Profiles of Top Three Global Business Jet Companies: Performance, Strategies, and Competitive Analysis, October 2012
The global business jet industry, which has experienced good growth over the last five years, is expected to reach sales of approximately US $22.68 billion in 2017 with a CAGR of 4.30% over the next five years.
Lucintel, a leading global management consulting and market research firm, has conducted a competitive analysis of the global business jet companies and presents its findings in “Profiles of Top Three Global Business Jet Companies: Performance, Strategies, and Competitive Analysis.” The report provides detailed insight into the performance of the world’s top three business jet companies. The analysis highlights the companies that are performing the best among the peer group, and in which areas, and therefore clarifies leading performance standards as well as the strengths and weaknesses of companies covered.
The global business jet industry comprises manufacturers of business jet aircraft designed for transporting smaller groups of business people and express parcel deliveries. In this study, Lucintel thoroughly profile following three companies with detailed competitive assessments:
This study is intended to provide industry leaders with a competitive benchmarking of the world’s top three business jet companies. The study provides up-to-date information on the market share, profit margins, capabilities, and strategies of the leaders. The report helps current suppliers realistically assess their capabilities and strategies, vis-a-vis leading competitors. It is designed to provide executives with strategically significant competitor information, data analysis and insight, critical to the development and implementation of effective marketing and sales plans.
This report will save hundreds of hours of your own personal research time and will significantly benefit you in expanding your business opportunities in top three global business jet companies. In today’s chaotic economy, you need every advantage that you can find to keep ahead in your business.
Lucintel, a leading global management consulting and market research firm, has conducted a competitive analysis of the global business jet companies and presents its findings in “Profiles of Top Three Global Business Jet Companies: Performance, Strategies, and Competitive Analysis.” The report provides detailed insight into the performance of the world’s top three business jet companies. The analysis highlights the companies that are performing the best among the peer group, and in which areas, and therefore clarifies leading performance standards as well as the strengths and weaknesses of companies covered.
The global business jet industry comprises manufacturers of business jet aircraft designed for transporting smaller groups of business people and express parcel deliveries. In this study, Lucintel thoroughly profile following three companies with detailed competitive assessments:
- Bombardier, Inc.
- Dassault Aviation
- Gulfstream Aerospace
This study is intended to provide industry leaders with a competitive benchmarking of the world’s top three business jet companies. The study provides up-to-date information on the market share, profit margins, capabilities, and strategies of the leaders. The report helps current suppliers realistically assess their capabilities and strategies, vis-a-vis leading competitors. It is designed to provide executives with strategically significant competitor information, data analysis and insight, critical to the development and implementation of effective marketing and sales plans.
This report will save hundreds of hours of your own personal research time and will significantly benefit you in expanding your business opportunities in top three global business jet companies. In today’s chaotic economy, you need every advantage that you can find to keep ahead in your business.
1. EXECUTIVE SUMMARY
2. MARKET DEFINITION AND SCOPE
3. MARKET OPPORTUNITY
4. COMPETITIVE BENCHMARKING (FINANCIAL AND MARKET)
Company Profile on Following Parameters
Company Overview
Benchmarking (Financial & Market)
SWOT Analysis
Product Positioning
Marketing Strategy and Tactics
Corporate Strategy
5. COMPANY PROFILE ON BOMBARDIER, INC.
6. COMPANY PROFILE ON DASSAULT AVIATION
7. COMPANY PROFILE ON GULFSTREAM AEROSPACE
2. MARKET DEFINITION AND SCOPE
3. MARKET OPPORTUNITY
4. COMPETITIVE BENCHMARKING (FINANCIAL AND MARKET)
Company Profile on Following Parameters
Company Overview
Benchmarking (Financial & Market)
