Airbus was founded in 1970 as a consortium of the principal aerospace companies of germany, france, england, Spain. As a partnership, the partners combined their resources and technologies to produce a more competitive line of commercial aircraft. Analysts estimated it had sales of $16. Billion and earnings before interest and taxes of $0. Billion in 1999.
Airbus was founded in 1970 as a consortium of the principal aerospace companies of germany, france, england, Spain. As a partnership, the partners combined their resources and technologies to produce a more competitive line of commercial aircraft. Analysts estimated it had sales of $16. Billion and earnings before interest and taxes of $0. Billion in 1999.
Airbus was founded in 1970 as a consortium of the principal aerospace companies of germany, france, england, Spain. As a partnership, the partners combined their resources and technologies to produce a more competitive line of commercial aircraft. Analysts estimated it had sales of $16. Billion and earnings before interest and taxes of $0. Billion in 1999.
Airbus was founded in 1970 as a consortium of the principal aerospace companies
of Germany (Deutsche Aerospace, now a Daimler-Chrysler subsidiary known as DASA) France (Aeropspatiale Matra), England (Britain's Hawker Siddeley, later BAE Systems), and Spain (construcciones aeronuticas, CASA), and had its headquarters in Toulouse, France. Through the consortium, the partners combined their resources and technologies to produce a more competitive line of commercial aircraft. While Airbus functioned as a marketing organization, the partners developed and manufactured aircraft components individually. For example, BAE made the wings in Great, Britain and DASA did final assembly in Hamburg. The host governments had significant interests in the consortium because it employed approximately 37,000 workers and provided military aircraft and space systems to them. In addition, the and Spanish governments had direct financial interests in their member companies. As a partnership, Airbus did not publish detailed financial statements, but analysts estimated it had sales of $16.7 billion and earnings before interest and taxes (EBIT) of $0.9 billion in 1999 (see Exhibit 4A). Over time, the partnership structure had become increasingly cumbersome, and limited the consortium's ability to reduce costs and finance growth. To address these problems, the three continental European partners merged into a new company known as European Aeronautic Defense and Space Company(EADS). The new compay was launched in July 2000, with a E1.6 billion initial public equity offering (IPO). Exhibit 4B presents consolidated pro forma financial statements for EADs. The partners also planned to create a new French corporation called Airbus Integrated company (AIC) which would asume all of the Airbus-related activities. When formed in January 2001, EADS and BAE Systems would own 80% and 20% of AIC, respectively. From the beginning, Airbushad a reputation for innovative design and technology. Its first plane, the A300, served as the platform for several derivative models with varying range and capacity combinations. By 1999, it had a fleet of nine basic models (see Exhibit 2), a customer base of 171 operators, and an order backlogar 1435 planes." All Airbus planes employed fly by wire technology that substituid computerized control for mechanical linkages between the pilot and the aircrafts control surfaces. This technology combined with a common cockpit design permitted cross crew qualification' (CCO) whereby pilots were certified to fly similar aircraft. For example, pilots could fly and maintan certification in several planes including the A3XX, A340, and A330. The ability to Schedule flight crews interchangeably on various models led to beter pilot utilization and lower training costs. These features helped explain why Airbus had received over half of the total large aircraft orders for the first time in 1999, and why a leading industry journal had recently declared: "Airbus has won and will become the world's leading producer of commercial jets. Despite the gains in market share, Airbus still did not have a product to compete with Boeing's 747 in the VLA market. A senior executive at Aerospatiale complained: "The problem is the monopoly of 747, which is fantastic advantage. They have a product. We have none.
