Business-to-Business Marketing Analysis of Airbus
企业营销分析代写 Airbus is the world’s leading commercial aircraft manufacturer whose customer focus, commercial know-how, technological leadership
Spring, 2014
Content 企业营销分析代写
About Airbus ……………………………………………………………………………2
Competition …………………………………………………………………………….2
Competitive forces ……………………………………………………………………2
Economic forces ……………………………………………………………………….2
Political forces ………………………………………………………………………….2
Legal and regulatory forces ……………………………………………………….2
Technology ………………………………………………………………………………2
Social Cultural ………………………………………………………………………….3
Product and segment ………………………………………………………………..3
Segment …………………………………………………………………………………..3
Product …………………………………………………………………………………….3
Strategy ……………………………………………………………………………………4
Marketing mix (4Ps)…………………………………………………………………..5
Business to Business – Consumer………………………………………………..6
СRM …………………………………………………………………………………………8
Marketing communication ………………………………………………………….9
Decision Making Units ……………………………………………………………….10
Purchesing process …………………………………………………………………….11
Conclusion ………………………………………………………………………………..13
References…………………………………………………………………………………14
About Airbus
Airbus is the world’s leading commercial aircraft manufacturer whose customer focus, commercial know-how, technological leadership and manufacturing efficiency have propelled it to the forefront of the industry.
Airbus’ modern and comprehensive product line comprises highly successful families of aircraft ranging from 100 to more than 500 seats. The company also continues to broaden its scope and product range by applying its expertise to the military market.
Headquartered in Toulouse, Airbus is owned by the Airbus Group, a global leader in aerospace, defense and related services.企业营销分析代写
Employing people of more than 100 nationalities, Airbus itself is a truly global enterprise with fully-owned subsidiaries in the United States, China, Japan, India and in the Middle East, spare parts centers in Hamburg, Frankfurt, Washington, Beijing and Singapore, training centers in Toulouse, Miami, Hamburg and Beijing and more than 150 field service offices around the world.
Airbus also relies on industrial co-operation and partnerships with major companies all over the world, and a network of some 2,000 suppliers in 20 countries. Airbus today consistently captures about half of all commercial airliner orders.
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关于空客
空中客车公司是世界领先的商用飞机制造商，其以客户为中心、商业专有技术、技术领先地位和制造效率使其走在行业的最前沿。
空中客车现代而全面的产品线包括从 100 到 500 多个座位的高度成功的飞机系列。该公司还通过将其专业知识应用于军事市场，继续扩大其范围和产品范围。
空中客车总部位于图卢兹，归空中客车集团所有，空中客车集团是航空航天、国防和相关服务领域的全球领导者。
空中客车公司拥有来自 100 多个国家的员工，是一家真正的全球企业，在美国、中国、日本、印度和中东设有全资子公司，在汉堡、法兰克福、华盛顿、北京和新加坡设有备件中心，图卢兹、迈阿密、汉堡和北京的培训中心以及全球 150 多个现场服务办事处。
空客还依赖于与世界各地主要公司的工业合作和伙伴关系，以及由 20 个国家的约 2,000 家供应商组成的网络。今天，空中客车公司一直占据所有商业客机订单的一半左右。
Competition
Competition between Boeing and Airbus in the civil aircraft industry, which began in the 1970s and led to a duopoly, a struggle between two world leading aircraft manufacturing corporations on civil aviation market. The essence of competition is a dispute about whose aircraft will be in great demand in the airline. In developing a particular model airplane both players seek to outdo each other with something.
Each company in the line of civil aerospace products offers consumers a wide range of models, from single-aisle to “jet elephants.”
The main competing models are:
-Over capacious Airbus A380 and Boeing 747. 企业营销分析代写
-Haul widebody Airbus 350XWB (in development) and Boeing 777/787.
-Widebody Airbus 340 and Boeing 777. Unable to sell one A340 in 2010-2011, in November 2011, Airbus has decided to stop production of this model as not to compete with the Boeing 777.
-Single-aisle short-haul Airbus 320 and Boeing 737.
-Widebody medium-and long-haul Airbus 310 and 330 and Boeing 767.
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竞赛
波音和空客在民用飞机行业的竞争始于 1970 年代并导致双头垄断，即两家世界领先的飞机制造公司在民用航空市场上的斗争。竞争的本质是关于航空公司对谁的飞机需求量很大的争论。在开发特定的模型飞机时，两个玩家都寻求在某些方面超越对方。
民用航空产品线中的每家公司都为消费者提供范围广泛的型号，从单通道到“喷气大象”。
主要竞争车型有：
– 空客 A380 和波音 747 上空。
– 拖运宽体空客 350XWB（开发中）和波音 777/787。
-宽体空客340和波音777。2010-2011年无法销售一架A340，2011年11月，空客决定停止生产该机型，以免与波音777竞争。
-单通道短途空客 320 和波音 737。
– 宽体中长途空客 310 和 330 以及波音 767。
Competitive forces
In the last four decades Airbus has been able to take market share from the Boeing, by the introduction of technologies, which make Airbus aircraft more appealing to airline operators.
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竞争力
在过去的四年里，空中客车公司已经能够通过引进技术从波音公司手中夺取市场份额，这使得空中客车公司的飞机对航空公司运营商更具吸引力。
Economic forces 企业营销分析代写
The slow global economy has helped the aircraft operators purchase aircraft at lower cost than they may have normaly purchased in better economic time.企业营销分析代写
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经济力量
全球经济放缓帮助飞机运营商以比他们在经济较好时期通常购买的成本更低的价格购买飞机。
Political forces
The WTO has suggested that the European Union reduce support to Airbus. But Airbus got the subsidiaries from EU for R&D for A308 about 30%.
