Top Three Global Commercial and Regional Aircraft Companies: Performance, Strategies, and Competitive Analysis, December 2012
Background:
Global commercial airliner and regional aircraft companies design, assemble, market, and sell large commercial and regional aircraft, usually narrow body and wide body aircraft for transporting passengers and cargo. The industry is expected to reach $111 billion by 2017, with a CAGR of 4% over the next five years.
Lucintel, a leading global management consulting and market research firm, has conducted a competitive analysis on the commercial airliner and regional aircraft companies and presents its findings in “Top Three Global Commercial Airliner and Regional Aircraft Companies: Performance, Strategies, and Competitive Analysis”
This report briefly discusses the subject companies, their geographic footprints, financial metrics, market performance, marketing and corporate strategies, and SWOT analysis. The companies are strongly attached to the US market. The change in US budgetary priorities, coupled with rising labor wages, adversely affect the revenue growth of the companies and the industry as a whole. Declining revenues in key business areas and geographic segments impact the industry's overall financial performance.
The industry had been primarily driven recently by growing demand from emerging economies such as China, India, and the Middle East countries, especially for low-cost carriers in the Asia Pacific (APAC) region. High replacement rates for regional aircraft, strong revenue growth resulting from new product launches, and the rise of deliveries in mature markets such as North America and Europe accelerate the industry growth.
The report gives a concise overview of the top three global commercial airliner and regional aircraft companies:
This report will save hundreds of hours of your own personal research time and will significantly benefit you in expanding your business opportunities in global commercial airliner and regional aircraft companies industry. In today’s chaotic economy, you need every advantage that you can find to keep ahead in your business
Features of This Report:
In Lucintel's newest competitive research study on the world's commercial airliner and regional aircraft companies, we thoroughly profile following five companies with detailed competitive assessments:
Global commercial airliner and regional aircraft companies design, assemble, market, and sell large commercial and regional aircraft, usually narrow body and wide body aircraft for transporting passengers and cargo. The industry is expected to reach $111 billion by 2017, with a CAGR of 4% over the next five years.
Lucintel, a leading global management consulting and market research firm, has conducted a competitive analysis on the commercial airliner and regional aircraft companies and presents its findings in “Top Three Global Commercial Airliner and Regional Aircraft Companies: Performance, Strategies, and Competitive Analysis”
This report briefly discusses the subject companies, their geographic footprints, financial metrics, market performance, marketing and corporate strategies, and SWOT analysis. The companies are strongly attached to the US market. The change in US budgetary priorities, coupled with rising labor wages, adversely affect the revenue growth of the companies and the industry as a whole. Declining revenues in key business areas and geographic segments impact the industry's overall financial performance.
The industry had been primarily driven recently by growing demand from emerging economies such as China, India, and the Middle East countries, especially for low-cost carriers in the Asia Pacific (APAC) region. High replacement rates for regional aircraft, strong revenue growth resulting from new product launches, and the rise of deliveries in mature markets such as North America and Europe accelerate the industry growth.
The report gives a concise overview of the top three global commercial airliner and regional aircraft companies:
- Airbus
- Boeing
- Embraer
This report will save hundreds of hours of your own personal research time and will significantly benefit you in expanding your business opportunities in global commercial airliner and regional aircraft companies industry. In today’s chaotic economy, you need every advantage that you can find to keep ahead in your business
Features of This Report:
In Lucintel's newest competitive research study on the world's commercial airliner and regional aircraft companies, we thoroughly profile following five companies with detailed competitive assessments:
