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Dogfight over Asia: Airbus vs. Boeing

Published online by Cambridge University Press:  20 January 2017

Wayne Sandholtz  and
William Love
Wayne Sandholtz*
Affiliation:
University of California, Irvine
William Love*
Affiliation:
University of California, Irvine
*
Department of Political Science, 3151 Social Science Plaza, University of California at Irvine, Irvine CA92697-5100. Email: [email protected].
6916 W. 84th Place, Los Angeles CA 90045. Email: [email protected].
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Abstract

Airbus strategies in Asia operate in an environment shaped by three forces: the technical constraints of building modern aircraft, the demands of world and regional markets, and the structure and objectives of the consortium itself. These factors map onto an integrated strategy analysis. The positional analysis for Airbus must focus on its status as the challenger to the dominant firm, on the consortium's peculiar organizational structure, and on the opportunities and constraints offered by its nonmarket context (multiple national governments plus the European Union). One way of looking at Airbus's experience is as a continual series of disruptions aimed at creating openings for Airbus to enter markets dominated by well-established competitors, in particular, Boeing. These strategic moves have involved both market and nonmarket elements. This article assesses the market and nonmarket strategies that Airbus has employed to establish itself in the crucial Asian market.

Type
Research Article
Information
Business and Politics , Volume 3 , Issue 2 , August 2001 , pp. 135 - 156
Copyright
Copyright © V.K. Aggarwal 2001 and published under exclusive license to Cambridge University Press 

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