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政治力量
世贸组织建议欧盟减少对空客的支持。 但空中客车公司从欧盟获得子公司用于 A308 的研发，约占 30%。
Legal and regulatory forces 企业营销分析代写
Airbus aircraft are compliant with Civil Aviation Administrations around the world. Airbus aircraft are compliant with environmental regulations, noise pollution regulations and legal procedures of individual countries.
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法律和监管力量
空客飞机符合世界各地的民用航空管理局的要求。 空客飞机符合各个国家的环境法规、噪音污染法规和法律程序。
Technology 企业营销分析代写
Airbus has been able to use technologies like light weight composite materials to reduce fuel use. Airbus also supports alternative fuel research, knowing this is important to buyers. The new engine option(neo) would have a fuel burn around 15% lower than current production.
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技术
空客已经能够使用轻质复合材料等技术来减少燃料使用。 空客还支持替代燃料研究，因为他们知道这对买家很重要。 新发动机选项 (neo) 的燃油消耗量将比当前产量低 15% 左右。
Social Cultural
Travelers want confront during their flight. Airbus has made this possible by providing aircraft with much wanted seat space and entertainment systems that pleases the travelers.
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社会文化
旅行者希望在飞行过程中面对面。 空中客车公司通过为飞机提供令旅客满意的座位空间和娱乐系统，使这一切成为可能。
Product and segment
The Airbus has experienced some turbulence over the past five years. Strong demand helped build a considerable backlog of orders for major players, which helped cushion the drop in demand during the recession. Market share concentration for the Airbus has increased moderately over the past five years due to shipments new aircraft.企业营销分析代写
During the past five years, international trade has driven industry growth, as strong demand from emerging economies resulted in heightened trade activity. Commercial aircraft trade is estimated to increase an annualized 2.8% from 2008 to 2013. Industry profitability also moderately increased over the past five years, though this growth was partly due to the recovery from the recession. Aircraft manufacturers also benefited from rising oil prices, which bolstered downstream demand for new fuel-efficient aircraft.企业营销分析代写
In the five years to 2018, airlines in emerging economies will continue to grow strongly, while rising fuel prices will spur purchases of fuel-efficient aircraft. The resulting strong demand for the A320neo aircraft will drive revenue growth. Additionally, rising global income and economic growth will fuel tourism activity. Global tourist travels is anticipated increase an annualized 4.6% in the five years to 2013, and airlines will have to expand their fleet to cater to growing consumer demand.
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产品与细分
部分
空客在过去五年中经历了一些动荡。强劲的需求帮助主要参与者积压了大量订单，这有助于缓解经济衰退期间需求的下降。由于新飞机的出货量，空客的市场份额集中度在过去五年中略有增加。
在过去五年中，国际贸易推动了行业增长，因为新兴经济体的强劲需求导致贸易活动增加。从 2008 年到 2013 年，商用飞机贸易预计每年增长 2.8%。行业盈利能力在过去五年也温和增长，尽管这种增长部分是由于经济衰退的复苏。飞机制造商也受益于油价上涨，这提振了下游对新型节油飞机的需求。
在截至 2018 年的五年内，新兴经济体的航空公司将继续强劲增长，而燃油价格上涨将刺激节油飞机的购买。由此产生的对 A320neo 飞机的强劲需求将推动收入增长。此外，不断增加的全球收入和经济增长将推动旅游业活动。在截至 2013 年的五年内，全球旅游人数预计年增长率为 4.6%，航空公司将不得不扩大其机队以满足不断增长的消费者需求。
Product
Airbus’ mission is to provide the aircraft best suited to the market’s needs and to support these aircraft with the highest quality of service. Its modern and comprehensive product line comprises highly successful families of aircraft ranging from 107 to 525 seats: the single-aisle A320 Family (A318/A319/A320/A321); the widebody long-range A330/A340 and next-generation A350 XWB Family; as well as the double-deck A380.企业营销分析代写
The Airbus Group’s highly capable military aircraft family covers a full range of airlift and support missions, from the C212, CN235 and C295 tactical transports to the A330-based Multi Role Tanker Transport (MRTT) and the A400M – which entered the French Air Force fleet in August 2013 with the initial delivery of this multi-role airlifter.