Airbus Industrie Airbus fue fundada en 1970 como un consorcio de las principales empresas del sector aeroespacial de Alemania ( Deutsche Aerospace , ahora una subsidiaria de Daimler -Chrysler conocido como DASA ) Francia ( Aeropspatiale Matra ), Inglaterra ( Gran Bretaa Hawker Siddeley , posteriores BAE Systems ) , y Espaa ( construcciones Aeronuticas, CASA) , y tena su sede en Toulouse , Francia. A travs del consorcio, los socios combinan sus recursos y tecnologas para producir una lnea ms competitiva de aviones comerciales. Mientras que Airbus funcion como una organizacin de marketing, los socios desarrollan y fabrican componentes de aeronaves por separado. Por ejemplo, BAE hizo las alas en Gran, Gran Bretaa y DASA hizo el montaje final de Hamburgo. Los gobiernos anfitriones tenan importantes intereses en el consorcio, ya que contaba con cerca de 37.000 trabajadores y proporciona sistemas de la aeronave y espaciales militares a ellos. Adems, los espaoles y los gobiernos tenan intereses financieros directos en sus empresas miembros. Como asociacin, Airbus no public estados financieros detallados, pero los analistas estima que tuvo ventas de $ 16.7 mil millones y ganancias antes de intereses e impuestos (EBIT) de 0,9 millones de dlares en 1999 (vase el Anexo 4A). Con el tiempo, la estructura de la asociacin se haba vuelto cada vez ms complicado, y se limita la capacidad del consorcio para reducir los costes y el crecimiento de las finanzas. Para hacer frente a estos problemas, los tres socios de la Europa continental se fusionaron en una nueva compaa conocida como Compaa Europea de Aeronutica, Defensa y Espacio (EADS). El nuevo compay se lanz en julio de 2000, con una oferta pblica de acciones inicial E1.6 millones (IPO). Anexo 4B presenta estados consolidados pro forma financieros de EADS. Los socios tambin planean crear una nueva empresa francesa llamada Airbus empresa integrada (AIC), que ASUME todas las actividades relacionadas con Airbus. Cuando se form en enero de 2001, EADS y BAE Systems poseeran el 80 % y el 20 % de la AIC, respectivamente. Desde el principio, Airbushad una reputacin de innovador diseo y tecnologa. Su primer avin, el A300, sirvi de plataforma para varios modelos derivados con combinaciones variables de rango y capacidad. En 1999, tena una flota de nueve modelos bsicos (ver Anexo 2), una base de clientes de 171 operadores, y un backlogar para 1435 aviones. Todos los aviones Airbus propia" tecnologa fly by wire "que substituid control computarizado para conexiones mecnicas entre la superficies de control del avin y piloto. Esta tecnologa combinada con un diseo comn de cabina permitido cruz cualificaciones de la tripulacin (CCO) con lo cual se certificaron los pilotos a volar aeronaves similares. Por ejemplo, los pilotos podan volar y certificacin maintana en varios planos incluyendo el A3XX, A340, A330 y la posibilidad de programar las tripulaciones de vuelo de manera intercambiable en varios modelos dirigidos a la utilizacin piloto beter y reducir los costos de capacitacin. Estas caractersticas ayudan a explicar por qu Airbus haba recibido ms de la mitad del total de los grandes pedidos de aviones por primera vez en 1999, y por qu una revista lder de la industria haba declarado recientemente: " Airbus ha conseguido y se convertir en el principal productor del mundo de aviones comerciales. A pesar de las ganancias de cuota de mercado, Airbus an no tena un producto para competir con el Boeing 747 en el mercado de VLA. Un alto ejecutivo de Aerospatiale quej: "El problema es el monopolio de 747, lo cual es fantstico ventaja que tienen un producto No tenemos ninguno. . . "
The Airbus A3XX Airbus began exploring the possibility of creating jumbo jet in 1990. Initially, Boeing and Airbus collaborated on a feasibility study for the plane, but Boeing withdrew in 1995 because the project was too expensive and too risky given the uncertainty in demand. Airbus forged ahead with development and finalized the basic in 1999. It proposed to offer a family of aircraft consisting of both passenger and cargo models. The first model would seat 550 passengers in the standard three-class configuration and could provide non-stop service from Sydney to Los Angeles Singapore to London, or New York to Tokyo, the same routes currently served by the 747. A later. extended-range model could operate from the United States East Coas to either sydney or Singapore. Both versions would