- Airbus
- Boeing
- Embraer
- Company overview
- Benchmarking (financial & market)
- SWOT analysis
- Product positioning
- Marketing strategy and tactics
- Corporate strategy
- Market size estimates in terms of (US $) value by segments of the global commercial airliner and regional aircraft companies
- Regional analysis: global commercial airliner and regional aircraft companies breakdown by key regions (e.g., North America, Europe, APAC and ROW)
- Market trends, drivers and forecasts
- Competitive benchmarking of each players against their financial & market strength
- Global and regional market share estimates for the top players
- Product line overview and positioning of top players
- SWOT analysis of the leaders
- Marketing strategy and tactics
- Corporate strategy
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 AIRBUS
6. COMPANY PROFILE ON BOEING
7. COMPANY PROFILE ON EMBRAER
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 AIRBUS
6. COMPANY PROFILE ON BOEING
7. COMPANY PROFILE ON EMBRAER
LIST OF FIGURES AND CHARTS
CHAPTER 3. MARKET OPPORTUNITY
Figure 3.1: Supply chain for medical equipment market
Figure 3.2: Global commercial airliner and regional aircraft industry annual trend 2006 - 2011 (US $B)
Figure 3.3: Global commercial airliner and regional aircraft industry regional trend 2006 - 2011 (US $B)
Figure 3.4: Global commercial airliner and regional aircraft industry regional trend 2006 - 2011 (%)
Figure 3.5: Global commercial airliner and regional aircraft industry segment trend 2006 - 2011 (US $B)
Figure 3.6: Global commercial airliner and regional aircraft industry segment trend 2006 - 2011 (%)
Figure 3.7: Global commercial airliner and regional aircraft industry opportunity by region
Figure 3.8: Global commercial airliner and regional aircraft industry opportunity by segment
CHAPTER 4.COMPETITIVE BENCHMARKING (FINANCIAL AND MARKET)
Figure 4.1: Top three commercial airliner and regional aircraft companies – financial benchmarking
Figure 4.2: Global top three commercial airliner and regional aircraft 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 $M)
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 five major players
CHAPTER 5. COMPANY PROFILE OF AIRBUS
Figure 5.1: Airbus’s revenue by business structure 2011
Figure 5.2: Lucintel Triad – Airbus
Figure 5.3: Financial benchmarking Airbus against top three industry players’ average
Figure 5.4: Financial benchmarking of Airbus against Top Five best
Figure 5.5: Global industry revenue trend Vs Airbus (2007-2011) in US $B
Figure 5.6: Global market share trend for Airbus (2007-2011) in (%)
Figure 5.7: North American industry revenue trend Vs Airbus 2007-2011 in (US $B)
Figure 5.8: European industry revenue trend Vs Airbus 2007-2011 in (US $B)
Figure 5.9: APAC industry revenue trend Vs Airbus 2007-2011 in (US $B)
Figure 5.10: ROW industry revenue trend Vs Airbus 2007-2011 in (US $B)
Figure 5.11: North American market share trend Vs Airbus 2007-2011 in (%)
Figure 5.12: European market share trend Vs Airbus 2007-2011 in (%)
Figure 5.13: APAC market share trend Vs Airbus 2007-2011 in (%)
Figure 5.14: ROW market share trend Vs Airbus 2007-2011 in (%)
Figure 5.15: Airbus trend in R&D expenses 2007-2011 in US $M
Figure 5.16: Airbus trend in R&D expenses Percentage of total revenue
Figure 5.17: Comparison of Airbus SE R&D expenditure Vs top three & top five players average 2011
Figure 5.18: Airbus productivity 2007-2011 (US $M)
Figure 5.19: Airbus capital investment value 2007-2011 (US $M)
Figure 5.20: Strategic execution
CHAPTER 6. COMPANY PROFILE OF BOEING
Figure 6.1: Boeing revenue by business structure 2011
Figure 6.2: Lucintel triad - Boeing
Figure 6.3: Financial benchmarking of Boeing against top three and top five industry players’ average
Figure 6.4: Financial benchmarking of Boeing against Top five best
Figure 6.5: Global industry revenue trend Vs Boeing (2007-2011) in (US $B)
Figure 6.6: Global market share trend for Boeing (2007-2011) in (%)
Figure 6.7: North American industry revenue trend Vs. Boeing 2007-2011 in (US $B)
Figure 6.8: European industry revenue trend Vs Boeing 2007-2011 in (US $B)
Figure 6.9: APAC industry revenue trend Vs Boeing 2007-2011 in (US $B)
Figure 6.10: ROW industry revenue trend Vs Boeing 2007-2011 in (US $B)
Figure 6.11: North American market share trend Vs Boeing 2007-2011 in (%)
Figure 6.12: European market share trend Vs Boeing 2007-2011 in (%)
Figure 6.13: APAC market share trend Vs DuPont 2007-2011 in (%)
