Abstract
This paper examines the factors that Boeing management must consider in developing new aircraft from both a financial and marketing standpoint. The need to develop new aircraft and the complications that develop are addressed in-depth.

From the Paper
"There is a basic fallacy inherent in the question. The fallacy is that Boeing has a real choice in terms of developing new products. It cannot simply go on producing the old models for a simple reason: no one will buy them. The Boeing, still the workhorse of many airline fleets around the world, is no more a viable product than a Douglas DC or Constellation. They were both in their day the standard of comparison for contemporary airliners..."

Tags:point to point, hub and spoke, net present value, Boeing, aircraft

Abstract
The paper offers a brief history of the Boeing company and outlines their mission, vision and the CEO's management style. The paper looks at the company's location and their care for the environment and then provides a SWOT analysis of the organization. The paper compares Boeing to Airbus and contrasts the Boeing 787 Dreamliner to the Airbus A380. Finally, the paper recommends changes for Boeing to remain competitive.

Outline:
Brief History of the Organization
Mission and Vision
CEO Management Style
Location
Environmental Scanning
SWOT Analysis
Comparison to Airbus
Boeing 787 Dreamliner vs. Airbus A380
Recommend Changes to Remain Competitive

From the Paper
"The Boeing Company is the largest aeroplane producer in the world and it is one of the five major aerospace firms that have influenced the course of the US and global history. Its existence is due to visionary William Edward Boeing who founded the Pacific Aero Products Company in 1916. In 1917, the company was called the Boeing Airplane Company. With each year, more airplanes were being produced and the company continued to grow. Extremely needed during the war, when this was over, Boeing was forced to change the nature of their activity. They generally focused on improving their techniques and they went back in business when the US president changed. Since then, Boeing has been focused on mergers, acquisitions, product development, and the satisfaction of a wide array of customers."

Tags:Airbus, airplane, aviation

Abstract
The paper discusses the market strategies of Boeing and Airbus and how the EU has assisted Airbus' international performance. The paper shows how the aircraft manufacturing and airline industry are intricately dependent on each other. The paper provides a SWOT analysis of both Boeing and Airbus. The paper concludes that although the EU may operate in line with Boeing's vision of the airline industry, national pride within the EU will ensure that Airbus and its A380 has a presence in its major airports.

Outline:
Overview
The European Union
The Aircraft Industry
Boeing
Airbus
Conclusion

From the Paper
"The civilian aircraft industry, in spite of its sheer domination by only two major competitors, Boeing and Airbus, is a hugely competitive industry with billions of dollars at stake annually. Airbus alone experienced revenues in 2004/2005 of E22.3b while Boeing, for the same period, took in 55% of the total market value of passenger jet orders ("Airbus" pars.5-12). The increasingly open and fractured market across the European Union (EU) has also created a raft of opportunities for both these aircraft manufacturers to capitalize on. However, because of the market strategies that each aircraft manufacturer has taken, Boeing would seem to have an operating advantage in the short term within the EU although nationalistic tendencies may prevent Boeing from capitalizing on its advantage."

Tags:A380, 787, Dreamliner, fuel, efficiency, passengers, cargo, manufacturer