THE BOEING 777 PROJECT

Case Analysis
Philip Condit and the Boeing 777 (Cohen, 2000)
Name: Geoff Crowe
University of Canberra
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$t%&ent N%mber: 3007150
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Assi/nment
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T%tor: 8ebora B(a'9man
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Tab(e of Contents
The Boeing 777 Project..........................................................................................................1
Introduction.........................................................................................................................1
!er!ie" o# the Ca$e.............................................................................................................1
%trategic &nal'$i$..................................................................................................................2
&$$e$$(ent.........................................................................................................................)
&ppendi* & + %,T...............................................................................................................-
&ppendi* B + .e#erence$........................................................................................................./
2
T2e Boein/ 777 Pro4e't
Case Analysis
INTRO8UCTION
Thi$ report di$cu$$e$ the $trategic deci$ion$ ta0en 1' Boeing #or the 777
project and pro!ide$ an a$$e$$(ent o# the e##ecti!ene$$ o# tho$e $trategie$.
The report #ir$t pro!ide$ an o!er!ie" o# the ca$e and $u((ari$e$ the 0e'
i$$ue$ #or $trategic anal'$i$. Thi$ i$ #ollo"ed 1' e*ternal and internal anal'$i$
"ith a #ocu$ on identi#'ing the core co(petencie$ e*hi1ited.
Summary of Findings
Key Strategic Management Issues
The 0e' $trategic (anage(ent i$$ue$ pre$ented in thi$ ca$e are2
3$ta1li$hing and (aintaining a $trategic intent to dri!e Boeing to utili$e it$
ph'$ical, organi$ational and hu(an capital to deli!er !alue to the #ir(4
The deci$ion to (o!e a"a' #ro( the traditional approach "here $trategie$ are
ta0en in 0eeping "ith their $trategic #it and organi$ation culture, to one 1a$ed
on learning4
5o" to 1uilding and then le!erage a core co(petenc' in $trategic alliance$
and net"or0$ in the de$ign, de!elop(ent and production o# the ne" jetliner4
Actions taken by the Firm
Boeing too0 the #ollo"ing $trategic action$ to addre$$ the $trategic i$$ue$ in
the ca$e2
&dopting a di##erentiated, co$t+leader$hip $trateg' to deli!er an inno!ati!e
aircra#t, through increa$ed e##iciencie$ in the de!elop(ent and
i(ple(entation $tage$.
pen (anage(ent and tea("or0 approach to the project, "ith o"ner$hip o#
the !i$ion o# a ne" and inno!ati!e aircra#t 1eing $hared 1et"een cu$to(er$,
de$igner$, engineer$ and i(ple(enter$.
&dopting the notion o# co+creation o# the ne" product, "ith open acce$$ to
in#or(ation and dialogue "ith cu$to(er$, to $ol!e pro1le($ jointl'.
O=ER=IE; O7 THE CA$E
,hen Boeing e(1ar0ed upon the 777 project in 1//0 the #ir( originall'
intended a co(petiti!e re$pon$e to (eeting de(and in the 300 $eat jetliner
(ar0et, do(inated 1' &ir1u$6$ &330 and &370 (odel$, 1' upgrading it$ 7)7
cla$$ o# jetliner. Thi$ approach "here an e*i$ting (odel i$ e*tended "ould
not 1e une*pected gi!en the high ri$0$ a$$ociated "ith de!eloping ne"
Ca$e &nal'$i$2 the Boeing 777 Project
jetliner$, and repre$ent$ a (ore traditional approach "here1' $trategic
action$ "ere (ade according to align(ent or #it "ith the #ir(6$ $trategic plan
and culture (5a(el 8 Prahalad, 1/-/). 5o"e!er, thi$ $trateg' i$ a #or( o#
i(itation, "here1' Boeing "a$ atte(pting to e(ulate the $ucce$$ o# &ir1u$
1' entering the 300 $eat jetliner (ar0et. %uch an approach doe$ not achie!e
an' real gain$ a$ it doe$ not le!erage #ir$t (o!er ad!antage, neither doe$ the
#ir( e(1ed ne" learning "ithin it$ hu(an capital that "ill pro!ide it "ith
#uture ad!antage.
5o"e!er, a#ter li$tening to one o# it$ (ajor cu$to(er$ (9nited &irline$),
Boeing (o!ed a"a' #ro( it$ traditional approach and opted to pur$ue a
$trateg' addre$$ing the need$ o# it$ cu$to(er$ and, at the $a(e ti(e,
achie!ing operational e##iciencie$ in de!elop(ent and production o# a ne",
inno!ati!e jetliner.