Pic. 1 Product Range of Airbus (http://events.aviationweek.com/html/mro09/Fredric%20Dezauzier.pdf) [6]
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产品 企业营销分析代写
空客的使命是提供最适合市场需求的飞机，并以最高质量的服务支持这些飞机。 其现代而全面的产品线包括从 107 到 525 个座位的高度成功的飞机系列：单通道 A320 系列 (A318/A319/A320/A321)； 宽体远程 A330/A340 和下一代 A350 XWB 系列； 以及双层A380。
空中客车集团强大的军用飞机系列涵盖了全方位的空运和支援任务，从 C212、CN235 和 C295 战术运输机到基于 A330 的多用途油轮运输机 (MRTT) 和 A400M（已进入法国空军机队） 2013 年 8 月，该多用途运输机的首次交付。
图 1 空客产品范围 (http://events.aviationweek.com/html/mro09/Fredric%20Dezauzier.pdf) [6]
Strategy
Airbus operates on the principles of thinking ahead and listening to their customers, passengers, and employees in building constantly more comfortable and efficient aircrafts.企业营销分析代写
Airbus aircraft manufacturing is acting basically on two markets:
- Civil Aircraft
- Military Aircraft
The company is following an expansion strategy as it takes it proven expertise in civil aircraft industry and it put to use in the military sector with the A400M program
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战略
空中客车公司本着超前思考和倾听客户、乘客和员工意见的原则，不断打造更舒适、更高效的飞机。
空客飞机制造主要在两个市场上开展业务：
1.民用飞机
2.军用飞机
该公司正在采取扩张战略，因为它在民用飞机行业拥有成熟的专业知识，并通过 A400M 计划将其用于军事领域
1. Technology and quality
The company uses only mature and long tested technology and chooses long-term suppliers to guarantee quality. An important part of Airbus’ strategy is the use of synergies between all its airplanes, which offers operators a much shorter training time for pilots and engineers, significant savings through streamlined maintenance procedures, and reduced spare parts inventory. The result is economics of time and money for Airbus operators, which translate to real competitive advantage for them.企业营销分析代写
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1. 技术和质量
公司只使用成熟且经过长期测试的技术，并选择长期供应商来保证质量。 空中客车战略的一个重要部分是利用其所有飞机之间的协同作用，这为运营商提供了更短的飞行员和工程师培训时间，通过简化维护程序节省了大量成本，并减少了备件库存。 结果是空中客车运营商的时间和金钱经济，这对他们来说转化为真正的竞争优势。
2. Internalization
The three main points of Airbus’ corporate culture are innovation, creativity, and freethinking with the focus of internationalization and globalization. Diversity of culture and languages is considered a competitive advantage for the company. Through the creation of effective teams with different nationalities, backgrounds and skills, Airbus’ growth, and development can be secured. English is the working language, unifying about 80 different nationalities speaking over 20 languages. Although different cultures and nationalities in may cause problems of communication and understanding, it also makes it possible to reach customers all over the world in knowing their culture and speaking their language.企业营销分析代写
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2. 内化
空中客车企业文化的三大重点是创新、创造和自由，以国际化和全球化为重点。 文化和语言的多样性被认为是公司的竞争优势。 通过创建具有不同国籍、背景和技能的有效团队，可以确保空客的成长和发展。 英语是工作语言，统一了大约 80 个不同民族，讲 20 多种语言。 尽管不同的文化和国籍可能会导致沟通和理解上的问题，但也可以通过了解他们的文化和说他们的语言来接触世界各地的客户。
3. Asian growing market
Outsourcing is a possibility for Airbus but they will only outsource what it does not consider to be a core competency. “In recent years the strategic thinking of Airbus was driven by the Asian market, starting with China; most industry watchers assume that sooner rather than later China will become the largest market for both long-haul aircraft and those designed for domestic use” (Newhouse 42). For the time being, the fact that both companies are in a reviving and evolving market, and that both enjoy the benefits of a strong market position, may outweigh the differences between them and short-term shifts in sales.企业营销分析代写
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3. 亚洲不断增长的市场
外包是空客的一种可能性，但他们只会外包它认为不是核心竞争力的东西。 “近年来，空中客车的战略思路是以亚洲市场为驱动，从中国开始； 大多数行业观察家认为，中国迟早会成为长途飞机和家用飞机的最大市场”（Newhouse 42）。 就目前而言，两家公司都处于一个复苏和不断发展的市场中，并且都享有强大市场地位的好处，这一事实可能会超过它们之间的差异和销售的短期变化。
4. New A380
The new “Own the sky” campaign highlights the A380’s central role in helping airlines generate more revenue, stimulate traffic and draw passengers. By attracting passengers, the A380 provides carriers with the best opportunities to optimize revenue across their networks – with more seats for growth, connecting traffic, and higher yields.企业营销分析代写
There are three advertisements in the “Own the sky” campaign tailored to specific pillars: growth, revenue and cabin. They underscore the A380’s benefits, including enabling airlines to strengthen their markets, controlling market share and fares; providing opportunities to capture growth while offering unmatched comfort and global accessibility; and increasing network productivity by maximizing the efficiency of arrival and departure waves.企业营销分析代写
The A380 enormous R&D cost is being financed in part by European governments, and this issue has become the core of the growing dispute between the two manufacturers. The estimated $11 billion that jumbo research and development phase required has been financed, at least up to 30% of its cost, by government loans that do not need to be repaid until the first units are delivered to customers, thus lowering the risks substantially at Airbus and somewhat altering the rules of business.
A380 prices for launch customers have reportedly been slashed by 35-40% (Rothman, 2008). Based on BBC (BBC, 2006) reports, this would raise the breakeven for the A380 to about 420 aircraft. This target is still achievable but market conditions may change and keep market demand at about 750 for the next 10-15 years (Haines, 2006).
