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This paper explores the facts behind the transatlantic squabbles about taxpayer support for European aero-industries. It examines the substantial US support for its civilian aerospace programmes and the strategic drive behind it.
The U.S. economy is generally considered to run on free market or laissez faire principles, implying that U.S. policy makers do not provide government support for industrial or commercial sectors. While mostly true, it is not the case with strategic industries, such as aerospace. Support for the aerospace sector has been viewed as essential, because aerospace technologies have been the material backbone of U.S. security systems. But American historic dominance in commercial aerospace, and particularly the large commercial aircraft sector, arose on the back of defence technology paid for by the US government. Aerospace Strategic Trade analyses the subsidy of the U.S. large commercial aircraft (LCA) industry and redefines the terms of the Airbus/Boeing subsidy debate. This is achieved by tracking the benefits to Boeing, of the Research and Technology contracts granted by the DoD and NASA. The book is characterized by a new level of methodological precision in the database upon which the factual claims rest and the analysis derives from an exhaustive search of U.S. public databases and also data on federal R&D contracts, obtained under the Freedom of Information Act (FOIA) in the USA. The overall analysis brings together these two approaches and provides a balanced and highly informative account of U.S. federal funding of the American large commercial aircraft sector. This book is of interest to academics, industrialists and government officials concerned with the aerospace industry, to managers and executives in the aerospace industry.
Deep Stall applies a framework of strategic analysis to the Boeing Company. Boeing is the world's largest aerospace / defence company, with turnover in the region of US $60bn. The book examines the relative decline of Boeing in the civil aircraft market in relation to European manufacturer, Airbus. The aim of the book is to utilize the concept of strategic value to explain Boeing's decline. The authors define this concept as investment in people and technology to leverage future market success by developing innovative new products, arguing that Boeing has neglected strategic value in favour of shareholder value, defined in terms of short-term cash benefits. The rationale for the book exists both in the fact that the story in itself is interesting and also in the wider framework of analysis concerning the correct strategic approach for running a high technology business. The argument illustrates what can happen when quarterly returns become the predominant strategic rationale for a company. In the U.S. the business media (Economist, Forbes, Fortune, and Business Week etc) are now focusing on the question of Boeing's decline and the major implications for the U.S. national interest. Boeing is one of the jewels in the US technology crown, but today U.S. jobs and capability are being exported abroad, with most of its aircraft program work based in Asia. This is a hot topic in the US which explains why the business media are now so interested in this question. The book sits squarely in the centre of this debate. Deep Stall concludes with a brief analysis of the recent fight-back that has been evident in Boeing's fortunes and the successful campaign to sell the new 787. The authors probe the question of whether Airbus or Boeing is likely to dominate in the next ten or fifteen years.
The aerospace industry has undergone tremendous change in recent years. Always something of an anomaly, due to its critical role in national economies and in national security, the sector has always been distinct from other manufacturing industries in its reliance on high-technology innovation and the shifting sands of private and public investment. Since the end of the Cold War, financial and other crises have led to a spate of mergers and acquisitions, leaving fewer and fewer players in the commercial airplane industry. Meanwhile, some firms exited the business altogether. State-owned companies have been privatized, national firms have been consolidated in some countries, and the first transnational aeronautics conglomerate in Europe, EADS, was founded in 1999. Those left standing must strive to exploit international alliances and their network of horizontal and vertical collaborations in order to gain long-term competitive advantage. How to harness both management strategies and marketing tactics to the cause in the commercial airplane industry is the subject of this book. Primary among the challenges faced by firms is industrial rationalization. How do corporate leaders who are charged with managing newly merged companies integrate distinct corporate cultures, rationalize operations and activities, and eliminate duplication of product and function, while maintaining their focus on gaining competitive advantage in the marketplace? The answer depends on the nature of the firm. Single-sector companies have the advantage of being lean, agile, and quick to react to market forces, while multisector companies have the potential to exploit synergistic relationships among divisions, economies of scale, financial strength, and the balancing of risk. These factors affect companies' behavior not only at the strategic level, but also at the tactical level. This book provides scholars of strategic marketing and management, as well as executives and decision makers in commercial aviation, with the industry background necessary to understand the aeropsace companies' struggle for survival in the newly restructured market.