The ca$e de$cri1e$ ho" Boeing achie!ed it$ $trategic (i$$ion o# deli!ering a
ne" t'pe o# jetliner that co(1ined co$t leader$hip "ith inno!ation in de$ign,
(anu#acturing and a$$e(1l'. The ca$e al$o $ho"$ ho" Boeing "a$ a1le to
le!erage it$ 0no"ledge 1a$ed re$ource$ in coordinating net"or0$ and
alliance$ "ith $upplier$ and cu$to(er$ to achie!e thi$ re$ult. The ca$e clearl'
indicate$ that thi$ $trategic (i$$ion "a$ dri!en 1' a $trong $trategic intent
(5a(el 8 Prahalad, 1/-/) to (eet the need$ o# the #ir($ cu$to(er$, the
airline$ and indirectl' through i(pro!ing the pa$$enger e*perience.
Traditionall', aircra#t (anu#acturer$ (itigated the high ri$0$ a$$ociated "ith
the co$t$, de$ign and (anu#acture o# jetliner$ 1' $haring the ri$0$ through
$u1 contracting (ajor ele(ent$ o# the project $uch a$ de$ign and $u1 $'$te(
a$$e(1l'. In e##ect, the #ir($ 1eco(e :air#ra(e integrator$;, re$pon$i1le #or
coordinating the e##ort$ o# $u1 contractor$ and $upplier$ in 1ring a ne"
jetliner to (ar0et. 5o"e!er, the ca$e o# the 777 project $ho"$ that Boeing
al$o le!eraged thi$ net"or0 to 1e a $ource o# co(petiti!e ad!antage in
deli!ering a jetliner that "a$ a1le to co(pete "ith air1u$ through 1etter
per#or(ance, #le*i1ilit' and inno!ation in (aterial$, de$ign and (anu#acture.
Boeing achie!ed thi$ re$ult 1ecau$e o# it$ 1elie# in it$ $trategic intent to 1uild
a :trul' great airplane; (<c=in>ie, 1//)) "hich "a$ re#lected in it$
"illingne$$ to (odi#' traditional (anage(ent approache$, upgraded de$ign
tool$, colla1orati!e (ethod$ and tea("or0.
$TRATEGIC ANA>?$I$
Exernal !nalysis
General Environment
Political
The international co((ercial airline indu$tr' i$ do(inated 1' political
di$pute$ 1et"een the 9% and the 39 (Ir"in 8 Pa!cni0a, 2007). Thi$ political
en!iron(ent en$ure$ 1oth o# the do(inant pla'er$ in the aero$pace (ar0et
are $upported 1' their go!ern(ent$. &ir1u$ ha$ #unding $upport #ro( i$
3uropean go!ern(ent 1ac0er$, "hil$t Boeing ha$ $trong lin0$ to the 9%
go!ern(ent a$ a (ajor $upplier to the (ilitar' "hich ha$ 1een $een 1' the
39 a$ an indirect $u1$id' (5ardee, 2007).
The ri$e o# &ir1u$ can 1e !ie"ed not onl' a$ co(petition 1et"een co(panie$,
1ut rather a re$pon$e 1' the 3uropean 9nion to the policie$ o# the &(erican
2
Ca$e &nal'$i$2 the Boeing 777 Project
go!ern(ent "hich ha$ 1een the $u1ject o# repeated trade di$pute$ 1et"een
the 9% and the 39 (5ardee, 2007). In 1//2, the Bilateral &gree(ent #or
?arge Ci!il &ircra#t "a$ ai(ed at li(iting go!ern(ent $u1$idie$ due to
9%@Boeing concern o!er "hat the' $a" a$ an un#air ad!antage o# &ir1u$ in
the (ar0etplace. &$ a re$ult o# a 1ilateral agree(ent 1et"een the 9% and
the 39 &ir1u$6 and Boeing6$ price$ ha!e increa$ed 1' 3.7A in the "ide+1od'
and narro"+1od' (ar0et (Ir"in 8 Pa!cni0 cited in 5ardee, 2007).