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4. 新 A380
新的“拥有天空”活动凸显了 A380 在帮助航空公司创造更多收入、刺激交通和吸引乘客方面的核心作用。通过吸引乘客，A380 为航空公司提供了优化其网络收入的最佳机会——增加座位以促进增长、连接流量和更高的收益。
“Own the sky”活动中的三个广告针对特定支柱量身定制：增长、收入和客舱。他们强调了 A380 的优势，包括使航空公司能够加强其市场、控制市场份额和票价；提供抓住增长的机会，同时提供无与伦比的舒适度和全球可达性；通过最大化到达和离开波的效率来提高网络生产力。
A380庞大的研发成本部分由欧洲政府资助，这个问题成为两家制造商之间日益加剧的争端的核心。大型研发阶段所需的估计 110 亿美元由政府贷款资助，至少高达其成本的 30%，在第一批产品交付给客户之前不需要偿还，从而大大降低了风险空中客车公司在某种程度上改变了商业规则。
据报道，发射客户的 A380 价格已削减 35-40%（Rothman，2008 年）。根据 BBC（BBC，2006 年）的报道，这将使 A380 的盈亏平衡点提高到大约 420 架飞机。这个目标仍然可以实现，但市场条件可能会发生变化，并在未来 10-15 年中将市场需求保持在 750 左右（Haines，2006 年）。
Marketing mix (4Ps) 企业营销分析代写
Products: airbus builds aircraft for all aspects of the aviation segment from building aircrafts for airline customers to providing corporate jets of any size, specifications and checkbook to developing military aircrafts for multi-purpose missions around the world.
Price: There are many different factors that contribute to the price of airbus aircraft. Buyers specifications is one of these factors that may influence the price. For example, a new A380 can ahve a price range of $375 to $390 million USD.
Distribution (Place): All airbus aircraft are delivered to buyer’s specified locations.企业营销分析代写
Promotions: The Airbus industry promotes its aircraft at air shows like the Paris air show at Le Bourget which will be from June 20th to the 26th like the new A380. It will highlight opportunities generated by new developments such as the A320NEO or the all new A350XWB twin aisle jet.
Target market 1: Airbus is committed to outsourcing larger work packages to suitable long-term partners and trusted Tier One suppliers. This allows for enhanced lean design and manufacturing for Airbus, along with increased industrial flexibility.企业营销分析代写
Target market 2: Major leasing companies including two of Airbus’ largest customers, GE Capital Aviation Service (GECAS) and International Lease Finance Corporation (ILFC) offer a low-risk option for airlines, allowing them to operate without the need for financing a fleet and providing flexibility to add or remove capacity as needed.
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营销组合 (4Ps) 企业营销分析代写
产品：空中客车为航空领域的各个方面制造飞机，从为航空公司客户制造飞机到提供任何尺寸、规格和支票簿的公务机，再到为世界各地的多用途任务开发军用飞机。
价格：影响空客飞机价格的因素有很多。买家规格是可能影响价格的因素之一。例如，一架新的 A380 的价格范围在 375 到 3.9 亿美元之间。
配送（地点）：所有空客飞机都交付到买方指定的地点。
促销活动：空中客车行业会在 6 月 20 日至 26 日在布尔歇的巴黎航展等航展上宣传其飞机，就像新的 A380 一样。它将突出由 A320NEO 或全新 A350XWB 双通道喷气式飞机等新开发项目带来的机遇。
目标市场 1：空中客车致力于将更大的工作包外包给合适的长期合作伙伴和值得信赖的一级供应商。这有助于增强空客的精益设计和制造，同时提高工业灵活性。
目标市场 2：主要租赁公司，包括空中客车公司的两个最大客户 GE Capital Aviation Service (GECAS) 和 International Lease Finance Corporation (ILFC)，为航空公司提供低风险选择，使它们无需为机队融资即可运营并提供根据需要添加或删除容量的灵活性。
Business to Business – Consumer 企业营销分析代写
- Frequently purchases for service fleet for airlines like Air France, Lufthansa, Emirates
- Supply of Military Aircraft with U.S. Army as the most demanding customer
- Unique purchases by private persons
– Potential customer in the Low-Cost-Carrier segment
Pic 2. Airbus customers. (http://network.airfinancejournal.com/Post/Top-Boeing-and-Airbus-customers/6957/True) [5]
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СRM 企业营销分析代写
When Bsquared consulting co started working with Airbus, the organisation was familiar with customer satisfaction surveys. These provided a reflection of operational performance but not the true perception of the customer, their future direction and requirements. Airbus needed a process that could build and deliver profitable, long‐term relationships at a strategic level.企业营销分析代写
Customers include all major airlines, national governments defence departments globally and the European Space Agency. The nature of the business means that generally the organisation has very long‐term relationships with its customers.The value of Airbus customer relationships is very high and poor interactions can be costly, as Bill Black, former Chief Quality Officer at Airbus, explained: “In a few isolated parts of our business, we know what it feels like when we have a high degree of customer confidence, and we like it. In other parts of our business, we have some customer relationships where the customer is very low in confidence in our ability to deliver the goods and services that we promised them, and in those areas life tends to be very much more difficult.”企业营销分析代写
What had been missing in Airbus was a mechanism by which the organisation could accurately determine the perceptions of the most influential people in its key customers. What was needed was something which could sit on top of the Airbus traditional customer satisfaction programmes.
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客户关系管理
当 Bsquared 咨询公司开始与空中客车公司合作时，该组织熟悉客户满意度调查。这些反映了运营绩效，但不是客户的真实看法、他们未来的方向和要求。空中客车公司需要一个能够在战略层面建立和提供有利可图的长期关系的流程。
客户包括全球所有主要航空公司、各国政府国防部门和欧洲航天局。业务的性质意味着该组织通常与其客户有着非常长期的关系。空客客户关系的价值非常高，而糟糕的互动可能代价高昂，空客前首席质量官比尔布莱克解释说：“在我们业务的一些孤立部分，我们知道当我们拥有高度的客户信心时是什么感觉，我们喜欢它。在我们业务的其他部分，我们有一些客户关系，客户对我们交付我们承诺的商品和服务的能力非常缺乏信心，而在这些领域，生活往往要困难得多。”
空中客车公司缺少的是一种机制，通过该机制该组织可以准确确定其关键客户中最有影响力的人的看法。所需要的是可以位于空中客车传统客户满意度计划之上的东西。
Airbus has used the Customer Review process (CRp®) consistently across its entire business since 2004.
