BUSM 4200

Sec M01

BOMBARDIER
AEROSPACE:
received

JASVEEN GILL

Spencer Dane
Andrew Hiscox

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The purpose of this report is to analyze the external environment for the airline
industry, emphasizing on the regional jet market. Much of this report will focus
on a market Bombardier could sell their aircraft to, in this case China. The
external environment portion of the research will cover six key areas:
Demographic, Economic, Political, Sociocultural, Technological and Global.
Some of the elements for each segment will also be discussed. Next, the core
competencies and the value chain of Bombardier, the worlds only
manufacturer of both airplanes and trains, will be explored.

EXTERNAL ENVIRONMENT

Demographic
According to United Nations, the worlds population is expected to reach 7
billion in 2011 and is forecasted to reach 8-10 billion by 2050.1 China has a
current population of 1.3 billion which represents 20% of the worlds
population and is equivalent to 1 out of 5 people.2 This presents a huge
opportunity in the aviation industry, since it is an emerging market with high
potential. Bombardier Aerospace, a major manufacturer in global and regional
aircrafts, has the opportunity to capitalize from the growing demands of Chinas
aviation industry and Chinas increased population.
Currently, Chinas age structure is as follows for both Males and Females:
Age Structure3
2008

2012

0-14 years:

19.1%

18.4%

15-64 years:

72.7%

72.8%

65 years and
over:

8.1%

8.9%

This table illustrates that the majority of the population, over 70%, is currently
within the working age range and therefore have the necessary capital to travel.
The aging population range, although only below 9% of the total population,
will increase overtime, as the working class starts to retire, therefore
prospecting that individuals will have more leisure to travel.

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The pie chart4 below compares Chinas Population by major age groups in 1950
with the forecasted population chart in 2050:

It is foreseeable that Chinas age structure will change dramatically between

1950 and 2050. In 1950, the number of children and youth between the ages of
0-19 accounted for 43% of Chinas population. It is forecasted that by 2050,
Chinas 0-19 group could drop to as low as 18%. According to the Economist,
this may be due to Chinas one child policy which was implemented to help
stabilize its population5.
The lower mortality rate is successive from an increase in the aging population.
It is projected that in 2050, 26% of all Chinese people will be over the age of 65.
The amount the aging population travels depends on their lifestyle and culture.
Older individuals travel behaviour is mainly influenced by their disposable
income.6
Income Distributions
According to Chinas National Bureau of Statistics, in 2008, Chinas urban per
capita annual income of about US $2,500 was nearly three times that of rural
residents. The gap is much more extreme in larger, wealthier cities such as
Beijing ($9,085 in 2008) and Shanghai ($10,529 in 2008).7

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The graph represents a huge gap between rural and urban net income.
As of last year, the urban per capita net income was17, 175 Yuan ($2,525), and
Rural was 5,153 Yuan. Residents living in urban areas are much wealthier then
those living in rural locations.
Furthermore, research reveals China has the fourth-largest number of
millionaires in the world, after overtaking Britain in 2008. In addition to this,
China is also ranked as worlds largest consumer market for luxury goods
including jets. Research also shows that out of the 300 thousand "rich people",
30% could be potential buyers of jets, including regional jets. China's economy
is also expected to grow at 9.5% in 2011. China is expected to account for an
annual average GDP growth of 7.2% for the next 20 years.8
According to China briefing magazine9, the following are the top 10 richest
cities in China as of 2010 determined by GDP expressed in purchasing power
and income:

According to the National Bureau of Statics China, the Country had 655 cities
by the end of 2007. Approximately 36 cities inhibited over 2 million people each
while 83 cities had a population between one and two million. Chinas cities

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and towns population reached 539.79 million, accounting for 44.9% of Chinas
total population.10
Majority of the richest areas, indicated above, have the highest populations in
China, and also include the countries major airports (illustrated below11).
Top 10 Major Airports of China
Beijing Capital International
Airport
2. Guangzhou Baiyun International
Airport
3. Shanghai Pudong International
Airport
4. Shanghai Hongqiao International
Airport
5. Shenzhen Baoan International
Airport 6.Chengdu Shuangliu International
Airport
7. Kunming Wujiaba International
Airport
8. Hangzhou Xiaoshan International
Airport
9. Xian Xianyang International
Airport
10. Chongqing Jiangbei International
Airport
1.