Be(ographic
&ir tra!el "a$ predicted to increa$e, "ith pa$$enger$ e*pectation$ al$o
increa$ing, including a pre#erence #or 1rea0ing up longer trip$ "ith the (o!e
to ne" hu1 and $po0e in#ra$tructure$ at airport$. Curther, airline$ (u$t
re$pond to increa$ing de(and$ #ro( pa$$enger$ to i(pro!e their e*perience
o# #light$, thu$ dri!ing #le*i1ilit' in the de$ign o# ne" aircra#t.
Technological
The 777 project "a$ a1le to ta0e ad!antage o# ne" technologie$ to dri!e the
inno!ation$ reDuired to deli!er the jetliner. The u$e o# ne" (aterial$ and
co(puter aided de$ign $o#t"are "ere 0e' technological #actor$ that
in#luenced the project.
3n!iron(ental
The increa$ing a"arene$$ o# the i(pact to the en!iron(ent o# the 1urning o#
aircra#t #uel ha$ 1een an indirect dri!er o# e##iciencie$ in aircra#t de$ign. The
light "eight (aterial$ u$ed in the 777, and the increa$ed aerod'na(ic
e##icienc' (ean$ that the aircra#t "ill u$e le$$ #uel than it$ co(petitor$.
Industry Environment
The Indu$tr'@rgani$ation <odel o# the Cir(
The indu$tr'@organi$ation (odel o# the #ir( i$ 1a$ed on the pre(i$e that
product $trategie$ $hould 1e de!eloped in re$pon$e to e*ternal #actor$ ari$ing
"ithin the indu$tr' (5an$on, Bo"ling, 5itt, Ireland and 5o$0i$$on, 2005).
9nder thi$ (odel, re$ource$ are a$$u(ed to 1e ho(ogenou$ and highl'
(o1ile "ithin the indu$tr' and thu$, "hen #or(ulating $trategie$, all #ir($
"ithin that indu$tr' (a' 1e con$idered to 1e on a le!el pla'ing #ield "ith
regard$ to their re$ource$ (Barne', 1//0). Porter (1/7/) ha$ argued
there#ore that co(petiti!e $trategie$ are de!eloped in re$pon$e to the
in#luence o# #i!e e*ternal #orce$2 the 1argaining po"er o# 1u'er$, the
1argaining po"er o# $upplier$, the threat o# $u1$titute product$, the threat o#
ne" entrant$ and co(petiti!e ri!alr' 1et"een #ir($.
The role o# the$e e*ternal #orce$ in the ca$e $tud' are pre$ented 1elo".
Bargaining Po"er o# Bu'er$
Becau$e the aero$pace indu$tr' i$ do(inated 1' ju$t t"o #ir($, 1u'er$ do not
ha!e a $trong 1argaining po"er 1ut, 1ecau$e there are a $(all nu(1er o#
airline$, their 1argaining po"er could 1e con$idered (ediu(.
Bargaining Po"er o# %upplier$
%upplier$ in the aero$pace indu$tr' ha!e $trong 1argaining po"er. Cor
e*a(ple, jet engine (anu#acturer$ deter(ine (an' o# the de$ign and
per#or(ance characteri$tic$ o# airplane$. Curther, (aterial$ $upplier$ "ill
3
Ca$e &nal'$i$2 the Boeing 777 Project
in#luence the direction o# inno!ation in ne" product$ de!eloped in the
indu$tr'.
# particular note i$ the 1argaining po"er o# IB< a$ $upplier o# the co(puter
aided de$ign tool, Catia. B' cu$to(i>ing the tool to $uit Boeing6$ need$, and
pro!iding a "hole $olution through (ain#ra(e and ongoing $upport $er!ice$,
IB< pro!ide$ a di##erentiated product that en$ure$ it$ re(ain$ a po"er#ul
$upplier in the indu$tr'. The $ucce$$ o# Boeing6$ 777 project i$ dependent
upon thi$ tool per#or(ing "ell "hich reDuire$ a $igni#icant in!e$t(ent #ro(
the #ir(.
Threat o# %u1$titute Product$
&irline tra!el i$ a uniDue (ode o# tran$port "ith no reali$tic $u1$titute$. Thu$
the threat o# $u1$titute product$ i$ "ea0.
Threat o# Ee" 3ntrant$
There i$ a (ediu( to $trong po$$i1ilit' that ne" entrant$ (a' enter the
indu$tr'. &ir1u$ "a$ #or(ed through a con$ortiu( o# #our 3uropean
go!ern(ent$, o$ten$i1l' dri!en 1' political (oti!ation to reduce dependenc'
on the 9% #or aircra#t. There i$ no rea$on to thin0 that other go!ern(ent$
"ould not pur$ue $i(ilar $trategie$.
