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The evolution of the business-to-business (BtoB) realm toward solution business calls for a better understanding of how relationships develop over time in such a renewed context. This paper aims to propose a phase model for solution relationship development, considering triadic relationships in complex engineering solutions.

To depict how relationships develop in solution business, the authors adopt a qualitative approach which allows to detail the episodes of interactions between the actors. A case study approach in an extreme sector – the aerospace industry – allows highlighting certain key traits. Extending conventional dyadic analysis, this empirical study focuses on the aerospace industry, using a case study approach to analyze relationship developments between a worldwide leading aircraft manufacturer, one of its customer and four providers of products and services. The authors adopt a triadic perspective in the selection of cases, considering a total of four manufacturer-provider-customer triads.

Four dynamic phases which track solution provision dynamics and involving dyadic and triadic relationship evolution are identified: matching; combining; mixing; and sharing. Each phase calls, from a management perspective, for specific competencies and resources of the actors in interaction.

This paper contributes to the gap about solution relationship development in a changing BtoB landscape. Considering the lens of a triadic approach, the paper also helps to fill the as-yet unattended to gap between dyads and triads in the literature.

Based on a lecture prepared as part of the celebration of Cranfield University's 50th anniversary. After briefly reviewing the early years, including Cranfield University's entry into this technology, discusses the nature of this industry, Some of the technology drivers, including environmental concerns, are examined to provide a background against which the development and the future of the industry can be considered. This is followed by a brief survey of some of the possible new civil aero gas turbine applications over the next 50 years, both the very likely and some curiosities. Finally, the changes that are likely to occur within the industry as a result of wider economic and political trends are considered, as well as the implications for those working within the industry. The development of the civil aero gas turbine has contributed, in large measure, to today's, US$ 300 billion civil aviation industry and is rightly seen as one of mankind's major engineering achievements. A single paper cannot do justice to this industry.

At the dawn of the twenty-first century, Boeing and Airbus, the leading manufacturers of large aircraft, were locked in a battle for market share that drove down prices for their new planes. At about the same time, the two industry heavyweights began developing new aircraft families to address the future market needs they each projected.

Aircraft take many years to develop, so by the time the new planes made their inaugural flights, significant changes had occurred in the global environment. First, emerging economies in the Asia-Pacific region and elsewhere were growing rapidly, spawning immediate and long-term demand for more aircraft. At the same time, changes to the market for air travel had created opportunities for new products. These opportunities had not gone unnoticed by potential new entrants, which were positioning themselves to compete against the market leaders.

In October 2007, the Airbus superjumbo A380 made its first flight. The A380 carried more passengers than any other plane in history and had been touted as a solution to increased congestion at global mega-hub airports. Four years later the Boeing 787, a smaller long-range aircraft, was launched to service secondary cities in a point-to-point network.

The case provides students with an opportunity to analyze the profit potential of the global aircraft manufacturing industry in 2002 and in 2011. Students can also identify the actions of participants that weakened or intensified the pressure on profits within the industry.

Audio format (.mp3 file) available with purchase of PDF. Contact cases@kellogg.northwestern.edu for access.

Business Aviation (BA) is an important segment of nonscheduled air transport, providing personalized solutions for business trips by air. Unlike scheduled air transport or holiday charters, BA has hardly been dealt with in the academic literature. This chapter gives insight into the structure and key economic effects of the European (EU28 + EFTA) BA sector. Hereby, we differentiate between the sector’s macroeconomic footprint, in terms of jobs or gross value added (GVA), and the generation of business efficiencies and connectivity benefits for the users. Based on our own data collection and input-output analyses using data from the World Input-Output Database and Eurostat, we find that the effect of BA over the EU28 GVA is almost 0.2%. Also, some 374,000 European jobs are directly or indirectly dependent on the sector’s activities, which is more than the total number of jobs in, e.g., Cyprus. More than half of these jobs stem from the operation of business aircraft and from closely related operational services like maintenance (“MRO”) and handling (“FBO”), while the remaining employment occurs in the production of business aircraft and parts. Comparing actual European BA flights against their fastest commercial travel alternatives, key efficiencies came to light, such as average travel time savings of 127 minutes per flight, annual savings of about € 15 million in overnight hotel costs and an average 150% increase in productive work time for the travelers. Furthermore, we find that BA can significantly improve connectivity, as it serves about 25,000 city pairs not connected by nonstop scheduled air services.