have two full passenger decks and a third deck capable of accommodating baggage, cargo, and/or passenger amenities such as cocktail lounge an exercise room or showers. Exhibit 5 presents an artist's rendition of the A3xx. Compared to the 747, the A3XX would have more space per seat and wider asles. Airbus believed these features would attract passengers especially on the longer routes, Other passengers particulary on transpacific flights would appreciate the safety of a four-engine plane compared to two-engine planes like the Boeing 777. From the airlines' perspective, the plane would have the same fly-by-wire technology, flight deck design. And performance characteristics that were common across the Airbus family. Although the A3XX would have a higher list price than the 747-400, Airbus claimed the combination of increased capacity and reduced costs would provide superior economics. The operating cost per flight would be 12% more tan the 747s cost, but given the plane's 35% greater capacity, it would provide almost 25% more volume for free. According to Airbus, the A3XX would need only 323 passengers to break even compared to 290 for the 747. Despite these advantages, the plane's size posed several problems. Yet based on continuing dialogue whit its customers, airport authorities, and others, Airbus believed it had solved all of them, and had begun the necessary procedures for regulatory approcals in the United States and elsewhere. The major issues were noise, emissions, turnaround time, taxiway movements, and evacuation. Airbus claimed that the noise levels would be below those of the 747 and emissions would be at the low end of the 747 range. Turnaround times would be held within the747 envelope by using dual boarding bridges and taking advantage of the A3xx's wider aisles and double interior staircase. Airbus claimed that the A3XX would operate within existing runways and airports because it had been designed to fit within an 80 square meter box as specified by the United States Federal Aviation Administration(FAA). In fact, the FAA had recently published an "Issues Document" identifying 102 technical, physical, and safety issues in connection with the operation of new large aircraft in the United States. One key hurdle, though again one Airbus believed that it had solved, was the requirement that the plane could be evacuated within 90 seconds even if half the exits were blocked. El Airbus A3XX Airbus comenz a explorar la posibilidad de crear jumbo jet en 1990. Inicialmente, Boeing y Airbus colaboraron en un estudio de factibilidad para el avin, pero Boeing se retir en 1995 debido a que el proyecto era demasiado caro y demasiado arriesgado, dada la incertidumbre de la demanda. Airbus sigui adelante con el desarrollo y finaliz el bsico en 1999. Propuso que ofrecer una familia de aviones que consiste en modelos de carga de pasajeros y el primer modelo sin asiento 550 pasajeros en configuracin de tres clases estndar y podra ofrecer un servicio sin escalas desde Sydney a Los Angeles Singapur a Londres o Nueva York a Tokio, las mismas rutas actualmente atendidas por el 747. A posterior. Modelo de autonoma extendida podra operar desde los Estados Unidos East Coas a Sydney o Singapur. Ambas versiones tendrn dos cubiertas de pasajeros completos y una tercera cubierta capaz de acomodar el equipaje, la carga y / o los servicios de pasajeros, tales como saln de ccteles con un gimnasio o duchas. Anexo 5 se presenta una interpretacin artstica del A3xx. En comparacin con el 747, el A3XX tendra ms espacio por asiento y pasillos ms amplios. Airbus cree que estas caractersticas podran atraer a los pasajeros, especialmente en las rutas ms largas, Otros pasajeros particulares y en vuelos transpacficos apreciaran la seguridad de un avin de cuatro motores en comparacin con aviones bimotores como el Boeing 777. Desde la perspectiva de las lneas areas, el avin tendra la misma tecnologa fly- by-wire, diseo de la cubierta de vuelo. Y las caractersticas de rendimiento que fueron comunes en toda la familia Airbus. Aunque el A3XX tendra un precio de lista ms alto que el 747- 400, Airbus reivindica la combinacin de aumento de la capacidad y reducir los costos proporcionara economa superior. El costo de operacin por vuelo ser de un 12 % ms de bronceado de costos de la 747, pero teniendo en cuenta el 35 % ms de capacidad de la aeronave, que proporcionara casi un 25 % ms de volumen de forma gratuita. Segn