EADS report

[Texte]
EADS BRANDING AND
COMMUNICATION
STRATEGY IN INDIA
BUSINESSPROJECT IMBA 2010 ESC PAU/NATIONAL SCHOOL OF BUSINESS OF BANGALORE
Julia Cibot, Aurore Mouly, Olivier Beauval, Simon Pairo, Sofia
Biju, Kunalsingh Rajput, Maxime Badon

1
EADS Business Project 2010 ESC Pau – NSB Bangalore
Table of content
Thank You Note.......................................................................................................................... 2
Executive Summary....................................................................................................................3
Abstract ......................................................................................................................................5
Indian Market Context ...............................................................................................................6
Methodology.............................................................................................................................. 7
Presentation of EADS and BOEING............................................................................................. 9
AIRBUS India Branding and Communication Benchmarking ...................................................17
EUROCOPTER Branding and Communication Benchmark in India ..........................................28
CASSIDIAN & BOEING DEFENCE AND SECURITY Branding and Communication Benchmarking
in India......................................................................................................................................35
EADS Astrium and Boeing Defense Space and Security (BDS) Benchmarking Branding and
Communication Activities in India............................................................................................ 49
Recommendations ...................................................................................................................62
CONCLUSION ............................................................................................................................ 72

2
Thank You Note
 We would like to thank the Ecole Supérieure de Commerce de Pau (ESC PAU) and the
National School of Business of Bangalore for providing us the opportunity work on this
Business Project for EADS India Pvt Ltd in Bangalore.
 We would like to thank specially Pr. Marie Hélène ABBO, Pr. Dominique BOUET and all
the MBA collaborators from ESC PAU for their help and their implication in the
organization of this business project.
 We would like to thank Pr Shriddar Murthy,Director of National School of Business to
give the opportunity to conduct this project during our stay in Bangalore .
 On behalf of the team we would like to thanks Mr Nakkirane PARY The Director of EADS
India Bangalore Office.
 We would like to thank all the EADS division representatives who received us during our
interviews phase.
 We would like to thank all the other person who has contributed directly or not to the
success of our Business project.

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Executive Summary
Introduction
In the frame of the IMBA program between ESC PAU and National School of Business
Bangalore (NSB), we conducted a business project for EADS India in Bangalore for ten weeks
from the 10th
of August to the 28th
of October.
Our team is composed of seven members. Among them, two Indian students from NSB and
five French students from ESC PAU. We worked for the EADS branch office in Bangalore.
EADS is the European Aeronautic Defense and Space Company N.V. and their core business
is about developing civil and military aircraft, communications systems, missiles, space
rockets and satellites.
EADS is the leader on his market and has a long history of collaboration with India. Our
mission has been assigned by Mr. PARY Nakkirane, Director of EADS India Bangalore Office
who asked us to analyze EADS Marketing strategy in India and to focus on EADS
communication and branding strategy in India.
Issue
In Europe, EADS is very famous, but comparatively unknown in India. Why are they
unknown? Moreover, EADS would like to attract and retain talents. Which recommendations
can we suggest to EADS India to become more visible to the engineers, the future engineers,
the young active people, rich people who may be interesting in buying Private Jets or
Helicopters and the general audience?
Objectives
The goal of this business project is to suggest recommendations to EADS in order to help
them to improve their communication strategy performance.
Methodology
The methodology is about the benchmark of the main competitor of EADS in the aerospace
industry which is Boeing. Indeed, Boeing is well established in India, and the benchmark
analysis started with the comparison of the official websites of both. In order to have feeling
and perceptions about EADS communication strategy, we decided to interview the
representatives of each division and Mr. Pary as well.
We chose a qualitative questionnaire of 44 questions based on main topics coming from
BOEING website such as Corporate Social Responsibility, Company, Research & Developm

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Results
The recommendations we could do to EADS after analysis are the following:
 Build up a brand identity communicating on performance, success and citizenship
involvement.
 Build up a page or a link in each division website dedicated to activities in India.
 About the press strategy:
o Create press advertising inserts for each division
o Hire a ‘Press Attaché ‘ for EADS India
o Create internet advertising inserts for each division
o Improve EADS presence on Indian exhibitions
o Develop Corporate Social Responsibility

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Abstract
As students in the international MBA LINK program caution by IBM between the Ecole
Supérieure de Commerce PAU (ESC PAU), France and the National School of Business,
Bangalore in India, we have the opportunity to study in a multicultural environment class of
twenty Indian and 20 French students. The aim of this IMBA is to provide to the student a
global vision and understanding on the enterprise of the future based on strong pillars such
as Leadership, Innovation, Network and knowledge (LINK).
In India, we worked in collaboration with the EADS branch Office, located in Bangalore. EADS
is a The European Aeronautic Defence and Space Company N.V. (EADS) is a large pan-
European aerospace corporation which develops and markets civil and military aircraft, as
well as communications systems, missiles, space rockets, satellites, and related systems.
EADS is a leader on its market and has a long history with India. Ten years ago Aerospatiale,
DASA or CASA were very famous in India but it seems that, after 10 years, EADS is not very
known by the Indian public and the market.
Regarding this issue, Mr PARY Nakkirane, Director of EADS India Bangalore Office assigned
us to analyze EADS Marketing strategy in India focused on communication, branding .

6
Indian Market Context
According to Sir Siva Govindasamy article from Flight International Magazine (Indian
aerospace industry opens up ,01/03/10) “For EADS and BOEING, India is a very strategic
market for aerospace, Because of there is a huge demand from Indian Ministry of defense
and the growth of Indian air travel industry.
India is also a strategic location because of the geographical proximity with major markets in
East Asia, the Middle East and Europe remains a strategic location to access neighbor
markets. . According to Siva Govindasamy "India has the potential to service not just Indian
aircraft, but also those from neighboring regions," This growth of the Indian aerospace
sector has help India economy to get investment from international aerospace companies to
India.
Regarding the forecast of growth of air travel, the demand of commercial aircraft will grow
for the coming years and will contribute to the development of support and services
activities like maintenance facilities in the country
.
The Indian Government affirmed that aerospace will be one of the pillars of the growth of
India's manufacturing industry. But numerous challenges need to be matched on the one
hand, about the legal aspects regarding Indian firms and their foreign partners. The central
and state government has to provide transparency in policy.
On the other hand, infrastructure is another issue for India that will need to have the
adequate infrastructure to keep up with India's economic growth of the last decade.
To sum up this article, there is a huge potential for future growth of the Aerospace industry
in India because of the expansion of air travel, both domestically and internationally. About
the perspectives of development in India market, there is more positive than negative and
the forecast for long-term growth will be important in the coming years.
Source: www.flightglobal.com , Sir Siva Govindasamy ,Flight International Magazine (Indian aerospace industry
opens up ,01/03/10

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Methodology
For the methodology of our business project, we decided to Benchmark BOEING branding
and communication strategy in India, in order to identify BOEING best ideas and apply them
to EADS. The reason why we selected BOEING it’s because BOEING is EADS major competitor
in the aerospace industry.
Our benchmark analysis was based on analysis of both EADS and BOEING websites to
identify their communication and to complete our research; we interviewed all the
representative of each division of EADS including Mr PARY Nakkirane, Director of EADS India
Bangalore Office to have information about their feelings and perception of the
communication strategy of EADS in India.
These interviews were based on five qualitative questionnaire of 44 questions based on
main topics coming from BOEING website such as Corporate Social Responsibility, Company
,Research & Development, Careers opportunities ,Business activities and Customer
relationship.
Benchmarking Practices
Benchmarking according to an IBM executive " . . . the ongoing activity of comparing one's
own process, product, or service against the best-known similar activity, so that challenging
but attainable goals can be set and a realistic course of action implemented to efficiently
become and remain best of the best.”
“Benchmarking isn't just about data—culture and circumstances must be taken into account
when you view the results” from Harvard Business Review article.
Benchmarking works well when the process being benchmarked is essentially the same at
the multiple units (either internal or external) participating in the exercise.
Benchmarking is not informative when it is used to compare fundamentally different
processes or products.
In this project, we try to benchmark the branding and communication activities of EADS
Astrium against Boeing.
This gives and insight as to find out where EADS stands with respect to various activities , its
efficiency and competiveness, which of them are best practiced, which are different , which
can be improved, and give recommendations wherever applicable.
Branding Process and Advantages
The power of a brand resides in the mind of the customer. What the customer has seen, felt,
learned and heard about the brand over time determines the brand value.

