collecting franchise data, performing extract-transform-load processes, and using data mining to make predictions about franchisor business strategies, franchisee performance, customer behaviors, and more. The model is meant to bridge gaps between business objectives and real activities by analyzing franchise data to inform decisions. Business intelligence is argued to benefit both franchisors and franchisees by providing insights that can improve business value and competitive positions.
Phelps Research Services provides market, competitive, and business development intelligence to support clients' knowledge-based decision making. Services include analyzing markets from multiple perspectives, profiling competitors, and identifying prospects. Clients represent industries such as auto insurance, healthcare IT, manufacturing, and software. Primary research through interviews is often used to obtain actionable intelligence.
Molekule Pharmaceuticals Marketing Suite PresentationModicum
This document discusses competitive intelligence and Molekule's approach. It defines competitive intelligence as collecting and analyzing information from various sources to understand the competitive landscape. Molekule leverages a rigorous methodology to derive accurate and actionable intelligence from primary and secondary research. They empower clients to surpass competition by transforming raw data into actionable intelligence. What sets Molekule apart is developing personalized relationships, delivering practical and actionable intelligence, and leveraging a strong methodology.
Automating Deployment Between Orgs Using Git & Continuous IntegrationSebastian Wagner
Updated with the deck from DF14
As a fully certified TA, I offer expert consulting services around continuous integration, practice development and governance to help customers leveraging the advantages of SFDC.
https://uk.linkedin.com/in/se6wagner/
Abstract:
Automating the deployment between environments (dev, test, prod, etc.) gives consistency, visibility, and validation to the process.This greatly speeds up deployment and provides early detection of defects. Join us as we cover the theory and best practices of this approach. You'll discover how to design your own automated processes using Continuous Integration (CI) tools and Git version control.
JEC Europe 2013 Competitive Intelligence ReportViedoc
The JEC Europe 2013 composite show, held in Paris on 11th 14th March, 2013, covered the sectors major topics: mass production, thermoplastics, smart composites with embedded sensors, new applications, the environment, and recycling. Clearly, the trend in the composite world is on large production, and most notably thermoplastics. The idea is to find more and more applications for cheaper thermoplastics, that can be handled efficiently through RTM processes. Indeed, it is estimated that the composites market will grow at an average annual global rate of 6%, to reach a value of about 90 billion and a volume of 10 million metric tons by 2015 (compared to 80 billion and 9.2 million MT in 2012). However, there are still outstanding innovations for thermosetting materials, which are mostly based on faster curing ways...
COMPETITIVE INTELLIGENCE FOR SALES AND MARKETING: HOW TO WIN MORE OPPORTUNITI...HubSpot
This document provides tips and resources for conducting competitive intelligence on sales and marketing strategies. It recommends monitoring competitors' job postings, reviews, website content, thought leadership presence, customer base, employee profiles, and prospects to gain insights. Additional suggestions include analyzing financial filings, startup traction, email volume, social media analytics, metadata, keyword strategies, surveys, advertising tools, RSS subscribers, search trends, and traffic to understand how your company performs compared to competitors. The overall goal is to discover opportunities to differentiate yourself and optimize your own marketing approach.
The document discusses how pharmaceutical commercial intelligence (Pharma-CI) is an integral part of decision making across marketing, R&D, and other areas. It provides an overview of the types of quantitative and qualitative data and insights Pharma-CI can provide at different stages, from drug discovery through approval and marketing. Examples of customized intelligence reports and on-demand solutions offered by iData Insights are also presented.
Tennessee Higher Education and the Use of Decision Support Systems in Strate...Jeff Hinds
Business Intelligence products and processes have helped public and private organization to identify opportunities and trends that are both internal and external. For years the concepts of Business Intelligence, data mining, “Big” data, have become an important part of strategic planning and decision making within many successful organizations. Higher education has been expressing the importance of research, statistical analysis, data modeling, and business decisions based on good information. In fact, higher education institutions have created entire academic programs around these topics. While this information is written and reported within professional periodicals and events, the question stands about how higher education is taking advantage of business intelligence as part of their strategic planning and decision making processes.
The latest EIU report on Japan’s Middle Market examines the characteristics of Japan’s middle market, gauges the sentiment of senior managers at mid-market firms, examines the key challenges they face in growing and seizing opportunities abroad, and identifies the factors differentiating those that have grown steadily in recent years from those that have struggled. Download the full report for free at http://bit.ly/169TZRb
American Airlines Competitive Intelligence ReportBrandon Thomson
Competitive Intelligence Report, American Airlines, Fall 2013 - Worked with a team of three to research, analyze, and report a competitive profile, financial analysis, SWOT analysis, macro-environmental analysis, business model analysis, and other analyses.
This document discusses competitive intelligence analysis of web analytics data. It outlines general terms used in web analytics like bounce rate and unique visitors. It also discusses using tools like comScore and Hitwise to collect competitive traffic data and analyze search engine reports. The document proposes designing a tool to catalog and query approved web metrics and analyze competitive data in the future.
This document provides a summary of cybersecurity threats and trends from Symantec's January 2014 Intelligence Report. Some key highlights include:
- Two large data breaches were reported in January exposing over 105 million identities total. The number exposed in a November breach was adjusted upwards to 110 million identities.
- Targeted attacks increased in January to their highest level since August 2013, with manufacturing and non-traditional services being the most targeted industries.
- 555 new vulnerabilities were reported in January, bringing the 12-month total to 6443. Google Chrome and Oracle Java had the most browser and plugin vulnerabilities respectively.
- The global spam rate decreased slightly while phishing and email virus rates also reduced. Sex
This document summarizes a report on compliance of Indian laws and policies with the UN Convention against Corruption (UNCAC) regarding private sector corruption. It finds that while India has no specific private sector corruption law, existing legislation is generally compliant with UNCAC. It recommends (1) creating legal liability for companies in corruption cases; (2) provisions for reduced sanctions for self-disclosure; (3) requiring large companies to have whistleblower/reporting mechanisms; and (4) enacting pending bills on foreign bribery and corporate governance. A survey found grassroots challenges like high work pressure and non-compliance with voluntary ethics codes. The report recommends addressing deviations in daily practice through incentives and sanctions to strengthen corporate integrity
How Intelligence Accelerates New Client Acquisitions for Law FirmsIntelCollab.com
What if you could alert your Business Development teams or Practice Group Leaders to new clients in their markets or industries? What if you could help your Senior Management identify new trends, thus making the acquisition of new clients easier, faster and more targeted? What if you could do all this while your lawyers continued to practice law?
Well, you can. For several years now, the legal marketing industry has been talking about competitive, business and market intelligence, what it is, how it works and why firms need it. This session will focus on how to use intelligence tools and techniques for sourcing new clients and new work from current clients. Specifically, the session will look at examples of:
- Mining billing data for targeted cross-selling opportunities
- Making the most of current awareness and alerting systems for new client acquisition
- Using competitor client lists to track market opportunities and conflicts
Telcom Industry Review and Future of Telcom Providers - Telco 2015IBMTelecom
How will the Telcom industry evolve over the next five years? Will telcom providers strategies be proactive or protective? Our research suggests four plausible scenarios and the events that would signal their unfolding. More important, we outline the characteristics of companies most likely to succeed in each of these possible futures.
The document discusses recommendations for using Apache Hadoop and its ecosystem to extract value from big data through extract, transform, and load (ETL) processes. It states that organizations are increasingly using big data analytics and Apache Hadoop to address challenges in managing and processing large, diverse datasets. Hadoop provides a scalable architecture and tools for distributed storage and processing of both structured and unstructured data at massive scales.
The Upper Hand of Innovation: Using Competitive Intelligence to Drive Product...Arik Johnson
1) The document discusses how competitive intelligence (CI) can be used to drive product development success through better decision making at the strategic, operational, and tactical levels.
2) It provides examples of frameworks that can be used for CI analysis, such as Porter's Five Forces model, SWOT analysis, core competence analysis, and growth vector analysis.
3) CI involves collecting information from primary and secondary sources, analyzing it, and delivering recommendations to inform strategic decision making within organizations.
EMMF - Sean campbell Competitive Intelligence presentationZoom Industries
The document provides an overview of competitive intelligence techniques for gathering information on competitors from public sources such as LinkedIn, Twitter, blogs, job postings, financial documents and through human intelligence by networking with individuals both inside and outside of a company. It discusses strategies for searching online sources, analyzing available data, and eliciting information through targeted outreach and interviews. Competitive intelligence aims to gain actionable insights on competitors in order to learn faster and create sustainable competitive advantages.
