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Groupe Euro

Veille Stratégique. Groupe Euro. Facts and Figures. Founded in 1970 57,000 employees 16 sites in 4 european countries 27.5 B $ in 2008 9,215 planes since 1970, to 306 clients. 498 planes delivered in 2009 Leader on its market

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Groupe Euro

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  1. Veille Stratégique Groupe Euro

  2. Facts and Figures • Founded in 1970 • 57,000 employees • 16 sites in 4 european countries • 27.5 B $ in 2008 • 9,215 planes since 1970, to 306 clients

  3. 498 planes delivered in 2009 • Leader on itsmarket • More thanhalf of the world market for « over 100 passengers » planes • 14 different planes • Military • Passenger jets • From A318 with 100 passengers to A380 with 555 passengers

  4. Veille Stratégique Veille Concurrentielle Veiller Commercial Veille Technologique Veille Environnementale Veille Concurrentielle Veille Technologique Veille Socio Economique Veille Commerciale Veille Stratégique Processus informationnel par lequel l'entreprise se met à l'écoute prospective de son environnement dans le but créatif d'ouvrir des fenêtres d'opportunités et de réduire son incertitude et ses risques. (LESCA 1994)

  5. Technologywatch

  6. Aim of Technology improvements • Improve the security of the flights and passengers • Offer improved flight conditions at a lower price • Reduce both acoustic and gases emissions (respect of environmental laws) • Improve the efficiency of the use of the flying space, in order to reduce flight length • Reduce the design costs (use of CFD, CAD…)

  7. Strength • Project choice • Only producer of large passenger aircrafts • New planes A-380 , A-350 • Avionics Architecture • Reinforced emergency flying systems • Help system for landing and break length, including the ground conditions • Improved Auto Pilot • Traffic avoidance system, to reduce flight duration • Integrated modular avionic, Fly by Wire flight controls • Many previous dedicated single-purpose avionics computers are replaced by dedicated software housed in onboard processor modules and servers • Reduction of latency and wire length

  8. Design • Mass reduction with the use of light materials • Composites • Aluminium alloys • GLARE (aluminum and glass fiber) • New assembly methods • Laser welding instead of riveting • Continuous wing section • Environmental • Improvement of the environmental care • A-320 sharklets • Low consumption engines

  9. Improvement of the cabin comfort • Noise reduction • Flexibility for specific installations • Cockpit • Similar cockpit between all the different planes • Reduction of crew training • Keyboard and track ball for a point and click navigation system • Liquid Crystal displays (HUD)

  10. Weaknesses • Design costs always overspent • Technology Transfer • Joint venture and construction in other countries • Technology thievery (China C-919…) • Aircraft optimization strategy • Improvement of existing aircrafts (cheaper) Vs Design of new aircrafts • No long flight apparels

  11. Large delivery delays • Adjust problems • Production delays • New technology certifications • Compatibility problems between the different production centers

  12. Opportunities • Development of the A350 series • Threats • Post A380 planes? • Boeing and NASA working on BWB Aircrafts

  13. Customerswatch

  14. Airbus Customer Service Centers • Airbus has manycustomer service centers in 61 countries : • Canada, US • Mexico, Salvador, Brazil, Chile, Argentina • Mauritius, South Africa, Morocco, Algeria, Tunisia, Egypt • Kuwait, Bahrain, Qatar, United ArabEmirates, Jordan, Syria, Lebanon • Cyprus, Turkey , Greece, Spain, Portugal, Italy, France • Switzerland, UK, Ireland, Belgium, Netherlands, Austria, CzechRepublic, Denmark, Sweden, Finland • Russia, Ukraine, Azerbaijan, Iran • Pakistan, India, Bhutan, Bangladesh, Sri Lanka, Thailand, Malaysia, Singapore, Indonesia, Brunei, Philippines, Vietnam, China, Taiwan, Japan, South Korea • Australia and New Zealand . Veille Concurrentielle Veiller Commercial Veille Technologique Veille Environnementale Veille Concurrentielle Veille Technologique Veille Socio Economique Veille Commerciale Veille Stratégique Processus informationnel par lequel l'entreprise se met à l'écoute prospective de son environnement dans le but créatif d'ouvrir des fenêtres d'opportunités et de réduire son incertitude et ses risques. (LESCA 1994)

  15. Strengths (1) • Politicalrelationships : • 12/11/2009 : Visit of French Prime Minister to Vietnam. The Vietnamese national airlinesigns in Hanoi an agreement on 4 A380s. • Atlistprices ($ 200 to $ 300 million), the contract, whichshouldbefinalized in 2010, rangedbetween $ 800 million and $ 1.2 billion.