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The below picture is taken from Kotler’s book ‘B2B BRAND’. This shows the sequence of
brand building process.
“Only solid brand knowledge can create powerful leaders today unlike before when it used
to be by luck. Brands require Clarity, Consistency and Leadership, Authenticity and Positive
guidance from top management and contribution.”(Kotler’s B2B Brand).
The measures of these five factors determine the strength of the brands.
So where a brand stands w.r.t. these requirements, indicate, as to how well established the
brand is.
These 5 ingredients are in fact, an outcome of the careful execution of the activities related
to branding and communication. Hence the activities are at the core of brand building.
Before we consider these activities lets shortly take a look at the branding advantages and
steps of brand building.
Steps of Brand Building
Brand Identity: Ensure identification of the brand in customer’s mind with a specific product,
class or customer need.
Brand Meaning: Establishing brand meaning in the minds of the customer by strategically
linking a host of tangible and intangible brand associations.
Brand Response : Elicit proper customers responses to brand identity and brand meaning
Brand Relationship: Convert brand response to create an intense, active loyalty relationship
between customers and brand.
Advantages of building a strong brand
Customer Loyality
Less vulnerability to competitive marketing actions and marketing crisis
Larger margins
Favourable customer response to price variations
Greater intermediatary support
Increased marketing communication effectiveness
Better licensing and brand-extension opportunities

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Presentation of EADS and BOEING
Global India
History
 Founded in july 2000
by merger of
 Aerospatiale Matra
 DASA (DaimlerChrysler
Aerospace AG)
 CASA( Construcciones
Aeronauticas SA).
Facts:
 CEO: Louis Gallois
 120,000 employees
 Total revenue(2009):
43 billion €($60
billion)
EADS Today
 EADS operates in 48
Countries
 10 year anniversary ( July
2010)
History
 Presence in India since
1960.
Facts:
CEO: Yves GUILLAUME
 300 employees
 Revenue: 3 billion €
 Customers:
 kingfisher Airlines
 Air India
 Jet Airways
 Air Deccan
 Indigo Airlines
 GoAir
 Indian Government
 Indian Ministry of
Defence
 other private companies
EADS India Today
 N°1 in India 60-70%
of market share(From
order)
 Airbus engineering
center
 Airbus Training
Center
 EADS Research &
Technology center
 Cassidian engineering
center
 Cooperation with
engineering IISc

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History
 Founded in 1916 in
Washington state
 Producer of military and
commercial aircraft
Facts:
 CEO: W. James (Jim)
McNerney
 158,000 employees
 Customers in 90
countries
$68.3 billion
 22,000 suppliers in the
world
 Research, design and
technology-development
centers and programs all
over the world
Boeing Today
 Design, assemble and
support commercial
aircaft, defense
systems,
satellites and launch vehicles
 networking
technology
History
 60 years of strong
partnership in India.
Facts:
 Dr. Dinesh A. Keskar
President of Boeing India
and Vice President of
Boeing International
 employees
 Customers
 Air India (since1960)
 Air India Express
 Spice Jet,
 Jet Airways,
 Blue Dart Aviation.
Government of India
Boeing India Today
 Boeing Research and
Technology center in
Bangalore (March 2009)
Industry Partnerships
With companies, :
HCL, Infosys, Wipro
and Tata Consultancy
Services
(TCS)Hindustan
Aeronautics Ltd
(HAL)1991,Tata
 Research partnership :
 The Indian Institute
of Science (IISc),
Bengaluru.
 Indian Institute of

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Technology in
Chennai, Kanpur,
Kharagpur and
Mumbai
Sources: www.Boeing.com; www.EADS.com, EADS Annual Report 2009, Boeing Current Market
Outlook 2010-2029.
EADS & BOEING divisions’ organizations
BOEING Communication strategy
As we have illustrate above BOEING is a company with two main divisions under the
name of BOEING. It is a brand in itself as a group. Every division is named BOEING, either
BOEING Commercial Airplanes or BOEING Defense and Security. They sell all their products
under that brand and under the same logo.
While collecting our data, we have noticed that BOEING is very ‘digital
communication’ oriented. The company uses a lot the electronic communication means to
deliver its messages. Their website is very complete and we have found a huge amount of
information regarding their activities, products, services… but also, about their
communication, their events, their plans…etc. They manage to deliver messages regarding
BOEING image and reputation as a company.

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In April 2010, they also launched three Twitter accounts and had a major website
redesign. Indeed, BOEING seems to take the community networks as a very important way
to communicate. “We wanted to create a reputational enhancement strategy that will better
the opinion of Boeing amongst other audiences such as future employees and the general
public” has explained the Boeing Communication Director, Todd Blecher. In their new
website they focus on the people and customers of Boeing rather than just the technology it
produces, by spreading stories telling by people from both Commercial Airplanes and
Defense divisions. It is giving a better image, more “human” than the older one which was
kind of cold, only communicating on the usual corporate aspects.
We have also noticed that, after electronic communication technique, Boeing used
very frequently the institutional communication. That way, the company promotes its ideas
and political opinions. For example, in 2002, they launched an advertizing saying “Together
we soar- we never underestimate the value of a good thought”, in order to promote the fact
that Boeing wants to work with small, minority and women owned businesses; and enjoys
working together with everyone.
In a lesser extent, Boeing also used specialized press to communicate. It permits them to
promote their products to their customers and mass market.
EADS communication strategy
EADS recently changed its visual identity. It was a will to reinforce the brand. With the group,
all the divisions changed their logo. They adopted a new font and a characteristic logo. This
change is a result of the company’s will to ban any national representation and get a trans-
national identity.
As explained in the EADS website press release: “EADS is strengthening its branding; the
Group logo has been modernized, and the new branding scheme better integrates and
enhances the individual Division brands.
“This brand renovation embodies exactly the spirit of Vision 2020, our strategy for EADS’
next ten years: reinforce each of the four Divisions, give them the visibility they need to
market their business and at the same time materialize the strength and unity of the Group,”
said Louis Gallois, CEO of EADS.
The brand architecture has been revised for better integration within a common visual
identity for the entire EADS Group. As the umbrella brand, EADS reinforces the four
Divisions: Airbus, Eurocopter and Astrium, whose existing logo and image have been
modernized; “Cassidian”, the newly named Division which previously operated as Defense &
Security, introduces a new identity within this scheme. This new brand architecture and the
consistent corporate image clearly illustrate the progress EADS has jointly made in bringing
the Group together. The new identity will be progressively implemented across the Group
from today.

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Compared to Boeing, EADS does not use the institutional communication a lot. It seems that
the company uses its corporate website as its main means of communication. Indeed, we
have seen that EADS does not have any presence on community networks, meaning any
official page, profile or account on Twitter, Facebook or LinkedIn; which are global
community network with a huge potential of communication.
EADS and BOEING brand identity
According to the India’s leading MBA community portal: “The notion of the brand image
focuses too much on brand appearance and not enough on brand essence. The identity
concept is crucial for three reasons; brand needs to be durable, to send out coherent signs
and to be realistic.
According to J. Kapferer, brand identity could be de-fined by answering the following
questions:
- What is the aim and individual vision of a brand?
- What makes a brand distinguished?
- How satisfaction could be achieved?
- What is brand’s equity?
- What are brand competence, validity and legitimacy?
- What are the features of its recognition?
It could be claimed that the conception of brand identity includes the uniqueness, meaning,
aim, values, and personality and provides a possibility to position the brand better, and,
thus, achieve the competitive advantage.
Let’s have a reminder of what are the 6 facets:
1. Physical Facet:
A brand has physical qualities. It is made up of a combination of either salient objective
features or emerging ones. The brands physical characters are both the backbone and its
tangible added value.
2. Personality:
A brand has a personality of its own. By communicating, it gradually builds up the character.
The way in which it speaks of its products or services shows what kind of person it would be

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if it were human being. This is also called the personification of the brand and this helps in
the instant product alignment with the target customers.
3. Culture:
The brand has its own culture, from which every product derives. The product is not only a
concrete representation of this culture, but also a means of communication. Here the
culture means a set of values feeding the brand's inspiration. The cultural facets refer to the
basic principles governing the brand in its outward signs like products and communication.
This essential aspect is at the core of the brand.
4. Relationship:
Brands are often at the crux of transactions and exchanges between people. This is
particularly true of brands in the service sector and also in retails. Service is by definition is a
relationship.
5. Reflection:
Reflection is basically what the target customer thinks and perceives the product to be. This
also helps to understand the utility derived by the customer. The process of reflection helps
to understand the tacit or unexpressed desires by the consumers. The reflection is a strong
factor for a good and strong brand image. That is the reason why the companies should
control the reflection and should try to make it better.
6. Self image:
A brand speaks of our self image. If the reflection is directed towards the external customers
then the self image is directed towards the internal customers. Through our attitude
towards certain brands, we indeed develop a certain type of inner relationship with
ourselves and the brand image that we want to project. Thus this is of importance as is
reflects what's the organization and its attitude are towards the product and the brand as a
whole.”
It appears that the identity of the brand is very important to know how the brand is
perceived. We tried to adapt the Kapferrer brand identity prism to EADS Company and to
BOEING. It is going to help us to understand what kind of aspects and messages those
companies deliver.

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EADS identity prism
PHYSICAL PERSONALIT
RELATIONSHI
REFLECTION SELF IMAGE
CULTURE
 Requiring
 Ethical
 Responsible
attitude
 Organized
 European
 Tradition
al
 Diversity
 Innovatio
n &
 Driven by
innovation &
technology
interest
 Sucessful
 Open Minded
 Pioneerin
g
 Eco
Efficient
 Grey /
Blue
 Metal /
Sky
 Trust
 Complian
ce
 Reliability

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PHYSICAL PERSONALIT
RELATIONSHI
REFLECTION SELF IMAGE
CULTURE
 Ethical
 Environment
respectful
 Willing to help /
interactive
 America
n
 Traditio
nal
 Perform
ance
 Results oriented
 Suopporting
worthy causes

EcoFriend
ly
 Sustainab
le
 Volunteer
 Blue
 Globe
 Trust –
Compliance
 Reliability
 Sympathy-
Support
BOEING identity prism
Thanks to that tool, we have seen that:
- EADS seems to be seen as a company which is driven by innovation and excellence.
Healthy firm which contributes to the economic development and very compliant.
- BOEING seems to be seen as a company which is driven by performance and
especially financial results. It is also a firm which seems to be very willing to help its
employees and families, worthy causes; and very eco-friendly.
As our study is based on Boeing benchmarking, we chose to compare communication
strategies each EADS division with the equivalent activities for Boeing (Airbus/Boeing
Commercial Airplanes, Cassidian/Boeing DS…) in the following part.