SWOT Analysis
Product Positioning
Marketing Strategy and Tactics
Corporate Strategy
5. COMPANY PROFILE ON BOMBARDIER, INC.
6. COMPANY PROFILE ON DASSAULT AVIATION
7. COMPANY PROFILE ON GULFSTREAM AEROSPACE
LIST OF FIGURES AND CHARTS
Chapter 3. Market Opportunity
Figure 3.1: Supply chain for business jet market
Figure 3.2: Global business jet companies annual trend 2006-2011 (US $B)
Figure 3.3: Global business jet companies regional trend: 2006-2011 (US $B)
Figure 3.4: Global business jet companies regional trend: 2006-2011 (%)
Figure 3.5: Global business jet companies segment trend: 2006-2011 (US $B)
Figure 3.6: Global business jet companies segment trend: 2006-2011 (%)
Figure 3.7: Global business jet companies opportunity by region
Figure 3.8: Global business jet companies opportunity by segment
Chapter 4. Competitive Benchmarking (Financial and Market)
Figure 4.1: Top three business jet companies – financial benchmarking
Figure 4.2: Global top three global business jet companies gross profit and net profit analysis – 2011
Figure 4.3: Financial analysis – growth leadership quadrant (2011)
Figure 4.4: Market share of top players 2006
Figure 4.5: Market share of top players 2011
Figure 4.6: 2006 Market share analysis
Figure 4.7: 2011 Market share analysis
Figure 4.8: Global market share analysis 2011
Figure 4.9: Global market fragmentation 2011
Figure 4.10: Market value North America: (US $B)
Figure 4.11: Market value Europe: (US $B)
Figure 4.12: Market value Asia Pacific: (US $B)
Figure 4.13: Market value Row: (US $B)
Figure 4.14: Regional revenue evaluation 2011(US $B)
Figure 4.15: Regional revenue evaluation 2011(%)
Figure 4.16: North American revenue trend for top players 2007-2011 (US $B)
Figure 4.17: Europe revenue trend for top players 2007-2011 (US $B)
Figure 4.18: Asia Pacific revenue trend for top players 2007-2011 (US $B)
Figure 4.19: Row revenue trend for top players 2007-2011 (US $B)
Figure 4.20: Lucintel triad - top three major players
Chapter 5. Company Profile of Bombardier, Inc.
Figure 5.1: Bombardier, Inc. revenue by business structure 2011
Figure 5.2: Lucintel Triad – Bombardier, Inc.
Figure 5.3: Financial benchmarking Bombardier, Inc. against top three industry players’ average
Figure 5.4: Financial benchmarking of Bombardier, Inc. against top three best
Figure 5.5: Global industry revenue trend vs. Bombardier, Inc. (2007-2011) in US $B
Figure 5.6: Global market share trend for Bombardier, Inc. (2007-2011) in (%)
Figure 5.7: North American industry revenue trend vs. Bombardier, Inc. 2007-2011 in (US $B)
Figure 5.8: European industry revenue trend vs. Bombardier, Inc. 2007-2011 in (US $B)
Figure 5.9: APAC industry revenue trend vs. Bombardier, Inc. 2007-2011 in (US $B)
Figure 5.10: ROW industry revenue trend vs. Bombardier, Inc. 2007-2011 in (US $B)
Figure 5.11: North American market share trend vs. Bombardier, Inc. 2007-2011 in (%)
Figure 5.12: European market share trend vs. Bombardier, Inc. 2007-2011 in (%)
Figure 5.13: APAC market share trend vs. Bombardier, Inc. 2007-2011 in (%)
Figure 5.14: ROW market share trend vs. Bombardier, Inc. 2007-2011 in (%)
Figure 5.15: Bombardier, Inc. productivity: 2007-2011 in (US $B)
Figure 5.16: Bombardier, Inc. fixed asset value: 2007-2011 in (US $B)
Figure 5.17: Strategic execution
Chapter 6. Company Profile of Dassault Aviation
Figure 6.1: Dassault Aviation revenue by business structure 2011
Figure 6.2: Lucintel triad - Dassault Aviation
Figure 6.3: Financial benchmarking of Dassault Aviation against top three industry players’ average
Figure 6.4: Financial benchmarking of Dassault Aviation against top three best
Figure 6.5: Global industry revenue trend vs. Dassault Aviation (2007-2011) in (US $B)
Figure 6.6: Global market share trend for Dassault Aviation (2007-2011) in (%)
Figure 6.7: North American industry revenue trend vs. Dassault Aviation 2007-2011 in (US $B)
Figure 6.8: European industry revenue trend vs. Dassault Aviation 2007-2011 in (US $B)
Figure 6.9: APAC industry revenue trend vs. Dassault Aviation 2007-2011 in (US $B)
