An Analysis of the Competitive Actions of Boeing and Airbus in the Aerospace Industry Based on the Competitive Dynamics Model

Focusing on competitive dynamics, this study examines the strategic issues Boeing has faced in seeking to maintain its leading position in the airline industry. Boeing’s status as a first mover in the aerospace industry has made it a world-leading company; however, the external environment and various pressures have allowed Airbus to emerge as a strong competitor. By conducting a descriptive case analysis, this paper identifies the competitive issues between these two giants, analyzing continuous action and reaction processes throughout the whole history of the airline industry. Finally, by examining Boeing’s main strengths, business diversification options, and risk-taking culture, this paper suggests ways Boeing can retake its place as the industry leader.

PENGUKURAN KINERJA PERUSAHAAN DENGAN MENGGUNAKAN METODE BALDRIGE EXCELLENCE FRAMEWORK

Kinerja sebuah perusahaan didukung oleh kinerja para pekerja dari berbagai departemen dan level pekerjaan pada perusahaan tersebut. Sehingga kinerja yang optimal dari pekerja akan membantu perusahaan mencapai target – target yang telah ditetapkan. Oleh karena itu perusahaan perlu melakukan pengukuran kinerja organisasi berdasarkan penilaian kinerja individu secara komprehensif dari berbagai kriteria. Baldrige excellence framework merupakan metode yang menggunakan berbagai kriteria yang dapat mengukur mulai dari input, proses dan output dari setiap pekerjanya. PT. SAE telah mengukur kinerja perusahaan, tetapi belum dilakukan secara menyeluruh, sehingga hasil pengukuran belum mendeskripsikan kinerja perusahaan secara keseluruhan. Penelitian ini dilakukan untuk mengukur kinerja PT.SAE dengan menggunakan metode Baldrige Excellence Framework yang dilakukan dengan melibatkan berbagai departemen dan berbagai level pekerjaan. Kuisioner dengan menggunakan kriteria Baldrige Excellence Framework disebarkan kepada 69 karyawan PT.SAE. Hasil kuisioner tersebut menyatakan bahwa perusahaan mencapai nilai 733 dan masuk kategori Industry leader. Namun dari hasil penilaian tersebut, perusahaan masih perlu memperbaiki kriteria Fokus pelanggan yang memiliki persentase pencapaian terendah, yaitu 52%. Oleh karena itu, perusahaan masih perlu meningkatkan fokus terhadap pelanggan, salah satunya dengan mengimplementasikan sistem manajemen kualitas internasional ISO 9001:2015 secara optimal.

Peer Effects on Investment Decisions: Do Industry Leaders and Young Firms Behave Differently?

This study examines the influence of peer firms on a firm’s investment policy in Pakistan during the period 2001–2017. It also investigates the heterogeneity in peer effects by taking into account a firm’s age and its leadership role in the industry. The system-GMM estimation results suggest that peer firms significantly influence a firm’s investments on both tangible and intangible assets. Yet, peer effects are more pronounced for tangible investment. We also observe that young firms are more prone to imitate the investment decisions of their industry peers. However, the findings indicate that mimicking is not a tactical behaviour for industry leader firms. These findings have important implications for both the firm management and the owner community.

CEO interview-Mr. Jingbang Zhang, EVP of Yagao Meihua Hotel Management Co., Ltd and CEO of Madison Brand, Shanghai, China

PurposeThe purpose of this paper is to interview Mr. Jingbang Zhang, EVP of Yagao Meihua Hotel Management Co., Ltd & CEO of Madison Brand based in Shanghai, China, regarding the impact of COVID-19 on China’s hotel industry and potential post-COVID-19 trends.Design/methodology/approachInterview with hotel group CEO and industry leader in China.FindingsSeveral effects of COVID-19 and potential trends are discussed from a hotel CEO’s perspective.Originality/valueTourism and hospitality stakeholders will acquire a better understanding of the impacts of COVID-19 on China’s hotel industry and possible post-COVID-19 adjustments

The Influence of Value Innovation Strategy on the Financial Performance of Manufacturing Firms in Kenya

Value innovation is the cornerstone of blue ocean strategy. Value innovation strategy aims at making competition irrelevant. The concept of value innovation strategy is founded on the belief that a business can make its competitors irrelevant in its decision making while at the same time emerging an industry leader. The purpose of this study is to establish the influence of Value Innovation Strategy on the financial performance of manufacturing firms in Kenya. The target population was 488 manufacturing firms drawn from the 12 categories of the sector in Kenya. Descriptive and inferential statistics were used in this study. The descriptive results indicate that the manufacturing firms in Kenya have implemented value innovation strategies that positively contribute to the financial performance of the firms. The inferential results also affirm that value innovation strategy significantly affects the performance of manufacturing firms in Kenya attributing up to 14.9% of its variation in performance. The study concludes that value innovation strategies boost the financial performance of a firm. Managers of manufacturing firms should therefore implement value innovation strategies in order to improve financial performance.

The Good, The Bad, and The Ugly: Evaluating Tesla’s Human Factors in the Wild West of Self-Driving Cars

With self-driving vehicles no longer a pipe-dream of science fiction comes the growing pains of the new technology. Tesla Motors is the industry leader in implementing new self-driving technologies. Tesla has used new technology in many ways to improve the human factors of their cars, but there are also design flaws that represent threats to efficiency and safety. This paper details the good, the bad, and the ugly of Tesla’s designs, not as a way to negatively impact Tesla’s reputation, but to point out the potential human factors issues that relate to the rise of self-driving cars in general. While the future for autonomous cars has never seemed so promising, it is abundantly clear that we are nowhere near a reality in which the human does not need to be considered.

Pemetaan dan strategi peningkatan kinerja Lembaga Pelayanan Perizinan Daerah dengan metode MBNQA-SWOT

In order to realize bureaucracy reform of public service, especially licensing service and easy doing of business in Indonesia need to be done planning improvement strategy of regional Licensing service. Gap performance analysis regional licensing service board of DKI Jakarta conducted using MBNQA method with criteria MBCfPE version 2017-2018, while the design of the performance improvement strategy of the board of regional licensing services of DKI Jakarta is done with SWOT analysis. The results of the performance measurement of regional licensing service of DKI Jakarta using MBNQA standard resulted in a score of 752,475 which is at the level of an excellent global image with industry leader category. SWOT analysis results put the regional licensing service of DKI Jakarta in the Quadrant I (strengths-opportunities) that recommend the strategy of aggressive. Researchers recommend ten strategies for the performance improvement of the Regional Licensing Service Board of DKI Jakarta.