Complete an analysis of your company and organize this information into a presentation.

Complete an analysis of your company and organize this information into a presentation. Compile all slides from your milestone assignments to create a final presentation for your stakeholders. Use resources such as the company website, which will have pertinent information including its sustainability report, and other relevant sources to help complete this presentation. Be sure to address any feedback you have received on your milestone assignments.

Part 1: PresentationYour final presentation should include the following elements:

Perform an internal environment analysis of your company to understand the company’s current business environment and future goals. Present the results of your analysis.

Overview(slide 1): Provide a brief overview of the company’s products, services, and customer base.

Existing entities (slides 2–3): Identify at least two existing partnerships, mergers, or acquisitions. Explain how these entities contribute to the company’s revenue or market share.

Five-year goals (slide 4): Speculate on what the company wants to achieve in the next five years by considering their mission statement, values and goals, and relevant sections of their sustainability report.

Perform an external environment analysis of your company to identify the company’s competitive environment and find an opportunity the company can utilize to grow its revenue or market share in the industry. Present the results of your analysis.

Competitors (slide 5): Identify at least two of your company’s top competitors and explain how they compete with your company.

Competitive advantages (slides 6–11): Evaluate your company’s competitive advantages.

Summarize the unique skill sets, products, location, and values of your company.

Use Porter’s five forces to analyze your company’s competitiveness and growth potential in its industry. Assign a rating to your company for each of Porter’s five forces as very high (VH), high (H), low (L), or very low (VL). Justify your ratings.

Area of opportunity (slides 12–13): Identify one area of opportunity that will help your company increase its revenue or market share over the next five years. Explain how this opportunity can lead to an increase in revenue or market share.

Conduct a buy-build-ally analysis for your company and recommend actions your company can take to realize your identified opportunity within five years.

Implementation strategy (slides 14–17): Recommend an implementation strategy for your company.

Determine whether the company will need to buy, build, or ally with another company. Consider the skills, facilities, products, and services the company will need, to capitalize on the identified opportunity.

Use the speaker notes of your presentation to explain the strategy behind your buy, build, and ally recommendations.

Timeline (slides 18–19): Construct a timeline of what your company should achieve by the end of each year for the next five years.

(Note: Use both on-slide text and narration or speaker notes to convey your information effectively. If narration is not possible, precise and extensive speaker notes should be used, while addressing all of the rubric elements in the presentation. For example, you can use brief bulleted lists summarizing the highlights of your analysis on the slide and include more detailed explanations in your narration or speaker notes.)

Part 2: Executive SummaryCreate an executive summary of your strategic planning proposal. Remember to consider the audience and purpose of this report when drafting your summary.

Purpose: Briefly explain the purpose of the proposal.

Current business environment: Describe the internal and external business environments of the company.

Outline the various analyses you conducted and briefly summarize their importance.

Describe the opportunity for growth you identified and how it will impact the company’s revenue or market share.

Recommendations: Recommend actions, such as buy, build, and ally, that the company should take to utilize the identified opportunity and explain the reasons for your recommendations.