Number of
Passengers
55.93 million
33.50 million
28.34 million
22.84 million
21.40 million
17.24 million
15.80 million
12.67 million
11.85 million
11.08 million

In terms of passenger traffic, Beijing Capital International Airport is listed as

one of the worlds top 8 airports. By 2020, China plans to increase the total
number of new airports to 97 and civil airports to 244. The number of new
airports will serve to transform the growth of regional air transport. As regional
air transportation increases, so does the demand for airplanes.
Chinas Airline Industry
Since the late 1970s, Chinas three biggest airlines have been the following12:
1) Air China (CA)
2) China Eastern Airlines (MU)
3) China Southern Airlines (CZ)
Air China is recognized as the most profitable airline in the world. It is also
Chinas biggest state-owned airline with the top aviation fleet. China Eastern

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Airlines is the third largest airline in the world in terms of market value and the
second largest in China with the number of passengers carried. In terms of fleet
size, China Southern Airlines is the largest airline in Asia and China.

Economic
The recessionary effects of the U.S. economy in 2008 left a global imprint. The
airline industry in general is in a tough economic situation due to decreasing
consumer confidence, intense competition among airlines and fluctuating fuel
costs, which account for 20-30% of the industrys operating costs13
Fuel prices are based largely on oil prices and continue to be a key aspect in
forecasting the shape and size of the future aviation fleet. Since 2006, it has
been the single utmost operating cost factor for airlines, where it exceeded
labour costs. It represents 25.4% of costs, or 3.27 cents per available seat mile
(asm). Currently, the mixture of labour and fuel costs represent 50.1% of all
airline operating costs, with labour accounting for 24.7% of costs, or 3.18 cents
per asm. In the 1990s, the oil price averaged $19 per barrel and $51 in the
2000s. Over the last five years it rose to $76 per barrel and is suspended over
$98 per barrel within the first quarter of 2011. The prices are very unstable and
constantly fluctuate. In 2008, it reached up to $145 per barrel within the
summer and then dropped to $30 in the winter.14
The International Air Transport Association (IATA) proposes that international
air traffic has regained profitability. Airline passenger traffic levels in 2010 were
restored as the global economy acquired power. IATA reports that international
passenger air traffic rose by 8.2% in 2010 compared to2009 and is forecasted to
enlarge by another 4.4% in 2011.15
The demand for new aircraft represents a positive growth trend within the
airline industry. It is forecasted that by 2030, 51% of the global GDP would
come from economies outside of Europe and North America.16 The airline
industry is a mature industry where there is intense rivalry among carriers as
they try to gain market share, normally through consolidation.
Aircraft manufacturers like Bombardier for instance, partner with other
external partners and subcontractors in order to leverage costs. Strategic
partnerships are also created to achieve external knowledge. Joining labour
forces and financial resources help alleviate manufacturing and operating costs
while providing a product that meets airline company demands.17

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Political
There are two conflicting forces that affect government decision in liberalizing
the aviation industry. One is the evident desire to increase economic activity in
cities or suburban areas needing it and the other is the trend towards
consumer protection. In order to improve research and development and
protect themselves against foreign competition and local markets, national
manufactures have been receiving assistance from governments whod help by
investing billions of dollars in direct or indirect subsidies.
The provincial and federal government in Canada for instance, helps set off
numerous programs that help with research and reduce the risks of
investment. Export Development Canada (EDC) for instance, provides financial
assistance and special warranty to all Canadian businesses involved in the
export of aerospace goods and services. Funding support for strategic R&D in
sections including aeronautics are provided by, Technology Partnerships
Canada (TPC). Also, Program productivity of the industry of the material of
defense (PPIMD) offers credit lines to invest in R&D projects within Canada.18
Canadas follows an International air transportation policy called Blue Sky
which encourages the development of new services, markets and better
competition.19 It focuses on Open Skies-type agreements. Open Skies
agreements eliminate rules that involve the number of air carriers allowed from
each market, the destinations it could serve and the number times it could fly.
Its purpose is to negotiate more Open Skies Agreements with important aviation
trading partners. Customers have benefitted immensely from the CanadaU.S.Open Skies agreement which paved way for positive liberalization in the
aviation industry by removing landing restrictions. Open Skies agreement has
resulted in additional flights between both countries and more options for their
customers.
Antitrust Laws
Antitrust laws may be different for each airline or aircraft manufacturer. As an
international corporation, Bombardier must follow the laws of many
jurisdictions, including nations, provinces, states, municipalities and
international bodies, such as the European Union. This industry and its
employees must follow the law in each jurisdiction where the Corporation
operates. If any problem does arise when following different laws of different
countries, the issue should be dealt with Bombardier Legal Services
Representative. Its employees, suppliers, partners and other agents cant
approve an illegal payment to anyone, under any circumstances. Bombardier
acts in accordance with the anti trust legislation in all authorities where it