Boeing is a leading aerospace company founded in 1916. It has grown significantly through mergers and acquisitions, including acquiring McDonnell Douglas. Boeing designs, manufactures, and services commercial jetliners, defense systems, satellites, and launch vehicles. It has over 170,000 employees worldwide and partners with suppliers in over 70 countries. Boeing is organized into two business units - Boeing Commercial Airplanes and Boeing Defense, Space & Security - supported by corporate functions focused on business strategy, communications, engineering, and human resources.
Boeing is a leading aerospace company founded in 1916. It has grown significantly through mergers and acquisitions, becoming the world's largest aerospace company. Boeing designs, assembles, and supports commercial jetliners, defense systems, satellites, and launch vehicles. It has over 170,000 employees in 50 countries and partners with suppliers in 150 countries. Boeing is organized into two main business units - Boeing Commercial Airplanes and Boeing Defense, Space & Security.
Boeing is an American multinational corporation that designs, manufactures, and sells airplanes, rockets, satellites, telecommunications equipment, and missiles worldwide. Founded in 1916, Boeing has grown over the decades through strategic mergers and acquisitions of companies including McDonnell Douglas, Hughes Space & Communications, and Jeppesen. Today, Boeing employs over 158,000 people globally and has major business units focused on commercial and military aircraft, defense, space & security, and network & space systems.
This document provides a marketing plan for Boeing. It begins with an introduction to Boeing's history and business units. It then discusses Boeing's values, vision, and goals. A situational analysis is presented, including a SWOT analysis. Boeing's main target segments are identified as corporate clients, particularly airline companies, and defense/government contractors. Corporate clients are segmented geographically, demographically, behaviorally, and psychographically. Defense/government contractors are segmented geographically and demographically. The document proposes strategies for each target segment.
Phelps Research Services provides market, competitive, and business development intelligence to support clients' knowledge-based decision making. Services include analyzing markets from multiple perspectives, profiling competitors, and identifying prospects. Clients represent industries such as auto insurance, healthcare IT, manufacturing, and software. Primary research through interviews is often used to obtain actionable intelligence.
Molekule Pharmaceuticals Marketing Suite PresentationModicum
This document discusses competitive intelligence and Molekule's approach. It defines competitive intelligence as collecting and analyzing information from various sources to understand the competitive landscape. Molekule leverages a rigorous methodology to derive accurate and actionable intelligence from primary and secondary research. They empower clients to surpass competition by transforming raw data into actionable intelligence. What sets Molekule apart is developing personalized relationships, delivering practical and actionable intelligence, and leveraging a strong methodology.
Automating Deployment Between Orgs Using Git & Continuous IntegrationSebastian Wagner
Updated with the deck from DF14
As a fully certified TA, I offer expert consulting services around continuous integration, practice development and governance to help customers leveraging the advantages of SFDC.
https://uk.linkedin.com/in/se6wagner/
Abstract:
Automating the deployment between environments (dev, test, prod, etc.) gives consistency, visibility, and validation to the process.This greatly speeds up deployment and provides early detection of defects. Join us as we cover the theory and best practices of this approach. You'll discover how to design your own automated processes using Continuous Integration (CI) tools and Git version control.
JEC Europe 2013 Competitive Intelligence ReportViedoc
The JEC Europe 2013 composite show, held in Paris on 11th 14th March, 2013, covered the sectors major topics: mass production, thermoplastics, smart composites with embedded sensors, new applications, the environment, and recycling. Clearly, the trend in the composite world is on large production, and most notably thermoplastics. The idea is to find more and more applications for cheaper thermoplastics, that can be handled efficiently through RTM processes. Indeed, it is estimated that the composites market will grow at an average annual global rate of 6%, to reach a value of about 90 billion and a volume of 10 million metric tons by 2015 (compared to 80 billion and 9.2 million MT in 2012). However, there are still outstanding innovations for thermosetting materials, which are mostly based on faster curing ways...
COMPETITIVE INTELLIGENCE FOR SALES AND MARKETING: HOW TO WIN MORE OPPORTUNITI...HubSpot
This document provides tips and resources for conducting competitive intelligence on sales and marketing strategies. It recommends monitoring competitors' job postings, reviews, website content, thought leadership presence, customer base, employee profiles, and prospects to gain insights. Additional suggestions include analyzing financial filings, startup traction, email volume, social media analytics, metadata, keyword strategies, surveys, advertising tools, RSS subscribers, search trends, and traffic to understand how your company performs compared to competitors. The overall goal is to discover opportunities to differentiate yourself and optimize your own marketing approach.
The document discusses how pharmaceutical commercial intelligence (Pharma-CI) is an integral part of decision making across marketing, R&D, and other areas. It provides an overview of the types of quantitative and qualitative data and insights Pharma-CI can provide at different stages, from drug discovery through approval and marketing. Examples of customized intelligence reports and on-demand solutions offered by iData Insights are also presented.
Tennessee Higher Education and the Use of Decision Support Systems in Strate...Jeff Hinds
Business Intelligence products and processes have helped public and private organization to identify opportunities and trends that are both internal and external. For years the concepts of Business Intelligence, data mining, “Big” data, have become an important part of strategic planning and decision making within many successful organizations. Higher education has been expressing the importance of research, statistical analysis, data modeling, and business decisions based on good information. In fact, higher education institutions have created entire academic programs around these topics. While this information is written and reported within professional periodicals and events, the question stands about how higher education is taking advantage of business intelligence as part of their strategic planning and decision making processes.
The latest EIU report on Japan’s Middle Market examines the characteristics of Japan’s middle market, gauges the sentiment of senior managers at mid-market firms, examines the key challenges they face in growing and seizing opportunities abroad, and identifies the factors differentiating those that have grown steadily in recent years from those that have struggled. Download the full report for free at http://bit.ly/169TZRb
American Airlines Competitive Intelligence ReportBrandon Thomson
Competitive Intelligence Report, American Airlines, Fall 2013 - Worked with a team of three to research, analyze, and report a competitive profile, financial analysis, SWOT analysis, macro-environmental analysis, business model analysis, and other analyses.
This document discusses competitive intelligence analysis of web analytics data. It outlines general terms used in web analytics like bounce rate and unique visitors. It also discusses using tools like comScore and Hitwise to collect competitive traffic data and analyze search engine reports. The document proposes designing a tool to catalog and query approved web metrics and analyze competitive data in the future.
This document provides a summary of cybersecurity threats and trends from Symantec's January 2014 Intelligence Report. Some key highlights include:
- Two large data breaches were reported in January exposing over 105 million identities total. The number exposed in a November breach was adjusted upwards to 110 million identities.
- Targeted attacks increased in January to their highest level since August 2013, with manufacturing and non-traditional services being the most targeted industries.
- 555 new vulnerabilities were reported in January, bringing the 12-month total to 6443. Google Chrome and Oracle Java had the most browser and plugin vulnerabilities respectively.
- The global spam rate decreased slightly while phishing and email virus rates also reduced. Sex
This document summarizes a report on compliance of Indian laws and policies with the UN Convention against Corruption (UNCAC) regarding private sector corruption. It finds that while India has no specific private sector corruption law, existing legislation is generally compliant with UNCAC. It recommends (1) creating legal liability for companies in corruption cases; (2) provisions for reduced sanctions for self-disclosure; (3) requiring large companies to have whistleblower/reporting mechanisms; and (4) enacting pending bills on foreign bribery and corporate governance. A survey found grassroots challenges like high work pressure and non-compliance with voluntary ethics codes. The report recommends addressing deviations in daily practice through incentives and sanctions to strengthen corporate integrity
How Intelligence Accelerates New Client Acquisitions for Law FirmsIntelCollab.com
What if you could alert your Business Development teams or Practice Group Leaders to new clients in their markets or industries? What if you could help your Senior Management identify new trends, thus making the acquisition of new clients easier, faster and more targeted? What if you could do all this while your lawyers continued to practice law?
Well, you can. For several years now, the legal marketing industry has been talking about competitive, business and market intelligence, what it is, how it works and why firms need it. This session will focus on how to use intelligence tools and techniques for sourcing new clients and new work from current clients. Specifically, the session will look at examples of:
- Mining billing data for targeted cross-selling opportunities
- Making the most of current awareness and alerting systems for new client acquisition
- Using competitor client lists to track market opportunities and conflicts
Telcom Industry Review and Future of Telcom Providers - Telco 2015IBMTelecom
How will the Telcom industry evolve over the next five years? Will telcom providers strategies be proactive or protective? Our research suggests four plausible scenarios and the events that would signal their unfolding. More important, we outline the characteristics of companies most likely to succeed in each of these possible futures.
The document discusses recommendations for using Apache Hadoop and its ecosystem to extract value from big data through extract, transform, and load (ETL) processes. It states that organizations are increasingly using big data analytics and Apache Hadoop to address challenges in managing and processing large, diverse datasets. Hadoop provides a scalable architecture and tools for distributed storage and processing of both structured and unstructured data at massive scales.