Figure 6.10: ROW industry revenue trend vs. Dassault Aviation 2007-2011 in (US $B)
Figure 6.11: North American market share trend vs. Dassault Aviation 2007-2011 in (%)
Figure 6.12: European market share trend vs. Dassault Aviation 2007-2011 in (%)
Figure 6.13: APAC market share trend vs. Dassault Aviation 2007-2011 in (%)
Figure 6.14: ROW market share trend vs. Dassault Aviation 2007-2011 in (%)
Figure 6.15: Dassault Aviation productivity: 2007-2011 in (US $B)
Figure 6.16: Dassault Aviation fixed asset value: 2007-2011 in (US $B)
Figure 6.17: Strategic execution
Chapter 7. Company Profile of Gulfstream Aerospace Corporation
Figure 7.1: Gulfstream Aerospace Corporation revenue by business structure 2011
Figure 7.2: Lucintel triad – Gulfstream Aerospace Corporation
Figure 7.3: Financial benchmarking of Gulfstream Aerospace Corporation against top three industry players’ average
Figure 7.4: Financial benchmarking of Gulfstream Aerospace Corporation against Top three best
Figure 7.5: Global industry revenue trend vs. Gulfstream Aerospace Corporation (2007- 2011) in (US $B)
Figure 7.6: Global market share trend for Gulfstream Aerospace Corporation (2007-2011) in (%)
Figure 7.7: North American industry revenue trend vs. Gulfstream Aerospace Corporation (2007-2011) in (US $B)
Figure 7.8: European industry revenue trend vs. Gulfstream Aerospace Corporation (2007-2011) in (US $B)
Figure 7.9: APAC industry revenue trend vs. Gulfstream Aerospace Corporation (2007-2011) in (US $B)
Figure 7.10: ROW industry revenue trend vs. Gulfstream Aerospace Corporation (2007- 2011) in (US $B)
Figure 7.11: North American market share trend vs. Gulfstream Aerospace Corporation (2007-2011) in (%)
Figure 7.12: European market share trend vs. Gulfstream Aerospace Corporation (2007-2011) in (%)
Figure 7.13: APAC market share trend vs. Gulfstream Aerospace Corporation (2007-2011) in (%)
Figure 7.14: ROW market share trend vs. Gulfstream Aerospace Corporation (2007-2011) in (%)
Figure 7.15: Gulfstream Aerospace Corporation productivity: 2007-2011 in (US $B)
Figure 7.16: Gulfstream Aerospace Corporation fixed asset value: 2007-2011 in (US $B)
Figure 7.17: Strategic execution
Chapter 3. Market Opportunity
Figure 3.1: Supply chain for business jet market
Figure 3.2: Global business jet companies annual trend 2006-2011 (US $B)
Figure 3.3: Global business jet companies regional trend: 2006-2011 (US $B)
Figure 3.4: Global business jet companies regional trend: 2006-2011 (%)
Figure 3.5: Global business jet companies segment trend: 2006-2011 (US $B)
Figure 3.6: Global business jet companies segment trend: 2006-2011 (%)
Figure 3.7: Global business jet companies opportunity by region
Figure 3.8: Global business jet companies opportunity by segment
Chapter 4. Competitive Benchmarking (Financial and Market)
Figure 4.1: Top three business jet companies – financial benchmarking
Figure 4.2: Global top three global business jet companies gross profit and net profit analysis – 2011
Figure 4.3: Financial analysis – growth leadership quadrant (2011)
Figure 4.4: Market share of top players 2006
Figure 4.5: Market share of top players 2011
Figure 4.6: 2006 Market share analysis
Figure 4.7: 2011 Market share analysis
Figure 4.8: Global market share analysis 2011
Figure 4.9: Global market fragmentation 2011
Figure 4.10: Market value North America: (US $B)
Figure 4.11: Market value Europe: (US $B)
Figure 4.12: Market value Asia Pacific: (US $B)
Figure 4.13: Market value Row: (US $B)
Figure 4.14: Regional revenue evaluation 2011(US $B)
Figure 4.15: Regional revenue evaluation 2011(%)
Figure 4.16: North American revenue trend for top players 2007-2011 (US $B)
Figure 4.17: Europe revenue trend for top players 2007-2011 (US $B)
Figure 4.18: Asia Pacific revenue trend for top players 2007-2011 (US $B)
Figure 4.19: Row revenue trend for top players 2007-2011 (US $B)
Figure 4.20: Lucintel triad - top three major players
Chapter 5. Company Profile of Bombardier, Inc.
Figure 5.1: Bombardier, Inc. revenue by business structure 2011
Figure 5.2: Lucintel Triad – Bombardier, Inc.
