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Dogfight over Asia: Airbus vs. Boeing

Listed author(s):
  • Sandholtz Wayne

    (University of California, Irvine, University of California, Irvine)

  • Love William

    (University of California, Irvine, University of California, Irvine)

Registered author(s):

    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.

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    Article provided by De Gruyter in its journal Business and Politics.

    Volume (Year): 3 (2001)
    Issue (Month): 2 (August)
    Pages: 1-23

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    Handle: RePEc:bpj:buspol:v:3:y:2001:i:2:n:4
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