It is linked with improvement and change programmes across the businesses and customised to the requirements of the individual units.企业营销分析代写
Bsquared works closely with the Head Office team and their counterparts in the business unit to develop the basis of the intervention, how and why it is used and the targets. This activity is fundamental to the overall success of each project.
Reviews are undertaken by Airbus’ own executives and deliver value straight away as opportunities or issues which Airbus can act on immediately are identified. The outputs from the programme as a whole provide support and insight to senior decision making that drives change and reinforces areas of advantage.
Through running the Customer Review process, Airbus has been able to better understand and act on the key areas that drive the relationship with their customers at a senior level.
They have also identified new sales and further business opportunities. The activity has produced insight on customers’ future requirements at a senior level.企业营销分析代写
According to Bill Black, “Generally what the people tell us is that the process is helping them to raise the level of awareness inside their own business unit of the problems that the customers have. The business units feel that the process has been valuable and more effective at articulating things they felt they already knew, but more importantly that it’s been effective in driving a pressure to fix the customer issues.”企业营销分析代写
“What attracted me to the Bsquared process was that it targeted exactly the same audience that we needed to tackle: the most influential people in our most valuable customers, the people whose views determine and shape whether our products and services are purchased over our competitors. This is a relatively small number of people, it’s a high level of executives generally within the customer, and so we needed a process which was different, and the Bsquared process is the only one that we found which actually fills that particular niche.”
Pic 3. Economy passangers pursuit of comfort (Dr. David A. Daimon survey) (http://intravelreport.blogspot.fi/2013/11/passengers-willing-to-invest-time-and.html) [9]
译文：
自 2004 年以来，空中客车公司一直在其整个业务中使用客户审查程序 (CRP®)。
它与整个企业的改进和变革计划相关联，并根据各个单位的要求进行定制。
Bsquared 与总部团队及其业务部门的同行密切合作，制定干预措施的基础、使用方式和原因以及目标。这项活动是每个项目取得整体成功的基础。
审查由空客自己的高管进行，并在发现空客可以立即采取行动的机会或问题后立即提供价值。整个计划的产出为推动变革和加强优势领域的高级决策提供支持和洞察力。
通过运行客户审查流程，空中客车能够更好地了解推动与客户建立高层关系的关键领域并采取行动。
他们还发现了新的销售和更多的商机。该活动在高层产生了对客户未来需求的洞察。
根据比尔布莱克的说法，“通常人们告诉我们的是，这个过程正在帮助他们提高自己业务部门内部对客户所遇到问题的认识水平。业务部门认为该流程在阐明他们认为已经知道的事情方面很有价值，也更有效，但更重要的是，它有效地推动了解决客户问题的压力。”
“Bsquared 流程吸引我的地方在于，它针对的是我们需要解决的完全相同的受众：我们最有价值的客户中最有影响力的人，他们的观点决定并影响了我们的产品和服务是否会被竞争对手购买的人。这是相对较少的人数，通常是客户内部的高级管理人员，因此我们需要一个不同的流程，而 Bsquared 流程是我们发现的唯一一个真正填补了该特定领域的流程。”
图 3. 经济型乘客追求舒适（Dr. David A. Daimon 调查）（http://intravelreport.blogspot.fi/2013/11/passengers-willing-to-invest-time-and.html）[9]
Marketing communication
Airbus is building a new support strategy where customers pay for a significant portion of purchased services with data collected during operations. In a press briefing last December at the aircraft manufacturer’s headquarters in Toulouse, France, executives from Airbus‘s customer services team explained that rather than becoming a standalone business unit, integrated customer support can help make Airbus airplanes more attractive. In addition, they outlined plans to create a network of MRO (maintenance, repair, and overhaul) providers, and gave an extensive description of Airbus “e-solutions” for maintenance:企业营销分析代写
译文：
营销传播
空中客车公司正在制定一项新的支持策略，客户使用在运营期间收集的数据为大部分购买的服务付费。 在去年 12 月在飞机制造商法国图卢兹总部举行的新闻发布会上，空中客车客户服务团队的高管解释说，与其成为一个独立的业务部门，综合客户支持可以帮助空中客车飞机更具吸引力。 此外，他们还概述了创建 MRO（维护、维修和大修）供应商网络的计划，并详细描述了空中客车维护的“电子解决方案”：
iPad Solutions:
Airbus has started the development of ‘FlySmart” with Airbus Electronic Flight Bag (EFB) applications for iPad. Target is to provide the same software suite being today available on Windows device and Airbus platforms through ‘FlySmart’ with Airbus packages. The first iPad applications to be available are the “Ops Library Browser” to display Flight Operations Manual, and both takeoff and landing for computing accurate aircraft performance. With the development of takeoff and landing applications, Airbus will be the first on the market to provide EFB performance applications on iPad.
FEMIS (Flight Efficiency Management Information System) for post-flight analysis.企业营销分析代写
It is used to translate flight data into valuable information to identify sources of savings and improve operations’ efficiency. FEMIS can easily process huge amount of recorded data to draw up statistics and check the assumptions’ accuracy and the procedures’ efficiency.