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AIRBUS India Branding and Communication
Benchmarking
Introduction – Airbus / Boeing Commercial presentation
Airbus is EADS commercial aircraft division of EADS which represents 49.6% of revenues of the EADS
Group.
As described on its website (www.airbus.com) “Airbus”, an EADS Company, is a worldwide leader in
civil and military aircraft manufacturing for two years and has customers around the globe.
In 2009, Airbus– with around 52000 employees worldwide – achieved revenues of € 45.4 billion (US$
62, 53). It is the largest division within the EADS Group.”
Airbus provides major airlines in the world a portfolio wide body and single-aisle aircraft. In October
2010, Airbus has 6074 airplanes from jetliner to freighter in service, with total order of 9840 and a
total of deliveries of 6378 airplanes.
Boeing Commercial Airplanes is a business unit Boeing Company which provides airplane models to
airline companies in more than 90 countries. This business unit represents 49.6% of Boeing total
revenues in 2009. Boeing Commercial Airplanes is described on their website (www.boeing.com).
In 2009, Boeing with around 60,000 people worldwide achieved revenues of $34 billion. Boeing
portfolio is composed of mid-range and long range aircraft including jetliners and cargo freighters.”
Today Boeing has more than 12,000 Boeing commercial jetliners in service in the world. Boeing
Commercial Airplanes operates in twelve countries.
The global civil aircraft context:
The market of air transportation is a growing market. According to analyst, in the coming 20
years the number of passenger is supposed to grow by 4.7% per year and the freight air
transport will reach 5.2% per year.
This growth will contribute to create 50 millions of jobs in the world due to the development
of airport infrastructure in the world.
The rapid growth of air travel in the world’s emerging country will contribute to stabilize the
demand for airplanes in the world.
The growth of civil aircraft will be driven by the tourism industry in developing countries
where new middle class has more buying power and can now travel around the globe.
As a result this increase of air travel will directly benefit to aircraft manufacturer which will
find opportunities. But, about the forecast the air transportation will continue to grow

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because people can travel faster and air transportation will contribute for the world GDP to
grow to US$3.6 trillion by 2026.
Source: Boeing Current Market Outlook 2009-2028.
The Indian civil aircraft market
According to The Indian civil aircraft market, is a very fast growing sector driven by Travel
and tourism.
According to Boeing Current Market Outlook 2009-2028 "the Indian civil aircraft market will
be driven by Travel and tourism industry”. Indeed, air travel will play a major role in the
Indian economy.
The growth will come from the new strong Indian middle class which will represent 600
million people in 2025.This category of the population will contribute to the growth of the
airlines over the next 20 years.
This will change the trends of Indian transportation. Indian regional airlines are a booming
market .They, will offer to millions of Indians passengers a substitute from rail
transportation.
In terms of infrastructure India has 80 airports and about seven international gateways. India
will need to develop adequate infrastructure to keep up with India's economic growth of the
last decade.”
Airbus and BOEING Commercial airplanes activities in India.
Boeing Commercial airplanes
According to Boeing Civil Aircraft website,”Boeing has a close relationship with India for 60
years. Air India is a Boeing Commercial Airplanes customer since 1960.
3,100%
3,200%
4,100%
4,900%
5,400%
World
economy…
Airplane
fleet
Number of
passengers
Airline traffic
Cargo traffic
Market growth rates

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Boeing commercial aircrafts are operated by Air India, Jet Airways and Spice Jet. These
Indian airlines continue to tie the relation with the American Aircraft manufacturer by
extended their fleet and the Indian Ministry of Defense.
In 2006, Boeing and Air India signed an order agreement for 68 Boeing commercial jets, the
single largest commercial airplane order in India’s civil aviation history, with a value of more
than $11 billion at list prices.
Boeing’s 2010, Current Market Outlook for India forecasts that the Indian aviation market
will require 1150 commercial jets valued at approximately $130 billion over the next 20
years , a market representing more than four percent of Boeing Commercial Airplanes’
worldwide forecast.”
Airbus
According the latest press release in September 2010 in Bangalore, for Airbus,” India is one
of the fastest growing markets in the world with a predicted annual increase in aviation
traffic of above seven per cent up to 2028.
The impressive growth figures are primarily being driven by a huge expanding middle class
coupled with renewed economic confidence.
Yet the sector still has some way to go before it reaches the levels seen in mature aviation
markets such as the US, Australia and Europe.
Even so, by 2028, Airbus estimates that Indian carriers will need some 1000 new aircraft
including over 60 the size of A380s, to meet passenger and freight demand.
India has around 80 airports and about seven international gateways, which includes Delhi,
Mumbai, Kolkata, Chennai, Bangalore, Pune and Hyderabad. These entire airport will be
A380 compatible.
The emerging gateways include Jaipur, Amritsar, Guwahati, Nagpur and Kochi. Airbus has
fostered aviation partnership in India since the first aircraft, an A300B2 was delivered to Air
India some 35 years ago in 1974.
Today, that partnership has grown to around 70 per cent of all commercial aircraft in the
country. Airbus aircraft are today part of the fleet of all major Indian carriers including Air
India, Kingfisher Airlines, Jet Airways, Go Air and Indigo Airlines. Note-able aircraft orders
include 43 A320 Family aircraft from Air India, 100 A320s from Indigo Airlines, A350s and
A380s from Kingfisher and A330s from Jet Airways.”
Source: Airbus India Press Release September 2010, Bangalore, India.

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Environment
IndiaBio-DiversityProgramme,Airbus
CorporateFoundation
committedtoprotectingtheglobaleco-
system
CommunityGreenwave,AirbusCorporateFundation
aresponsiblebusiness
committedtocommunities
CulturesCreatethebestandthesafestaircraft"OnePartenership.Endlessoppotunities."
Values
ExcellenceandInnovation,"Nothingis
takenforgranted"
ADiverseandInvolvedTeam
GoodCorporateCitizenship
Diversity
80nationalities,52.000employees,
combinationofdiversebackground
70nationalities,businesspartnersand
communityrelationships
Innovation
40yearsofinnovation,Innovation=Airbus
DNA
leadershipinresearchandtechnology
Universityrelations
ProjectswithIndianuniversitiesand
laboratories
6universities.theIndianInstituteof
Technology(Chennai),IndianInstituteof
Technology(Kanpur),
Job
Eachemployeesmakeadifference.
Engineeringjobopportunities
PeopleareBoeing’smostvitalasset.Talent
hunting
Internship
Apprenticeships,combiningwiththeoretical
study
Boeingempowernewgenerationsof
dreamers
Universityrelations
apprenticeships,combiningwiththeoretical
study
enhanceundergraduatecurricula,support
continuingeducationofBoeingemployees,
recruitforinternshipsandemployment
DivisionsPlanesselling.Supportservices->costunit
Planesselling.Supportservices->profit
unit
Productportofolio4familieswiththeA380starproduct
Boeing737/747/767/777&theirnew787
Dreamliner
MediaNolong-termcommunication
Pressrealeaseandarticlesinnewspaper/
AdvertizinginAirport
Advertising
Nolong-termcommunication,Kingfisher
relationship
"Ouradvertisingcampaignsclosethegap
betweencurrentperceptionsofBoeingand
ourtruescopeasaglobalaerospacecompany"
EventsIderabadAirShowAeroIndia/HyderabadAirshow
Government
Operations
AirbusIndiaSafetyPlanStateownedAirline:AirIndia
BothcompanieshaveactivitieswithNGOsandhavechartstohelp
Indiaandatthesametimetohavethebestinternalemployee
policy.Butwhatwenoticedwithourstudyisthat,today,Boeingis
doingmoreactivitiesandmakingmorecommunicationthanAirbus
AirbiusandBoeinghasthesamecustomersandpartnerships,but
theyhavedifferentcultureanddifferentwaystocommunicate
aboutit.Airbusjustgiveitsglobalvision,contrarytoBoeingwhich
developitfortheIndianmarket,theydvelopaspecificsloganfor
India
Innovationisacriticissueinthisindustry,andbothfirmsworkhard
onthistopic,buttheyhaveadifferentvision,Boeingaimsisto
becometheleaderinResearchandTechnology,andforAirbusit’s
notanobjective,it’sawayofworking
BoeingandAirbusneedtofindnewengineers,newmanagers,
becausetheirmarketisgrowing,especiallyindevelopingcountries
likeIndia.Bothcompanieshavecareeropportunityalloverthe
world,butBoeinghasaspecificwebsitepageforIndianjob
opportunities,inwhichitappearssomejobofferlikeBCABusiness
developmentDirectorinIndia.
Thosecompanieshavethesametypeofproduct,excepttheA380and
the787dreamliner,whichareproductwithcompletelydifferent
strategy.Bothcompaniescommunicateabouttheirproductand
especiallyabouttheirlastinnovation.Airbusasastrongadvantage,
withitscustomerKingfisher,whichis,likeandAirbusshowroom,but
therenotcommunicatingaboutit.
CorporateSocial
Responsability
Company
Research&
Development
Careers
opportunities
Businessactivities
Customer
relationship
BoeingismuchmorepresentthanAirbusinnewspaperoronIndian
specializedwebsite.Theydevelopaglobalindiancommunication
throwtheInternet,thetraditionnalmediaandtherearepresenton
eachmajorEvents.Airbushasnospecificindiancommunication,
andmorenocommunicationinIndia.Theyarepresentinsome
events,butBoeingstandout.Furthermoreboeinghasalongterm
relationshipwiththeindiangovernment
Analysis
CIVILAIRCRAFTCOMMUNICATIONFRAMEWORK
Table – Framework.