The Upper Hand of Innovation: Using Competitive Intelligence to Drive Product...Arik Johnson
1) The document discusses how competitive intelligence (CI) can be used to drive product development success through better decision making at the strategic, operational, and tactical levels.
2) It provides examples of frameworks that can be used for CI analysis, such as Porter's Five Forces model, SWOT analysis, core competence analysis, and growth vector analysis.
3) CI involves collecting information from primary and secondary sources, analyzing it, and delivering recommendations to inform strategic decision making within organizations.
EMMF - Sean campbell Competitive Intelligence presentationZoom Industries
The document provides an overview of competitive intelligence techniques for gathering information on competitors from public sources such as LinkedIn, Twitter, blogs, job postings, financial documents and through human intelligence by networking with individuals both inside and outside of a company. It discusses strategies for searching online sources, analyzing available data, and eliciting information through targeted outreach and interviews. Competitive intelligence aims to gain actionable insights on competitors in order to learn faster and create sustainable competitive advantages.
Boeing is a leading aerospace company founded in 1916. It has grown significantly through mergers and acquisitions, including acquiring McDonnell Douglas. Boeing designs, manufactures, and services commercial jetliners, defense systems, satellites, and launch vehicles. It has over 170,000 employees worldwide and partners with suppliers in over 70 countries. Boeing is organized into two business units - Boeing Commercial Airplanes and Boeing Defense, Space & Security - supported by corporate functions focused on business strategy, communications, engineering, and human resources.
Boeing is a leading aerospace company founded in 1916. It has grown significantly through mergers and acquisitions, becoming the world's largest aerospace company. Boeing designs, assembles, and supports commercial jetliners, defense systems, satellites, and launch vehicles. It has over 170,000 employees in 50 countries and partners with suppliers in 150 countries. Boeing is organized into two main business units - Boeing Commercial Airplanes and Boeing Defense, Space & Security.
Boeing is an American multinational corporation that designs, manufactures, and sells airplanes, rockets, satellites, telecommunications equipment, and missiles worldwide. Founded in 1916, Boeing has grown over the decades through strategic mergers and acquisitions of companies including McDonnell Douglas, Hughes Space & Communications, and Jeppesen. Today, Boeing employs over 158,000 people globally and has major business units focused on commercial and military aircraft, defense, space & security, and network & space systems.
This document provides a marketing plan for Boeing. It begins with an introduction to Boeing's history and business units. It then discusses Boeing's values, vision, and goals. A situational analysis is presented, including a SWOT analysis. Boeing's main target segments are identified as corporate clients, particularly airline companies, and defense/government contractors. Corporate clients are segmented geographically, demographically, behaviorally, and psychographically. Defense/government contractors are segmented geographically and demographically. The document proposes strategies for each target segment.
The document is Boeing's 2014 Environment Report which outlines their approach and activities related to environmental leadership and performance. Some key points:
- Boeing aims to be the leading aerospace company through innovations that improve environmental performance of their products and operations.
- They are developing new aircraft like the 787, 777X, and 737 MAX that are more fuel efficient and reduce emissions.
- Boeing is also working on technologies like electric satellites, sustainable fuels, and chrome-free coatings to lower the environmental impact.
- The report discusses Boeing's strategies of designing cleaner products, innovating to zero environmental impact, and inspiring global collaboration on environmental issues.
- Boeing is a leading global aerospace company that develops, manufactures, and services commercial airplanes, defense products, and space systems.
- It has 16 executive officers led by President and CEO David Calhoun. The board of directors has 12 members, most of whom are current or former CEOs of large companies.
- Top shareholders are passive institutional investors like Vanguard Group and BlackRock, while government contracts account for nearly half of Boeing's revenue.
Airbus Analysis Essay provides a detailed analysis of Airbus using several analytical tools including PESTEL, Stakeholder, SWOT, Porter's Five Forces, VRINE, and Porter's model of competitive advantage. The report describes how each analysis supports Airbus's decisions and identifies any problems. The analyses show that the tools used will support Airbus's direction, growth in the aerospace industry, and mission to compete against Boeing for global market share.
Running Head: BOEING 1
Evaluation of Corporate Performance of Boeing
Christopher Trumbull
BUS/401
Instructor Thomas Biggers
March 2, 2014
1.0 Introduction
1.1 Background of Study
The public organizations have a huge list of stakeholders, which comprise shareholders, bondholders, bankers, suppliers, employees, and management. These stakeholders are supposed to monitor the activities of the firm and ensure flexibility in the practices by serving their interests. Therefore, they are seen to depend on the company’s financial statements in order to generate the required information (Boeing, 1995).
This paper focuses on the corporate performance of Boeing’s Airlines, which is computed on the basis of analysis of the company’s financial statement. Boeing’s Pro Forma financial statements are being proposed in order to calculate if the firm’s anticipated performance is on the same platform with the targets and also to forecast the upcoming financing needs of the company. The paper continues with the overall financial ratio analysis of Boeing’s Airlines, its Return on Equity (ROE) DuPont analysis, and its Economic Value Added (EVA). The following analysis was done in order to calculate the effect of the company’s financial policies and for decision making on the fact that is it safe to invest in the company’s stock or not (Boeing, 1995).
1.2 Overview of Boeing
Boeing Corporation is the world's biggest aerospace company and one of the leading manufacturers of airlines, which include commercial jetliners and defense, space and security systems. Researchers suggest that it is the also the highest U.S. exporter and associates itself to supports airlines and the government along with their customers in more than 150 countries. The Boeing products line comprise of commercial and military aircraft, satellites, weapons, electronic and defense systems, launch systems, advanced information and communication systems, and performance-based logistics and training.
Boeing is believed to possess long traditions of aerospace leadership, which show their creativity and innovation. The company therefore wishes to expand its business through its product line and proposed services, which fulfill emerging customer needs. The wide range of abilities includes designing new, better members of its commercial airplane family; enhancing military platforms, defense systems and also the war fighters by imposing network-enabled solutions thereby designing advanced technology solutions and providing better customer-financing options.
1.3 Business Description
Boeing Capital Corporation is a world supplier of financing solutions. With its field of connection between Commercial Airplanes and Defense, Space & Security, Boeing Capital Corporation manage the structures and produces financing to carry on the sale and distribution of Boein ...
This document provides an overview of The Boeing Company, including its vision, mission, values, strategic implementation, management planning, financial analysis, company culture, social responsibility, and recent successes. Boeing is the world's largest aerospace company and leading manufacturer of commercial jetliners and defense equipment. It aims to operate as one global enterprise focused on aerospace leadership, innovation, and meeting emerging customer needs.
Gulfstream Aerospace is a high-technology company that designs, manufactures, and maintains business jets. It requires a highly skilled workforce to perform these complex tasks. The workforce utilizes over 200 software applications and receives training and support from different departments, though the quality of support is mixed. With increasing demands on the applications and decreasing support personnel, Gulfstream must determine a strategy to effectively train its workforce on the various software applications.
Boeing is the world's largest aerospace company with over 159,000 employees. Its strategic planning began with the alliance of five major aviation companies and is now focused on running a healthy core business, leveraging strengths, and conquering new frontiers. Boeing uses an internal matrix structure to balance power between functions and divisions, and integration is key to coordinating production across industries. Legal factors, social responsibilities, production capacity, and competitors like Airbus can all impact Boeing's strategic, tactical, operational, and contingency planning at different levels of the organization.
Boeing has implemented a successful long-term strategy focused on innovation, adaptability, and quality. Key elements of their strategy included a 20-year vision implemented in 1996 focused on becoming a global leader in aerospace. This included acquiring McDonnell Douglas and developing game-changing projects like the Boeing 787 Dreamliner. While facing challenges, Boeing's values of innovation, leadership, and commitment to quality have allowed it to thrive and maintain its position as a world leader in aerospace.
Boeing has implemented a successful long-term strategy focused on innovation, adaptability, and quality. Key elements of their strategy included a 20-year vision implemented in 1996 focused on becoming a global leader in aerospace. This included acquiring McDonnell Douglas and developing game-changing projects like the Boeing 787 Dreamliner. While facing challenges, Boeing's values of innovation, leadership, and commitment to quality have allowed it to thrive and maintain its position as a world leader in aerospace.
Public Sector Enterprises (PSEs) are emerging as lead players in the ‘Make in India’ initiative that is targeted at transforming the manufacturing sector of the country.
This edition of PSE Insights elaborates on the role of PSEs in manufacturing, their potential and the opportunities for partnerships arising under Make in India.