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functions. The Corruption of Foreign Public Officials Act of Canada applies to

all Bombardiers global business.20

Sociocultural
Sociocultural trends are changing the airline industry. Some that will have a
vast impact on how the industry conducts its day-to-day business include
minimizing the impact of aircraft emissions through better technology.
According to the journal of sustainable tourism, the main causes of pollution
are ground transports to and from airports, aircraft emissions and aircraft
maintenance activities like refueling.21 Environmental issues in aviation are
usually classified into the following groups: aircraft emissions, community
noise and local air quality.22 The end customers not only became concerned
about environmental concerns but as well as ticket pricing. Customers demand
lower ticket prices over comfort.23 Airline companies must now find a balance
between purchasing airplanes that are cheap but still adhere to the new stricter
environmental regulations. There is no doubt a shift from a laidback to carbon
footprint-conscious society.
Building on the stricter airport security worldwide after the 9/11 incident is the
general anxiety towards flying on regional airlines. Seven of the last eight fatal
commercial airline crashes are operated by regional airlines.24 The safety issue
is mainly attributed to staff lack of training due to inexperience or other factors
such as fatigue and stress, especially in this multi-tasking world where
everything is expected to be instant and efficient. Adding to staff fatigue and
stress is the general economic outlook, where job security is not stable and
some people holding two jobs.
Changing demographics, such as more women in the workforce and more
educated individuals coming from different backgrounds, all work to change
previous, traditions, and values that exist in a company. Airline companies
must be sensitive to changes in diversity to remain competitive.
Labour laws are another sociocultural trend greatly changing the airline
business. Labour is very costly for airlines, doubting on whether providing
company benefits is even still an option especially for low-cost carriers.
Unionization is estimated to be 40% of all transport employees and over 60% of
non-managerial employees of major airlines.25 Existence of cafeteria-style
benefits and private pension providers are attracting the interest of a lot of
companies.

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Technological
Advancements in technology are used to identify and target ones best
customers. New manufacturing technology such as laser processing has the
ability to improve the quality and productivity of manufacturing by reducing
labour and tool costs. The key technology for optimizing manufacturing cycles
is an intelligent process control which could reduce cycle time by 50-80
percent. Composite and hybrid structures offer reduced structural weight by
20-30 percent with a smoother external finish and help reduce manufacturing
costs.26 More airlines are focusing on purchasing more fuel efficient aircrafts
which would save energy and reduce maintenance needs. For instance, the
increase in oil prices extended airline usage of Turbo-props world wide. This
resulted in manufacturers increasing capability and size of aircrafts. Turboprop technology generates less pollution by consuming less fuel and provides
more comfort to passengers.27
For airlines, integration its airline internal systems, such as consolidation and
automation of reservation, booking and check-in system, is nothing new but
surely is becoming more efficient and more functional than its older
counterpart. As airports and airlines between countries and states become
more integrated, the use of common security equipments will facilitate
smoother operations as passengers no longer have to go through different kinds
of security checks at every port if they just have that universal smartcard with
them. The RFID (Radio Frequency ID) chip system has a lot of uses which
ranges from locating bags on an airplane to real time inventory counting for
aircraft parts which reduces the workload for employees.28

Global
Some political events such as September 9/11, and Hong Kongs (SARs)
endemic temporarily affected the airline industry. But events such as 2008s
recession and the oil crises caused long-term affects that helped change airline
industrys decision making strategy.
Newly industrialized countries such as Brazil, Russia, India and China (BRIC)
which are distinguished by their large emerging economies already represented
over 35 percent of the global demand in 2005.29