21
Analysis and comments
Corporate social responsibility
In our days, corporate social responsibility is a serious challenge, and more especially in occidental
countries.
Boeing is deeply committed to protecting the global eco-system. As a technology leader, the
company continues to pioneer environmentally progressive products and services.
Boeing is also working with its suppliers and customers around the world to address environmental
concerns. Boeing gave its company the obligation to improve the quality of life for the communities
in which they operate.
Boeing has contributed and continues to support various health and human services in India like the
Save the Children India (STCI) program. This organization works towards the empowerment of
unprivileged women and children, through its health, vocational training and education programs.
Several thousand children have benefited from the comprehensive school program run by STCI.
Boeing helps other programs like Mobile Crèches or AIDS Health care Foundation (AHF) India.
Since 40 years Airbus has adhered to its philosophy of increasing the number of passengers (or
amount of freight) per flight, while reducing overall energy consumption and perceived noise. This
philosophy is written in the Airbus vision, so it is a real important issue for this company.
Airbus developed different product and system to reduce energy consumption, for their planes but
also for their company functioning over forty years and it is still a priority in the innovation process.
European aircraft manufacturer created a programme to find alternative fuel and process to recycle
planes.
Today with Pamela (Process for advanced management of end of life of aircraft) programme Airbus
can recycle 80% of their plane, after 30 years of utilisation. Airbus Corporate Foundation is working
with Indian NGOs, in order to improve the Indian standard of living, with different initiatives like the
Bio-Diversity Programme. Airbus brings volunteer employees from all sites around the world to build
ovens in rural Indian communities that use waste for fuel instead of firewood.
Both companies have activities with NGOs and have charts to help India and at the same time to
have the best internal employee policy. But what we noticed with our study is that, today, Boeing is
doing more activities and making more communication about this policy throw Internet, news-
papers and Airbus have just a global communication, but it not speaking about their activities in
India.
Company
Boeing philosophy is that they design and built the earliest biplanes and today they are creating and
supporting today's supersonic aircraft and spacecraft but and Boeing still working, because they think

22
that a company of their size and scope “doesn't succeed by resting on its laurels; they are constantly
re-examining their capabilities and processes to ensure that the company is as strong and vital as
their heritage.”
Boeing culture is a mirror of the heritage of aviation itself, built on a foundation of innovation,
aspiration and imagination.
Boeing as a set of core values, and employees have to follow them, because they are guideposts to
help the company to become like they would like to be. Diversity and inclusion are part of Boeing's
values at the highest level.
Having diverse employees, business partners and community relationships is vital, for Boeing to
create advanced aerospace products and services for diverse company’s customers around the
world.
The company's commitment to diversity means providing a work environment for all employees that
is welcoming, respectful and engaging, with opportunities for personal and professional
development. This in turn increases productivity, quality, creativity and innovation.
Airbus promotes values of excellence and innovation among its culturally-diverse employees and
considers its customers, contractors and suppliers to be partners working in the interests of safety,
quality and performance.
Airbus develops a new aircraft, like the A380, only in response to market needs and in close
consultation with airlines and operators, suppliers and aviation authorities. The company's
philosophy is always to listen to its customers and to maintain its vision: “Nothing is taken for
granted.”
Airbus takes pride in the diversity of its employees, and values the special experience and expertise
that come from more than 80 nationalities represented among its 52,000 employees.
Diversity is the essence of Airbus. With its global presence growing Airbus is now an even bigger
international family. For an Airbus employee it is usual to work side by side with people from another
country.
Boeing and Airbus are both leader of the world aerospace market, and they’re dealing with same
customers and same stakeholder, so they have same objectives, even if they have different solutions.
Airbus has a good global online communication about those topics, but it seems to be really
impersonal and they didn’t develop those philosophies and this company culture in India, or they are
not communicating about it.
Boeing has the same king of culture, but they express it in a different way. They develop their culture
about India and with Indian examples. They developed also a news-paper communication about their
culture and the way their working. On global website of both companies, it is possible to find the

23
same information about company culture and diversity, but Boeing has a special part for India, in
opposition to Airbus, which has only a global part, with none Indian example.
Research and development
Boeing wants to be the leader in research and technology and they are investing in R&D all over the
world Boeing had some magazine ads in India about innovation in the company.
At the same time they want to invest in university partnerships to leverage and enhance India’s and
global aerospace capability and skill. With those partnership, Boeing can has they say leverage Indian
engineers skills but also it’s a way to promote their company to students that will work for Boeing
customer and partnership.
This sponsorship permits in another way to find employees and to find talents to rent.
For example in 2005, Boeing entered a research partnership with the Indian Institute of Science
(IISc), Bengaluru. The Boeing-IISc partnership focuses on research in nanotechnologies, structural
alloys, composites, smart materials and structures, process modelling and simulation, manufacturing
technologies, prototyping through substructure fabrication and testing.
Boeing has also reached out to four other Indian universities to explore opportunities in research and
development. These universities are the Indian Institute of Technology (Chennai), Indian Institute of
Technology (Kanpur), Indian Institute of Technology (Kharagpur) and Indian Institute of Technology
(Mumbai).
Innovation is not just an objective for Airbus; it’s in the philosophy of the company. Innovation is
implemented in every part of the company.
Over the past 40 years, Airbus has played a key role in the international air transport industry’s
evolution. They improve plane but also manufacturing techniques, they develop global cooperation,
and reduce aviation’s environmental impact.
For Airbus innovations are not only for profit, it’s a way to give the best answer to customer
expectations and to help employee to do their job in a more comfortable and efficient way. Work
worldwide with the best university, not really implanted in India. Aerospace School Bangalore, Airbus
help. Fly your ideas by Airbus.
Airbus Company is working worldwide with the best universities in order to promote their company
and to have another point of view about their problems. But today in India Airbus is not really
implanted in big engineering university. They are starting the project in India, with universities in
biggest Indian cities, but there is no public communication about it except the 12th Friday, 2010, with
a press conference in Bangalore of Thomas Enders.
Innovation is a critic issue in this industry, and both firms work hard on this topic, but they have a
different vision, Boeing aims is to become the leader in Research and Technology, and for Airbus it’s

24
not an objective, it’s a way of working. Boeing communicate throw its global website, and also on the
Indian one. It also develops a newspaper campaign about innovation. Airbus has just communication
on its global website, and in the Indian article, Airbus speak about research project in India, but
without highlight.
India is today engineer’s factory, and those companies need to find new engineers to develop their
activities in India and all over the world. Boeing started working with famous Indian university early,
and today can develop programs with those colleges. Airbus just starts its partnership with Indian
university. Boeing explains those programs on its website, but there is no communication about
university partnership for Airbus.
Career opportunity
“People are Boeing’s most vital asset”; this sentence is the best summary of Boeing vision of their
employees. Boeing believes that the individual and collective contributions of employees are
essential to the success of the Company.
“At Boeing, we’ll give you the resources and vision to go farther, faster”. The company always want
to be the first, want to go forward in innovation, so they need new employees, to bring new ideas,
new solutions and at the same time new questions in order to keep employees’ reflexion aware.
On Indian Boeing web site, a page gives some information of job people can apply for. Boeing as
Airbus is making promotion in news-papers in employment pages, in order to reach all talents.
Boeing trusts that one talent can leverage all the company, so their working deeply with university,
and in parallel with its research activities, Boeing promotes its company in Indian university to
employ talent when they are graduate.
Airbus wants to have different type of employees, coming from different countries, with different
background, in order to create an exchange between all their employees. It’s, for them, the best way
to create new ideas, new solutions and to have new expertise about Company’s issues. Airbus is a
community, a group with the same goal, but they know that new employees can help, and the
company give a chance whether you are an experienced professional, new graduate, student or
school leaver.
Airbus is one of the world’s leading aircraft manufacturers; Airbus believes it has a vital role to play in
informing and inspiring young people about these industries and about this company. Airbus
proposes paid apprenticeships for student and for new graduate, combining theoretical study with
extensive on-the-job training.
They organise tours of their manufacturing sites and regularly visit schools and colleges to give talks
and advice. For those wanting to gain a more in-depth understanding and they are running different
programmes designed to meet national curriculum requirements.