ARMAN
a comprehensive suite of Aircraft health monitoring software tools which simplifies and optimises aircraft maintenance; Airman aims at improving information management and supporting decision making while enabling the analysis of maintenance events and avoidance of unscheduled events. In line technological evolution, Airbus has recently launched Arman Web, an on-line solution which includes additional features.
译文：
iPad解决方案：
空中客车公司已经开始开发带有适用于 iPad 的空中客车电子飞行包 (EFB) 应用程序的“FlySmart”。目标是通过带有空中客车包的“FlySmart”提供今天在 Windows 设备和空中客车平台上可用的相同软件套件。第一个 iPad 应用程序即将推出的“Ops Library Browser”显示飞行操作手册，起飞和着陆都可以计算准确的飞机性能。随着起飞和着陆应用程序的发展，空中客车将率先在市场上提供EFB性能应用程序iPad。
FEMIS（飞行效率管理信息系统）用于飞行后分析。
它用于将飞行数据转换为有价值的信息，以确定节省的来源并提高运营效率。 FEMIS 可以轻松处理大量记录数据以编制统计数据并检查假设的准确性和程序的效率。
阿曼
一套全面的飞机健康监测软件工具，可简化和优化飞机维护； Airman 旨在改进信息管理和支持决策制定，同时能够分析维护事件并避免计划外事件。随着技术的发展，空中客车公司最近推出了 Arman Web，这是一种包含附加功能的在线解决方案。
ADOC
a state of the art solution that allows airlines to efficiently handle electronic aircraft documentation through customisation, revision management and publication. Many customers benefit today from this cross domain (Flight Ops and Maintenance & Engineering -M&E), multi fleet software solution. The Flight Operations solution is now available on line.企业营销分析代写
Repair Manager
a new on-line tool that improves the management and assessment of structural damage and repairs for all Airbus aircraft contributing to increase aircraft availability and maximizing aircraft residual values. The operators’ advantages are the lead- time reduction for analysis and reporting, while easing the external and internal visualization using simplified 3D models;
译文：
ADOC
一种先进的解决方案，使航空公司能够通过定制、修订管理和发布有效地处理电子飞机文档。 如今，许多客户都受益于这种跨域（飞行操作和维护与工程 -M&E）、多机队软件解决方案。 Flight Operations 解决方案现已上线。
维修经理
一种新的在线工具，可改进对所有空客飞机的结构损坏和维修的管理和评估，有助于提高飞机的可用性并最大限度地提高飞机残值。 操作员的优势是减少分析和报告的提前期，同时使用简化的 3D 模型简化外部和内部可视化；
AirPI@n
a comprehensive suite of maintenance program and planning services that designed to reduce maintenance costs and increase aircraft availability.
Another structural change is the growing number of small, very specific carriers, such as cargo haulers, VIP airlines, etc. “A small carrier is not a small customer; think of JetBlue a few years ago!” Gavin said. Therefore, Airbus people are aware they have to adapt to each market. 企业营销分析代写
Airbus has defined its new customer services policy around a basic but essential statement: “Airbus’s core business is manufacturing and selling aircraft.” Services come after. The bulk of the firm’s profits come from aircraft sales, not services. This is another reason services will not be a standalone business.
Now for the definition of what they should be, according to Airbus customer services executives. Airbus has assigned itself three missions: safety, customer satisfaction, and contribution to airlines’ profitability. In other words, satisfaction at the bottom line and not only in operations.企业营销分析代写
As a result, Airbus develops services on two distinctive guiding principles. First, services are considered as an integral part of support. Secondly, the policy is to “make or buy.” Services based on Airbus’s core competencies are developed in-house. The others are developed in partnership with a supplier.
译文：
AIRPI@N
一套全面的维护计划和规划服务，旨在降低维护成本并提高飞机的可用性。
另一个结构性变化是越来越多的小型、非常具体的航空公司，例如货运公司、VIP 航空公司等。“小型航空公司不是小客户；想想几年前的捷蓝航空吧！”加文说。因此，空中客车人意识到他们必须适应每个市场。企业营销分析代写
空中客车公司围绕一项基本但必不可少的声明定义了新的客户服务政策：“空中客车公司的核心业务是制造和销售飞机。”服务紧随其后。该公司的大部分利润来自飞机销售，而不是服务。这是服务不会成为独立业务的另一个原因。
根据空中客车客户服务主管的说法，现在来定义它们应该是什么。空中客车公司为自己分配了三个使命：安全、客户满意度和对航空公司盈利能力的贡献。换句话说，对底线的满意度，而不仅仅是对运营的满意度。
因此，空客根据两个独特的指导原则开发服务。首先，服务被视为支持的一个组成部分。其次，政策是“制造或购买”。基于空客核心竞争力的服务是在内部开发的。其他是与供应商合作开发的。
Decision Making Units 企业营销分析代写
Founded in 1995, Metron Aviation, a subsidiary of Airbus, pioneered the advancement of Air Traffic Flow Management (ATFM), working with the Federal Aviation Administration (FAA) to develop the industry’s first Collaborative Decision Making (CDM) platform for optimizing system-wide traffic flow. Metron Aviation provides concept engineering, advanced research, software development, traffic flow management, surface operations management, airspace design and environmental analysis solutions to the global aviation industry.企业营销分析代写
Metron Aviation fuses advanced science and mathematics with unparalleled subject matter expertise to turn groundbreaking Air Traffic Management (ATM) research concepts into Next Generation (NextGen) operational capabilities. Metron Harmony, Metron Aviation’s commercial product, provides integrated ATFM and CDM capabilities for the world’s leading Air Navigation Service Providers (ANSPs), airlines and airports. Metron Aviation customers include the FAA, NAV CANADA, National Aeronautics and Space Administration (NASA), Air Traffic and Navigation Services (ATNS) South Africa, FedEx, Air Canada, Memphis International Airport, Delta Air Lines, Southwest Airlines, American Airlines, Airservices Australia and many more.
