Embraer: The Brazilian Aircraft Manufacturer's Turnaround and Growth

            
 
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Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.



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Case Details:

Price:

Case Code : BSTR243 For delivery in electronic format: Rs. 500;
For delivery through courier (within India): Rs. 500 + Rs. 25 for Shipping & Handling Charges

Themes

Turnaround
Case Length : 31 Pages
Period : 1969-2006
Pub Date : 2007
Teaching Note : Available
Organization : Empresa Brasileira de Aeronáutica S.A
Industry : Aerospace
Countries : Brazil

Abstract:

Brazil-based Embraer was the fourth largest aircraft manufacturer in the world behind Airbus, Boeing, and Bombardier Aerospace. Embraer was set up as a government company in 1969, and privatized in 1994.

This case examines Embraer's turnaround and growth after its privatization. It discusses the steps taken by Mauricio Botelho (who became the CEO after the privatization) to return the company to profitability, as well his handling of various strategic and human resource issues during and after the turnaround. The case then explores Embraer's entry into the regional jet market, where it had to compete against Canadian aircraft major Bombardier.

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It also talks about Embraer's use of international strategic alliances to gain expertise in aircraft manufacture, and its aggressive marketing of its new regional jets to various airlines.

A section of the case discusses the various facets of Embraer's competition with Bombardier in the regional passenger jet market. The implications of the dispute between the two companies - which went before the WTO - and its impact on the political and economic relations between their home countries are also mentioned. The rest of the case includes a commentary on Embraer's future prospects, where issues like airline scope clauses, the resurgence of turboprops in the early 2000s, Embraer's problems with its E-Jets, and the company's excessive dependence on revenues from the export of passenger jets are discussed. The case ends with a description of Embraer's restructuring efforts in early 2006, including the company's new capital structure.

Issues:

» To examine and understand the issues involved in the turnaround of a company

» To understand the differences in the business environments of developing and developed countries

» To analyze the competitive advantages and disadvantages of an aircraft manufacturer based in a developing country

» To understand the strategies adopted by a company based in a developing country to compete in a highly volatile global market

» To examine the impact of a successful company on the economic development in its home country

» To understand the role of strategic alliances and international partnerships in a highly competitive and technology-intensive industry

» To study the implications of international competition on the political and economic relations between countries

» To analyze the characteristics, structure and future prospects of the global aircraft manufacturing industry, with a special focus on regional passenger aircraft

Contents:

  Page No.
Embraer Launches New Business Jet 1
Background Note 2
Privatization and Turnaround 4
Focus on Regional Jets 5
The E-Jet Era 6
The Embraer - Bombardier Face-Off 9
Business Jets and Microjets - The Emerging Trend 11
The Outlook for Embraer 12
Exhibits 16

Keywords:

Empresa Brasileira de Aeronáutica S.A, Embraer, Brazil, Aircraft manufacturer, Aerospace industry, Regional jets, Bombardier, Mauricio Botelho, Bonazo Group, Turnaround, E-Jets, Strategic alliances, Microjets, Boeing, Airbus

Embraer Launches New Business Jet  - Next Page>>

 

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