The document summarizes various financial and M&A updates related to the business services industry:
- Air Lease Corporation initiated the sale of 19 aircraft to Thunderbolt III Aircraft Lease Limited for $1.5 billion.
- American Tower Corporation reported 9.4% revenue growth to $1.95 billion in Q3 2019.
- Broadridge acquired ClearStructure to expand its portfolio management solutions for private debt markets.
The document provides an overview of the Indian aviation industry. It begins with an introduction to the industry, highlighting its growth and key characteristics. It then discusses the history of aviation in India and provides statistics on the current market size. The top players in the industry such as Indigo, Jet Airways, and SpiceJet are introduced along with details on their profiles, management, finances and operations. Challenges facing the industry and future projections for growth are also summarized. The presentation concludes with a discussion of various initiatives by the government to support development of the aviation sector in India.
The document provides information about Boeing, the largest airplane manufacturer:
1. Boeing was founded in 1916 and has gone through various eras including jet aircraft development and acquisitions to become the world's leading aerospace company with over 158,000 employees.
2. Boeing designs, assembles, and supports both commercial jetliners and military aircraft, as well as satellites and launch vehicles. Its largest business segments are Commercial Airplanes and Integrated Defense Systems.
3. Boeing is organized into business segments and corporate functions, and conducts business in over 90 countries with international offices worldwide. It focuses on leadership development, sustainability, and being a responsible global corporate citizen.
In this presentation there is analysis for Boeing, history, sales, supply side analysis, Commercial Aircraft Demand Determinants, Market Drivers, Order Comparison, Delivery Comparison, Current Strategy
Similar to International Competitive Intelligence Report (Boeing, Raytheon, General Dynamics, Northrop Grumman) (20)
International Competitive Intelligence Report (Boeing, Raytheon, General Dynamics, Northrop Grumman)
1. Boeing International Strategy
Builds strong international relationships prior to critical competitions, referred
to as “One Boeing Approach”
• Partners with in-country companies/suppliers to boost local jobs and industry
• Includes technology/knowledge transfer in bids, not necessarily from Boeing
1
Defense, Space and Security (BDS) division
• Establishes Research & Technology centers in regions/countries with long-term
significant market potential –Europe, Australia, India, China, Russia, and Brazil
• Maintains 11 consortia, 14 joint research centers, and more than 50 international
research centers in approximately 35 nations for research in areas such as
biofuels, manufacturing processes, and aerostructures
• “We have been increasingly active in the communities in which we live and work.
In 2012, Boeing—along with its employees, retirees and charitable trust—
invested $179 million in communities around the world.”- “2013 Address to
Shareholders”, Jim McNerney, Chairman, President and CEO of Boeing, April 29,
2013
Utilizes strength, size, and goodwill associated with Boeing Commercial
Airlines
• Boeing leverages Commercial Airplane division’s huge financial backlog in order
to offer more competitive pricing for BDS contracts than the rest of the Big 5
A&D companies are able to
• Leading US exporter for over a decade
Source: Boeing website
2. 2
Boeing General Facts
• $81.7B in revenue (up $12.963B, or 19% from 2011)
• $44.1B in International revenue, 54% of total revenue
(Commercial + Defense, up 4% from 2011)
• $7.8B in International BDS revenue, 24% of total BDS
revenue (up 7% from 2011)
• $390B total backlog (Commercial + Defense, up $34.8B, or
10% from 2011)
• $71B total BDS backlog (up $11B, or 18% from 2011)
• 42% of BDS division’s backlog from International customers
• $70B in new orders for Commercial Airlines, $44B in new
orders for BDS (combined, 36% of total backlog)
• 70% of Boeing Commercial Airplanes division’s total
backlog from International customers
• $3.9B in net income (down $.12B, or 3% from 2011)
Source: Boeing website
3. 3
Boeing Sales by Division (2012)
Total Sales
$81.7B
$32,607
40%
$49,127
60% $16,384
20%
$7,584
9%
$8,639
11%
Boeing
Defense,
Space and
Security
Commercial Airplanes
Boeing Military Aircraft
Network & Space Systems
Global Services & Support
“2013 BDS priorities are:
extend and grow our core
business by bringing improved
capability and affordability to
our customers; expand global
sales and operations;
successfully execute our
development programs,
including the KC-46A Tanker;
and use our market-based
affordability efforts to fund
investment in tomorrow’s
capabilities and programs”
Source: Boeing Annual Report 2012, Website
Sales (in Millions)
4. 4
Boeing Global Footprint
Canada
U.S.
UK
France
Hungary
Italy
Saudi
Arabia
Qatar
UAE India
Korea
Singapore
Australia
China
Japan
Russia
Countries with the Largest
Boeing Presence
Commercial + Defense – 174,400
employees in 70 Countries
Defense – 59,000 employees
• 28,000 suppliers and partners worldwide (Commercial + Defense)
• Customers in 150 countries (Commercial + Defense)
• Outside the US, Australia is Boeing’s largest operational footprint, with
more than 3,000 employees; operates seven wholly owned subsidiaries
under Boeing Australia Holdings Pty Ltd
Source: Boeing website
5. 5
Boeing International Leadership
President, Boeing
International
Senior Vice President, BD
Shepard W. “Shep” Hill
President, Boeing Australia &
South Pacific
Ian Thomas
President, Boeing Brazil
Donna Hrinak
General Manager, Boeing
Canada Operations
Kevin Bartelson
President, Boeing United
Kingdom
Sir Roger Bone
President, Boeing Central &
Eastern Europe
Henryka Bochniarz
President, Boeing China
Bertrand-Marc Allen
President, Boeing EU &
NATO
Antonio De Palmas
President, Boeing France
Yves Galland
President, Boeing Germany
& Northern Europe
Matthew Ganz
President, Boeing India
Pratyush Kumar
President, Boeing Israel
David Ivry
President, Boeing Italy
Rinaldo Petrignani
President, Boeing Japan
George Maffeo
President, Boeing Korea
Patrick W. Gaines
President, Boeing
Southeast Asia
Ralph (Skip) Boyce
President, Boeing Middle
East
Jeff Johnson
President, Boeing Saudi
Arabia
Ahmed Jazzar
President, Boeing Turkey
Bernard Dunn
President, Boeing Russia/CIS
Sergey Kravchenko
Boeing Consultant, Latin
America
Source: Boeing Website Alexander F. Watson
6. 6
Boeing International
• Boeing International is composed of country and regional executives in 20 offices worldwide,
whose focus is to:
– “Provide strategic council on political, economic, and industrial developments around the
world”
– “Collaborate with Government Operations to create an integrated view of domestic and global
government issues and developments”
– “Ensure good corporate citizenship around the globe by developing policies and procedures
that comply with the diverse laws, customs, and business”
• Looking to international business to compensate for declines in DoD spending, ultimate goal is
30% by the end of 2013, 35% by 2021
• Especially looking toward the Asia-Pacific region, specifically South Korea, India, and Japan; they
expect this region to account for 50% of International BDS revenue in the next 10 years
“I shared that our goal was to reach a sustained level of 30% of Boeing’s defense revenues coming
from international sales over the next several years. Progress in this area is evident in that Boeing
reported 24% international revenues in 2012 and an increase to 28% in the first quarter of 2013. This
is up from 7% just five years ago. Perhaps most significant is the fact that 42% of Boeing's defense
backlog of $70 billion is outside the U.S. One of the most important drivers behind our progress has
been a true One-Boeing global approach, and we shared many real examples of how this is a unique
advantage for us.” –Dennis Muilenburg, President and CEO Boeing Defense, Space & Security/ June
14, 2013
“Leveraging the international strengths of our company has been a high priority for several years,
and the return on that investment in our people and resources has improved our results and
expanded future opportunities… we are aggressively pursuing–and expanding–our share of growing
international markets.” –Jim McNerney, Chairman, President and CEO of Boeing, April 29, 2013
Source: Boeing website
7. Australia
In 2007, Boeing opened the Office of Australian Industry Capability (OAIC) in Seattle, WA “to match Australian-developed technology
with global partners, leading to sales and collaboration opportunities. In order to identify where these opportunities lay, the OAIC
along with Boeing Research and Technology have conducted technology assessments in Australia visiting a wide range of companies,
universities, and government facilities.” Furthermore, Boeing Defense Australia (BDA) is an entirely separate BDS division focusing
entirely on Australia, is now the country’s leading defense aerospace enterprise, with 1,300 employees in 16 locations throughout
Australia.
India
In February 2009, Boeing opened the Boeing Analysis & Experimentation Center (A&E Centre) in partnership with Bharat Electronics
Unlimited. In March 2009, Boeing opened its Boeing Research & Technology-India center, which is the focal point for all Boeing
technology initiatives in the country, collaborating with Indian R&D organizations, government agencies, private defense agencies, and
universities.