LaKisha R. Harris
Southern New Hampshire University
MBA 540 Module Eight
Organizational Strategy In Global Environment
Exciting Changes to
our Employee Benefit
Package
Introduction
Purpose of Presentation
Current Benefit Contract Ending
Increases and Decreases
Employee Concerns
Final tips & takeaways
Criteria looked for
in new provider
1. Price of premiums
2. Lower deductibles
3. Improved dental and eye care plans
4. Health care savings or spending accounts
5. Increased long-term and short-term
disability
6. Wellness programs
7. Reduced premium for non-smokers
4
Benefits Included
Benefits Not Included
1. Multiple deductible plans
1. Lower premiums
2. Health care Savings Account
2. Improved eye care plan options
3. Wellness works programs
3. Reduced premiums for nonsmoker
4. Improved dental plan
4. Enhanced long-and-short term
disability coverage
5
1. Reduced premiums for employees in wellness programs.
Company Benefits
2. Additional reduction in rates for in-network usage
3. The option of a “gold plan” for executives that is
significantly more cost effective than the previous plan.
Thank You
LaKisha R, Harris
502-555-0152
lakisha@TTLIMAGERY.com
www.TTLIMAGERY.com
United Airline Presentation Outline
I.
Slide 1: Title Slide
a. Welcome to our presentation on United Airlines’ Buy-Build-Ally Analysis and 5Year Strategic Implementation Plan.
II.
Slide 2
a. Our implementation strategy focuses on three key areas: Build, Ally, and Buy.
United Airlines will need to primarily build and ally with selective buying
opportunities.
III.
Slide 3
a. United Airlines will need to primarily pursue a hybrid build-ally strategy with
selective buying opportunities.
IV.
Slide 4
a. In Years 1 and 2, we’ll implement our build and ally strategies.
V.
Slide 5
a. In years 3-5, continue our build and ally focus with potential buying
opportunities.
VI.
Slide 6: Conclusion
a. In conclusion, our hybrid build-ally approach, with selective buying opportunities,
positions United Airlines for sustainable growth and industry leadership (Varma,
2021).
VII.
Slide 7: References
United Airlines
Buy-Build-Ally Analysis and 5-Year Strategic
Implementation Plan
LaKisha R. Harris
Southern New Hampshire University
7-2 Milestone Three
Organizational Strategy In Global
Environment
Implementation Strategy
Build
Sustainable Aviation Fuel (SAF) production:
o Invest $50 million in SAF production facilities
Goal: Produce 200 million gallons annually by 2028
o Fuel-efficient technologies:
Ally
Technology partnerships:
o Collaborate with IBM for AI-driven operations
o Partner with Palantir for data analytics
Travel industry alliances:
o Develop lightweight materials for aircraft
o Expand partnerships with Marriott and Hertz
o Optimize flight planning software
o Develop integrated travel packages
Digital customer experience:
Sustainability collaborations:
o Create AI-powered personalized travel
assistant
o Join Sustainable Aviation Buyers Alliance (SABA)
o Implement blockchain for loyalty program
o Partner with renewable energy providers for ground
operations
Buy-Build-Ally Analysis
BUILD:
United Airlines will focus on expanding its Sustainable Aviation Fuel (SAF) production capabilities, aiming
to become a leader in eco-friendly air travel. The company will invest in developing proprietary fuelefficient technologies, including lightweight materials and aerodynamic improvements, to reduce fuel
consumption and emissions. United will also enhance its digital platforms to create a seamless,
personalized customer experience from booking to post-flight services.
ALLY:
Strategic partnerships will be formed with leading tech companies to leverage AI and data analytics,
optimize operations, and predict market trends. Collaborations with sustainable energy firms will
accelerate the transition to greener operations. United will also strengthen its existing Star Alliance
partnerships to offer more comprehensive global coverage and seamless connections for passengers.
BUY:
United will explore potential acquisitions of regional carriers to optimize its network and increase
market share in key regions. The company will also consider purchasing advanced technology startups to
quickly integrate cutting-edge innovations in areas such as AI, blockchain, or sustainable aviation
technologies.
Timeline Year 1-2
In Years 1 and 2, we’ll implement our build and ally strategies. We’ll break ground
on our SAF production facility, launch a partnership with IBM for AI integration,
and implement a new data analytics system (Cho et al., 2021). We’ll also begin
testing proprietary lightweight materials and roll out an AI-powered travel assistant,
demonstrating our commitment to building internal capabilities and forming
strategic alliances.
Timeline Year 3-5
In years 3-5, continue our build and ally focus with potential buying opportunities.
We’ll complete our first SAF facility, expand our AI travel assistant, and implement
a blockchain-based loyalty program (Yang et al., 2020). By Year 5, we plan to reach
a 30% reduction in overall carbon emissions and potentially finalize a regional
carrier acquisition, showcasing our hybrid strategy of building internal capabilities,