Figure 6.14: ROW market share trend Vs DuPont 2007-2011 in (%)
Figure 6.15: Boeing trend in R&D expenses 2007-2011 in US $M
Figure 6.16: Boeing trend in R&D expenses Percentage of total revenue
Figure 6.17: Comparison of Boeing SE R&D expenditure Vs top three & top five players average 2011
Figure 6.18: Boeing productivity: 2007-2011 in (US $M)
Figure 6.19: Boeing capital investment value: 2007-2011 in (US $M)
Figure 6.20: Strategic execution
CHAPTER 7. COMPANY PROFILE OF EMBRAER
Figure 7.1: Embraer revenue by business structure 2011
Figure 7.2: Lucintel triad – Embraer
Figure 7.3: Financial benchmarking of Embraer against top three and top five industry players’ average
Figure 7.4: Financial benchmarking of Embraer against Top five best
Figure 7.5: Global industry revenue trend Vs. Embraer (2007-2011) in (US $B)
Figure 7.6: Global market share trend for Embraer (2007-2011) in (%)
Figure 7.7: North American industry revenue trend Vs. Embraer (2007-2011) in (US $B)
Figure 7.8: European industry revenue trend Vs. Embraer l (2007-2011) in (US $B)
Figure 7.9: APAC industry revenue trend Vs. Embraer (2007-2011) in (US $B)
Figure 7.10: ROW industry revenue trend Vs. Embraer (2007-2011) in (US $B)
Figure 7.11: North American market share trend Vs Embraer (2007-2011) in (%)
Figure 7.12: European market share trend Vs Embraer (2007-2011) in (%)
Figure 7.13: APAC market share trend Vs Embraer (2007-2011) in (%)
Figure 7.14: ROW market share trend Vs Embraer (2007-2011) in (%)
Figure 7.15: Embraer trend in R&D expenses 2007-2011 in US $M
Figure 7.16: Embraer trend in R&D expenses Percentage of total revenue
Figure 7.17: Comparison of Embraer R&D expenditure Vs top three & top five players average 2011
Figure 7.18: Embraer productivity: 2007-2011 in (US $M)
Figure 7.19: Embraer capital investment value: 2007-2011 in (US $M)
Figure 7.20: Strategic execution
CHAPTER 3. MARKET OPPORTUNITY
Figure 3.1: Supply chain for medical equipment market
Figure 3.2: Global commercial airliner and regional aircraft industry annual trend 2006 - 2011 (US $B)
Figure 3.3: Global commercial airliner and regional aircraft industry regional trend 2006 - 2011 (US $B)
Figure 3.4: Global commercial airliner and regional aircraft industry regional trend 2006 - 2011 (%)
Figure 3.5: Global commercial airliner and regional aircraft industry segment trend 2006 - 2011 (US $B)
Figure 3.6: Global commercial airliner and regional aircraft industry segment trend 2006 - 2011 (%)
Figure 3.7: Global commercial airliner and regional aircraft industry opportunity by region
Figure 3.8: Global commercial airliner and regional aircraft industry opportunity by segment
CHAPTER 4.COMPETITIVE BENCHMARKING (FINANCIAL AND MARKET)
Figure 4.1: Top three commercial airliner and regional aircraft companies – financial benchmarking
Figure 4.2: Global top three commercial airliner and regional aircraft 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 $M)
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 five major players
CHAPTER 5. COMPANY PROFILE OF AIRBUS
Figure 5.1: Airbus’s revenue by business structure 2011
Figure 5.2: Lucintel Triad – Airbus
Figure 5.3: Financial benchmarking Airbus against top three industry players’ average
Figure 5.4: Financial benchmarking of Airbus against Top Five best
Figure 5.5: Global industry revenue trend Vs Airbus (2007-2011) in US $B
Figure 5.6: Global market share trend for Airbus (2007-2011) in (%)
Figure 5.7: North American industry revenue trend Vs Airbus 2007-2011 in (US $B)
Figure 5.8: European industry revenue trend Vs Airbus 2007-2011 in (US $B)
Figure 5.9: APAC industry revenue trend Vs Airbus 2007-2011 in (US $B)
Figure 5.10: ROW industry revenue trend Vs Airbus 2007-2011 in (US $B)
Figure 5.11: North American market share trend Vs Airbus 2007-2011 in (%)
Figure 5.12: European market share trend Vs Airbus 2007-2011 in (%)
Figure 5.13: APAC market share trend Vs Airbus 2007-2011 in (%)
Figure 5.14: ROW market share trend Vs Airbus 2007-2011 in (%)
Figure 5.15: Airbus trend in R&D expenses 2007-2011 in US $M
Figure 5.16: Airbus trend in R&D expenses Percentage of total revenue
Figure 5.17: Comparison of Airbus SE R&D expenditure Vs top three & top five players average 2011
Figure 5.18: Airbus productivity 2007-2011 (US $M)
Figure 5.19: Airbus capital investment value 2007-2011 (US $M)
Figure 5.20: Strategic execution
CHAPTER 6. COMPANY PROFILE OF BOEING
Figure 6.1: Boeing revenue by business structure 2011
Figure 6.2: Lucintel triad - Boeing