译文：
决策单位企业 企业营销分析代写
空中客车子公司 Metron Aviation 成立于 1995 年，率先推动空中交通流量管理 (ATFM) 的发展，与美国联邦航空管理局 (FAA) 合作开发了业界首个协作决策 (CDM) 平台，用于优化系统范围车流量。 Metron Aviation 为全球航空业提供概念工程、高级研究、软件开发、交通流量管理、地面运营管理、空域设计和环境分析解决方案。企业营销分析代写
Metron Aviation 将先进的科学和数学与无与伦比的主题专业知识相结合，将开创性的空中交通管理 (ATM) 研究概念转化为下一代 (NextGen) 运营能力。 Metron Harmony 是 Metron Aviation 的商业产品，为世界领先的空中导航服务提供商 (ANSP)、航空公司和机场提供集成的 ATFM 和 CDM 功能。 Metron Aviation 的客户包括 FAA、NAV CANADA、美国国家航空航天局 (NASA)、南非空中交通和导航服务 (ATNS)、联邦快递、加拿大航空公司、孟菲斯国际机场、达美航空公司、西南航空公司、美国航空公司、Airservices澳大利亚等等。
Purchesing process
Complexity of spare part business
- 5 Mio living part numbers 24 hours global AOG delivery
- Airlines continuously reduce their stock while consequently increase their deliver requirements
- Various customers procedures world wide 企业营销分析代写
Growth in sales and order lines
Today are 5,400 aircraft in service and 7,700 expected for 2013 Share of „out of production parts” is strongly increasing Increasing variety of parts
Further significant changes
- Increasing cash constraints and increasing focus on profitability
- Less stock at production sites and potentially at 1st tier supplier due to „Lean”
- Variety of Airlines profiles requiring different solutions
Outbound supply chain towards customer regions of Airbus
Pic. 3. Supply chain of Airbus (http://events.aviationweek.com/html/mro09/Fredric%20Dezauzier.pdf) [6]
译文：
采购流程
备件业务的复杂性
5 个 Mio 生活部件号 24 小时全球 AOG 交付
航空公司不断减少库存，同时增加交付要求
世界各地的各种客户程序企业营销分析代写
销售和订单行的增长
目前有 5,400 架飞机在服役，预计 2013 年将有 7,700 架“停产零件”的份额正在大幅增加 零件种类不断增加
进一步的重大变化
增加现金限制并越来越关注盈利能力
由于“精益”，生产基地和潜在一级供应商的库存减少
需要不同解决方案的各种航空公司配置文件
面向空中客车客户区域的出站供应链
图3 空客供应链 (http://events.aviationweek.com/html/mro09/Fredric%20Dezauzier.pdf) [6]
Three supply chain priorities
- provide superior customer service:
- global warehouse footprint 企业营销分析代写
- regional off-shelf performance
- Reduce total supply chain cost:
- improve on-time delivery/reliability of lead time
- learn processes
- “Make or buy”
- adapting to new customer demand
- adapt and integrate the supply chian
译文：
三个供应链优先事项
1.提供优质的客户服务：
- 全球仓库足迹企业营销分析代写
- 区域现货表现
2.降低供应链总成本：
- 提高准时交货/提前期的可靠性
- 学习过程
- “制造或购买”
3.适应新的客户需求
- 适应和整合供应链
Considering the full Supply Chain is key to allow optimization
- Simulated future customer demand Input: fleet characteristics, flight schedules, engineering, reliability, Design, maintenance event planning, …
- Global warehouse footprint optimized in transportation costs and lead times to serve regions serve regions 企业营销分析代写
- Visible supplier capabilities robust lead times, agile capacity, out of Production, competence,
- regional proximity, …
- Transparent order forecast at suppliers Ensure sustainable supply chain adaptability
- Customer oriented provisioning Worldwide optimized based on regional forecast
译文：
考虑完整的供应链是优化的关键
- 模拟未来客户需求 输入：机队特性、航班时刻表、工程、可靠性、设计、维护事件计划，……
- 全球仓库足迹优化了运输成本和服务区域服务区域的交货时间
- 可见的供应商能力 稳健的交货时间、敏捷的能力、停产、能力、
- 区域邻近，…
- 供应商的透明订单预测 确保可持续的供应链适应性
- 面向客户的配置 根据区域预测进行全球优化
Getting the best from each actor in the industry: Airbus network of partners
Airbus partners: MRO Network; OEMs; Spares distributors; Software Providers; Training centers etc.企业营销分析代写
Airbus capitalises on its core competencies of aircraft manufacturer and completing them with the best partners in each domain of our industry.企业营销分析代写
Through Air+ by Airbus solutions customers get access to the best market conditions
Pic 4. Scheme of quality achievement of Airbus (http://events.aviationweek.com/html/mro09/Fredric%20Dezauzier.pdf) [6]
Pic 5. Component outsourcing schemes (http://events.aviationweek.com/html/mro09/Fredric%20Dezauzier.pdf) [6]
译文：
从行业中的每个参与者那里得到最好的：空中客车合作伙伴网络
空客合作伙伴：MRO 网络； 原始设备制造商； 备件经销商； 软件供应商； 培训中心等企业营销分析代写
空中客车利用其飞机制造商的核心竞争力，并与我们行业各个领域的最佳合作伙伴一起完善这些能力。
通过 Air+ by Airbus 解决方案，客户可以获得最佳市场条件
图4 空客质量实现方案（http://events.aviationweek.com/html/mro09/Fredric%20Dezauzier.pdf）[6]
企业营销分析代写
图5 组件外包方案 (http://events.aviationweek.com/html/mro09/Fredric%20Dezauzier.pdf) [6]
Conclusion 企业营销分析代写