forming alliances, and making strategic purchases.
Conclusion
United Airlines’ strategic implementation of a hybrid build-ally approach, with selective
buying opportunities, positions the company for sustainable growth and industry leadership.
By focusing on SAF production and technological innovation, United Airlines demonstrates its
commitment to environmental stewardship and operational excellence. Strategic alliances in
the technology and travel sectors will enhance customer experiences and expand market
reach.
The projected outcomes of 30% emissions reduction, industry-leading customer satisfaction
scores, and increased market share underscore the effectiveness of this strategy.
As United Airlines transforms into a more sustainable, innovative, and customer-centric
organization, it is well-positioned to navigate future challenges and capitalize on emerging
opportunities in the dynamic aviation industry.
References
Cho, M., Xiong, Y., & Boatwright, B. (2021). Through the Lens of Ethnicity: Semantic Network and Thematic Analyses of
United Airlines’ Dragging Crisis. Public Relations Review, 47(1), 102006. https://doi.org/10.1016/j.pubrev.2020.102006
Perryman, M., Besco, L., Suleiman, C., & Lucato, L. (2022). Ready for Take Off: Airline Engagement With the United Nations
Sustainable Development Goals. Journal of Air Transport Management, 103, 102246.
https://doi.org/10.1016/j.jairtraman.2022.102246
Varma, T. M. (2021). Responsible Leadership and Reputation Management During a Crisis: The Cases of Delta and
United Airlines. Journal of Business Ethics, 173, 29-45. https://doi.org/10.1007/s10551-020-04554-w
Wu, C., Liao, M., Zhang, Y., Luo, M., & Zhang, G. (2020). Network Development of Low-Cost Carriers in China’s Domestic
Market. Journal of Transport Geography, 84, 102670. https://doi.org/10.1016/j.jtrangeo.2020.102670
Yang, L., Ngai, C. S., & Lu, W. (2020). Changing Trends Of Corporate Social Responsibility Reporting in the World-Leading
Airlines. PloS one, 15(6), e0234258. https://doi.org/10.1371/journal.pone.0234258
Airbus: External Environment
Analysis
LaKisha R. Harris
Southern New Hampshire University
5-1 Two Milestone
Organizational Strategy In Global Environment
Competition
❑Airbus is a global leader in aerospace.
❑It faces stiff competition primarily from Boeing, its U.S. counterpart.
❖They mainly compete in the large commercial aircraft market.
❖Boeing offers models like the 737 MAX that rival Airbus’s
A320neo family (Irwin, & Pavcnik, 2020).
❑There is also the Embraer, a Brazilian aerospace conglomerate.
❖It competes with Airbus in the regional jet market.
❖Airbus’s A220 (formerly Bombardier CSeries) competes with
Embraer’s E-Jet E2 family ().
❑Other emerging competitors include:
❖China’s COMAC with its C919 narrowbody
❖Russia’s UAC with the MC-21
Airbus’ Competitive Advantages
Global Presence and Production
Diverse Product Portfolio
➢ Airbus has a strong global footprint with
production facilities and offices in different
countries.
➢ This enables the company to serve customers
globally and benefit from economies of scale.
➢ Offers a wide range of aircraft models, from narrow-body
to wide-body, catering to the diverse needs of the aviation
industry.
➢ Product diversification reduces the company’s reliance on
any single product line.
Focus on Innovation
➢ Airbus is committed to innovation, investing
heavily in research and development to stay ahead
of the curve.
➢ It’s focus on cutting-edge technologies and design
improvements gives it a competitive edge.
Skilled Workforce
➢ Airbus employs a highly skilled and experienced
workforce, with expertise in engineering,
manufacturing, and systems integration.
Commitment to Sustainability
➢ Airbus has made sustainability a key priority, investing in
developing more fuel-efficient and environmentally friendly
aircraft.
Advanced Capabilities
➢ Airbus has developed advanced engineering expertise,
digital design and manufacturing capabilities, and expertise
in composite materials and systems integration.
Products and Services
Commercial Aircraft
❑ Airbus offers a wide range of
commercial aircraft, including the
A220, A320, A330, A350, and A380
models (Vasigh, B., & Azadian, F.
Military Aircraft
❑ The company makes
military aircraft such as
the A400M and
Eurofighter Typhoon.
2022).
Services
❑ The company also provides a range of services to
its customers such as maintenance, training, and
upgrades.
Helicopters
❑ Airbus’ helicopter division
Space Systems
❑ The company also takes part in the
offers models like the H125,
production of satellites and launchers for
H145, and H160.
space exploration and communication.
Location and Infrastructure
❑ Airbus’s European roots provide access to top talent and
technology.
❑ Their global production network includes facilities in China
(A320 family) and the U.S. (A220, A320).
❑ Design centers are located in France, Germany, UK, and Spain,
which helps the company reduce costs and political risks.
❑ Engineering centers in India and Russia also tap into skilled
talent pools.
❑ A worldwide network of suppliers and service centers ensures
efficient operations and responsive customer support.
Values and Culture
Safety First
