Category: ESSEC Business School

Boeing 737 Manufacturing Footprint The Wichita Decision Willy Shih Margaret Pierson 2011

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Aug 12, 2011: Boeing’s decision to build the 737s in Wichita, Kansas has not only transformed the aviation industry but also created new opportunities for the Wichita region. The move, announced in 2007 by Boeing CEO Jim McNerney, was a critical decision that helped the company to become more competitive with airlines across the globe. With this decision, Boeing committed to building 737s in Wichita for 20 years. As

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The decision about where to build the Boeing 737 manufacturing footprint lies with Boeing’s engineering and product line planning department. The decision rests on the following key factors: 1. Manufacturing capabilities: To choose Wichita, the company would have to invest a significant amount of money, as well as time and effort in the early stages of the manufacturing process. check it out For a new, highly complex product like the 737, the company would need to build an assembly line in the city. 2. Jobs: The decision

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The Boeing 737 manufacturing footprint in Wichita has been a central topic in the public discourse. In December 2004, Airbus and Boeing announced a strategic decision that Airbus would take an equity interest in Southwest Airlines’ manufacturing footprint at Wichita’s KC Airstream and Airbus would take control of Southwest Airlines’ manufacturing footprint at Kansas City International Airport, including the new terminal at KCI. At the time, I had no reason to think this was anything other than a strateg

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On a recent trip to Wichita, Kansas I had the great pleasure of touring the Boeing 737 plant. While there, I met Boeing 737 production chief Willy Shih and had an opportunity to discuss with him the company’s long history of success and sustainability. Boeing has been manufacturing its iconic 737 in Wichita since the late 1960s. This is one of the world’s most successful aircraft programs, with almost 24,000 737s

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The world’s top manufacturing footprint lies in Wichita, Kansas — a city and county of just 260,000 people. Wichita, the county seat of Sedgwick County, ranks number one (among all US cities) for the percentage of manufacturing employment. And Boeing chose this city, a suburb of Wichita, to build its new Dreamliner. The company said in 2009 it plans to build the Dreamliner — which combines 737 and 787 models

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Nintendos Disruptive Strategy Ali Farhoomand Havovi Joshi 2009

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In the world today, technology has played an instrumental role in the growth and development of many industries, including the gaming industry. The mobile phone and tablet device have revolutionized the way people play and engage with their games. Mobile gaming platforms have become increasingly popular, leading to the growth of the global gaming market, which is expected to grow by 18% to 22% annually over the next five years (TechNavio 2014). With technological advancements and game-playing trends,

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Disruptive Strategy, a strategy that leads to the creation of a new market or industry, is a highly challenging strategy to implement successfully. One strategy that Nintendo, a major Japanese multinational video game company, has implemented is a disruptive strategy. Nintendo was originally an ordinary company engaged in the game machine business. After being affected by the recession and the decline of the traditional games industry, Nintendo decided to shift its strategy to online games (Brady, 2007). What is a disruptive strategy?

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Nintendo’s disruptive strategy in 2009 was to innovate while retaining consumers’ loyalty. Nintendo introduced Wii, a new game system that took the gaming industry by storm with its motion-sensor technology. Wii became one of the fastest-selling consoles with over 3.5 million sold in its first week and 1.5 million sold in the first month. Nintendo reintroduced an arcade game system with Nintendo’s signature Mario Bros. This was successful, making the company a

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Wrtsil Way Green is Not Black or White Julia Katharina Binder Valerie KellerBirrer

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BP Amoco A Policy Statement on the Use of Project Finance Benjamin C Esty Michael Kane

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New York City Bloombergs Strategy for Economic Development Michael E Porter Christian HM Ketels Jorge RamirezVallejo 2013

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Pajama Challenges in a Medical Practice Is AI the Answer G Paul Matherne Trent Chinnaswamy Tianshu Li Vineet Krishnan

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Shrimp on Smartphones eFishery Agile Innovation in Indonesian Aquaculture A Simon Schillebeeckx Ryan Merrill Adina Wong 2018

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Global Consulting Company Changing Career Progression Expectations Ian Dunn Calvin Ho 2023

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Ant Financial A Feng Zhu Ying Zhang Krishna G Palepu Anthony K Woo Nancy Hua Dai 2017

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