South Korea
Boeing currently has a strong working relationship with KAI Ltd., the Republic of Korea’s national aerospace company and sole source
for all of the government’s military logistics and aerospace projects. KAI builds wings and forward fuselages for the F-15K program,
and two years ago, KAI signed an agreement to develop a weapons bay for the Silent Eagle. Perhaps most importantly, however, is the
significant goodwill they have established through partnerships with other Korean Commercial Airplane companies, such as Korean
Air, a key supplier of composite structures and components for 787 and 747-8 airplane programs. In September 2012, Boeing opened
its Avionics Maintenance, Repair, and Overhaul Center in Korea… Boeing works with ~20 companies in Korea, spending more than
$250M annually. “Over the past half century of working in partnership with the Republic of Korea, Boeing has come to know Korea’s
strong infrastructure and the excellent knowledge and talent base of the its people and industry. We can tap into that as we expand
our presence locally and grow our operations while supporting Korea’s development objectives.” – Joe Song, VP of IBD for Asia-
Pacific region of BDS.
Brazil
June 18, 2013/ “Embraer and Boeing sign an agreement to market Embraer’s KC-390 medium airlifter in limited international
venues…Boeing will be the lead for KC-390 sales, sustainment and training opportunities in the USA, UK, and ‘select Middle East
markets.’ ” Furthermore, in April, Boeing and Embraer signed an agreement to “cooperate in commercial airplane efficiency and
safety, research and technology, and sustainable aviation biofuels.” These factors place Boeing in a far better position than either
Dassault or Saab, especially considering the fact that Brazil is very focused on finally becoming the country of the future and
dispelling the old joke about it’s continuous but unfulfilled hopes of technological equivalence with other economic world powers
(Brazil does have the 6th largest economy in the world). Brazil insists on technology transfer for all defense agreements, and Boeing
responded indirectly to this April 3, 2012, when it opened a new Aerospace Research and Technology Center in Brazil. Finally, Boeing
selected Elbit systems on June 14, 2012, to produce the low-profile head-up display (LPHUD) that will be part of the Advanced Cockpit
System for Boeing fighter jets, presenting “additional opportunities for Elbit Systems to develop advanced cockpit avionics
capabilities at its Brazilian subsidiary, AEL Sistemas.”
7
Boeing International Relationships
Source: Boeing website
8. 8
Recent Boeing Contracts
(2012-2013)
Saudi Arabia
• June 20, 2013/ Boeing and Sikorsky Aircraft Corp. form equal-share joint venture to compete for sustainment for
Saudi Arabia’s rotorcraft fleet
• Nov. 2, 2012/ Boeing receives $3.5B contract for 68 F-15S to F-15SA conversion kits, and 4 base stand-up kits
• Received LOA for 84 new Boeing F-15 fighters, 70 new AH-64E Apache helicopters, 36 AH-6i Apache helicopters, all
together approx. $21B in sales
India
• Mid 2012 finalized order for 10 C-17 airlifters in a $4.1B deal for Indian Air Force (Largest deal between India and
the US in history)
South Korea
• April 17, 2013/ S. Korea’s Defense Acquisition Program Administration (DAPA) announces $1.6B contract awarded
to Boeing for 36 AH-64E Apache helicopters
• Potential $7.3B program replacing South Korea’s fleet of 60 F-4 Phantoms, but in 30+ rounds of bidding by DAPA,
neither Boeing nor LM meet price requirements, same situation with $.9B program replacing 20 maritime aircraft
Australia
• 24 F/A-18E/F Super Hornets, looking to purchase more than 10 P-8 Poseidon maritime aircraft
General International Sales
• 32 C-17s to Australia, Canada, India, Qatar, UAE, UK, and the Strategic Airlift Capability initiative of NATO and
Partnership for Peace nations
• “International F/A-18 demand remains promising and management spoke of "dozens and dozens" of potential
sales (Brazil, Qatar, Malaysia cited but there are others). Management mentioned a per hour flight cost of $16,000
for the F/A-18E/F, which is substantially below that of the F-35” ($24,000/hour) – Capital Alpha Partners LLC Notes
on Boeing’s Investor Conference from DC Defense Perspective, May 2012
Source: Boeing website, IHS Jane’s, Defense Industry Daily, DoD, Capital Alpha Partners LLC
9. 9
Raytheon International Strategy
Emphasize accessibility, diversity of employees, “mid-range, high-value solutions”
• “Raytheon has facilities, businesses and customers in nearly every corner of the globe. Day in and
day out, members of our team interact with people from an extremely diverse range of
backgrounds. Thus, diversity of talent and thought is the cornerstone of our ability to provide
solutions to the global market…We continue to strive to build a culture around recognizing,
respecting and leveraging individual and cultural differences. Yet, as the global environment
rapidly changes and becomes even more competitive, the next steps in our companywide journey
to inclusiveness will be critical.”
• Seek to employ as many people from different countries and socio-economic backgrounds as
possible, in order to better formulate (and market) their “Customer Focused” solutions to target
international markets
• Readily admit that “We compete worldwide with a number of U.S. and international companies in
[defense] markets, some of which may have more extensive or more specialized engineering,
manufacturing and marketing capabilities than we do in some areas.”
• Instead of trying to sell “101%” solutions, they focus on “99%” solutions, going for the lower end
of both product/service requirements and price, as a result they are quite successful
internationally with countries operating with much smaller defense budgets than the US
Utilize training services to build brand recognition internationally
• Using Raytheon Professional Services LLC, they seek to get a foot in the door with training
services for a very wide variety of industries, which are always well received, as they often are
replacing outdated second or third-world business models with highly analyzed US business
practices
• Follow up with Air Traffic Management systems, radars, sensors, surveillance & targeting
solutions, then move on to Integrated Air & Missile Defense systems, like the Patriot program
Source: Raytheon Annual Report 2012, Website
10. 10
Raytheon General Facts
• $24.4B in revenue (down $.38B, or 2% from 2011)
• $6.2B in International revenue, 26% of total revenue, (highest in the A&D
industry, but up only 1% from 2011, 3% from 2010)
• $36.2B in total backlog (up $.9B, or 2.5% from 2011)
• $12.7B in International backlog, 35% of total backlog (down $.3B, or 2%
from 2011)
• $1.9B in net income (up $.004B, or .2% from 2011)
As of April 1, 2013: “The Raytheon Company structure will consist of four
businesses: Intelligence, Information and Services, resulting from the
combination of the Intelligence and Information Systems and Raytheon
Technical Services businesses; and the Integrated Defense Systems,
Missile Systems, and Space and Airborne Systems businesses, each of
which will be expanded by the realignment of the former Network Centric
Systems business operations.”
Source: Raytheon Annual Report 2012, Website
11. 11
Raytheon Sales by Region and
Division (2012)
International Sales ($6.2B)
$2,470
$1,252
Sales (in Millions) Sales (in Millions)
$2,510 $18,182
United States
Asia/Pacific
Middle East/N. Africa
Europe
Total Sales
$24.4B
$5,037
19%
$5,693
22%
$5,333
20%
$6,251
24%
$4,058
15%
Integrated Defense Systems
Missile Systems
Space & Airborne Systems
Intelligence & Information Systems, Technical Services
Network Centric Systems
Source: Raytheon Annual Report 2012, Website
12. 12
Raytheon Global Footprint
68,000 employees in 19 countries
Providing products and technical
services to more than 100 countries
Key Raytheon Locations
Global companies established in the UK (Raytheon Systems Limited),
Australia (Raytheon Australia), France (ThalesRaytheonSystems), Germany
(Raytheon Anschütz), Spain (Raytheon Spain), and Canada (Raytheon
Canada Limited), and maintains offices in 12 other countries
Source: Raytheon Website
Close-up of
Raytheon locations
in Europe & MENA
Canada
U.S.
