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EADS/Airbus: Vision 2020

Rosi Ji; Thorsten Knauer; Momo Schäfer; Friedrich Sommer; Jil Wehlmann

Product #:9B14M028
Supplier:Ivey
Discipline:Accounting, International Business, Strategy
Setting:Europe, 2012
Details:Case (PDF) • 19 pages • 2014-05-06 (Rev: 2014-05-02)

Subjects:

Finance and investingBusiness managementAccountingInternational businessStrategy

Industries:

Fabrication and manufacturing

Geography:

Europe
Your Price:$9.71

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EADS N.V. (EADS), Europe’s leading aerospace and defence company, is reviewing its strategic positioning. EADS had planned to merge with a British company to form the world’s largest aerospace company, but the merger failed mainly due to resistance from government shareholders. As a result, the firm cannot achieve its major strategic goals that were tied to the merger. In the highly competitive aerospace industry and despite also facing production issues and a corruption investigation, the firm’s management must revise both its short-term goals and future action plan.

Learning Objectives

Students will strengthen their analytical and strategic decision-making abilities by reviewing EADS’s strategic plan, deciding on its feasibility and developing the necessary measures for implementing a future strategy. The firm’s strategic focus requires determining a strong, profitable portfolio balance that involves both segmental and geographical perspectives. Students must also address the implications of reputational damage resulting from production defects and allegations of corruption.

Students require an intermediate knowledge of management concepts and instruments and their application. Students will also benefit from a basic understanding of macroeconomics and some experience in working with cases. This case is thus recommended for intermediate- to advanced-level classes in strategic management or international management, toward the end of undergraduate studies or at the MBA or executive education level.
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Case Study: EADS/Airbus: Vision 2020 (English version) | Ivey Publishing