Co(petiti!e .i!alr'
&ir1u$ gre" #ro( controlling 1)A o# the (ar0et in 1/-- to 37A in 1//)
(5ardee, 2007). ,hen Boeing e(1ar0ed on the 777 project, the co(pan'
"a$ in a $trong #inancial po$ition, "ith lo" long ter( de1t (15A o# total
eDuit').
The political en!iron(ent "hich allo"$ &ir1u$ and Boeing to 1e $u1$idi>ed
directl' or indirectl' 1' go!ern(ent, e*e(pli#ie$ the co(petition 1et"een
the$e #ir($. Ee!in 8 %ea1right (1//5) ha!e argued &ir1u$ $u1$idie$ "ere not
nece$$ar' $ince the i(pact o# &ir1u$ on the 3uropean (ar0et #or large
co((ercial airliner$, had little e##ect on a!erage airline price$ 1ecau$e, "hil$t
the &ir1u$ pre$ence con$trained action$ o# Boeing, it al$o "ea0ened the
incenti!e #or <cBonnell Bougla$ to co(pete. 5o"e!er, the propo$ed (erger
"ith <cBonnell Bougla$ (a' ha!e di$ad!antaged &ir1u$ (5arri$on, 2003). &t
the ti(e o# the project, &ir1u$ po$ed a real threat to Boeing through it$ plan$
to introduce the &3-0, "hich "a$ projected to reduce (ar0et $hare o# the
777 1' 17A (Ir"in 8 Pa!cni0a, 2007).
Opportunities
Boeing6$ opportunitie$ la' in deli!ering aircra#t that could (eet the need$ o#
cu$to(er$. The traditional #a(il' concept o# aircra#t could 1e e*tended to
deli!er a (ore #le*i1le and co$t e##ecti!e product.
The #ir( al$o ha$ the opportunit' to 1eco(e a co$t+leader in de$ign and
deli!er' o# aircra#t, 1' introducing colla1orati!e and e##icient de$ign (ethod$,
ne"er, light"eight (aterial$ and production e##iciencie$.
There i$ al$o the opportunit' #or increa$ed $ale$ through e*pected increa$ed
to pa$$enger nu(1er$.
hreats
Boeing re(ain$ under threat #ro( &ir1u$, 1ut al$o through potential ne"
entrant$ #ro( the e(erging econo(ie$ in China and India.
7
Ca$e &nal'$i$2 the Boeing 777 Project
"nernal !nalysis
he !esource based vie" o# the #irm
In contra$t to the I@ (odel o# the #ir(, the re$ource 1a$ed !ie" recogni$e$
that #ir($ "ithin an indu$tr' can ha!e re$ource$ that are 1oth heterogeneou$
and i((o1ile (Barne', 1//1). %uch re$ource$ can 1e a $ource o# $u$taina1le
co(petiti!e ad!antage i# the' are rare, ini(ita1le, non+$u1$tituta1le or
!alua1le to the #ir( (Barne', 1//14 Petera# cited in Fulati, Eohria and
Gaheer, 2000, p207). The$e core capa1ilitie$ are "hat di$tingui$he$ the #ir(
"ithin the indu$tr', pro!iding co(petiti!e ad!antage (5a(el 8 Prahalad,
1//0).
.e$ource$ can 1e cla$$i#ied a$ tangi1le or intangi1le (5an$on, et al, 2005, pp
/-+//). Traditionall', it ha$ 1een tangi1le re$ource$ $uch a$ #inancial,
organi$ational, ph'$ical and technological re$ource$ that ha!e 1een u$ed 1'
#ir($ to create co(petiti!e ad!antage. 5o"e!er, it i$ the intangi1le re$ource$
$uch a$ the tacit 0no"ledge o# people and the a1ilit' to inno!ate "hich
pro!ide #ir($ "ith capa1ilitie$ that are di##icult to i(itate (5a(el 8 Prahalad,
1//0) and, (oreo!er, the #ir(6$ capacit' #or learning to create ne"
co(petencie$ "hich deli!er$ $u$taina1le co(petiti!e ad!antage (5atch 8
B'er, 20074 %enge, 1//2).
he Kno"ledge$based vie" o# the #irm
9nder the 0no"ledge 1a$ed !ie", it i$ the #ir(6$ a1ilit' to de!elop ne" core
co(petencie$ through it$ re$ource 1a$e that "ill en$ure it$ a1ilit' to continue
to co(pete in it$ indu$tr' (5u11ard, 2000) and onl' 1' in!e$ting in it$
:hu(an capital; "ill the #ir( le!erage thi$ organi$ational learning to i(pro!e
per#or(ance (5atch 8 B'er, 2007).