Airbus, el A3XX necesitara slo 323 pasajeros al punto de equilibrio en comparacin con 290 para el 747. A pesar de estas ventajas, el tamao del avin plantea varios problemas. Basado embargo, en dilogo permanente pice sus clientes, autoridades aeroportuarias, y otros, Airbus cree que haba resuelto todos ellos, y haba iniciado los trmites necesarios para approcals reguladoras en los Estados Unidos y en otros lugares. Los principales problemas eran el ruido, las emisiones, el tiempo de respuesta, los movimientos de calle de rodaje, y la evacuacin. Airbus afirm que los niveles de ruido son inferiores a las del 747 y las emisiones estaran en el extremo inferior de la gama 747. Los tiempos de entrega se celebrarn dentro de the747 envolvente mediante el uso de puentes de embarque de doble y el aprovechamiento de pasillos ms anchos de los A3XX y doble escalera interior. Airbus afirm que el A3XX operara dentro de las pistas y aeropuertos existentes, ya que haba sido diseado para caber dentro de una caja de 80 metros cuadrados segn lo especificado por la Administracin Federal de Aviacin de Estados Unidos (FAA). De hecho, la FAA ha publicado recientemente un " cuestiones Documento " identificacin de 102 cuestiones tcnicas, fsicas y de seguridad en relacin con la operacin de los nuevos aviones grandes en los Estados Unidos. Un obstculo clave, aunque de nuevo un Airbus cree que haba resuelto, era el requisito de que el avin podra ser evacuado dentro de los 90 segundos, incluso si se bloquearon medio de las salidas.
Conclusion As the orders began to roll in, Airbus management faced a critical decisin: should they commit to launch the A3XX? The risks, both in terms of the up-front investment and the uncertainty of demand, made this decision particularly daunting. While the early response from customers had been positive, initial orders were not always a reliable indicator of long-term demand because launch customers typically received substantial discounts. Yet given that delivery would not take place until 2006 or later and few airlines ordered planes more than five or six years in advance, Airbus was unlikely to secure many more than 50 to 100 total orders before it had to make a decisin. Exhibit 11 shows the order status as of July 2000. Commenting on the industrys need to gamble on new planes, one observer wrote: "In this business you have to put the company on the lene every three or four years But if a launch failed, it could cause a company to exit the industry. In fact, several prominent companies, including the Glenn Martin Company, General Martin Company, General Dynamics, and most recently Lockheed, were victims of failed launches. Despite the apparent risk, Airbus management claimed the"decision to proceed with the A3XX was not an extraordinary risk but rather a decision that was every well tought through by a conservative, no nonsense team of people."" Conclusin A medida que los pedidos comenzaron a llegar, la direccin de Airbus se enfrent a una decisin crtica: en caso de que se comprometan a poner en marcha el A3XX? Los riesgos, tanto en trminos de la inversin inicial y la incertidumbre de la demanda, tomaron esta decisin especialmente difcil. Mientras que la respuesta temprana de los clientes ha sido positiva, los pedidos iniciales no fueron siempre un indicador fiable de la demanda a largo plazo, ya Clientes "de lanzamiento" tpicamente reciben importantes descuentos. Sin embargo, dado que la entrega no se producira hasta el ao 2006 o posterior y pocas aerolneas ordenaron aviones ms de cinco o seis aos de antelacin, Airbus era poco probable para asegurar que muchos ms de 50 a 100 el total de pedidos antes de que tena que tomar una decisin. Anexo 11 muestra el estado del pedido a partir de julio 2000. Al comentar sobre la necesidad del sector a apostar por nuevos aviones, un observador escribi: "En este negocio hay que poner a la compaa en la lene cada tres o cuatro aos " Pero si un lanzamiento fall, podra causar una compaa para salir de la industria. De hecho, varias empresas importantes, entre ellos el Martin Company Glenn, el general Martin Company, general Dynamics, Lockheed y, ms recientemente, fueron vctimas de los lanzamientos fallidos. A pesar del riesgo aparente, la direccin de Airbus afirm que la " decisin de proceder con el A3XX era no un riesgo extraordinario, sino ms bien una decisin que fue todo bien listada a travs de un conservador, ningn equipo tonteras de la gente