25
This policy is true for Europe, but in India, with few employees, there are less job opportunities and
even no internship for Indian engineers or managers. Airbus has communication in news-papers to
find new employees.
Boeing and Airbus need to find new engineers, new managers, because their market is growing,
especially in developing countries like India. Today, India is the engineering country, with each year
260 000 new engineers. Those companies have to develop their communication in India to reach this
talent pool of engineers and to develop their activities.
Both companies have career opportunity all over the world, but Boeing has a specific website page
for Indian job opportunities, in which it appears some job offer like BCA Business development
Director in India.
Business activities
Current Market Outlook for India forecasts that the Indian aviation market will require 1150
commercial jets valued at approximately $130 billion over the next 20 years.
For Boeing, we find lots of similitude, with same type of activities. They have five families of plane
which start at 100 seats with the 737 to 500 seats with the 787 Dreamliner. Between we find the 747,
the 767 and the 777. Those planes are direct concurrent to Airbus families. The 787 Dreamliner is the
last innovation of Boeing, and is a competitor of the A380, but Boeing think that plane business will
change, that the Airbus plane is too big for the future, and their product which is smaller but can
reach far place will answer in a better way demand of their customers. Like Airbus the other part of
their activities is services, and they provide the same range of service than Airbus, but Boeing is also
selling them to other customers. To sell those services Boeing bought Flight Safety Company. The
best customer of Boeing in India is Air India which is the government airline company with 25 Boeing
planes and they ordered three Boeing 777 and 27 Boeing 787.
Airbus has two major activities. One is selling airplane and the other it is services that they provide
for their customer. Airbus jetliners have become the choice for more than 320 operators including
from low-cost companies and full-service airlines. Today, Airbus registered more than 9,600 orders,
and all its portfolio is flying all over the world. It exists four families in Airbus range the first one is
A320 Family which “is the undisputed leader in the single-aisle category”, the second one is A300 and
A310 family which are plane of 222-inch fuselage wide body cross-section. The third one is the
“A330/A340 Family of twin-engine and four-engine aircraft cover all long range requirements”, and
the last product in Airbus portfolio is the A380, the double-deck plane and the last innovation of
Airbus. The second part of their activities is services they provide to customers when they are selling
a plane, like training pilot or mechanic. In India the best customer of Airbus is Kingfisher airline with a
100 % Airbus fleet, with every plane of the Airbus range. Today Kingfisher holds 66 Airbus planes and
had order 130 planes including five A380.
Those companies have the same type of product, except the A380 and the 787 Dreamliner, which are
product with completely different strategy. Both companies communicate about their product and

26
especially about their last innovation. In India the market is growing, we can see that with the order
of the last plane by Kingfisher and Air India, but the communication is only online, and both
companies have big customer but only Boeing use those customer to promote their planes, Airbus is
not speaking about Kingfisher, and it’s maybe the best worldwide Airbus customer.
Customer relationship
Media/Advertising:
There is little information about this topic for both companies. They both using Internet and have a
complete global website, but the major difference is the Indian website of Boeing. This is a major
difference because this website is dealing with Boeing activities in India. Airbus has just a page about
their activities but without upgrade and it is only general information. In Boeing website, it’s possible
to find for example orders of Indian customer, or some job opportunities.
Boeing is also using news-papers, to deliver some general ads, and they are not especially targeting
engineers, it’s a way to be known in India, by customers and by the mass market. Airbus uses news-
papers only for recruitment, but there is no offline communication.
Events
In India there are some big events, but it could be difficult for Boeing and Airbus to participate to
those events because, they have little representative offices in India, and often those events are in
priority for Indian company in order to let them opportunities to develop their business. One major
event was the Hyderabad Air show, and both were present.
Government operation
The Indian Ministry of Defence (MOD) operates four 737-200 airplanes. In December 2005, the MOD
ordered three new Boeing 737-Boeing Business Jets. Airbus has no real relationship with the Indian
government.

27
Conclusion
As we seen with this benchmarking of Airbus and Boeing, is that those companies have a strong
online communication, the difference is that Boeing develop an Indian website, in which it is possible
to find all the information about Boeing global, but also, information about Boeing activities in India.
Boeing has ads on specialized Indian website. The American company has a strong presence on the
Internet, and especially on Indian website.
Boeing is doing also more traditional communication, with newspaper and specialized press. Airbus
has no traditional communication, but we can give a limit of newspaper ads, because it’s really
difficult to target with this media.
After three month of study of both companies, we feel that Boeing has a real strong communication,
but Airbus acting more. For example both companies speaking about CSR and both have programs to
develop activities in India in order to leverage the Indian standard living. The difference is that Boeing
develop with those activities a strong communication, but we feel that there are much more CSR
activities in Airbus company. Boeing develops, in majority, external activities, with support to Indian
NGOs. Airbus has same type of programs, but its help come also from the company, innovations they
develop, the way they are working in India. We feel that Boeing has more communication that
actions and for Airbus it is the contrary.
Boeing is doing much more communication than Airbus, but we saw that Airbus has more actions.
Airbus has the chance to be a leader, with more proof of its values Airbus has a competitive
advantage and with a good Indian web site Airbus can show how the company is working and how
the can be better, with more added values than Boeing. Boeing has a long term relationship with
universities, and airbus starting those relationships, but they need to develop them and to promote
them.
An important point is Kingfisher. This company is not a customer but a real partner, and it is
important to develop this relation. It’s a big company, famous in India, and it can help Airbus to have
more legitimacy in India, and more visibility

28
EUROCOPTER Branding and Communication
Benchmark in India
“Established in 1992, the Franco-German-Spanish Eurocopter Group is a Division of EADS, a
world leader in aerospace, defence and related services. The Eurocopter Group employs
approx. 15,600 people. In 2009, Eurocopter confirmed its position as the world’s No. 1
helicopter manufacturer in the civil and parapublic market, with a turnover of 4.6 billion
Euros, orders for 344 new helicopters, and a 52 percent market share in the civil and
parapublic sectors.
Overall, the Group’s products account for 30 percent of the total world helicopter fleet. Its
strong worldwide presence is ensured by its 18 subsidiaries on five continents, along with a
dense network of distributors, certified agents and maintenance centres. More than 10,500
Eurocopter helicopters are currently in service with over 2,800 customers in more than 140
countries. Eurocopter offers the largest civil and military helicopter range in the world.”
(From the Eurocopter official website)
The 20/10/2010, Eurocopter has inaugurated an Indian subsidiary, located in New Delhi,
with an existing facility in Bangalore for "the management of industrial activity", says
Eurocopter. In 2012, an engineering facility will be established in Bangalore, and a
commercial office in Mumbai. The company now employs 30 people in India.
Concerning the methodology, contrary to the other divisions, it is not relevant for
Eurocopter to compare it with Boeing. Boeing only deals with military helicopters, and does
not represent a major competitor we can benchmark for Eurocopter. Eurocopter is the world
leader, and the main competitors are Bell Helicopter Textron, AgustaWestland and Lockheed
Martin. It has to be noted that AgustaWestland and Tata Sons have signed a Shareholders’
Agreement for the formation of an Indian joint venture company which will establish in India
a final assembly line for the AW119 helicopter for the worldwide market. The joint venture
company will be responsible for AW119 final assembly, completion and delivery while
AgustaWestland will retain responsibility for worldwide marketing and sales.
CORPORATE SOCIAL RESPONSIBILITY:
According to Eurocopter’s official website,“Eurocopter Global is fully committed to adopting
sustainable environmental business practices. To this end, Eurocopter has developed a
twofold green strategy that focuses on harnessing innovation to protect the environment as
well as introducing eco-friendly design and manufacturing processes. Eurocopter has
conducted extensive research on reducing the noise levels and gas emission of its
helicopters, and its production sites in France, Germany and Spain have been awarded ISO-

29
14001 certification.
Eurocopter is a founding member of the European Clean Sky initiative aimed at sustainable
air travel. In addition, the Group has introduced an action plan in response to the European
REACH regulation concerning the use of hazardous substances, to be fully compliant by the
specified dates.”
Eurocopter Global’s initiative in “going green” is an exemplary model for all its competitors
(except Boeing, which is a co-signee) which will allow it to increase its advantage and further
its technological reach to allow it to continue being the premier conglomerate in the
Helicopter (Civil and Military) industry.
With the deadline of 2020 set by the European Commission in mind, Eurocopter has set out
with an agenda to meet its objectives:
1) Create revolutionary technology being able to not only be able to reduce gas emissions
and be environmentally friendly, but also be cost-effective for today.
2) Implement and use this technology in current technologies to be able to utilize them
efficiently, keeping in mind the current environment.
3) Develop and retest the technology to able to handle challenges in knowledge and
technology.
With this agenda in mind, Eurocopter has implemented a number of projects in progress at
the moment that aim in order to reduce emissions of CO2 and NOX to regulate itself in the
future environmental regulations.
Eurocopter research engineers have been working extensively to develop new engines, new
blades and newer methodologies to increase its efficiency and be able to be be
environmentally friendly, both simultaneously.
The Eurocopter EC135 is a model example, implemented under the Eurocopter’s European
Clean Sky initiative used amongst police and ambulance services and executive transport.
COMMUNITY (PARTNERSHIPS):
According to Eurocopter’s official website,
“With reference to both the Indian military and civil markets, Eurocopter currently holds a
leading position achieved through strong partnerships. In the military space, Eurocopter has
had a fruitful association with India for over 4 decades through two co-operation
agreements with Hindustan Aeronautics Limited (HAL).

