The Boeing Company: Strategic Audit SWOT,EFAS,IFAS,SFAS,TOWS,Financial Ratios Set at the year 2001

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THE BOEING COMPANY: STRATEGIC AUDIT I. CURRENT SITUATION A. Current Performance Boeing performance has been outstanding for the past few years. Their Return on investment rose from three percent to 6 percent from 1998 to 1999, but it did drop to five percent in 2000. In 1996 Airbus claimed 42% of the market share, while Boeing had 64%. Boeing is looking at falling below the 50% mark. Boeing's profits have been doing quite well. They have risen drastically in the past few years, which can be seen in the profitability ratios. Boeing is doing fine when it comes to profitability, even though they have dropped slightly since 1999.

B. Strategic Posture Mission "People working together as one global company for Aerospace Leadership." Objectives We were unable to find specific objectives besides very vague goals of; (1) being the number one aerospace leader in the world; (2) increasing shareholder value.

Strategies The three main corporate strategies for Boeing in the upcoming year are; (1) running healthy core businesses; (2) leveraging their strengths; (3) opening new frontiers (The Boeing Company 2000 Annual Report).

Boeing plans to run healthy core businesses by empowering their employees. Over the past two years, they have put 5,000 managers through intensive courses to hone their business and leadership skills (The Boeing Company 2000 Annual Report). They are also putting systems into place to create deep financial awareness throughout the organization. They want employees to be daring and assume entrepreneurial risk while exercising their proven ability to reduce risk.

Boeing plans to leverage their strengths by utilizing their intellectual capital and their power of a great global brand. Boeing has a wealth of detailed information and knowledge in the minds of their people. Also, people know Boeing's products around the world; even though airlines do not display it on the side of the airplanes.

Boeing plans to move beyond speeding people from one place to another. They want to make the most productive and intelligent use of critical assets such as, airplanes, airports, and people to open new frontiers (The Boeing Company 2000 Annual Report).

Policies We were unable to find specific policies besides a common "code of conduct" which supports ethical responsibility from each employee.

II. CORPORATE GOVERNENCE A. Board of Directors Boeing's Board of Directors consists of twelve members. Two members are from within the firm: Philip Condit, Chief Executive Officer and Harry Stonecipher, Chief Operating Officer. The other ten members are independent from the firm: John Biggs, John Bryson, Kenneth Duberstein, John Fery, Paul Gray, John McDonell, Charles Pigott, Lewis Platt, Rozanne Ridgway and John Shalikashvili. Many of the Directors have been involved in an international business which is a strength in Boeing's global market. See Appendix A for more details about the directors.

The Board of Directors has nominal participation with the firm. Their duties include but are not limited to, the following; (1) evaluate the CEO's performance and review the company's succession plan for the CEO and other elected officers; (2) review the long-range business plans of the company and monitor performance relative to achievement of those plans; (3) consider long-range strategic issues and risks to the company; and (4) approve policies of corporate conduct that continue to promote and maintain the integrity of the company (Corporate Governance Principles). The Board of Directors does not formally interact with the stakeholders. Policy requires management to speak for the company.

It is general policy of the Board that its compensation should be a mix of cash and equity-based compensation with a significant portion of such compensation in the form of the company's stock or stock-equivalent units. Boeing stock (BA) is publicly held and traded in the New York Stock Exchange (NYSE).

B. Top Management Top management of...
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