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The table 30 below is a comparison of BRIC economies in 2008 with its

perspective market.
BRAZIL

RUSSIA

INDIA

CHINA

Population

192 million

141 million

1.1 billion

1.3 billion

GDP

$1.6 trillion

$1.7 trillion

$1.2 trillion

$3.9 trillion

Expected GDP 4.8%

Growth 2008

6.8%

7.9%

9.3%

PER-CAPITA
GDP

$12,012

$1,082

$2,969

$1.2 trillion

$835 billion

$1.3 trillion

Stock

$8,450

Market $1.1

Capitalization

TRILLION

As of 2008, China had the highest GDP and expected GDP growth of 9.3%. Its
stock market also has the highest capital out of four countries. This indicates a
positive outlook in the aviation industry as business opportunities arise.

INDUSTRY (PORTERS FIVE FORCES)

Threat of New Entrants: Medium-High

As more airlines demand to purchase more fuel efficient aircrafts, the level of
entrants increase. The threat of new entrants within the regional aircraft
market is medium to high. In 2007, although Bombardier and Embraer were
the top manufacturers within the regional aircraft market, more countries
became interested. 31 The desire to enter this market was due to national needs
as well as the potential gains within entering this market. The Chinese
government envisioned tactics to create a current aircraft industry to match
competition. Chinas state-owned AVC-1 also declared its 105 seat aircraft the
ARJ21-900. Also, the Japanese Mitsubishi Heavy Industries (MHI), created two
family aircraft models for 70 and 90 passengers that are: MRJ-70 and MRJ90.32 The Russian Sukhoi also developed a Russian regional jet known as RRJ
or Superjet 100.33

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As more aircraft manufacturers get their Federal Aviation Administration (FAA)

Certification approved the likelihood of new entrants entering the market
increase; therefore becoming a potential threat to current manufacturers.
International Aircraft Certification provides manufacturers the opportunity to
import and export their aircraft only through approval.34

Bargaining Power of Suppliers: Medium-Low

The bargaining power of suppliers of aircrafts is medium because the suppliers
understand very specific technologies and processes and have external
expertise about certain aircraft components. Aircraft manufacturers usually
create strategic partnerships to achieve economies of scale when concentrating
on main competencies and trying to decrease the time-to-market the aircraft.35
Since, there are many suppliers in the market, aircraft manufacturers have the
ability to compare prices and select the best offer. The pricing strategy is not on
a set figure and is based by the supplier.

Bargaining Power of Buyers: High

It is usually the buyers final decision to purchase a product from the supplier.
Buyers have the opportunity to choose the best deals from the suppliers and
select it. The suppliers mission is to make as many sales as possible.
Therefore; the buyers have more of an advantage. In this case, the
manufacturer of an aircraft not only buys parts for the aircraft, they construct
them into an aircraft and sell it an airline or a client. Regardless the buyer has
more power.
Collectively however, customer loyalty in the airline industry is very low and is
price sensitive, giving the bargaining power in the end to buyers. Buyers readily
switch manufacturers if offered cheaper prices.

Threat of Substitute Products: Low

In the commercial aircraft industry, threats of substitute products for
manufacturers like Bombardier are low. A certain substitute can be new
material components required for constructing an aircraft that are more
efficient and cheaper then the older parts.

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Intensity of Rivalry Between Competitors: High

Factors contributing to intense rivalry will be explored as well as the trends in
the airline services industry.
The intensity of Rivalry between competing aircraft manufacturers is due to
numerous competitors, slow industry growth, high fixed cost and storage cost,
low customer switching costs and high strategic stakes.
Numerous competitors.. Equally balanced competitors show higher intensities of
competition. A good example will be Bombardier and Embraer. One may be
bigger in fleet size, but overall the competition between the two airlines is a fair
game.
Slow industry growth. As the economy is slow to recover, airlines are ruthlessly
competing against each other over a smaller market as people arent choosing
to fly as much.
High Fixed Cost/ High Storage Cost. High jet fuel costs leave very little room for
profit for airlines. Thus, aircraft manufacturers compete against each other to
create the best fuel efficient aircraft for their clientele.
Low Customer Switching Costs. There is little or no cost in switching airlines so
passenger demand is very elastic or price sensitive. This leaves airlines at the
mercy of the customers as airlines try to satisfy their customers every need,
may it be through lower price, convenience or comfort. This also leaves
manufacturers to construct aircraft to cater to the airlines needs which in
return cater to the suppliers needs.
High Strategic Stakes. Some aircraft manufacturers are the market leaders
within their industry. Bombardier, for instance is a the top in regional aircraft
manufacturing and strives hard to maintain their reputation. However, the
aircraft manufacturer has no control over their competitors fleet models.
Aircraft Manufacturer: Airline Manufacturers focus on providing the most
efficient aircraft that caters to the suppliers needs. The type of aircraft, the
number of seats, size and technology all must be taken into account. Airplanes
are usually categorized into their capacity and range of reach. Bombardier
Aerospace specializes in two types of airplanes: Business Jets and Regional
Aircraft.36
Business Jet Bombardier had two categories of business jets which were
the Learjet family with narrow fuselage and the Total Express Families
that included the larger fuselage airplanes.