Airbus is a global company with strong position, good perspective for developing and growth its profit. It has indisputable advantage in technologies such as fly-by-wire, glass cockplits. Airbus strives to maintain a track record for eco-awareness and innovation. As well as A320Neo is best fuel efficient aircraft if the airspace. Company spends significant investment in researching alternative energy sources, which could be competitive advantage in the long-term. Nonetheless, depreciation of dollar in US and currency instability can lead to losses. Also terrorism is still big problem for air industry. Fortunately, Airports nowadays have complex security system which decreased acts of terrorism in times.企业营销分析代写
The utilization of composite materials has reduced the service intervals on the aircraft, thus reducing the maintenance costs and the impact on customers. Airbus is also part of the air traffic management with its participation in the SESAR (Single European Sky ATM Research) created to improve control of aircraft flying the skies of Europe and reduce airport congestion. This will decrease the environmental impact by 10 %.企业营销分析代写
We are currently investigating the use of hybrid laminar flow control (HLFC) to reduce aircraft viscous drag, and the Green Advanced Panels (GAP) project, aimed to replace the chemical milling of aircraft panels with a more environmentally-friendly mechanical process.
译文：
结论企业营销分析代写
空中客车是一家全球性公司，拥有强大的地位、良好的发展和增长利润前景。在电传操纵、玻璃驾驶舱等技术上具有无可争辩的优势。空中客车致力于保持生态意识和创新的良好记录。以及 A320Neo 是最好的燃油效率飞机，如果空域。公司在研究替代能源方面投入了大量资金，这可能是长期的竞争优势。尽管如此，美元贬值和货币不稳定可能会导致损失。此外，恐怖主义仍然是航空业的大问题。幸运的是，现在的机场拥有复杂的安全系统，可以减少恐怖主义行为。企业营销分析代写
复合材料的使用减少了飞机的维修间隔，从而降低了维修成本和对客户的影响。空中客车公司也是空中交通管理的一部分，它参与了 SESAR（单一欧洲空中 ATM 研究），该研究旨在改善对飞越欧洲天空的飞机的控制并减少机场拥堵。这将减少 10% 的环境影响。
我们目前正在研究使用混合层流控制 (HLFC) 来减少飞机粘滞阻力，以及绿色先进面板 (GAP) 项目，该项目旨在用更环保的机械工艺取代飞机面板的化学研磨。
References 企业营销分析代写
- “Senior expects higher demand from Airbus, Boeing in 2014” http://uk.reuters.com/article/2014/03/03/uk-senior-results-idUKBREA2213020140303
- Aerospace Valley. Aerospace Valley website. http://www.aerospace-valley.com.
- Agence Française pour les Investissements Internationaux (AFII) (2012). Rapport 2011 des investissements étrangers
- Airbus “Own the sky” http://www.airbus.com/aircraftfamilies/passengeraircraft/a380family/
- Airbus customers.http://network.airfinancejournal.com/Post/Top-Boeing-and-Airbus-customers/6957/True
- Airbus Material, Logistics and Suppliers, 2009 http://events.aviationweek.com/html/mro09/Fredric%20Dezauzier.pdf
- Airbus report: “AIRBUS CUSTOMER SERVICES” june, 2012 http://www.airbus.com/uploads/media/Airbus-017-Airbus-Customer-Services-E-June2012.pdf
- Airbus website. http://www.airbus.com/.企业营销分析代写
- Article “Passengers willing to invest time and money in search of comfort”http://intravelreport.blogspot.fi/2013/11/passengers-willing-to-invest-time-and.html
- BOOK REPORT BOEING VS AIRBUS BY JOHN NEWHOUSE http://www.123helpme.com/boeing-vs-airbus-view.asp?id=161013
- Careless , J.: “Airbus’s New Support Strategy Values Customer Service”, april, 2004 http://www.aviationtoday.com/am/categories/maintenance/Airbuss-New-Support-Strategy-Values-Customer-Service_170.html#.U2taUvl_tDA
- créateurs d’emploi en France. http://www.invest-in-france.org/Medias/Publications/1618/Bilan-FR-2011.pdf.
- General information about the Airbus. http://en.wikipedia.org/wiki/Competition_between_Airbus_and_Boeing
- MOBI Information Technology Expert:“Airbus marketing strategy” http://www.sarin.mobi/2011/03/airbus-marketing-strategy/6/
- The latest news of Airbus: “Unprecedented demand drives evolution of Airbus’ most efficient single-aisle jetliner production” http://www.airbus.com/newsevents/news-events-single/detail/unprecedented-demand-drives-evolution-of-airbus-most-efficient-single-aisle-jetliner-production/and “Asia-Pacific to drive demand for bigger and more efficient aircraft” 企业营销分析代写 http://www.airbus.com/presscentre/pressreleases/press-release-detail/detail/asia-pacific-to-drive-demand-for-bigger-and-more-efficient-aircraft/
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