Abstract
This report discusses Airbus, an aircraft manufacturer that was formed in 1970 as a consortium between four national entities in Europe. Airbus France, Airbus Deutschland and Airbus Espana merged together and became the European Aeronautic Defense and Space Company (EADS) which held an 80% stake in the newly formed entity and BAE Systems with 20%. According to the paper, despite faulty designs in one of their more recent aircrafts, the A380, the world's largest passenger plane, Airbus still develops some of the most modern aircraft in the world and has a lucrative business opportunities in the military transport aircraft market. The paper describes Airbus' strengths, weaknesses, opportunities and threats.

From the Paper
"Airbus has a long history of innovation in the aircraft manufacturing industry, starting with its A300 in 1974. The A300 was the airline industry's first twin-engine wide body aircraft and its optimized fuselage cross-section was retained for the A330 and A340 airliners that followed. (Airbus, 2008) Today, the company continues its tradition in innovation with its A380 aircrafts, the world's largest passenger plane. Two of the many innovations of the A380 include, high-pressure hydraulics and variable-frequency electrical generation, both of which reduce weight and boost system performance. (Airbus, 2008)"

Tags:scanning, the, environment, airbus, global, market, forecast, aircraft, a380, airbus, france, airbus, deutschland

Abstract
This paper analyzes the dispute between the two largest aircraft manufacturers, Boeing and Airbus. The paper further explains the significance of this case at length. The roles of competition and of government subsidies are also examined.

From the Paper
"According to an item published online by the Christian Science Monitor, government support and subsidies to Boeing and Airbus, which are the only two large commercial aircraft manufacturers in the world have been contentious for a number of years. The European Union and the United States reached a bilateral agreement in that established specific limits on subsidies. The United States abrogated the Agreement unilaterally on October claiming that the subsidies offered to Airbus amounted to unfair competition..."

Tags:Boeing, airbus, case study competition, fairness, aircraft subsidies, market share, competition, free market

Abstract
This paper describes the technical abilities and advantages of the Airbus A380. The Airbus A380 has lower fuel consumption and operating costs per passenger. The paper discusses additional plans Airbus has for improving the aircraft's performance and safety while making it more environmentally-friendly. When comparing the Airbus A380 to the Boeing B747, the paper concludes that the Airbus will render the B747 obsolete. An illustration of the Airbus A380 and the Boeing B747 is included.

From the Paper
"The Airbus A380 is the first twin deck and twin airliner in the world and is now labelled as the newly designed super jumbo airline of the world. It has technical abilities in having very low fuel consumption and lower operating costs per passenger seat. The Airbus A380 has a non stop range of 8000 nautical miles and its production was launched in December 2000. Commercial production of the aircraft commenced in January 2002 and its first flight took off from Toulouse in April 2005. Before it was commercially used by Singapore Airlines the aircraft had completed over hundred flights on test. A proud Singapore Airlines commenced its first flight with the A380 on 25th October, 2007 from Singapore to Sydney.
"The A380 is powered by the Trent 900 engine of Rolls Royce and has received appropriate certification from the Federal Aviation Administration (FAA) and the European Aviation Safety Agency (EASA). The Airbus A380 with the GP7200 General Electric and Pratt & Whitney Engine Alliance received approval of the FAA and EASA in December, 2007 and such aircraft were supplied to Emirates Airlines which commenced its Dubai-New York flights in August, 2008."

Tags:Rolls Royce, FAA EASA ROW/ROP TCAS

Abstract
The paper explores the fundamental philosophical differences between Airbus and Boeing and provides a summary of both Airbus and Boeing's product development strategies. The paper looks at the competition in high-speed jet liners and explains how Airbus can spread some of the risks inherent in its ventures.

Outline:
Introduction
Airbus: A Summary of its Product Development Strategy
Boeing: A Summary of its Product Development Strategy
Strategies Compared: Airbus and Boeing
Competition in High-Speed Jet Liners
How Airbus Can Spread Some of the Risks Inherent in its Ventures

From the Paper
"Competing in commercial and military aviation, space and communications systems industries, Airbus and Boeing are two of the largest and most technologically advanced companies competing in these markets. At the center of Airbus' business model is a reliance on operations across 160 international locations including Research & Development (R&D) and manufacturing centers in France, Germany, the United Kingdom and Spain. In addition, Airbus operates subsidiaries in North American, China and Japan. Airbus heavily relies on an engineer-to-order strategy for synchronizing its supply chain and demand management systems (Irwin, Pavcnik, 2004). Relying on a high degree of process integration in its single-aisle (A318, A319, A320, and A321) and wide-body (A300, A310, A330, A340) commercial jets, Airbus takes a more consortium-oriented approach to product development."