The introduction of second generation jets on world air routes, and the progress being made with supersonic jet transport, have focused attention on developments in aircraft interiors. These developments also raise the question of the importance of interior design in the success of a modern airliner, and the extent to which the influence of soundly engineered and designed interiors in the British and American aircraft industries is reflected in the sales of civil aircraft over the last 10 years. If factual answers to these points are not easily obtainable, there is one thing that is quite certain: interior design is vital to the success of an aircraft, in both its purchase and its subsequent operation.

JUDICIOUS standardization applied to aircraft design on a large scale co‐operative basis will form one method by which the mass production of aeroplanes may be expedited. This matter is one which has been recognized with increasing importance for many years by the services and the manufacturers, and it is one which, if handled in the proper manner, will at the same time tend both to improve the science of aircraft design and remove the aeroplane from the experimental status.

MR GEOFFREY KNIGHT, Chairman of the Weybridge and Filton Divisions of the British Aircraft Corporation, presented an extremely illuminating paper on ‘The Civil Aircraft Industry’ at the Spring Convention on Economic Factors in Aviation held by the Royal Aeronautical Society on 13/14th May, 1970. In his opening remarks Mr Knight said that the subject was one which could well form the basis for a symposium rather than a single lecture, but in spite of this proviso his paper contained a detailed analysis of transport aircraft projects since the war; it examined the airline market, the commercial criteria for launching new projects, political aspects, the effect on the airframe industry of aero engine policies and the future. In the latter portion of the paper Mr Knight is justly critical of the Plowden Report and its failure to distinguish between the commercial and military markets. Although he thought that the Report made a number of extremely useful and valuable recommendations, he believed that as far as the commercial aircraft industry was concerned it had done untold damage from which we had only just begun to recover in the last couple of years. In contrast to Plowden's dismal prognosis on the short term civil outlook, the last few years had been the most favourable that his own company had known in the commercial aircraft market. The trouble stemmed from the fact that the industry was cyclical one, and any group of people lacking an intimate knowledge of it and examining it at one end of the cycle would be likely to reach quite different conclusions than if it were examined at another part of the cycle.

This paper reviews the growth of the Brazilian aircraft industry, and evaluates the strategic choices and government policies that have influenced its development. Brazil's goals of military independence, technological development and improvement of its balance of payments have influenced the development path chosen and the requirements for success. Brazil's attempts to overcome the barriers to achieving technological competence, cost competitiveness, market acceptance and financial sustainability are described. It is argued that the government has played a crucial role in providing financial resources and a protected domestic market, but that it has allowed the key enterprise, Embraer, to maintain an emphasis on commercial viability and international competitiveness. Embraer's emphasis on product niches where it has potential competitive advantages has been a key to its success. It is argued that a clear competitive strategy, based on a thorough analysis to the key success factors in the industry, is a vital link between government goals and support and international competitive success.

The CEO of Embraer, reflects on his company's dramatic ascent to its position as the world's leading regional aircraft manufacturer. Since becoming a private company, Embraer had successfully introduced seven commercial aircraft models to the market, including its latest, the 118-seat EMBRAER 195. Now, he is concerned because Embraer does not know what to expect from Bombardier, Boeing, and Airbus regarding their competitive response to his company's recent attacks on the commercial aircraft market. How would they respond to Embraer's successful launch of its recent family of jets? Would Bombardier really follow through with its launch of the CSeries? Would Airbus and Boeing perceive the latest attacks by Embraer and Bombardier as attacks on its own family of jets? Most importantly, given Embraer's expectations of rivals' future competitive moves, what should it do next to protect its position and influence its competitors' actions?

Accles & Pollock Ltd. of Oldbury, Worcestershire, a TI Steel Tube Division company, will be exhibiting a comprehensive range of precision steel tube and tubular products, including plain, annularly convoluted and thin wall tube, at Farnborough.