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Regional Aircraft. CRJ and Q-Series are two families of regional aircrafts
owned by Bombardier.
Capacity of CRJ: 400-100 seats and energy-efficient. It uses turbo reactors
Capacity of Q-Series: 37-78 seats, uses turboprops
Competition Specific to Bombardier: According to Bombardiers 2011 Annual
Report, competition within the regional market intensified. Bombardiers major
competitor is the Brazilian aircraft, Embrear. Other competitors include ATR,
AVIC, COMAC, MHI, Sukhoi Airbus and Boeing. Bombardiers main competitors
are within the 20-to-149 seat segment.
A further indication of the seat categories and the capacity of aircraft available
in the market are indicated below.37
TURBOPROPS

BOMBARDIER

REGIONAL JETS

COMMERCIAL JETS

60-90

40-59

60-79

80-100

100-119

120-149

Q400

CRJ200

CRJ700

CRJ900 ICRJ1000

CS100

CS300

ATR
AVIC
Embraer
COMAC
MHI
Sukhoi
Airbus

Illustrated in the chart above, the blue arrows represent the type of aircraft in
service while the red arrow represents the type of aircrafts still under
development.
Through interpretation, majority of the Bombardiers competitors lie within the
regional aircraft industry. Embraer, for instance is within the 40- 119-seat
regional jet market; while COMAC and Sukhoi are placed in the 80-100-seat
regional jet market. Both Airbus and Boeing are positioned in the 100-to-149seat segment while Mitsubishi Heavy Industries Ltd is in the 600-100 seat
regional market. Competition for this market is growing and will continue to
grow until the end-consumer no longer demands the product.
Although, the intense competition may affect Bombardiers future market share,
it still has a positive economic outlook because of its well established customer
base and corporate recognition within this market.

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CORE COMPETENCIES

Valuable Capabilities
Corporate values are important in order to gain trust from customers in a
certain good or service. Competitive advantage is an advantage a firm has over
other competitors which allow it to attract more customers. Its what
distinguishes one industry from another in a positive manner with the
possibility of gaining customer loyalty. In terms of core competencies,
Bombardier values its customer needs since it focuses on manufacturing
innovative aircrafts that are environmentally sustainable.
Core Values
Bombardier policies are based off its core values which help shape its decision
making criteria within the workforce. The industry follows 4 cores values which
are: integrity, commitment to excellence, customer orientation and shareholder
focus. It focuses on gaining the respect and trust of customers, suppliers,
shareholders, communities and partners. Bombardiers commitment is to
exhibit excellence in all spectrums of the workforce in order to treat everyone
with respect and create enthusiasm. Its business is customer orientated which
refers to providing outstanding service and meeting organizational needs so its
clientele can be satisfied. The industry is also focused on developing
sustainable shareholder value through successful projects and products.38
Corporate Strategy
Bombardier focuses on establishing new innovative technology and ideas to
improve the level of travel, both on the ground and in the air. Its brand
promises the evolution of mobility which means that it is the only manufacturer
of both land and air transportation in the world.
The Evolution of Mobility is the promise it creates with its stakeholders to
encourage them to innovate, its customers to choose its products and motivate
its employees. This also includes its loyalty to corporate social responsibility
(CSR).39
Bombardier refined its strategic structure into three consistent growth
strategies for conveying the Evolution of Mobility in 2011. These strategies are
aligned in a competitive basis for CSR commitment in order to guide their
future growth.

