TULANE UNIVERSITY Case Analysis: The Boeing 7E7 Valuation Section 02 Group 2 DIFEI SUN HONG CHEN JIAKAI DU XIAOTONG ZHANG YIHAN SUN 9/7/2014 1. Introductory to Case: The Boeing 7E7 In 2003‚ Boeing made a gamble announcing plans to build a new commercial jet called 7E7. The advantages in technology and precedency in travelling speed would prefigure the success of the business plan. However‚ with all
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SALES PRE-APPROACH The preapproach step includes all the information-gathering activities salespeople perform to learn relevant facts about the prospects‚ their needs‚ and their overall situation. Then‚ on the basis of this information‚ salespeople plan their sales presentations‚ selecting the most appropriate objective for each call. Customer Research The sales rep should learn everything possible about the prospective customer’s business—its size; its present purchasing practices; the location
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to explain the planning functions of management for the organization known as Boeing. Boeing is an aerospace company; they build passenger airplanes‚ military aircraft‚ satellites‚ and missiles. Boeing ’s planning functions of management is influenced by internal and external factors. These factors such as the economy and competition directly influence the strategic‚ tactical‚ operational‚ and contingency planning. "Boeing is the largest manufacturer of satellites‚ commercial jetliners‚ and military
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boeing 777 Value Chain Analysis Examining the value creating potential of primary activities of Boeing 777 1) Inbound operation a) Materials New‚ lightweight‚ cost-effective structural materials are used in several 777 applications. (Referred to Appendix 1) Beginning in early 1994‚ The Boeing Company initiated a process improvement activity called Define and Control Airplane Configuration/Manufacturing Resource Management (DCAC/MRM). This "breakthrough" initiative will improve the processes
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Faculty of Commerce Executive MBA Program Strategic Management Boeing bets the company Course Instructor: Dr. Manal ElKordy Prepared By: Marwan Fathy Submitted on: 12/01/13 1. Outsource approximately 70% of manufacturing. Could it find suppliers who could consistently make the high quality parts needed by Boeing? Actually to outsource 70% of the manufacturing process is a very huge % and will result in facing many problems because of less control over the process attached to this high%
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prices and win market share‚ not out of selfless desire to benefit customers.” I agree wholeheartedly. Also‚ the higher ups in a large corporation such as Boeing have very little connection to the lower workers that actually produce their product‚ thus separating them emotionally. As they say “Empathy
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training for them to understand the code of ethics as they may not know how to follow the ethical standard in some situation. In the training lessons‚ they will face some ethical dilemma‚ this gives them a guideline to handle it when they face in the selling process. Besides that‚ sales managers must ensure that their salespeople are aware of their legal responsibilities. They must provide
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Company Selling/Customer Service Jardine Cycle & Carriage was a leading distributor of motor vehicles in Singapore. So successful had its efforts been in developing the market for its flagship brand of Mercedes Benz cars that parallel importers entered the market to compete for a slice of the pie. C&C had tried to counter the parallel importers through various means such as negative advertising‚ withdrawal of warranty services and discrimination against Mercedes that were not purchased from the
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to sell their inventory as quickly as possible. The faster inventory sells‚ the sooner cash comes in. Inventory turnover‚ measures the number of times a company sells its average level of inventory during a year. A fast turnover indicates ease in selling inventory; a low turnover indicates difficulty. A value of 6 means that the company’s average level of inventory has been sold six times during the year‚ and that’s usually better than a turnover of three times. But too high a value can mean that
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Hong Kong Baptist University Department of Management BUS 2210 Organizational Behavior 2012-2013 (Semester 1) Course Outline |Lecturer |Contact |Phone |Office | |Mr. Sunny C. S. Yung |cssyung@hkbu.edu.hk |3411-3160 |SMC1236 | This course aims to introduce theories and concepts related to understanding people’s
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