What is the e-Enabled Advantage? How did it link to the company’s strategy? The e-Enabled Advantage is the infrastructure necessary to e-Enabled enterprise is a complex system of systems that will channel the wealth of information generated by airplane avionics, airline operations centers, airport and air traffic managers, weather services, and regulatory agencies directly to the people who use the information, at the instant when that information is most useful. A new generation of visualization tools and decision aids will enable Boeing to create robust flight plans, revise and optimize schedules in real time, and all but eliminate unscheduled maintenance (http://www.boeing.com/commercial/aviationservices/brochures/eEnabled_Advantage.pdf) 3. What advantages would such an approach give Boeing?
Bargaining Agreements: American Airlines In order to plan for a better future for American Airlines’ stakeholders, it is necessary to evaluate past and present labor-management relationships, including labor disputes, assessing how these stakeholders have assumed and directed power in negotiating the terms of contracts. Upon analyzing the collective mindsets and actions of the members of each stakeholder party, this paper evaluates the various roles of authority each stakeholder group maintains internally and experiences externally by looking at the histories and laws that govern these groups as predictors of future bargaining events, which in turn suggests that while it may be possible to sustain a final, solid collective bargaining agreement, it may not be probable. The long-term effects of a standing or binding agreement on the culture of labor-management relationships and American Airlines as a whole would primarily depend on financial costs incurred by the stakeholders. Mitchell, Agle, and Wood (1997) propose that there are classifications of stakeholders that are based on the levels of power that influence the legitimacy of a stakeholder’s relationship with an organization (p. 854). The results of this evaluation define which stakeholders are fundamental to decision-making.
Meanwhile, going public can also increase the publicity of JetBlue and attract more potential customers, which may result in a greater market share of JetBlue in the airline industry. For founding individuals of JetBlue, its IPO may be an opportunity to increase their liquidity. At the same time, disadvantages arise when JetBlue goes public. Before going public, JetBlue needs to solicit approval from SEC, which monitors listed firms to ensure they obey all the rules and regulations, for instance, JetBlue is required to make adequate disclosure to investors and the like. And the costs of complying and some additional costs such as audit fees can be very high, especially for small firms.
Predictive Analytics at Continental Airlines Continental Airlines has issued an RFP and would like to choose one consulting company to help them become a better data-driven organization. As they evaluate the RFPs, Continental Airlines would like to gauge your: 1) Ability to conduct an analytics project and gain insights from data (Weight: 70%). • Continental Airlines has provided you with an old dataset and would like to gauge your ability to conduct predictive analytics using this dataset. • You are welcome to employ any predictive analytics technique to analyze the data. As you analyze their dataset, please provide some details about: 1) business understanding (make reasonable assumptions, if you want); 2) data understanding and preparation; 3) modeling and evaluation; and 4) deployment.
Describe online collaboration and its benefits to Boeing. Basically Boeing is a transformed Chicago based aerospace company which undertakes high level technology and system integrator, and uses cutting edge materials and electronics for its newly designed assembly process passenger planes i.e. the Boeing 787, which is also known as “Dreamliner”, other new midsize passenger jet that’ll have carbon-fiber-reinforced plastic parts which will make it lighter and provide better fuel economy. Furthermore, Boeing’s shift goes beyond making planes faster and cheaper, due to its consolidated technology group (IT system people) playing a large role towards this shift. Thus, partners including companies in Japan, Russia, and Italy are there to design concepts to production level, bearing in mind that concept parts are assembled in a computer model maintained by Boeing outside its corporate firewall.
Organizations around the globe confront problems during the manufacturing phase. To identify the defects in manufacturing, there is a process that must manifest to guarantee effective results. The process of identifying and solving problems includes: research questions, significance of magnitude to find a solution, hypotheses, variables that should be considered, sampling methods that include the appropriate frame, size and how the appropriate size will be determined, research designed to solve the issue, instrument solving developments, overall data analysis, result reporting, and ethical questions that must be taken into account to come to an efficient conclusion. The following composition will analyze the issues surrounding Boeing’s 787 Dreamliner aircraft and use the mentioned process steps to problem solve. Boeing’s 787 Dreamliner aircrafts have defaulted expectations and as a result the National Transportation Safety Board (NTSB) has begun to conduct independent investigations on all of the aircrafts.
Case Study Analysis Boeing May 3, 2015 ORGB 2605 Group 5 Wendy McLeod - A00545182 Courtenay Anderson - A00665468 Ana Cielo Tanjuaquio - A00748789 Taylor Nicholson - A00839192 Contents * Overview * Symptoms and Evaluation of Key Factors * Statement of the Problem * Congruence Model * Star Model * Conclusion * Recommendations Overview As one of the highly regarded manufacturers of aircraft, we look into the problems that Boeing had to overcome in terms of implementing drastic changes within the company and the merger that dealt with integration issues. Symptoms and Evaluation of Key Factors * Loss of market share * Merging of two different cultures * No strategic plan as to how they were going to get to a certain goal. The focus was based on production and costs, “not on airy vision statements” * Low moral * Lack of faith by the community and stockholders * Lack of communication within the organization * Unprepared for the encroachment of Airbus into their market share Statement of the Problem Boeing was not strategically prepared for the market intrusion of Airbus, nor with trying amalgamate two different cultures, with the takeover of McDonnell Douglas. Analysis * not centralizing IT systems to be used * not developing an effective transitional plan with the purchase of McDonnell Douglas * lack of planning when doubling their production capabilities which resulted in a loss of 20 production days Congruence Model In reference to the congruence model we see Boeing, who had been a leader in the aeronautics industry, falter when they failed to keep strategically current in production and information systems as well as when faced with competition. With Airbus taking over market share Boeing reacted without forethought and without forming a strategic plan.
These issues are to be compared with the threats of existing airline services in overseas destinations and also their competitive advantages over RyanAir and vice versa. The innovative technologies like internet booking without agent cost and its own advertising efforts are to be studied to compare the effects of those business strategies for international markets. In our argumentation we would like to tell NO for RyanAir to provide overseas services like transatlantic, as the existing successful strategies of the company inside the domestic market should be altered to go overseas. We analyse the value chain advantages of RyanAir within its existing market and also determine the internal and external factors supporting the development. And these factors are associated with company’s generic strategy involved in different situations to support our view of not going overseas.
Jet Blue Case Study 1 Running Head: Jet Blue Case Study Jet Blue Case Study Sherri Ashby The George Washington University Dr. David Hays HOL 283 November 20, 2007 Jet Blue Case Study 2 Jet Blue Case Study In February of 1999, David Neeleman announces plans to start his new airline service which would “combine common sense with innovation and technology (Gittell/O’Reilly). Mr. Neeleman believed that combining innovation with technology he would be able to create an airline that would forces on giving passengers a positive travel experience with great service. To accomplish this he would have to focus on many things. The first thing that Mr. Neeleman had to do was to put together a team that would share is vision. In order to do that he must establish himself as a visionary.
INTRODUCTION The ever changing communication and technologies are effectively changing the global business environment. As a result to maintain a competitive position, managers need to continuously innovate and focus on addressing the needs of their customers both locally and globally. In this report I have been asked to help Medtronic CEO to decide whether his current bold strategic expansion into emerging markets is the right thing to do or to advise him on a different approach. This report is summarized with in three major chapters. Chapter one analyses Medtronic as a multinational enterprise by addressing”an initial screening of business environment including political environment, economics, culture etc.