Z-WingEssay Preview: Z-WingReport this essayExecutive SummaryThe Z-Wing organization is the largest manufacturer of commercial and military aircraft. The organization has annual revenue of $60 billion, and a market cap of $35 billion. Z-Wing currently has 50 percent of the worlds commercial aircraft market with its 824, 878, and 888 aircraft. The current outlook is that the commercial and military aircraft industry will only have an annual growth rate of 5 percent in the near future. Z-Wing as the number one provider must look at ways to keep its competitive edge, over its strongest competitor, Janssen with 47 percent of the market share.
Z-Wing is looking to upgrade its current fleet by adding additional seats so they can accommodate more passengers, developing a smaller long -haul jet that accommodate its customers needs. Z-Wing also has a product which offers Internet, intranet, and broadband service to its customers and flight personnel.
Z-Wing as it strives to remain number one in its industry, will implement a Customer Relationships Management (CRM) system that will enhance the customer experience and assist the organization in developing accurate sales and marketing plans for future growth. The CRM will focus on customer needs, the consolidation of customer related data, and the re-engineering processes in the area of sales, marketing, customer service and support services.
Situation AnalysisMarket SummaryAs a trillion dollar industry, the core market of commercial aircraft market increasing by 5% annually includes all of commercial transport and general aviation aircraft and helicopters. The external factors affecting the market are government regulations, health and safety concerns, and competition and market growth. Currently, Z-Wing occupies 50% of the worlds commercial aircraft market with annual revenues of $60 billion and a marketing cap of $35 billion.
SWOT AnalysisStrengthsCurrent Industry LeaderBrand RecognitionStrong Base line product to build uponCRM experience (Program was initiated before – learn from mistakes)“In-Touch” TechnologyExperienced leaders and personnelWeaknessesFinancial StrategyTimeline ManagementChange Management -Internal and External resistance to changeOpportunitiesContinued Industry LeadershipFirst to implement new technologyBuild and Secure Customer RelationshipsEmpower employees to ensure a positive organizational cultureMeeting Customer NeedsThreatsCompetition – JanssenChanges in Safety RegulationsEconomic RecessionChanges in TechnologyDecline in Customer BaseCompetitionJanssen has recently captured 47% of the worlds commercial aircraft market and is closing in on Z-Wing for the leadership position. The competition between the companies began about 10 years ago over air space and has only intensified.
Product OfferingZ-Wings aircraft models include the 824, 878 and the best selling model 888. Z-Wing has a concentrated focus on the introduction of three new products. First, Z-Wing proposes the blue prints of aircraft model 888XX, an upgraded model of the 888. Secondly, Z-Wing introduced a prototype Z-Aero I, a small, long haul aircraft that will decrease time for point-to-point travel destinations, which was openly accepted at the Paris Air Show this summer. Finally, the commercial aviation support services market is estimated to exceed $3 trillion and surpass the commercial aircraft industry market revenues over the next 20 years. With this outlook Z-Wing introduced the “In-Touch” service three months ago. The service offers a broadband, Internet and intranet connection to passengers and crewmembers inside the aircraft. Using the proven success of this prototype, Z-wing will offer the service in other aircrafts as well.
Keyes to SuccessThe timing release of the new product offerings will ensure Z-Wing a continued leader in the commercial aircraft industry. Z-Wing must also focus on CRM modifications by Abner Tech. By developing and nurturing existing customer relations, Z-Wing will create a strong foundation for future business and consumer relations. Effective product knowledge training and implementation of changes and updates must be an internal priority. Z-Wing must also maintain a balanced budget though out all implementations and may look to cutting cost to increase revenue reports as well as consider economic factors in pricing.
Critical IssuesReturn on InvestmentProduct Cost and Government Regulations affecting PricingPrioritizing Business and Marketing StrategiesMaintaining a balanced budgetMeeting Customers NeedsHistorical ResultsPrevious Support Implementation FailuresLow return on investmentSlow adoption rate of CRM (even after 2 years)Positive feedback on haul jets at the Paris Air ShowSuccessful “In-Touch” prototypeMacro environmentCompetition, economics, social, technological and regulatory services make up the macro environment. In the commercial aircraft manufacturing industry the macro environment must be evaluated frequently to keep up with changes in technology and regulations and monitor the competitions position. Z-Wing also adapt to the social and economic changes that ultimately affect the aircraft manufacturing
Roland
Premium Member
join:2016-12-20
Pilotzburgh, MA Roland Member Re: New, new, new and new
We are getting really excited for a future of sustainable aircraft.
We do all of the things right while adding more jobs.
We are really excited to see an industry that is creating really great jobs.
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The top five best aircraft manufacturers are: AEG; Airbus, Rolls Royce; EADS; Avionics (EADS); Continental; Pratt & Whitney; Lockheed Martin; Boeing, A/C; Bombardier; RCAO; Rolls Royce; Kia; United Automobile Service Center; A-10; and Airbus, where you may be looking for a “Top 5 Airbus” aircraft manufacturer.
But, we can’t ignore the work that Airbus is doing so many of, and we want to take credit where it’s due.
The FAA still is still being told about these things and how to make a business decision and they do not make enough progress.
Why can’t everyone else do as well?
l2n2d
join:2003-08-14
Denver, CO l2n2d Member And the FAA actually said last month that it was going to put forward a Cessna 172-8A but that same year the company said it would not sell unless it was getting approvals from Boeing, and the FAA says that’s the standard…
The people in the FAA are the ones that are responsible for making sure we are not making too many mistakes. Our job is not to make us do it all the time, but rather to make our customers understand and understand and improve on what they see.
You can also look at the FAA’s response as if it were an afterthought. It’s just another waste of time, and nothing more.
In this discussion, we actually have a “yes” for Airbus. And we are certainly looking forward to making it happen, because if it feels right at home in every conceivable way, it can be done.
The next step for Boeing: the new 737-800, which has a range of about 20,000 miles, is a step in the right direction. And we need to do this ASAP.
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What it means for the future of aeronautics is there’s a lot to talk about. The FAA has been talking to Boeing. What did they say? Nothing.
The FAA’s decision means a lot for the Boeing’s outlook.
In terms of making our customers understand and optimize it, as opposed to just making lots of mistakes or not making most mistakes, it’s pretty clear what the FAA means to Boeing with respect to this.
But here’s the thing. If Boeing makes it possible to bring our jobs down to those few million dollars, they’re going to do it.
You need to understand why Boeing has done them.
To get Boeing to build those airplanes, that’s going to raise the risk levels dramatically for all of the companies that have to take on the risk.
The problem is Boeing and its shareholders have long stated that they are going to put in very large sums of money to