30
The relationship started with a license production enabling HAL to manufacture more than
600 helicopters of the Alouette 3 and Lama type (Cheetah/Chetak). In 1984, HAL associated
with Eurocopter in the development of the Advanced Light Helicopter.
The cooperation with HAL has been further strenghtened with Eurocopter outsourcing
metallic and composite work packages and today, HAL is part of Eurocopter global supply
chain by producing Ecureuil/Fennec airframes, joining the ranks of very few select tier one
suppliers.
In the civil space, Eurocopter has successfully formed partnerships in both public and private
sector with Pawan Hans Helicopter Limited and Indocopters. These partnerships cover the
entire spectrum of helicopter activities, from manufacturing to operations, maintenance and
product support.”
Eurocopter, as a major supplier and partner of the Indian Government, currently has a fleet
of 72 civil helicopters flying in India. Eurocopter has about 50 percent of the oil & gas
segment with a majority of its aircrafts being used by Pawan Hans and Indocopters.
Eurocopter officially inaugurated its Indian division (Eurocopter India) in New Delhi on Oct
20, 2010. This was a monumental occasion for Eurocopter as it allows them to cement their
place in the highly demanding and resourceful Indian market. Despite having a rich history in
India, due to a 40-year old collaboration with Hindustan Aeronautical Limited (HAL),
Eurocopter has never been in the limelight, always preferring to work in the shadows. This
step in going official announces Eurocopter’s intentions in a highly productive market like
and will definitely have positive confluences on the rest of the subcontinent.
Eurocopter India CEO Marie-Agnès Veve, during the inauguration of Eurocopter India:
"Eurocopter is the world's first major helicopter manufacturer to establish a subsidiary in
India, which underscores our objective of being a key player in this very important
marketplace."

31
Eurocopter Subsidiaries in World (India to be included shortly):
INNOVATION
According to Eurocopter’s official website,“For more than 50 years, Eurocopter has been at
the forefront of innovation. With approximately 2,300 patents registered to date―and no
less than 85 patents registered in 2009―Eurocopter continues its innovation policy, and its
success is evident: Eurocopter helicopters fly faster, farther, more safely, with more
passengers and greater comfort, while fuel consumption, noise levels and particle emissions
have been reduced. These advantages have made Eurocopter the world’s number one
helicopter manufacturer and have allowed its helicopters to set impressive records.”
EADS’ 2nd
most successful division, Eurocopter, today has prima facie no direct competitors.
With its technological prowess and a huge research & development division, investment has
fructified resulting major technological advances such as the Tiger and NH90 (fly-by-wire
controls, composite fuselage, etc). The latest models of Eurocopter, Tiger and the NH90 are
currently at-least half a generation ahead of their American and European rivals.
The process of innovation is fast-paced development process with a view to develop
products of high quality.
Eurocopter’s simulation experts of the Airframe and Equipment Stress Department employ a
powerful FEA solution (Finite Element Analysis) solution to conduct expensive simulations
and analysis on a continuous basis. Its professional application reduces the number of cost-

32
intensive prototypes as well as physical tests. At the same time, the software supports the
administration of comprehensive analysis results as well as the expensive documentation
obligations to the various testing institutions in the aerospace and defense industry.
Eurocopter has been at the forefront of product innovation for more than 50 years. With
approximately 2,300 patents registered to date―and no less than 85 patents registered in
2009―Eurocopter continues its innovation policy, and its success is evident: Eurocopter
helicopters fly faster, farther, more safely, with more passengers and greater comfort, while
fuel consumption, noise levels and particle emissions have been reduced.
UNIVERSITIES RELATIONS
There is no educational institutions sponsoring in India, but agreements have already
been signed with higher education institutions in China, Malaysia and Singapore. It will be
signed the Memorandum of Understandings (MOU) with three Singapore educational
institutions: Ngee Ann Polytechnic, Republic Polytechnic and the Institute of Technological
Education. The company has also extended overseas training opportunities at its facilities in
the Philippines for students at Ngee Ann Polytechnic. Moreover, in Canada, Eurocopter
Canada Limited and École nationale d'aérotechnique (ÉNA) signed a Memorandum of
Understanding today to provide helicopter industry professionals and aircraft maintenance
students entering the helicopter industry with enhanced technical and maintenance training
in the Province of Quebec.
In India, It will form an Indian subsidiary and set up an engineering center in Bangalore next
year to support its global design and development work. Eurocopter also is working with
Indian institutions, companies and associations to develop new markets such as law
enforcement, helicopter emergency medical services (HEMS), disaster management and
utility.
Sources: http://www.marketwire.com/press-release/Eurocopter-Canada-Ecole-Nationale-
daerotechnique-Jointly-Provide-Enhanced-Helicopter-1277364.htm
http://www.eurocopter.com/site/FO/scripts/myFO_publication.php?news_id=653&lang=EN
http://www.eurocoptersea.com.sg/comm/downloads/Press_2010_0302_Eurocopter%20So
utheast%20Asia%20bullish%20about%20opportunities%20in%202010.pdf
CAREER OPPORTUNITIES
There is no event, no trade show in India like “EADS Internship Days” (from
07/10/2010 to 12/11/2010 in France and Germany, 5 events, the four divisions are
represented during each event). They communicate online (online facilities: possibility to
apply for this event on the website and then take part in the show). But there is nothing in
India.
http://www.eads.com/eads/int/en/work-for-eads/events/EADS-Internship-Days-LV.html

33
CUSTOMER RELATIONSHIP
Media and advertising support
 Online communication: official website www.eurocopter.com , Eurocopter online
review “Rotor Journal”, specialized websites www.rotor.com , newsletters.
 Offline communication: specialized magazines (Rotorhub, Up to EADS Planet,
Defence Helicopter), events (in India: Defexpo, Helipower , India Aviation).
 Intern com: intranet, official website, newsletters.
Events
This year, Eurocopter participates in 50 events and shows (USA, France, Germany,
UK, Australia, Brasil, Chile, Colombia, Singapore, China), and three of whom are in India (2 in
New Delhi, 1 in Hyderabad). So they are very present and visible all over the world. But no
event about recruiting people for Eurocopter is organized.
Recommendations
EADS is present in a lot of events under the form of air shows all over the world, 3 times this
year in India (2 in New Delhi, 1 in Hyderabad). At the same time, “Internship Days” take
place in Europe (France and Germany, October 2010).
But both are organized independently. If EADS combines in one event exhibition and
recruitment, this could be an occasion to be more visible to the target (engineers, future
engineers, young active people…), offering to people a stand to communicate about career
perspectives and recruitment during the event, with each division represented.
Each year, Eurocopter could visit some educational institutions (colleges, institutes of
technology, universities…) and after a presentation of the division/EADS, they could offer
business pass to students to enter major Indian air shows.
To attract this new generation of engineers, a previous communication on site (that is to say
universities, institutes, etc.) has to be done in an interactive way, with discussion in face to
face or small groups, and make them sensitive to their potential future with EADS.
Moreover, Eurocopter has a strong partnership with HAL (Hindustan Aeronautics Limited).
The concept of co-communication could be judicious here. They could leverage the
recognition of HAL, its networks and communication efficiency.

34
Environment
Selfprojectsforgasandnoiseemissions,EuropeanCommissionauditing
standards forgreenhousegases,EuropeanCleanSkyinitiative,EurocopterEC135
Implementstandards inIndiainthenearfuture
Community A40-yearoldsolidandstrongpartnershipwithHAL(forPawanHans,Indocopter) Developastrongcommunityandpartnerships usingEurocopterglobal
Innovation
NH90andTiger,innovativetechnologies(fibermaterials,compositetwin-shaped
rotorblades),FEAsolution,EC120BimplementingJAR27
UtilizeEurocopterstechnologicalprowessandabilitytoinnovateanddevelopin
India
University
relations
MemorandumofUnderstandings (MOU),
futureengineeringcenterinBangalore2012
IncreasecollaborationsandawarenesstoattracttalentfromIndia
Job/Internship EADSInternshipDays”(from07/10/2010to12/11/2010inFranceandGermany Supplementemploymentopportunitiestoattractbestemployeesandengineers
Mediaand
advertising
Onlinecom:official/specialisedwebsites,RotorJournal
Offlinecom:magazines(Rotorhub,UptoEADSPlanet)
Createincreasedvisibilityandawarenesstogeneralpublicthroughallmedia
available
Events Defexpo,Helipower,IndiaAviation Continuewithcurrentevents
Corporate
Social
Responsability
Research&
Development
Careers
opportunities
Customer
relationship
Comments
COMMUNICATION FRAMEWORK
Eurocopter Communication framework

35
CASSIDIAN & BOEING DEFENCE AND SECURITY
Branding and Communication Benchmarking in India
Introduction
First EADS changed its division EADS D&S to Cassidian within the new communication
strategy framework. “The new name CASSIDIAN comes from the Latin terms "cassida"
(helmet) and "meridian" (imaginary line running north and south). It symbolizes worldwide
protection and security, thus reflecting the CASSIDIAN claim – Defending World Security,”
has explained Annette Füllenbach, Head of CASSIDIAN Communications.
Together with the name, CASSIDIAN has also introduced a new logo. The globe with hands
surrounding and protecting it symbolizes the company's commitment to support those
whose mission is to protect the world.
The global Defense and Security market context:
We have found very interesting figures and information about the Indian Defense
Market in the KPMG ‘Opportunities in the Indian Defense Sector’ survey.
According to this survey, the factors driving growth in world military spending include
countries’ foreign policy objectives, real or perceived threats, armed conflict and policies to
contribute to multilateral peacekeeping operations, combined with the availability of
economic resources.
Eastern Europe has recorded the highest regional growth in the world in military
expenditure over the past decade, followed by North America. The main contributors to the