%oeing&s capabilities and core competencies
The 777 project $ho"ed that Boeing "a$ a1le to le!erage t"o core
co(petencie$ H the capa1ilit' to learn and the capa1ilit' to (anage a
net"or0 o# e*ternal $upplier$ and internal de$ign tea($.
Boeing6$ capa1ilit' to learn "a$ dri!en 1' it$ $trategic intent or leader$hip
!i$ion "hich $er!ed to #ocu$ the organi$ation and it$ people to deli!er !alue
through the project (5a(el 8 Prahalad, 1//0). &lthough the cultural change$
introduced 1' the 777 project "ere not directl' applied to other project$, the
ne" learning #ro( open (anage(ent and tea( "or0 "a$ di$$e(inated
through the action$ o# $enior (anage(ent. ,or0er$ on the project "ere
a"are that the' "ere contri1uting to the ne*t generation o# airplane (<alone,
2002) and the ne" open (anage(ent $t'le en$ured that indi!idual$ and
tea($ "ere a1le to acti!el' contri1ute to 0e' de$ign deci$ion$. Curther,
Boeing pro!ided the (ean$ to colla1orate and learn through the Catia
$o#t"are, and through the de$ign+1uild tea( concept. %anche> (1//5) ha$
argued that a #ir(6$ a1ilit' to le!erage ne" technologie$ in co(puter aided
de$ign coupled "ith coordination #le*i1ilitie$ "ill lead to ne" product
$trategie$ and organi$ational #or($. In the ca$e, Boeing did ju$t that and "a$
a1le to deli!er a ne", inno!ati!e jetliner a$ a re$ult.
B' acting "ithin a net"or0 o# $upplier$, $u1contractor$ and cu$to(er$ Boeing
deri!ed a $ource o# $u$taina1le co(petiti!e ad!antage. The capa1ilit' i$
!alua1le 1ecau$e it ena1led Boeing to reduce it$ ri$0$ (and co$t$), introduce
e##iciencie$ in de$ign and (anu#acture and i(pro!e on ti(e to deli!er'. It i$
non+$u1$tituta1le 1ecau$e the $upplier and $u1contractor net"or0 u$ed 1'
5
Ca$e &nal'$i$2 the Boeing 777 Project
Boeing i$ uniDue to the #ir( and doe$ not ha!e a $trategic eDui!alent. &ir1u$
ha$ a $trength in it$ $upport #ro( go!ern(ent$ and i$ there#ore not
(oti!ated to le!erage it$ net"or0 #or the 0no"ledge ad!antage it contain$.
Cinall', the capa1ilit' i$ ini(ita1le $ince the interaction$ 1et"een Boeing and
it$ cu$to(er$ and $upplier$ i$ not ea$il' o1$er!a1le, and $o i$ di##icult to
i(itate 1' co(petitor$.
Becau$e o# it$ uniDuene$$, rarene$$ and non+$u1$tituta1ilit', Boeing6$
net"or0 o# relation$hip$ can 1e con$idered a capa1ilit' that create$
$u$taina1le !alue (Fulati et al, 2000) H that i$, it i$ a core co(petenc'. The
777 project di$pla'$ the t'pe o# net"or0 co(petiti!e ad!antage$ that can 1e
gained through the relational capa1ilit' to interact "ith other co(panie$
(?oren>oni 8 ?ipparini, 1///4 3l(uti and =atha"ala, 2001). ?oren>oni and
?ipparini argue that $uch a capa1ilit' accelerate$ the tran$#er o# 0no"ledge
"ithin the #ir( and that inter #ir( net"or0$ can 1e $trategicall' planned to
culti!ate particular $upplier net"or0$. Boeing6$ (o!e a"a' #ro( (ore
traditional $t'le$ o# (anage(ent along "ith the u$e o# $ophi$ticated $o#t"are
#or colla1oration ha$ allo"ed the #ir( to integrate 0no"ledge "ithin the
net"or0 1et"een internal de$ign tea($ and e*ternal $upplier$ and
cu$to(er$.