❑ Safety is paramount at Airbus.
❑ It influences all aspects of design, production,
and operations.
❑ Commitment to safety is a core value that
guides every decision and action.
Diversity and Inclusion
❑ Airbus fosters a culture of diversity and
inclusion, believing that it drives innovation.
Customer-Centric
Approach
❑ Airbus adopts a customer-centric
approach, driving continuous
improvement to better serve their
clients.
Ethical Standards
❑ Airbus upholds high ethical standards, which is
crucial in an industry with significant government
contracts.
❑ Integrity and transparency are critical to the
success of the business.
Collaborative Culture
❑ A collaborative culture at Airbus encourages cross-functional teamwork and
creative problem-solving.
❑ This approach allows the company to leverage the diverse expertise and talents of
its employees to tackle complex challenges.
Porter’s Five Forces Analysis
Threat of New
Entrants – L
❑ High capital
requirements,
complex
regulations, and the
need for advanced
technology make it
difficult for new
firms to enter the
aircraft
manufacturing
industry.
Bargaining Power
of Suppliers – H
Bargaining Power
of Buyers – H
Threat of
Substitutes – L
❑ Key suppliers like
engine
manufacturers
(GE, Rolls-Royce)
have significant
power due to their
specialized
products.
❑ Airlines can choose
between Airbus
and Boeing, and
large orders give
them negotiating
leverage.
❑ For long-haul travel, there are
few substitutes for aircraft. Highspeed rail competes on short
routes but is geographically
limited.
Rivalry Among
Existing
Competitors – VH
❑ The Airbus-Boeing duopoly leads to
intense competition in pricing, technology,
and customer relationships.
Area of Opportunity – Urban Air Mobility
(UAM)
❑ Urban Air Mobility represents a significant growth opportunity for Airbus.
❑ With 68% of the world’s population projected to live in urban areas by 2050, cities face increasing traffic
congestion (Vasigh, B., & Azadian, (2022)).
❑ Advancements in electric propulsion, autonomous systems, and 5G connectivity make electric Vertical Take-Off
and Landing (eVTOL) aircraft viable.
❑ Regulators in Europe, U.S., and Asia are supporting UAM trials. Morgan Stanley estimates the UAM market
could reach $1.5 trillion by 2040 (Steenhuis, 2023).
❑ Airbus’s CityAirbus NextGen, an all-electric, four-seat eVTOL, positions the company to capture this emerging
market.
Capitalizing on UAM
1
3
5
Leveraging Expertise
2
Partnerships with Cities
➢ Leveraging its expertise in aircraft design,
➢ Partnerships with cities, like Paris for the
certification, and air traffic management to
lead in Urban Air Mobility (UAM).
2024 Olympics, can provide testbeds for
Airbus’s UAM services.
Collaborations with Tech Firms
4
Integrated Mobility Solution
➢ Collaborations with tech firms can accelerate
➢ Airbus’s Voom platform can extend to
developments in autonomy and connectivity,
key enablers for UAM.
include eVTOLs, offering an integrated
mobility solution.
Revenue Streams
➢ Main sources of revenue:
✓ Sales to operators
✓ Operating own UAM services
✓ Providing maintenance and training.
6
First Mover Advantage
➢ As a first mover, Airbus can influence
industry standards and secure a dominant
market share.
Sustainability as a Competitive
Advantage
Commitment to Net-Zero
Investing in Green Aviation
❑ Airbus’s commitment to sustainability is a
key competitive advantage.
❑ They aim for net-zero carbon emissions
by 2050, aligning with growing
environmental concerns.
❑ Airbus is investing in sustainable aviation
fuels (SAF) and aims to have the first zeroemission commercial aircraft by 2035.
❑ Their research into hydrogen and electric
propulsion positions them as innovators in
green aviation.
Eco-Design Principles
❑ Airbus applies eco-design principles to reduce the environmental impact across the product
lifecycle.
❑ Their annual sustainability reports demonstrate transparency and commitment, appealing to
environmentally conscious customers and investors.
Conclusion
❑ Airbus is a global leader in aerospace.
❑ The analysis shows that the company has a strong competitive position despite intense rivalry
❑ Key advantages include:
❖ Global presence
❖ Innovation
❖ Sustainability
❑ Urban Air Mobility has been identified as a major growth opportunity
❑ Sustainability efforts enhance brand and market position
❑ Diversification provides resilience and growth avenues
References
❑ Irwin, , & Pavcnik, 2020). Airbus versus Boeing revisited: international competition in the aircraft
market. Journal of International Economics, 64(2), 223-245.
❑ Steenhuis, H. J. (2015). Regional aircraft. In The Global Commercial Aviation Industry (pp. 3378). Routledge.
❑ Vasigh, B., & Azadian, F. (2022). Aircraft Variants and Manufacturing Specifications. In Aircraft
Valuation in Volatile Market Conditions: Guiding Toward Profitability and Prosperity (pp. 67-112).
Cham: Springer International Publishing.
❑ Maculan, A. M. (2019). Embraer and the growth of the Brazilian aircraft industry. International
Journal of Technology and Globalisation, 7(1-2), 41-59.
❑ Steenhuis, H. J. (2015). Regional aircraft. In The Global Commercial Aviation Industry (pp. 3378). Routledge.