Pierre Lortie = newly appointed President & Chief Operating Officer of Bombardier Transportation (BT)‚ headquartered in St. Bruno‚ Quebec BT = one of 3 major operating groups of Bombardier Inc. (BBD)‚ headquartered in Montreal‚ Canada. BBD = one of the world’s largest manufacturers of passenger rail cars BBD recently completed acquisition of Adtranz from DaimlerChrysler‚ headquartered in Berlin‚ Germany Acquisition would expand BT’s revenues & geographic scope; increase BT’s competencies
Premium Rail transport Public transport Rapid transit
Bombardier Transportation and the Adtranz Acquisition Executive Summary………………………………..3 Current Situation………………………………...4 Team Structure…………………………………………4 Global Drivers…………………………………………5 Problem…………………………………………5 Analysis…………………………………………….5 Possible Solutions……………………………………6 Solution Recommendation……………………………………6 Implementation Issues…………………………………….7 Time Line…………………………………………8 Bibliography…………………………………………10 Executive Summary Bombardier Transportation had one main problem which is that
Premium Rail transport Locomotive Rail tracks
OVERVIEW Bombardier had evolved from its humble beginnings as a snowmobile manufacturer based in Joseph-Arman an Bombardier’s garage to a global business in which it’s once core recreational products were over shadowed‚ on a revenue basis at least‚ by its offerings in transportation‚ aerospace‚ and capital. In every segment in which the company operated it was either number 1 or 2 globally. This was not the case for the Transportation group (BT) in Europe‚ where in 2001 it sat in fourth place behind
Premium Due diligence Mergers and acquisitions Revenue
Case BOMBARDIER /ADTRANZ Question 1 Two very important reasons for an acquisition are: 1 Possibility to expand internationally; 2 The potential to transform a company and to enrich a firm. What is the Why Rationale? With the cross border acquisition of Adtranz by Bombardier Inc. (BBD) it enabled Bombardier Transportation (BT) - a division of BBD - to enter the local European markets‚ obtain know-how and access to European engineering concepts needed in emerging markets like Asia and South
Premium Strategic management Organization Mergers and acquisitions
11/21/2012 What is this case about? Established in Canada in 1942‚ Bombardier Inc. (BBD) first produced snowmobiles and all-track vehicles. By the mid-1970’s‚ the company achieved global leadership position in the snowmobile industry and has conquered the US market. Nonetheless‚ despite high revenues BBD faced cyclical risks‚ that’s why the firm expanded in both aerospace and the rail transportation industry. The firm pursued external growth by vertical integrations
Premium European Union Rail transport European Commission
Bombardier Case Preparation Bombardier is a successful company in the transportation industry. Bombardier has two divisions; The Aerospace and Transportation divisions. Bombardier Aerospace is the third largest designer and manufacturer of commercial aircraft in the world‚ and one of the leading producers of regional aircraft. The company encountered some challenges because of the company’s growth strategy by acquisition. The main problem was communication problems
Premium Enterprise resource planning
3. Why an acquisition rather than organic growth or partnership? A traditional organic growth would only expand BT’s revenues and geographic scope. However‚ BT is looking for something more than that. Indeed‚ with this acquisition they will increase their competencies in propulsion systems and train controls which would complete their product portfolio. In other words‚ BT will gain technical and technological knowledge as well as a more complete product range thanks to this acquisition. Doing that
Premium Technology Rail transport Locomotive
Analysis of Bombardier corporation in the perspective of organizational behavior Introduction Since its foundation in 1942 by Joseph-Armand Bombardier as “L’Auto-Neige Bombardier Limitée at Valcourt”‚in Quebec (headquarters today in Montreal)‚ Bombardier manufactures state-of-the-art planes and trains that help people and goods getting where they need to go. Bombardier is a double entity business split between aerospace “Bombardier Aerospace“ and rail transportation “Bombardier Transportation”
Premium Airbus Boeing Manufacturing
future strategy will be within the aerospace industry. 2. External analysis Technological: Due to the competitive nature of the industry‚ it is important to stay ahead of the pact in term of technology; continuously improving energy efficiency of the carriers. Economic: The industry’s performance is highly tied in with the economy. A weak economy will mean weak sales. Industry analysis: Porter’s five forces model Bombardier Aerospace’s industry would be most clearly defined as the airline
Premium Strategic management Airline Financial ratio
CASE STUDY Bombardier Aerospace: The CSeries Dilemma Propaedeutics in Strategy 70-450-12A FOROUGH ENSANDOUST MARTICULE 11142559 1. Current Performance As of September 30‚ 2012‚ the total number of 138 units of CSeries100 and CSeries300 commercial jets are ordered‚ while it now expects the first delayed delivery before the end of next June‚ a delay that had been anticipated due to high performance milestones set by company .According to Pierre Beaudoin CEO ‚company requires more time to
Premium Aircraft