36
increase in expenditure in these regions are Russia and the United States of America (US or
United States) respectively.
Largest Defense Companies in the World:
No Company Country of origin
Annual Defense
Revenue 2008 (US
bn)
1 Lockheed Martin US 42.7
2 Northrop Grumman US 33.8
3 Boeing US 32.1
4 BAE Systems UK 30.5
5 General Dynamics US 29.3
6 Eurocopter & Typhoon EU 23.4
7 Raytheon US 23.2
8 Finmeccanica Italy 23.2
9 Thales France 18.5
10 L3 Communications US 14.9
Source : www.indiainbusiness.nic.in (KPMG survey)

37
The Indian Defense and Security market
Indian market overview from CII National Committee on Defense and Aerospace:
According to the CII National Committee on Defense and Aerospace: The opening up
of the Indian economy during the early nineties heralded an era of unprecedented industrial
growth in India. The growth rates seen match those of the fastest growing economies. A
confident and resurgent Indian Industry is making forays into almost all the sectors of
manufacturing. Lately, the huge opportunities for growth within the domestic and global
defense and aerospace industries have attracted the attention of Indian industry.
The current profile of equipment held by the Indian Armed Forces with regards to
‘State of the Art’, ‘Matured’ and ‘Obsolescent’ equipment is 15, 35 and 50 percent
respectively. This suggests that the Government will have to make serious efforts towards
upgrading its defense resources either by developing or procuring defense equipment and
systems. Moreover, modernization, upgradation and maintenance of the existing equipment
will also provide immense opportunities to the industry. India is one of the largest global
military spenders. The defense budget for 2009- 10 has increased by 34.19 percent over the
previous year’s budget estimate (BE) of INR 1,056 Bn.
The huge opportunity has attracted the attention of not only a few large players but
also a large number of Micro, Small and Medium Sized Enterprises (MSMEs) which visualize
this unprecedented opportunity as a gateway towards entering into the domain of defense
production. The slowing down/saturation of markets in other sectors has also been
responsible for the directing their interest towards the unexplored defense sector which
promises sustained business opportunities.
The private sector is enthusiastic about its ability to play a larger role in contributing
to the total defense related production both within the country, as well as looking at export
markets once sufficient experience has been gained in particular areas. The need of the hour
is to combine the skills of Public and Private sector, developing this into a partnership with
the aim of achieving self-reliance in defense production. The armed forces and the Ministry
of Defense worked towards achieving maximum indigenization.
At the policy level as well, there is a clear support for achieving the long cherished
goal of self reliance in defense sector. The Government has been receptive to suggestions
and has been willing to make the required policy changes whenever required. Initially
promulgated in December 2002, Defense Procurement Procedure has already undergone
five revisions. The recent amendments in DPP 2008 (Amendments 2009) are a welcome

38
step. Various provisions have been laid down to ensure industry participation at various
levels.
Our findings:
India has a particularly large and sophisticated defence industry in comparison with
the rest of the developing world.
India's defence expenditure has been raised to INR 147,344 Crore for 2010-11,
+8,13% from previous year. The country's forthcoming defence modernization program will
make it the second highest defence spender in the Asia Pacific region within the next five
years, and the seventh largest globally by 2016.
Indian Defense Offsets are a key market driver for the broadening of the Indian
Defense Industrial base. They are derived from the "Make and Buy" and "Buy" segments of
the purchase of defense weapons and equipment, over USD 75 million-order value.
Defence offsets offer immense opportunity for the local Indian Industry to partner
with the best-in-class, in terms of technology and provide a platform for the indigenous
industry for sourcing of products and services. This can be achieved in three ways Direct
Purchase of or executing export orders for defence products or components manufactured
by the Indian Industry; Direct Foreign Investment in Indian Defence for defence industrial
infrastructure, co-development, Joint Ventures and co-production of defence products; and
by Direct Foreign Investment in defence R&D as approved by Ministry of Defence (MoD).
The MoD has now allowed for banking of defence offsets, which makes the landscape
interesting and also opens avenues for greater Indian private sector industry participation
apart from the Defence Public Sector Undertakings (PSUs). That the Industry trade bodies
are interlocuting with the MoD, for greater participation and the FICV project, is testimony
to the MoD's commitment to gradually but surely broaden the military industrial base in
India. India is set to source a major portion of its defence requirements, worth USD 100
Billion, based on its current equipment retirement, from foreign sources. Other
opportunities exist in military aviation, naval systems and land systems.
Apart from Defence, the Indian Homeland Security Market (HLS) is also witnessing a
surge and is set to grow on the back of the phenomenal growth in the industrial,
manufacturing and infrastructure sectors.
The other segments that have immense potential are Airport Security, Mass
Transport Security, Infrastructure Protection, Seaport Security and Maritime Security.

39
The increased participation of the Indian private sector industry and relatively less
proliferation of the Indian Defence PSUs in the Homeland Security market makes this
opportunity exciting and unique, in terms of Defence and Security markets. These growth
segments are set to put the Indian HLS market, on an exciting growth trajectory and open a
relatively new business segment. Indian companies can operate as standalone, as well as
form relationships with foreign product and service providers or Systems Integrators.
However, as there is a huge potential in these markets, the challenges are equally
high in both the Defence Offsets and HLS markets as they come in the form of budgetary
constraints. Most HLS segments still remain manpower intensive and it is a fragmented
market, with varied spending patterns across domains.
(source : India-defense.com, Frost & Sullivan study)
Market Potential
Source : www.indiainbusiness.nic.in (KPMG survey)
As we found in the website of a famous defense exhibition in Delhi (Source: www.indesec-
expo.com), there a big potential in the Indian market:

40
Growth Market:
- $10 billion to be spent on India’s homeland security requirements within the next 2 – 3 years.
- $30 billion to be spent on the Indian armed forces’ modernization programme within the next 5
years.
Resource Allocation:
To strengthen its capability against terror, India is investing massive resources on creating a
dedicated homeland security department, developing net-centric information command structure,
and maritime security upgrade.
No Recession:
The Indian Government has indicated no slowdown in homeland security & defence spend despite
the global meltdown.
Easing Procurements:
The Indian Government has stated that it is committed to removing bottlenecks and fast tracking
homeland security equipment purchases by State and Central police forces
Factors likely to influence growth
According to CII’s Defense and Aerospace members (KPMG ‘Opportunities in the Indian
defense sector’ Survey) , the defense industry in India is poised at an inflection point in its
expansion cycle driven by the three Services’ modernization plans, the increased focus on
homeland security, and India’s growing attractiveness as a ‘home market’ defense sourcing
hub. There are 3 types of factors that are likely to influence the future growth trajectory of
India’s defense industry:
- The Defense Procurement Process: relating to the clarity of the defense spending
pipeline, the speed and flexibility of the procurement process and the costs involved
for bidders through aspects such as ‘no cost, no commitment’ trials.
- Defense Industrialization Strategy: relating to the need for a comprehensive
industrialization strategy and, within this, the roles of offsets, multipliers, transfer of
technology regulations, FDI, and different industry players.
- Taxation Regime and Incentives: relating to the role of the taxation regime in
supporting the industrialization strategy by providing a fiscal environment that
incentivizes and supports the long term risk taking, investment and R&D by
businesses required to build the industry.
Cassidian and BOEING D&S activities Global and in India

41
Boeing Global Defense and Security activities
According to Boeing.com “Boeing DS combines manned and unmanned airborne capabilities,
intelligence and security systems, communications architectures and extensive large-scale
integration expertise across several diverse business areas.”
Boeing DS registered $34 billion revenues in 2009 with 68,000 employees worldwide.
Leadership
- Dennis A. Muilenburg
Executive Vice President of Boeing and President & CEO BDS
- Christopher M. Chadwick
President of Boeing Military Aircraft, BDS
- Darryl W. Davis
President, Phantom Works, BDS
- Roger A. Krone
President, Network and Space Systems, BDS
- Richard D. Baily
Vice President, Engineering and Mission Assurance, BDS
…
- Maureen P. Cragin
Vice President, Communications, BDS
Boeing Military Aircraft
This division is composed of tactical and airlift aircraft, missiles, surveillance and
engagement programs and unmanned airborne systems. This is the new organizational
structure (took effect on October 1, 2010) :
- Global Strike (Apache, Growler, Super Hornet, Strike Eagle, Silent Eagle)
- Mobility (Globemaster III, Chinook, U.S. Air Force Tanker Program, International Tanker