Figure 6.3: Financial benchmarking of Boeing against top three and top five industry players’ average
Figure 6.4: Financial benchmarking of Boeing against Top five best
Figure 6.5: Global industry revenue trend Vs Boeing (2007-2011) in (US $B)
Figure 6.6: Global market share trend for Boeing (2007-2011) in (%)
Figure 6.7: North American industry revenue trend Vs. Boeing 2007-2011 in (US $B)
Figure 6.8: European industry revenue trend Vs Boeing 2007-2011 in (US $B)
Figure 6.9: APAC industry revenue trend Vs Boeing 2007-2011 in (US $B)
Figure 6.10: ROW industry revenue trend Vs Boeing 2007-2011 in (US $B)
Figure 6.11: North American market share trend Vs Boeing 2007-2011 in (%)
Figure 6.12: European market share trend Vs Boeing 2007-2011 in (%)
Figure 6.13: APAC market share trend Vs DuPont 2007-2011 in (%)
Figure 6.14: ROW market share trend Vs DuPont 2007-2011 in (%)
Figure 6.15: Boeing trend in R&D expenses 2007-2011 in US $M
Figure 6.16: Boeing trend in R&D expenses Percentage of total revenue
Figure 6.17: Comparison of Boeing SE R&D expenditure Vs top three & top five players average 2011
Figure 6.18: Boeing productivity: 2007-2011 in (US $M)
Figure 6.19: Boeing capital investment value: 2007-2011 in (US $M)
Figure 6.20: Strategic execution
CHAPTER 7. COMPANY PROFILE OF EMBRAER
Figure 7.1: Embraer revenue by business structure 2011
Figure 7.2: Lucintel triad – Embraer
Figure 7.3: Financial benchmarking of Embraer against top three and top five industry players’ average
Figure 7.4: Financial benchmarking of Embraer against Top five best
Figure 7.5: Global industry revenue trend Vs. Embraer (2007-2011) in (US $B)
Figure 7.6: Global market share trend for Embraer (2007-2011) in (%)
Figure 7.7: North American industry revenue trend Vs. Embraer (2007-2011) in (US $B)
Figure 7.8: European industry revenue trend Vs. Embraer l (2007-2011) in (US $B)
Figure 7.9: APAC industry revenue trend Vs. Embraer (2007-2011) in (US $B)
Figure 7.10: ROW industry revenue trend Vs. Embraer (2007-2011) in (US $B)
Figure 7.11: North American market share trend Vs Embraer (2007-2011) in (%)
Figure 7.12: European market share trend Vs Embraer (2007-2011) in (%)
Figure 7.13: APAC market share trend Vs Embraer (2007-2011) in (%)
Figure 7.14: ROW market share trend Vs Embraer (2007-2011) in (%)
Figure 7.15: Embraer trend in R&D expenses 2007-2011 in US $M
Figure 7.16: Embraer trend in R&D expenses Percentage of total revenue
Figure 7.17: Comparison of Embraer R&D expenditure Vs top three & top five players average 2011
Figure 7.18: Embraer productivity: 2007-2011 in (US $M)
Figure 7.19: Embraer capital investment value: 2007-2011 in (US $M)
Figure 7.20: Strategic execution
LIST OF TABLES
CHAPTER 3. MARKET OPPORTUNITY
Table 3.1: Industry parameters of global commercial airliner and regional aircraft industry
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 five global commercial airliner and regional aircraft companies
Table 4.2: Key financial parameters for top five commercial airliner and regional aircraft 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 five major players
CHAPTER 5. COMPANY PROFILE OF AIRBUS
Table 5.1: Market served: Airbus
Table 5.2: Lucintel triad – Airbus
Table 5.3: Financial Benchmarking of Airbus 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 BOEING
Table 6.1: Market served – Boeing
Table 6.2: Lucintel triad – Boeing
Table 6.3: Financial benchmarking of Boeing 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 EMBRAER
Table 7.1: Market served – Embraer
Table 7.2: Lucintel triad – Embraer
Table 7.3: Financial benchmarking of Embraer 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 commercial airliner and regional aircraft industry
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 five global commercial airliner and regional aircraft companies
Table 4.2: Key financial parameters for top five commercial airliner and regional aircraft 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 five major players
CHAPTER 5. COMPANY PROFILE OF AIRBUS
Table 5.1: Market served: Airbus
Table 5.2: Lucintel triad – Airbus
Table 5.3: Financial Benchmarking of Airbus 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 BOEING
Table 6.1: Market served – Boeing
Table 6.2: Lucintel triad – Boeing
Table 6.3: Financial benchmarking of Boeing 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 EMBRAER
Table 7.1: Market served – Embraer
Table 7.2: Lucintel triad – Embraer
Table 7.3: Financial benchmarking of Embraer 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