UK
France
Saudi Arabia
UAE
India
Australia
Spain
Germany
Oman
Qatar
13. 13
Raytheon Leadership
Raytheon Chairman & CEO
William H. Swanson
Exec. VP & COO
Thomas A. Kennedy
Senior Vice President
Business Development
CEO, Raytheon International
Thomas M. Culligan
Senior Vice President
HR & Security
Keith J. Peden
Senior Vice President
General Counsel & Secretary
Jay B. Stephens
Senior Vice President
CFO
David C. Wajsgras
VP
President, Integrated
Defense Systems
Daniel Crowley
VP
President, Intelligence,
Information & Services
Lynn Dugle
VP
President, Missile
Systems
Taylor Lawrence
VP
President, Space &
Airborne Systems
Richard Yuse
VP
Gen. Manager,
Intelligence, Information
& Services
John Harris II
VP & CIO
Rebecca Rhoads
VP
Controller & CAO
Mike Wood
VP & Treasurer
Richard Goglia
VP
Engineering, Tech.&
Mission Assurance
Mark Russell
VP
Contracts & Supply
Chain
David Wilkins
VP
Corporate Affairs &
Communications
Pamela Wickham
VP
Raytheon Company
Evaluation Team
Edward Miyashiro
VP
Internal Audit
Lawrence Harrington
VP
Michael Hoeffler
Source: Raytheon Website
14. 14
Raytheon International
As US Defense market tightens its collective belt, Raytheon increasingly looks overseas for customers for its “mid-range,
high value” defense solutions
Raytheon Company Strategy: (points 2-5)
• Leverage our domain knowledge in air, land, sea, space, and cyber for all markets.
• Expand international business by building on our relationships and deep market expertise.
• Build upon our Customer Focused mindset, further strengthening our company based on performance, relationships and
solutions.
• Deliver innovative supply chain solutions to accelerate growth, create competitive advantage and bring value to our global
customers
“Raytheon International, Inc. leads the company’s efforts to capture new overseas business, and coordinates the operations of its
international locations. Recent bookings with civilian and military customers in Europe, Asia and the Middle East demonstrate
Raytheon International’s successful strategy of pursuing a worldwide customer base.”
“International sales were principally in the areas of air and missile defense systems, missile systems, airborne radars, naval
systems, air traffic control systems, electronic equipment, computer software and systems, personnel training, equipment
maintenance and microwave communications technology.”
“International sales rose 10 percent in the quarter from a year earlier, and overseas sales will account for 28 percent of revenue
this year, up from 26 percent in 2012” – Dave Wajsgras, CFO of Raytheon, 7/25/13
International Growth:
“Because of the breadth of our offerings, our systems integration capability, the value of our solutions and our strong legacy in
the international marketplace, we believe that we are well positioned to continue to grow our international business... We believe
demand continues to grow for solutions in air and missile defense, air traffic management, precision engagement, homeland
security, naval systems integration and ISR [Intelligence, Surveillance & Reconnaissance]. In addition, as coalition forces
increasingly integrate military operations worldwide, we believe that our capabilities in network-enabled operations will continue
to be a key discriminator in these markets.”
“International sales of air and missile defense offerings helped the contractor boost [operating income] by 21% at its Integrated
Defense Systems unit in the quarter from a year earlier, according to the statement. While the company’s profits and sales rose,
order backlog declined 4.4 percent to $32.4 billion in the quarter, compared with $33.9 billion a year earlier.” (9% increase in actual
sales)
Source: Raytheon Annual Report 2012, Website, Bloomberg News
15. 15
Recent Raytheon Contracts
(2012-2013)
Middle East
• Oman: Approx. $1.5B contract for ground-based air defense system currently in final negotiation stage
• “Raytheon Chief Executive Bill Swanson said on the company's earnings call that Raytheon is also making
good progress on several other large international sales, including missile defense systems to Qatar and
Kuwait”
• Oman: Raytheon Anschütz awarded contract for four Integrated Bridge & Navigation Systems for Royal Navy of
Oman
• UAE: AutoTrac III air traffic management system installed for undisclosed amount
• Saudi Arabia: $600M+ contract for Command, Control, Communications, Computers & Intelligence system (C4I)
• Saudi Arabia: $55M contract for TOW 2A Radio Frequency missiles (2010)
Europe
• Germany: $155.6M contract for Block 2 Rolling Airframe Missiles for delivery to the German navy, largest single
RAM award by Germany
• UK: Approx. $120M contact for Paveway IV precision-guided bombs
Asia/Pacific
• Australia/India: $45.3M contract to provide MK 54 lightweight torpedo hardware, test equipment, spares and
related engineering and repair services for both Navies
• India: Building ground stations for the GPS-Aided Geosynchronous Augmented Navigation system (GAGAN) in
partnership with the Indian Space Research Organization (ISRO) & Airports Authority of India (AAI)
Patriot Missile Program
• Installed in 12 countries: US, Netherlands, Germany, Japan, Israel, Saudi Arabia, Kuwait, Taiwan, Greece, Spain,
South Korea and UAE
• Turkey in talks for ~$500M installation, Qatar in talks for ~$2B contract to install 11 fire units
Source: Raytheon Website, Reuters
16. General Dynamics Int’l Strategy
General Dynamics has no actual division devoted to pursuing International sales, or
overarching International strategy, however, the Combat Systems and Information
Systems & Technology Business Groups “continue to pursue opportunities presented by
international demand for military equipment and information technologies from our
indigenous international operations and through exports from our U.S. businesses.”
Aerospace (Gulfstream and Jet Aviation)
• Solely commercial business, zero integration with defense businesses
• Though 60% of backlog is with international customers, both companies operate as separate entities from GD, not
16
leveraging either brand name or goodwill (new International service centers say “Gulfstream” over front door)
Marine Systems (Bath Iron Works, Electric Boat, and NASSCO)
• Solely domestic market, almost entirely for the US Navy
Combat Systems (Land Systems, Armament & Technical Products, and Ordnance & Tactical Systems)
• Land Systems and its subsidiaries, Land Systems - Canada, Land Systems - Australia, & European Land Systems
do the largest chunk of Combat Systems’ international business, utilize the “demonstrated success of [General
Dynamic’s] US military vehicles” in promoting sales, but also design vehicles especially for those markets
• Armament & Technical Products has two international branches manufacturing heavy-duty axles, suspension,
planetary axles, etc. for commercial vehicles, but only as a result of buying AxleTech International
• Have a specialized branch of OTS, Ordnance & Tactical Systems – Canada, which is the Prime Contractor &
Ammunition System Integrator to the Canadian Government
Information Systems & Technology (IS&T) (Advanced Information Systems, Information Technology,
and C4 Systems)
• C4 systems provides a number of command, control, communications, and computer services “to non-U.S.
customers, including the Canadian Department of National Defence, the U.K. Ministry of Defence and public
agencies and private companies in Europe and the Middle East”
Source: General Dynamics Annual Report 2012, website
17. 17
General Dynamics General Facts
• $31.5B in revenue (down $1.18B, or 4% from 2011)
• $6.5B in International revenue, 21% of total revenue (up $.2B, 3%
from 2011)
• $51.3B in total backlog (down $6.1B, or 11% from 2011)
• $35.6B in defense backlog (down $3.9B, or 10% from 2011)
– “The decrease occurred in our Combat Systems and Marine
Systems groups as work continued on large, multi-year contracts
awarded in prior periods.”
• $(332)M in net income (down $2.86B, or 113% from 2011)
Only commonality between four Business Groups is the tendency to
make acquisitions of companies poised to seize a key or niche market,
instead of competing. This fails if they misread the long-term market
value of their acquisitions, as was the case in 2012 with IS&T, which
resulted in an operating loss of $1.37B for that Business Group.
Source: General Dynamics Annual Report 2012, website
18. 18
General Dynamics Sales by Region
and Division (2012)
International Sales ($6.5B)
Sales (in Millions) Sales (in Millions)
$878
$165
$1,027
$679
$548
$541 $713
$534
$288
$876
$260
Canada Other N. America
UK Switzerland
Russia Spain
Other EU China
Other Asia/Pacific Africa/ME
S. America
Total Sales
$31.5B
$6,912
22%
6,592
$10,017
32%
$7,992 21%
25%
Aerospace
Marine Systems
Combat Systems
Information Systems & Technology
Source: General Dynamics Annual Report 2012
19. 19
General Dynamics Global Footprint
Countries with General Dynamics Subsidiary Operations
Commercial + Defense – 92,000 employees
Canada
U.S.
Australia
Brazil
UK
France
Spain
Germany
Switzerland
Italy
Mexico
“In 2012, 66 percent of our revenues were from the U.S. government, 13 percent
were from U.S. commercial customers, 8 percent were from international defense
customers, and the remaining 13 percent were from international commercial
customers.”
