Running Head: AIRCRAFT ENGINE INDUSTRY Study of business strategy and corporate strategy in the aircraft engine industry Introduction: There are organizations that focus on a single or a very few industries, while there are other organizations that are highly diversified conglomerates…
It helps in achieving the objectives of organizations as a whole. A strategy refers to the coordinated means by which an organization pursues its goals and objectives (book_study, n.d.) In this context, the strategies of the two leading companies in the aircraft engine industry-GE and Rolls Royce assumes significance. GE is the market leader in aircraft engine sales. It is a highly diversified conglomerate with exposure in business of light bulbs, medical devices, commercial jet engines, home mortgages, broadcasting and self storage facilities. The sale of aircraft engines accounts for less than 10% of its revenues. In contrast, Rolls Royce holds the second position in aircraft engine sales. 74% of its revenue comes from this industry. Therefore, business strategy in the aircraft engine industry is the key for Rolls Royce, while corporate strategy assumes much importance for GE (book_study, n.d., p. 10). This paper aims to study these two companies of the aircraft engine industry and comment on the differences in strategies adopted by them. From the findings of the study, the paper draws conclusions regarding the differences of business strategy and corporate strategy. ...
Depending on the position of the resources in the continuum, an organization has to decide on the set of businesses it should operate and other design criteria. General nature of resources gives wide scope of business. Co-ordination is achieved through transfer of resources. Size of corporate office is small and financial control system is adopted. Specialized nature of resources narrows the scope of business. Co-ordination is achieved through sharing of resources. Size of corporate office is large and operating control system is adopted. (Collis, Montgomery, Campbell & Goold, 1999, p. 4-6) Vision & Strategy of Rolls Royce: Rolls Royce is a global company that believes in the principle of sustainable development. The Global Code of Business Ethics of Rolls Royce includes continuous improvement of production facilities, being world class in health, safety and environment management and being socially responsible. Social progress depends on economic development which can be brought about by fresh, dependable and inexpensive energy and transport system. Rolls Royce has strong R & D facilities and record of innovation. It uses these strengths to develop efficient energy and transport system. Through the application of consistent business strategy, Rolls Royce has matured during the previous 2 decades. “Civil aerospace, Defense aerospace, Marine and energy” are the four global markets in which Rolls Royce operates. Of these global markets, civil aerospace accounted for almost 45% of the underlying revenue in the year 2010. (Our consistent strategy, 2011) The core characteristics underlying the strategies of Rolls Royce are as follows: Closeness to customers: Rolls Royce is an organization highly focused on its ...
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The analysis has shown that organizations can take help from different models to get their portfolios presented to shareholders, and other stakeholders. In portfolio management there are certain sensitive areas that needs to be dealt very carefully because every shareholder do not usually enters into the organization to see the reality of the work being processed and the management of assets.
This research is being carried out to evaluate and present a brief interpretation of the financial ratios of Rolls Royce and its major competitors. It is advised to the management of Rolls Royce to take a review of all of its business activities as the current financial position of the company is quite depressing.
The paper discusses about different aspects and approaches of the accountability Rolls-Royce group have adopted to deal with its various stakeholders regarding its corporate environmental and social reporting, how the company has incorporated the issues in its long and short term strategy, what steps the company has taken to address environmental and social concerns and how effective their implementation have been.
It is the world’s second core manufacturer of aircraft engines along with having chief businesses in ‘marine propulsion equipments’ and in energy segment as well. The company prepares the most advanced technologies in the power systems which are utilised in land, air and water.
It continues to set the standard for motor cars in the industry. This paper identifies the strengths and weaknesses of Rolls Royce based on its various financial ratios. In order to do this, first the financial ratios of the company are analysed. Financial Ratios Profitability Ratios Gross Profit Margin (%) Operating Profit Margin (%) Net Profit Margin (Before Tax) (%) Net Profit Margin (After Tax) (%) Return on Ordinary Shareholder Funds (%) 2010 19.85 10.19 6.33 4.90 13.66 2009 20.27 11.27 28.39 21.29 58.62 2008 19.50 9.41 -20.83 -14.81 -52.70 2007 19.26 6.91 9.86 8.07 16.96 2006 22.76 9.67 19.44 13.89 36.57 Financial Gearing Ratios Gearing Ratio (%) Interest Cover Ratio 2010 82.55 1.28 20
Some of Edison’s earliest offerings are still a part pf the products range offered by GE, but since then, the company has expanded from a laboratory in Menlo Park to a conglomerate spread over more than a hundred countries, offering different types of
GE also uses its size to buy out its competitors and diversify in products.
The strengths of GE have increased the company’s profitability index which is evident in the amount of dividends offered to the shareholders and the net growth in earning per share
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