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PORTERS VALUE CHAIN

Primary Activities
a. Service
Bombardier provides various types of services to ensure individuals
needs are fully met. Some of the types of services that Bombardier
offers are: Online Services, Customer Response Centre, Fleet
Services, Parts Services, Maintenance Services, In-service Supplier
Management and Aftermarket Services.40
Online Services such are commercial aircraft customer services,
provide customers with a list of variety services and products that
help support customers with their fleet. If individuals apply for an
account, they receive access to:

All Operators Messages (AOM),

Service Letters (SL), In-Service
Activities Reports (ISAR)
Flight operations
Manual revision level status
News updates
Operators' Conferences and
Steering Committees
Service Bulletins (SB)
Technical data

Technical Library and

publications
Technical manual pricing and
ordering information
Temporary Revision listings
Technical Publications
publishing schedules
Upcoming events
On-line Technical Requests
System

Bombardiers Customer Response Centres (CRC) is located in

Montreal and Toronto. It provides a 24hr services as well as AOG
requests. Another way to contact a customer service representative is
through real-time audio and video links. Bombardiers front-line
teams provide technical expertise as well as fast, complete
solutions.41
Individuals that require assistance with commercial Aircraft Fleet
Services are provided with a list of programs and services to select
from.

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Support Activities
a. Firm Infrastructure

Bombardiers Corporate headquarters are in Montreal,

Quebec
Reservations Centre (2 bases-one in Toronto, one in Montreal
Simulator and Training Centre Has one in US-Canada
b. Human Resources Management
Bombardier offers customer training for CRJ Series and the Q-Series.
It offers a full range of flight crew protection and training services.
c. Technological Development
Aircraft technology improvements such as turboprops consume less
fuel and provide better comfort for passengers.

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End Notes
Pison, Gilles. "World population: seven billion today, how many tomorrow?"
Population & Socits no. 482 (October 2011): 1-4. Business Source Complete,
EBSCOhost (accessed May 30, 2012).
1

2China

Population: The Population Growth of the Worlds Largest Country,

http://geography.about.com/od/populationgeography/a/chinapopulation.htm
Hu, Ying (2007), Predictions on major population indicators of rural and
urban China, NBS unpublished memo,
http://www.ilo.org/wcmsp5/groups/public/@ed_emp/@emp_policy/document
s/publication/wcms_140841.pdf
3

China-Profile, Analysis: Table, Figures & Maps, China Profile,

http://www.china-profile.com/data/fig_WPP2010_PopByAgeGroups_1.htm (accessed May 27,
2012).
4

2010. "The child in time." Economist 396, no. 8696: 31-32. Business Source
Complete, EBSCOhost (accessed May 27, 2012).
5

Garcia, Allan. AERONAUTICS AND AIR TRANSPORT:

BEYOND VISION 2020 (TOWARDS 2050), (2010).
http://www.acare4europe.org/docs/Towards2050.pdf (accessed May 28, 2012).
6

Jing, fu. The China Daily Rural-urban income gap is widening,(2010)

http://www.chinadaily.com.cn/opinion/2010-03/04/content_9539511.htm
7

[ BusinessWeek A Rebound for China and India's Millionaires Oct. 13, 2009 ]

9http://www.china-briefing.com/news/2010/11/10/china%E2%80%99s-

wealthiest-cities-%E2%80%93-highest-disposable-income.html
10

The number of cities in China reached 655,

http://english.people.com.cn/90001/90776/90882/6528090.html (accessed
May 28, 2012).
11China

airports, major airports in Chinahttp://www.airportschina.com/(accessed may

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Devonshire, Chris. Chinas Wealthiest Cities Highest Disposable, (2010).

Incomehttp://www.chinahighlights.com/china-airline/air-china.htm(accessed
may 28, 2012).
12

CBC News Online, Canada's airlines: Risky business,

http://www.cbc.ca/money/story/2008/06/17/f-economy-airlines.html
13

Bombardier, Commercial aircraft market, Bombardier

forecasthttp://bombardier.com/files/en/supporting_docs/BABCA_2011_Market_Forecast.pdf (accessed May 26, 2012).
14

15

Ibid

16

Ibid., 9.