Tags:jets, engineers, production, subsidiaries, consortium

Abstract
The paper provides an overview of the Boeing and Airbus companies and discusses how each has taken a different approach to increasing airline efficiency. The paper addresses the contention that Airbus is receiving unfair help, in the form of subsidies, from governments in the European Union, and suggests that if Boeing wishes to retake its place as the top producer, it must take actions to reduce operating risks. The paper concludes that because of the different approaches taken by Boeing and Airbus in designing and marketing new aircraft, it is likely that both will remain major competitors for a long time to come.

Outline:
Introduction
Boeing
Airbus
Comparison
Other Competitors
Suggestions for Boeing
Conclusion

From the Paper
"Airbus began as a consortium of four European aircraft manufacturers in 1970 (Tong & Tong, 2003). One member company came from each France, Germany, Britain and Spain. In June of 2000, the consortium formed an independent company called Airbus Integrated Company (AIC). Within AIC, the original four members of the consortium continue to work together on aspects such as design, engineering and production of aircraft parts. The company is headquartered in France. Assembly of Airbus Aircraft takes place in both France and Germany (Tong et. al., 2003).
"Airbus bases its development strategies on four main principles (Tong et. al., 2003). First, the company works to satisfy the market. They listen not only to airlines, but also to pilots and customers in an effort to anticipate what the market wants or needs and then work to meet these desires. Next, the company is always willing to adapt new ideas that can be used to improve their own products. This can include materials, procedures, and technologies. Third, the company attempts to increase the revenues of airlines by making the experience more appealing to passengers. Finally, develops families of aircraft. Models in the same family possess similar features, such as cockpits and flight handling systems. This consistency leads to several benefits for airlines, such as lower training costs, more flexibility for pilots and smaller operating expenditures (Tong et. al., 2003)."

Tags:aircraft, design, passengers, efficiency

Abstract
In this article the writer introduces, discusses and analyzes the topic of the Airbus A380. Specifically, it discusses what major US airports are doing to prepare for the "super jumbo" airliner, the Airbus A380. The writer maintains that the Airbus A380 seems like a giant gamble to many. The writer notes that airports are readying their terminals, jet-ways, runways, and taxiways for the giant aircraft, but it remains to be seen how many people will actually want to fly on a plane that carries 853 passengers at its largest configuration. The writer concludes that it also remains to be seen if the money spent on airports and in development will ever pay back Airbus and the airports geared up to accept it.

Outline:
Loading Bridges or Jet-ways
Wingspan
Hangars
Fuel Tanks
Terminals
Taxiways and Runways
Parking
"Sewer Surge"
Catering and Other Services

From the Paper
"Airbus first began developing the plane in 1994, and scheduled the first deliveries for 2006, but the company has experienced difficulties in several design areas of the plane, from wiring to weight, and delivery times have been extended three times. The delays have cost Airbus orders for the plane, with several customers canceling or scaling back their orders because of the extended delays. Singapore Airlines is the first customer scheduled to receive delivery of planes in October 2007. Other future operators include Lufthansa, Quantas, and Virgin Atlantic. Even under this duress, Airbus is already planning a 1,023-seat triple-decker plane for future production. Clearly, this would create another construction and logistical problem with American airports."

Tags:plane, passengers, flight, airliner

Abstract
This paper compares the Airbus A380 with the Boeing 747, citing specifications and statistics for each aircraft. By way of historical context, the paper recounts that on October 25, 2008, the Airbus A380, currently touted as the "flagship of the 21st century", celebrated its first anniversary of service. The paper explains that the A380 is the largest passenger plane ever built; consumes 20% less fuel per seat than prior large aircraft; generates at least 50% less noise during take-off and landing than its nearest competitor; and has the largest wing to date, which spans 80 feet from wing to wing. The paper contends that, from information retrieved during the course of this study, this researcher contends that the Airbus A380, without doubt proved superior to the Boeing 747. This paper contains illustrative figures, charts, and tables.