Source: General Dynamics Annual Report 2012, website
20. 20
General Dynamics Leadership
General Dynamics, Chairman &
CEO
Phebe N. Novakovic
Exec. Vice President
Marine Systems
John P. Casey
Exec. Vice President
Information Systems &
Technology
David K. Heebner
Exec. Vice President
Aerospace
Joseph T. Lombardo
Exec. Vice President
Combat Systems
Mark C. Roualet
Senior Vice President
General Counsel &
Secretary
Gregory Gallopoulos
Senior Vice President
Planning & Development
Robert W. Helm
Senior Vice President
HR & Administration
Walter M. Oliver
Senior Vice President
CFO
L. Hugh Redd
Vice Presidents
President, CFO, Administration & General Counsel, Gulfstream Aerospace; President , Jet Aviation; President, Bath Iron Works;
President, NASSCO; President, Electric Boat; President, Advanced Information Systems; President, Information Technology;
President, C4 Systems; President, Armament & Technical Products; President, Ordnance & Tactical Systems; President, Land
Systems; President, European Land Systems; GD Tax; GD Controller; GD HR & Shared Services
Source: General Dynamics website
21. General Dynamics Combat
Systems International Subsidiaries
“As a result of the demonstrated success of our U.S. military vehicles, we have cultivated continued international
demand. The group’s U.S. exports include Abrams tanks and Light Armored Vehicles (LAVs) for U.S. allies around the
world. The international operations of our U.S. military vehicles business also have generated significant indigenous
opportunities. We are modernizing approximately 600 LAV III combat vehicles for the Canadian government, as well as
providing long-term support to all Canadian LAV vehicles. For the U.K. Ministry of Defence, we are producing the
Foxhound armored vehicle and will co-produce the Specialist Vehicle with the U.K. operations of our Information
Systems and Technology group.”
General Dynamics Land Systems – Canada
• Formerly GM Defense, acquired in 2003 and are the preferred provider to the Canadian Gov’t of LAVs, sub-system
21
integration; presence in Canada for 35 years
General Dynamics Land Systems – Australia
• Provides Australian Defence Force with ASLAV/LAV (light armored-vehicles) and M1A1 tanks
General Dynamics European Land Systems
• Through its offices in Madrid, Spain, Kaiserslautern, Germany, Kreuzlingen, Switzerland, and Vienna, Austria it
sells Wheeled Vehicles (PIRANHA, EAGLE, PANDUR), Tracked Vehicles (Pizarro, ASCOD), Mobile Military Bridge
Systems, and Artillery & Ammunition to various allied governments
• Recently awarded contract by Germany for 100 EAGLE V 4x4 Vehicles
General Dynamics – United Kingdom Limited
• Provides Armoured Fighting Vehicles (AFV) to the British Army
General Dynamics – Ordnance & Tactical Systems Canada
• Prime Contractor & Ammunition System Integrator to the Canadian Gov’t
General Dynamics Armament & Technical Products (two international locations)
• Saint Etienne, France: “This facility houses the company’s European product development team & aftermarket
support & manufactures high-speed planetary axles, independent suspension axle systems & transfer cases”
• Osasco, Brazil: “This location manufactures axles and provides engineering & quality support for the local
Brazilian market”
Source: General Dynamics Annual Report 2012, website
22. networking…computing and information assurance” as well as “land, airborne, and underwater ISR systems” for
the DoD, federal and civilian agencies and also “to non-U.S. customers, including the Canadian Department of
National Defence, the U.K. Ministry of Defence and public agencies and private companies in Europe and the
Middle East. For example, we designed, procured, integrated and installed the telecommunications, security and
control systems for the newly operating Khalifa Port in the United Arab Emirates.”
• Responsible for a multitude of other smaller systems for Canadian military, including either design and production
or support services for integrated mission sensors and systems for ground vehicles, helos, ships and submarines
22
General Dynamics IS&T
International Subsidiaries
“Our Information Systems & Technology group provides critical technologies, products and services that support a
wide range of government and commercial communication and information sharing and security needs. The group
consists of a three-part portfolio centered on secure mobile communication systems, information technology
solutions and mission support services, and intelligence, surveillance and reconnaissance systems.”
• Also self-defined as C4 Systems, Information Technology, and Advanced Information Systems, respectively
• Information Technology’s only international clients are large commercial companies like AT&T, Verizon, and T-Mobile,
which are based out of the US, and a small handful of logistical contracts for the UK Dept. of Health, and
systems engineering for two London boroughs
• Advanced Information Systems is made up of a number of smaller companies GD bought for the purpose of
satisfying certain customer needs, but revolves around cybersecurity, mission systems, and ISR, and serves the
US Gov’t almost exclusively
• C4 Systems operates in 13 countries and “specializes in command and control, communications,
General Dynamics – Canada
• “System architect, system design authority, and system integrator” for BOWMAN system for the UK MoD,
replacing outdated Clansman radio with secure integrated voice, data, and multimedia mobile communications
system
General Dynamics – United Kingdom Limited
• “Prime Contractor and Systems Integrator” for BOWMAN system for the UK MoD
• Supplying Royal Netherlands Navy with the New Integrated Marines Communications and Information System
Source: General Dynamics Annual Report 2012, website
(NIMCIS)
23. 23
Recent General Dynamics Contracts
(2012-2013)
Australia
• Received five year, $40M Through Life Support contract for Armored Vehicles
Middle East
• Egypt: $225M for production of M1A1 tank kits for the Egyptian Land Forces under an Egyptian
tank co-production program
• Saudi Arabia: $160M for the production of an M1A2 variant for the Kingdom of Saudi Arabia.
• Israel: $315M for Merkava Armored Personnel Carrier hulls and material kits for the Israeli Ministry
of Defense
Europe
• UK: $115M for 151 Foxhound armored vehicles for the U.K. Ministry of Defence
• UK: $110M for the design, integration and production of seven prototypes under the U.K.’s SV
program, in addition to the integration work being performed by the Information Systems and
Technology group
• Spain: $150M for Pizarro Advanced Infantry Fighting Vehicles scheduled for delivery to the
Spanish Army through 2016
Canada
• “$870M for the upgrade and modernization of LAV III combat vehicles for the Canadian Army,
including a $135M contract modification awarded in 2012 to upgrade an additional 66 vehicles
bringing the total to approximately 600 vehicles “
South Africa
• $75M contract awarded to GD SATCOM Technologies and partner Stratosat Datacom Ltd. To
supply 64 radio-telescope antennas, ancillary electronic components and support for S. Africa’s
MeerKAT radio telescope program
Source: General Dynamics Annual Report 2012, website
24. Northrop Grumman Int’l Strategy
International markets not a key piece of overall strategy
“As part of our business and operational strategies and priorities, we continue to seek effective ways to help build and strengthen
the communities where we work and live. As we grow our presence in international markets, we will be expanding our community
support in those regions as well.” – Annual Report 2012, “Letter to Shareholders”
24
“Our corporate citizenship team developed an international engagement strategy that we began to implement in 2013.” –
Corporate Responsibility Report 2012 (only mention of International involvement other than in Costa Rica)
• No mention of “worldwide”, “world-class”, “global”, or “International” in Corporate “Vision, Values, and Behavior”
• But, because “Revenue from the U.S. Government… accounted for 90 percent or more of total revenues in each of the years
ended December 31, 2012, 2011 and 2010” they have been well aware for some time that “We face continued uncertainty in our
business environment due to the substantial fiscal and economic challenges facing the U.S. Government, our primary
customer, including the potential for sequestration and issues surrounding the national debt ceiling.”
• As a result, pursuing more and more business through their UK office, which explains why all descriptions of foreign business
are written with UK spelling, with a heavy emphasis on modernization & logistics:
“A full 70% of the lifecycle cost of a military weapons system, or a piece of military hardware or capability is post-production. It’s
in logistics, sustainment and modernization. So we feel that’s a very good business for us. What we’re focused on is that part of
logistics where we can apply the decades of experience Northrop Grumman has in designing, developing, building, maintaining
and upgrading military equipment. So we feel we have the level of expertise and capability required to provide the solutions that
our customers need. You know, given the global security environment, we feel there will be operations ongoing throughout the
world.” – Christopher Jones, CVP and President, Technical Services, June 25, 2013
Narrowing and Strengthening Focus Through Divestitures, Utilizing UK as Point of Sale
• Sold Shipbuilding Business Sector, and some non-core businesses, concentrating on what they believe are biggest potential
growth markets: Cybersecurity, C4I, Unmanned Systems, Airport Systems, and Logistics & Sustainment
• Primarily selling to European markets through UK, have redone most European Postal Centers, and a handful of Air Traffic
Management systems, commercially, provide Radar and Sensing Systems, Navigation Systems for defense
Emphasizing Trustworthiness, Ethical Behavior
• Only A&D Company with clearly promoted versions of their “Vision, Values, and Behavior” and “Standards of Business
Conduct” written for “our associates employed overseas” in Belgium, Holland/The Netherlands, Norway, Germany, Italy,
France, Spain, Japan, Malaysia, Taiwan, and China
• Also have separate OpenLine channel to report Ethics & Business Conduct 24/7 for Europe, Taiwan, Japan, China, and Korea
Source: Northrop Grumman Annual Report 2012, Northrop Grumman Corporate Responsibility Report 2012, Website
25. 25
Northrop Grumman General
Facts
• $25.2B in revenue (down $1.2B, or 5% from 2011)
• $2.5B in International revenue, 10% of total revenue (up $.003M, or .5%
from 2011)
• $40.8B in total backlog (up $1.3B, or 3% from 2011)
• $4.9B in International backlog, 12% of total backlog (up $2.13B, or 43%
from 2011)
• $1.98B in net income (down $.14B, or 7% from 2011)
Stated Vision:
“Our vision is to be the most trusted provider of systems and technologies that ensure
the security and freedom of our nation and its allies. As the technology leader, we will
define the future of defense—from undersea to outer space, and in cyberspace.”