Herbert L and Taleb A. Bombardier Aerospace: The CSeries

Dilemma.(2011):4, (accessed May 27, 2012).
17

18

Ibid, 5

"Blue Sky: Canada takes its international air policy to new heights."
Canadian Sailings (December 25, 2006): 24. Business Source Complete,
EBSCOhost (accessed June 1, 2012).
19

Bombardier. Code of Ethics and Business, Bombardier,

http://www.bombardier.com/files/en/supporting_docs/CODE_EN_2005.pdf (accessed May
28, 2012).
20

Cowper-Smith, Allan, and Danuta de Grosbois. 2011. "The adoption of

corporate social responsibility practices in the airline industry." Journal Of
Sustainable Tourism 19, no. 1: 59-77. Business Source Complete, EBSCOhost
(accessed June 1, 2012).
21

Bombardier, Commercial Market Forecast, (2011-2030),

http://bombardier.com/files/en/supporting_docs/BABCA_2011_Market_Forecast.pdf (accessed May 28, 2012).
22

23 Herbert L and Taleb A. Bombardier Aerospace: The CSeries

Dilemma.(2011):3, (accessed May 27, 2012).
Zoe Conway, How Safe are US regional airlines?, May 12th, 2009. BBC News
http://news.bbc.co.uk/2/hi/americas/8041213.stm
24

Michelle OSullivan and Patrick Gunnigle, Bearing All the Hallmarks of

Oppression, Labour Studies Journal 34, no 2 (2009): 253,
25

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http://web.ebscohost.com.ezproxy.langara.bc.ca:2048/ehost/pdfviewer/pdfvie
wer?vid=20&hid=6&sid=6ff40c29-9766-4cbc-b9d39b2a08bac1c4%40sessionmgr10
Canadian Aircraft Design, Manufacturing and
Repair & Overhaul lhttp://www.ic.gc.ca/eic/site/trmcrt.nsf/vwapj/aircraft_repair-aeronefs_reparation_eng.pdf/$file/aircraft_repairaeronefs_reparation_eng.pdf (accessed May 30, 2012).
26

Herbert L and Taleb A. Bombardier Aerospace: The CSeries

Dilemma.(2011):7, (accessed May 27, 2012).
27

28

"NEWS

BREAKS: EUROPE." Aviation Week & Space Technology 167, no. 9

(September 3, 2007): 22-23. Academic Search Premier, EBSCOhost (accessed

June 2, 2012).
Herbert L and Taleb A. Bombardier Aerospace: The CSeries
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29

30Tanzer,

Andrew. "PROFIT FROM THE FANTASTIC FOUR." Kiplinger's Personal

Finance 62, no. 8 (August 2008): 25-29. Academic Search Premier, EBSCOhost
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31

Aviation Week :
http://www.aviationweek.biz/aw/generic/story_generic.jsp?channel=awst&id=
news/aw061807p3.xml&headline=Mitsubishi%20Spec%20To%20Rival%20Em
braer,%20Bombardier%
32

33

Annual Report 2008, Sukhoi Civil Aircraft Joint0Stock Company, 2009,

http://ir.superjet100.com/assets/files/library/reports/annual/_reports_en/a
nnual%20report%202008.pdf.
Federal Aviation Administration
http://www.faa.gov/aircraft/air_cert/international/
34

Herbert L and Taleb A. Bombardier Aerospace: The CSeries

Dilemma.(2011):6, (accessed May 27, 2012).
35

19

100141971

STRATEGIC MANAGEMENT

SEC M01

Herbert L and Taleb A. Bombardier Aerospace: The CSeries

Dilemma.(2011):8-9, (accessed May 27, 2012).
36

2011 Annual Report. http://www.bombardier.com/files/en/supporting_docs/BIBombardier_Annual_Report_FY2010-11.pdf (accessed June 1, 2012).

37

Bombardier..Code of Ethics and Business, Bombardier,

http://www.bombardier.com/files/en/supporting_docs/CODE_EN_2005.pdf(
accessed June 1, 2012).
38

Corporate Social Responsibilityhttp://csr.bombardier.com/en/ourapproach/our-corporate-strategy

39

Online Center services,

https://customer.aero.bombardier.com/racs/public/services/online-services
(accessed June1, 2012).
40

41

Ibid.

20