Outline:
Chapter II Efficiency
Fuel Costs
Engines
Preparation of Runways and Terminals
Pilot Training
Aerodynamics
Passenger Comfort and Affordability
Passengers
Options
Amenities
Chapter V - Conclusion
References

From the Paper
"The A380 reportedly consumes 20% less fuel per seat than prior large aircraft and represents "the lowest fuel burn of any large aircraft ever" ("Airbus celebrates" 2008, 1-3). Fuel costs for the Airbus A380 average: "2.9 liters per 100 kilometers (1.4 gallons per 100 nautical miles)" (Associated Press, 2005). For the Boeing 747, fuel costs average: "3.1 liters per 100 kilometers (1.5 gallons per 100 nautical mile)" (Associated Press, 2005)."

Tags:airplane, safety, pilot, model, airport, flying, travel

Abstract
This paper outlines the business strategy of Airbus that has allowed it to become the successful aircraft business that it is today. The paper points to Airbus' focus on international customer support, the development of a corporate culture, and its focus on technological developments as the main reasons for its competitive edge and success in the aircraft engineering market.

Brief Introduction to Airbus
Activities in Globe
Technological Developments
Strategic Analysis and Expansion Opportunities
Conclusion

From the Paper
"Airbus entered the aircraft engineering market approximately 30 years ago. Their first aircraft was the A300 wide-bodied airliner, with the capacity for 226 passengers, being the first to offer exactly the facilities stipulated by the airlines. Within the market of annual profits exceeding $527 million in 2000, out of which 72% came directly form passenger flight revenues, such an innovation had provided to be extensively demanded. As a consequence, the newly developing company had benefited from tremendous growth over a significant period of time, where by in year 2003, Airbus had a turnover of 19.3 Billion Euros."

Tags:boeing, airliner, passengers, european, manufacturers, eads, bae, systems, industry

Abstract
The paper deals with the competitive advantage Airbus possesses in its market. It goes into detail on specific projects which helped make Airbus the juggernaut that it is today. In addition to discussing technology and growth opportunities, the paper also levels Airbus against its competitors.

From the Paper
"Airbus and Boeing are well aware that if they want to win this race for market domination, they will have to offer premium services to help China's aviation industry and to train China's pilots. Airbus took the initiative to provide these premium services by setting up their own parts distribution centers in Beijing to fill the needs of the Chinese commercial aviation fleet. Airbus is also making strategic moves to gain popularity by selling their planes in a manner that benefits more than just two parties. In reference to a $2.5 billion order for twenty eight Airbus jets for China, the French president commented that "It's good for Europe. It's good for France. It's good for employment. With up to fifty percent of the new Airbus' constructed in the United Kingdom, this order will help secure British jobs." These types of tactics are helping Airbus to gain a competitive edge over Boeing not only in China but around the world, and to grow more stable as an international company."

Tags:747, aeronautics, airplanes, aviation, boeing, europe

Abstract
The paper offers a brief history of the Airbus company and outlines the company's mission and vision. The paper describes the CEO management style, the company's location, the latest environment requirements and provides a SWOT analysis. Finally, the paper compares Airbus to the Boeing company and recommends changes for the company to remain competitive.

Outline:
Brief History of the Organization
Mission and Vision
CEO Management Style
Location
Environmental Scanning
SWOT Analysis
Comparison to Boeing
Recommend Changes to Remain Competitive

From the Paper
"The French company states that they first came to being in order to challenge the Americans' supremacy on the international aircraft market. The company was formed in 1970 as the result of a consortium between France's Aerospatiale and Dutch Airbus. The company then merged with Spain's CASA and British Aerospace. In 2001, all four components unified under a single company, based in Toulouse, France (headquarters were set in 1974). In 2004, the aircraft company managed to overthrow their main competitor, American Boeing, by registering more sales and securing more orders. Today, they are the sole possessor of the largest airplane on the globe, the Airbus A380, which can transport up to 800 travellers at one flight."

Tags:Boeing, mission, vision, location, managament