Figure 5.3: Financial benchmarking Bombardier, Inc. against top three industry players’ average
Figure 5.4: Financial benchmarking of Bombardier, Inc. against top three best
Figure 5.5: Global industry revenue trend vs. Bombardier, Inc. (2007-2011) in US $B
Figure 5.6: Global market share trend for Bombardier, Inc. (2007-2011) in (%)
Figure 5.7: North American industry revenue trend vs. Bombardier, Inc. 2007-2011 in (US $B)
Figure 5.8: European industry revenue trend vs. Bombardier, Inc. 2007-2011 in (US $B)
Figure 5.9: APAC industry revenue trend vs. Bombardier, Inc. 2007-2011 in (US $B)
Figure 5.10: ROW industry revenue trend vs. Bombardier, Inc. 2007-2011 in (US $B)
Figure 5.11: North American market share trend vs. Bombardier, Inc. 2007-2011 in (%)
Figure 5.12: European market share trend vs. Bombardier, Inc. 2007-2011 in (%)
Figure 5.13: APAC market share trend vs. Bombardier, Inc. 2007-2011 in (%)
Figure 5.14: ROW market share trend vs. Bombardier, Inc. 2007-2011 in (%)
Figure 5.15: Bombardier, Inc. productivity: 2007-2011 in (US $B)
Figure 5.16: Bombardier, Inc. fixed asset value: 2007-2011 in (US $B)
Figure 5.17: Strategic execution
Chapter 6. Company Profile of Dassault Aviation
Figure 6.1: Dassault Aviation revenue by business structure 2011
Figure 6.2: Lucintel triad - Dassault Aviation
Figure 6.3: Financial benchmarking of Dassault Aviation against top three industry players’ average
Figure 6.4: Financial benchmarking of Dassault Aviation against top three best
Figure 6.5: Global industry revenue trend vs. Dassault Aviation (2007-2011) in (US $B)
Figure 6.6: Global market share trend for Dassault Aviation (2007-2011) in (%)
Figure 6.7: North American industry revenue trend vs. Dassault Aviation 2007-2011 in (US $B)
Figure 6.8: European industry revenue trend vs. Dassault Aviation 2007-2011 in (US $B)
Figure 6.9: APAC industry revenue trend vs. Dassault Aviation 2007-2011 in (US $B)
Figure 6.10: ROW industry revenue trend vs. Dassault Aviation 2007-2011 in (US $B)
Figure 6.11: North American market share trend vs. Dassault Aviation 2007-2011 in (%)
Figure 6.12: European market share trend vs. Dassault Aviation 2007-2011 in (%)
Figure 6.13: APAC market share trend vs. Dassault Aviation 2007-2011 in (%)
Figure 6.14: ROW market share trend vs. Dassault Aviation 2007-2011 in (%)
Figure 6.15: Dassault Aviation productivity: 2007-2011 in (US $B)
Figure 6.16: Dassault Aviation fixed asset value: 2007-2011 in (US $B)
Figure 6.17: Strategic execution
Chapter 7. Company Profile of Gulfstream Aerospace Corporation
Figure 7.1: Gulfstream Aerospace Corporation revenue by business structure 2011
Figure 7.2: Lucintel triad – Gulfstream Aerospace Corporation
Figure 7.3: Financial benchmarking of Gulfstream Aerospace Corporation against top three industry players’ average
Figure 7.4: Financial benchmarking of Gulfstream Aerospace Corporation against Top three best
Figure 7.5: Global industry revenue trend vs. Gulfstream Aerospace Corporation (2007- 2011) in (US $B)
Figure 7.6: Global market share trend for Gulfstream Aerospace Corporation (2007-2011) in (%)
Figure 7.7: North American industry revenue trend vs. Gulfstream Aerospace Corporation (2007-2011) in (US $B)
Figure 7.8: European industry revenue trend vs. Gulfstream Aerospace Corporation (2007-2011) in (US $B)
Figure 7.9: APAC industry revenue trend vs. Gulfstream Aerospace Corporation (2007-2011) in (US $B)
Figure 7.10: ROW industry revenue trend vs. Gulfstream Aerospace Corporation (2007- 2011) in (US $B)
Figure 7.11: North American market share trend vs. Gulfstream Aerospace Corporation (2007-2011) in (%)
Figure 7.12: European market share trend vs. Gulfstream Aerospace Corporation (2007-2011) in (%)
Figure 7.13: APAC market share trend vs. Gulfstream Aerospace Corporation (2007-2011) in (%)
Figure 7.14: ROW market share trend vs. Gulfstream Aerospace Corporation (2007-2011) in (%)
Figure 7.15: Gulfstream Aerospace Corporation productivity: 2007-2011 in (US $B)
Figure 7.16: Gulfstream Aerospace Corporation fixed asset value: 2007-2011 in (US $B)
Figure 7.17: Strategic execution
LIST OF TABLES
Chapter 3. Market Opportunity
Table 3.1: Industry parameters of global business jet companies
Table 3.2: Relative market attractiveness by region
Table 3.3: Regional revenue growth rate
Table 3.4: Segment revenue growth rate
Chapter 4. Competitive Benchmarking (Financial and Market)
Table 4.1: Financial benchmarking of top three global business jet companies
Table 4.2: Key financial parameters for top three global business jet companies
Table 4.3: Regional revenue (US $M)
Table 4.4: Regional revenue (%)
Table 4.5: Competitors based on markets served
Table 4.6: Lucintel triad - top three major players
Chapter 5. Company Profile of Bombardier, Inc.