'eaknesses
The ca$e identi#ie$ a clear "ea0ne$$ "ith the Boeing6$ initial re$pon$e to the
action$ o# it co(petitor$ "here the #ir( planned to enter the 300 $eat airliner
(ar0et through e*ten$ion o# an e*i$ting product H the 7)7. Thi$ approach i$
con$i$tent "ith the (ore traditional $chool$ o# thought "here $trategie$ #or
ne" product$ are de!eloped to align "ith a percei!ed cultural #it.
A$$E$$5ENT
Boeing#s Business $evel Sraegy
Boeing ha!e ta0en a di##erentiated co$t+leader$hip approach in their 1u$ine$$
le!el $trateg' 1' deli!ering an aircra#t that i$ (ore d'na(icall' e##icient,
$er!ice read' and #le*i1le in (eeting cu$to(er need$, 1ut produced (ore
e##icientl' through a net"or0ed $u1contract arrange(ent$. Boeing6$ (o!e
#ro( it$ traditional approach o# de!elop(ent o# a ne" aircra#t to a colla1orate
approach could 1e con$idered a$ a plo' (<in>1erg, 1//)). The organi$ational
learning deri!ed #ro( the project could #or( a $trategic pattern #or Boeing.
%on&lusion
The 777 project e*e(pli#ied a d'na(ic approach to re$ource (anage(ent
"here $trateg' dri!e$ co(petencie$ (5an$on et al, 2005). In order to reali>e
it$ $trateg' o# deli!ering a jetliner that (et the de(and$ o# it$ cu$to(er$ a$
"ell a$ deli!ering i(pro!e(ent$ in de!elop(ent and production, Boeing had
to learn ne" de$ign (ethod$ and tool$ and adopt an open (anage(ent and
colla1orati!e tea("or0 approach again$t it$ (ore traditional approache$ to
de$ign and (anage(ent. The i(ple(entation o# open (anage(ent (ethod$,
digital de$ign and e(plo'ee e(po"er(ent reDuired the #ir( to ha!e the
capa1ilit' to learn and adopt ne" "a'$ o# "or0ing. It i$ not $o (uch the
change$ that ha!e to 1e (ade, 1ut the a1ilit' to (a0e tho$e change$ and
utili$e the( to deli!er increa$ed #ir( per#or(ance that i$ the core
co(petenc' along "ith the capa1ilit' to coordinate the de$ign+1uild proce$$
)
Ca$e &nal'$i$2 the Boeing 777 Project
1et"een e*ternal $upplier$ and internal de$ign and i(ple(entation tea($
"hich "a$ the #ir(6$ core co(petenc'.
&n i(portant contri1utor to (a0ing thi$ d'na(ic approach "or0 "a$ the
:in$ide trac0; (Penro$e cited in Gander 8 Gander, 2005, p 151/) relation$hip
that Boeing had "ith it$ cu$to(er$. The colla1orati!e, net"or0ed approach
ga!e Boeing acce$$ to 0no"ledge that it could appl' to the project to gain a
co(petiti!e ad!antage. Gander and Gander (2005) ha!e argued that thi$ in+
depth 0no"ledge a1out e$ta1li$hed cu$to(er$ along "ith joint pro1le(
$ol!ing allo"$ a #ir( to #urther e*ploit it$ internal re$ource$. Prahalad and
.a(a$"a(' (2007) ha!e ter(ed thi$ idea :co+creation;, citing the changing
role o# the cu$to(er a$ a $ource o# co(petiti!e in#or(ation in a glo1al,
net"or0ed conte*t.
7
Ca$e &nal'$i$2 the Boeing 777 Project
A::en&i@ A 6 $;OT
Srenghs
,orld ?eader
Food ca$h po$ition
%trong de#en$e 1u$ine$$
Wea'ness
%tuc0 in the traditional $trategic
(old.
Political en!iron(ent
())oruniies
Fro"ing de(and #or tra!el
Ee" (ar0et $eg(ent$ #or inno!ati!e
aircra#t $olution$
Co$t leader$hip potential gained #ro(
ne" de$ign and production
techniDue$
*hreas
%trong co(petition #ro( e*i$ting
#ir($.
Potential #or ne" entrant$
-
Ca$e &nal'$i$2 the Boeing 777 Project
A::en&i@ B 6 Referen'es
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<cFra" 5ill 3ducation. &!aila1le2
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