#1 “Key Behavior”:
“We all have the company values listed on the back of our badges—Quality, Customer
Satisfaction, Leadership, Integrity, People, Suppliers. Integrity must characterize
everything we do. We want everyone who comes in contact with us to know that we do
things the right way at Northrop Grumman. We don't take short cuts.”
Source: Northrop Grumman Annual Report 2012, Website
26. 26
Northrop Grumman Sales by
Division (2012)
Aerospace Systems:
“Aerospace Systems is a premier developer, integrator, producer
and supporter of manned and unmanned aircraft, spacecraft, high-energy
laser systems and microelectronics critical to maintaining the
nation's security.”
Electronic Systems:
“Electronic Systems… is a leader in the design, development,
manufacture, and support of solutions for sensing, understanding,
anticipating, and controlling the operating environment for our
global military, civil, and commercial customers.”
Information Systems:
“Information Systems… is a leading global provider of advanced
solutions for the DoD, national intelligence, federal civilian, state and
local agencies, and international allies, as well as certain commercial
customers. Focus areas are in cybersecurity; C4ISR; intelligence
processing; air and missile defense; decision support systems;
information technology; and systems engineering and integration.”
Technical Services:
“Technical Services… is a premier supplier of life cycle solutions
and innovative technical support and services for customers
globally. Key capabilities include platform sustainment and
modernization, [as well as] innovative and affordable logistics, and
also provides an array of other advanced technology and
engineering services, including space, missile defense, nuclear
security, training and simulation.”
Total Sales
$3,019
11%
Source: Northrop Grumman Annual Report 2012
Sales (in Millions)
$9,977
37%
$6,950
25%
$7,356
27%
$25.2B
Aerospace Systems
Electronic Systems
Information Systems
Technical Services
27. 27
Northrop Grumman Global
Footprint
S. Korea
Taiwan
Japan
Australia
Singapore
U.S.
UK
Germany
France Italy
India
Belgium Switzerland
Saudi
Arabia
UAE
68,100 Employees in 25 Countries (Commercial + Defense)
Offices in 15 Countries
Most Significant Foreign Offices are in UK, France, Germany, and
Italy
Source: Northrop Grumman Annual Report 2012, Website
28. 28
Northrop Grumman Leadership
Chairman, CEO, and President,
Northrop Grumman Corporation
Wes Bush
Corporate Vice President
Government Relations
Sid Ashworth
Corporate Vice President
President, Enterprise Shared Services
Mark Caylor
Corporate Vice President
General Counsel
Sheila Cheston
Corporate Vice President
President, Electronic Systems
Gloria Flach
Corporate Vice President
President, Technical Services
Christopher Jones
Corporate Vice President
Communications
Darryl Fraser
Corporate Vice President
Operations
Linda Mills
Corporate Vice President
CFO
James Palmer
Corporate Vice President
President, Aerospace Systems
Thomas Vice
Corporate Vice President
President, Aerospace Systems
Kathy Warden
Corporate Vice President
Chief HR Officer
Denise Peppard
Corporate Vice President
Chief Global BD Officer
David Perry
Source: Northrop Grumman Website
29. 29
Northrop Grumman Global
Subsidiaries
“A key element of Northrop Grumman’s growth is its commitment to the international
marketplace…Northrop Grumman has a well-established international presence outside the United
States and maintains a network of more than 30 regional business development offices and local
businesses serving customers in key international markets in Europe, the Middle East and Asia
Pacific regions.”
• 3 of 4 Business Sectors drive International sales: Electronic Systems (encompasses most
International Offices), Information Systems, and Technical Services
• Seven key International Subsidiaries:
– Park Air Systems: UK Office, provides both commercial and defense oriented ground-to-air
communication systems
– Remotec: UK Office, provides Airport Realtime Collaboration (ARC) and other Airport Systems
to commercial clients
– Northrop Grumman Mission Systems Europe: UK Office, provides C4I services, both “Civil &
Security” and Defense, especially focusing in Command & Control (C2) capabilities, and
integrated sensor systems for Situational Awareness (SA)
– Solystic: French office, “supplier to the largest international postal operators” of postal
automation systems
– Northrop Grumman LITEF Gmhb: German office, specializing in intertial sensors, intertial
reference and navigation systems
– Sperry Marine: German office, specializing in Commercial Navigation Systems & Integrated
Navigation & Bridge Systems
– Northrop Grumman Italia: Italian office, specializing in Integrated Navigation Systems (INS),
including GPS, Air Data Sensors (ADS), and Magnetic Sensor Units (MSU)
Source: NG AR 2012, northropgrummaninternational.com, Solystic Website, LITEF Website, Sperry Marine Website, NG Italia Website
30. United Kingdom:
“The UK is Northrop Grumman’s largest international customer and remains a critically important market for the company as a
supplier base and a source for technology partners. The company has a heritage of operating in the UK that spans 100 years…
sales into overseas markets from Northrop Grumman’s UK entities accounting for some 70% of our UK businesses.”
• 10 Locations across the UK, sustains employment for 5,000 people in supply chain
• Developed a series of unmanned ground systems to deal with bomb threats in the 1970’s and has shifted to meet modern
threats, integral cybersecurity and technology partner for a number of British Government offices
Australia:
“Northrop Grumman has a strong customer base and has been supporting a variety of both defence and civil programmes for
more than 20 years. It is a key supplier in the defence, security, information systems, and public safety communications markets
providing a range of capabilities and technologies including as a key subcontractor for the Wedgetail AEW&C, F-35 Lightning II,
and the FA/18 Super Hornet programmes. The company was recently awarded a contract to build a cyber-test range for the
University of New South Wales and Canberra campus at the Australian Defence Force Academy. Further expanding and
solidifying the company’s presence in Australia, particularly in cyber security, Northrop Grumman recently acquired M5 Network
Security, a Canberra-based provider of cyber-security and secure mobile communications to Australian military and intelligence
organizations.”
India:
“Northrop Grumman has been working with the Indian armed forces and Indian industry for more than 25-years. We support
India in a variety of defence and civil applications including air traffic control communications systems and radars, unmanned
ground vehicles for the Indian Army and marine navigation systems for the Indian Navy and bring significant capabilities for
homeland defence modernization and command & control, intelligence, surveillance and reconnaissance (C2ISR). We continue
to develop our presence in India through strategic industrial partnerships and in 2007 opened offices in New Delhi which has
been expanded to include representatives from several Northrop Grumman businesses.”
Middle East & Africa:
“Northrop Grumman has had an active presence in the Middle East for more than a decade with its regional headquarters in Abu
Dhabi, UAE and has well established partnerships with Dubai, the UAE and other countries in the region, where it supports a
variety of defence and civil programmes. The company opened an office in Riyadh, Saudi Arabia in 2008.”
30
Other Northrop Grumman Global
Offices
Source: Northrop Grumman Website (NOTE: UK SPELLING)
31. 31
Recent Northrop Grumman
Contracts (2012-2013)
• $1.7B contract for NATO unmanned Alliance Ground Surveillance System (AGS)
based on Global Hawk
• $66.3B JV contract w/ Finmeccanica for NATO cybersecurity
• $1.0B in contracts for “International Air Defense Programs”
• Contract to provide London’s Metropolitan Police Services’ new Command & Control
system
• (Park Air Systems) Contract for Air Traffic Communication System in North Sea,
offshore England
• (Park Air Systems) Contract for Ground-to-Air Communication System in Curacao for
Dutch Caribbean Air Navigation Service Provider
• (Park Air Systems) Contract for Integrated nationwide IP-based VHF System for all
aircraft operating in Uruguay
• (Park Air Systems) Contract for NATO to add Air Traffic Communications for
Kandahar Air Base, to existing Park Air T6 Radio Series in Afghanistan
• (Park Air Systems) Contract for Ground-to-Air Communication Systems across Chile
• (Remotec) Contract for Airport Realtime Collaboration (ARC) System to UK’s East
Midlands Airport
Source: Northrop Grumman Annual Report 2012, Website
Editor's Notes
Source for regional sales: Annual Report pg. 122 (130/144 in PDF format)