Table 5.1: Market served: Bombardier, Inc.
Table 5.2: Lucintel triad – Bombardier, Inc.
Table 5.3: Financial Benchmarking of Bombardier, Inc. against best and against Top three industry players’ average
Table 5.4: Strategic execution – product positioning by segment
Table 5.5: Strategic execution – perceived customer value / quality
Table 5.6: Strategic execution – promotion / communications
Table 5.7: Strategic execution – product distribution by region
Chapter 6. Company Profile of Dassault Aviation
Table 6.1: Market served – Dassault Aviation
Table 6.2: Lucintel triad – Dassault Aviation
Table 6.3: Financial benchmarking of Dassault Aviation against best and against Top three industry players’ average
Table 6.4: Strategic execution – product positioning by segment
Table 6.5: Strategic execution – perceived customer value / quality
Table 6.6: Strategic execution – promotion / communications
Table 6.7: Strategic execution – product distribution by region
Chapter 7. Company Profile of Gulfstream Aerospace Corporation
Table 7.1: Market served – Gulfstream Aerospace Corporation
Table 7.2: Lucintel triad – News Corporation
Table 7.3: Financial benchmarking of Gulfstream Aerospace Corporation against best and against Top three industry players’ average
Table 7.4: Strategic execution – product positioning by segment
Table 7.5: Strategic execution – perceived customer value / quality
Table 7.6: Strategic execution – promotion / communications
Table 7.7: Strategic execution – product distribution by region
Chapter 3. Market Opportunity
Table 3.1: Industry parameters of global business jet companies
Table 3.2: Relative market attractiveness by region
Table 3.3: Regional revenue growth rate
Table 3.4: Segment revenue growth rate
Chapter 4. Competitive Benchmarking (Financial and Market)
Table 4.1: Financial benchmarking of top three global business jet companies
Table 4.2: Key financial parameters for top three global business jet companies
Table 4.3: Regional revenue (US $M)
Table 4.4: Regional revenue (%)
Table 4.5: Competitors based on markets served
Table 4.6: Lucintel triad - top three major players
Chapter 5. Company Profile of Bombardier, Inc.
Table 5.1: Market served: Bombardier, Inc.
Table 5.2: Lucintel triad – Bombardier, Inc.
Table 5.3: Financial Benchmarking of Bombardier, Inc. against best and against Top three industry players’ average
Table 5.4: Strategic execution – product positioning by segment
Table 5.5: Strategic execution – perceived customer value / quality
Table 5.6: Strategic execution – promotion / communications
Table 5.7: Strategic execution – product distribution by region
Chapter 6. Company Profile of Dassault Aviation
Table 6.1: Market served – Dassault Aviation
Table 6.2: Lucintel triad – Dassault Aviation
Table 6.3: Financial benchmarking of Dassault Aviation against best and against Top three industry players’ average
Table 6.4: Strategic execution – product positioning by segment
Table 6.5: Strategic execution – perceived customer value / quality
Table 6.6: Strategic execution – promotion / communications
Table 6.7: Strategic execution – product distribution by region
Chapter 7. Company Profile of Gulfstream Aerospace Corporation
Table 7.1: Market served – Gulfstream Aerospace Corporation
Table 7.2: Lucintel triad – News Corporation
Table 7.3: Financial benchmarking of Gulfstream Aerospace Corporation against best and against Top three industry players’ average
Table 7.4: Strategic execution – product positioning by segment
Table 7.5: Strategic execution – perceived customer value / quality
Table 7.6: Strategic execution – promotion / communications
Table 7.7: Strategic execution – product distribution by region