  16. Strengths(2) • Promotingshows: DubaiAirshow : • For Airbus, whichholds 70% marketshare • in the Gulf, the stakes are high: • the future of Airbus A380 and A 350 XWB. • Middle East customersaccount for more than 40% of orders for these new generationaircrafts.In Dubai, Airbus won new contracts: • Ethiopian Airlines : 12 A 350 XWB ($ 2.9 billion). • Air Arabia: 10 A 320 ($ 769 million). • Nepal Airlines: an A320-200 and an A330-200 . • Emirates, the Dubaicompany and first customer of the A380 with 58 copies ordered, ordered 70 A350 .

  17. Strenghts(3) • Airbus isalsoinvolved in • militaryand defenseprojects: • MilitaryhelicoptercontractswithBrazil. • Border securityproject in SaudiArabia. • 3a part of the Eurofighter program (Britain, Germany, Spain and Italy ) • backlog of defenserised in end 2009

  18. Results • In 2008, Airbus added 163 net orders and 16 customers to its already high launch customer base, culminating in a total of 478 net orders from 29 customers. • The same year, the company delivered 483 aircrafts (30 more than in 2007), which is a new record.

  19. 2009 : A 380 ORDERS In lateSeptember 2009, the A380 hadaccumulated 200 ordersfrom 16 customers.

  20. 2009 : A350 XWB ORDERS In lateSeptember 2009, the A350 hadaccumulated 493 ordersfrom 31 customers.

  21. Weaknesses • By the nine first months of 2008, a downturn in customeradvancesreceived has reduced the cash flow of € 1859 million to € 892 million. • The orderintake for the group fell to € 24.6 billion, reflecting the deteriorating business environment. • EADS regrets the decision of the South Africangovernment to cancel the A400M military program and cancel itsorder for 8 aircrafts. The industrial and financial implications for Airbus have not yet been accuratelyestimated.

  22. Threats : • Financial crisis impact : • Historically, the market for commercial aircraft has shown • cyclical trends (changes in passenger and cargo demand for travel). • Causes : current volatility in the oil, financial and credit markets • Impact : risk that customers will seek to postpone or cancel • Impact of Terrorism, Epidemics & Catastrophic Events

  23. competitive intelligence

  24. Veille Concurrentielle BOEING EMBRAER COMAC BOMBARDIER

  25. Airbus VS Boeing Airbus vs Boeing annual orders: 2001 to 2008 Airbus A380 vs Boeing 787 Airbus vs Boeing: Orders, deliveries and cancellations: 2008

  26. Veille Concurrentielle d’Airbus réalisée sur Boeing 787

  27. Politics strength • Presence of airbus essentially in Europe, North america and China • Politicaly stabilized countries • Rich countries (fr;Ge;Sp;UK) • UE: easy to transport materials • No risk of nationalism • Norms good brand image Weakness • Projects are more expensive: • Norms (environment, CO2, safety,…) • Social aspect: • Social contribution higher • Work norms • National and regional interest too much important in decisions (towards company interest)

  28. Politics Opportunities: • Restructuration of company  one governance, Power 8 • Rise of performance of international collaboration creation of a truly identity Threats: • Problem of communication inside company • Problem to be more competitive (France and German intervention)

  29. Economy Advantages • Strong Euro • Raw material cheaper • Toulouse • 1000 subcontractor • Hambourg • 2nd port city in Europe • 1st German city in telecommunication and media • Important means of communication • Turn over rise up by 15% in 2007 • Command book full (1st in number of sold plane) • 777 commands and 483 delivery in 2008 • Many types of airplanes Weakness • Euro> dollars Airbus penalized against Boeing • Toulouse • Road to transport airplane very expensive (pb of access) • 2 assembling sitescosts 1600 km between 2 towns

  30. Economy Opportunities: • New markets with emergent countries (Tunisia, Morocco, USA with A400M) • New plants in competitive countries • Air traffic in growth (china, Asia, …) Threats: • Rise of Euro against Dollars • Boeing • New competitor  China

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