42
Programs, Osprey)
- Surveillance and Engagement (737 Airborne Early Warning and Control,
Airborne Warning and Control System, Poseidon)
- Missiles and Unmanned Airborne Systems (Harpoon Block II, Joint Direct Attack
Munition, Patriot Advanced Capability-3 Missile, Small Diameter Bomb, Standoff Land Attack
Missile-Expanded Response, A160T Hummingbird, ScanEagle, Integrator)
Global Services & Support
This business offers total support solutions. Operating in 264 locations worldwide, it sustains
aircraft and systems with a large spectrum of products and services: aircraft maintenance,
modification and upgrades, engineering and logistics support, supply chain management,
pilot and maintenance training, and other defense and government services.
These services are classified as follow: Boeing Energy; Defense & Government Services;
Integrated Logistics; Maintenance, Modification and Upgrades; Training Systems and
Services.
Network and Space Systems
This business includes intelligence and security systems, network and tactical systems,
strategic missile and defense systems, space and intelligence systems, and space exploration
systems of which we will not discuss here.
Boeing Phantom Works
According to Boeing.com : “Boeing Phantom Works is responsible for capabilities-based
development and capture of advanced programs in support of the three Boeing Defense,
Space & Security businesses. To accomplish this, Phantom Works partners with Boeing
Research & Technology, leverages enterprise innovation, and sources "best-of-industry"
capabilities to deliver integrated, affordable solutions that meet customer needs and
address emerging market opportunities.”
Boeing DS in India
Boeing’s history with India starts in 1923, and business in the country began in the 30’s.
Boeing DS first came to India for the 2005 Aero India air show in Delhi.
Leader :
Vivek Lall, is the Vice President of Boeing India, and Head of Boeing DS India. He came to this
position after serving as Managing Director of Boeing Commercial Airplanes in India and now

43
offers significant broad India market and customer insights on the emerging needs of the
Indian customer
Head Quarters :
Boeing International Corporation India Pvt Ltd 
3rd Floor, DLF Centre, 
Sansad Marg 
New Delhi-110001 India
Customers :
According to Boeing’s newsletter of febuary 2010 called “Boeing Frontiers” :
 “In 2009, Boeing won the biggest U.S. defense deal with India with the multi-billion-dollar
sale of the eight Boeing P-8I long-range anti-submarine aircraft, with more sales possibly on
the way. Al- though a BDS product in name, the P-8I is a derivative aircraft based on Boeing’s
737 passenger aircraft, which Lall knew from his Commercial Airplanes days.
• Last january, India sent the U.S. government a request for information on a potential
purchase of 10 Boeing C-17 Globemaster III military transports, a deal industry analysts say
could exceed $3 billion.
• The F/A-18 Super Hornet has become a strong contender in India’s fighter competition,
which is worth as much as $10 billion. The Super Hornet completed the India phase of the
all-important flight trials in August.
• In October, Boeing submitted bids for India’s Heavy Lift and Attack helicopter
requirements, offering the CH-47 Chinook and AH-64D Apache.
• India selected BDS to maintain the three Boeing Business Jets operated by the government
of India. These, and other potential India defense requirements, represent a $31 billion
market opportunity for Boeing over the next 10 years, according to Mark Kronenberg, vice
president of International Business Development for BDS.”
Partnerships :
According to “Boeing Frontiers” :
“Boeing is forging partnerships with Indian companies that will inject new talent and
processes into Boeing, making it a leaner company with lower costs that can win new sales
and preserve jobs. “In this new world, partnerships are the only way to go, and we’re
building them,” said Vivek Lall.
Boeing has placed work packages with large, government-owned HAL that include F/A-18
gun bay doors and wire harnesses and is sharing Lean+ and program management principles
with HAL.
BDS also is exploring partnerships with numerous other Indian companies and has begun
signing contracts to satisfy work placement requirements from the P-8I sale. Boeing and
India’s Bharat Electronics Limited are jointly developing an analysis and experimentation

44
center in Bangalore and New Delhi to assist the service branches in understanding how to
satisfy future defense and security needs.”
CASSIDIAN Global Defense and Security Activities
According to Cassidian.com :
“Cassidian is a worldwide leader in global security solutions and systems, providing lead
system integration and value-added products and services to civil and military customers
around the world.
Their portfolio ranges from air systems (aircraft and unmanned aerial systems) and land,
naval and joint systems through intelligence and surveillance to cyber security and secure
communications as well as test systems, missiles, services and support solutions.
Cassidian achieved revenues of € 5.4 billion in 2009, with about 21,000 employees
worldwide. It is the second largest division in the EADS Group.
Leadership
Cassidian - under the direction of the CEO Dr. Stefan Zoller - combines the activities of three
integrated Business Units:
Cassidian Electronics: CEO – Bernd Wenzler
Cassidian Systems: CEO – Hervé Guillou
Cassidian Air Systems: CEO – Bernhard Gerwert
In addition, shares in MBDA – the world leading missiles company as well as Eurofighter
GmbH are part of the activities of the Division.

45
CASSIDIAN Systems
Cassidian Systems offers its military and paramilitary customers comprehensive and tailored
solutions, combining the know-how to design, develop and implement Lead System
Integration (LSI) and to link the widest possible range of individual platforms and subsystems
into a single effective network.
With its joint venture Atlas Elektronik, Cassidian Systems provides integrated solutions
covering all domains (underwater, surface, shore, air, space) for naval warfare and maritime
security.
In order to make integrated solutions tangible and demonstrate the strengths of this new
security paradigm, Cassidian Systems has created the simulation centre NetCOS (Network
Centric Operations Simulation system).
CASSIDIAN Electronics
Cassidian Electronics develops and manufactures sensors, avionics and electronic warfare
systems for military and security applications.
All solutions are adapted to meet the changing priorities of security and military forces:
command and control capability, reconnaissance, mobility, efficiency in operation,
protection of own forces.
Its aim is to provide the customer with high-end products based on key technologies and
reliability.
CASSIDIAN Air Systems
Cassidian Air Systems bundles competencies and skills in the areas of combat and manned
mission aircraft. Cassidian Air Systems is also active in the field of high-performance
Unmanned Aerial Vehicles (UAVs). For the systems of the above-mentioned areas, Cassidian
Air Systems also offers accompanying training programmes and facilities as well as
comprehensive system support throughout the in-service phase.
In this way, Cassidian Air Systems meets the requirements of modern air forces throughout
the service life of military air systems. Beginning with design and development, Cassidian Air
Systems handles everything from engineering, production and systems integration to
comprehensive product support during operation. That includes maintenance, repair and
upgrades.
Cassidian Air Systems combines classic technological capabilities in the construction of high-
performance military aircraft with know-how and experience in the area of “ISTAR”
technologies (Intelligence, Surveillance, Target Acquisition and Reconnaissance) and data
transmission. Cassidian Air Systems is thus capable of offering integrated air systems that
meet the requirements of network centric operations.”
CASSIDIAN DS India

46
Leader :
Shadman Andleeb,
Head of Cassidian India and head of engineering India.
Head office :
Cassidian, legal entity EADS DS India Pvt Ltd
EADS DS India Pvt Ltd India Private Limited 
Teri University Campus Plot No.10,
Vasant Kunj Institutional Area,
Vasant Kunj, New Delhi - 110070 INDIA
Engineering center :
A Cassidian engineering center will open in November in Bangalore
Customers :
The main customer is the government’s Ministry of Defence.
Partnerships :
We do not have any information on Cassidian’s partnerships in India.
Summary:
Worldwide, Boeing DS has more than three times more employees than Cassidian : 68,000
compared to 21,000. We don’t have much information regarding the employees in India.
Boeing DS is making more than six times more revenues out of its global activities than
Cassidian ($34 billion vs. $5,4 billion).

47
Table framework
CASSIDIANBOEINGDS
environment
Ethics,responsibilityandsustainability
influencehowtheyconductand
transformtheirbusinesses(EADS)
Boeingisdeeplycommittedtoprotecting
theglobaleco-system.Asatechnology
leader,thecompanycontinuestopioneer
environmentallyprogressiveproductsand
services.Boeingisalsoworkingwithits
suppliersandcustomersaroundtheworld
toaddressenvironmentalconcerns
Indiacorporatecitizenship
Someorganizationstheysupport:SaveThe
ChildrenIndia(STCI)/MobileCrèches/
AIDSHealthCareFondation(AHF)India
Cares
safetyandhealthatwork
sustainability
cultureandvalues
DeliverthebestofEuropean
technologytoservetheneedsfor
mobilityandsecurityworlwide(EADS)
NotonlythinkaboutsalesbutinIndiafor
longtermandcommittedtoshare
Knowledge,ResourcesandTechnologywith
partnersforbenefitofIndianindustry
diversity
sustainability
universityrelation
Partnershipwith:IITs(Bombay,Madras,
Kanpur…)andthemoststrategicwiththe
IndianInstituteofSciences(IISc)of
Bangalore.
researchanddevelopement
ForthcomingopeningoftheCassidian
EngineeringCenterinBangalore
In2009,BoeingopeneditsBoeingResearch
&Technology-IndiacentreinIndia.Itwill
workwithstrategicresearchand
technologypartnerstodevelophigh-end
technology,particularlyintheareasofaero
structuresandavionics.
innovation
internship
universityrelation
Jobandevents
Nocommunication,recruitmentbyHR
consultants
-Moreaboutgettingtherightpersonwith
rightknowledgeandveryreliable(Vivek
LallheadBDS)
Division
Productsportfolio
FocusonEurofighter.•Richportfolioofproductsandservicesto
offertoIndia/•Providerofaerospace
supportsystemsandNetwork-Centric
Operationssystems
advertisingandbranding
"Cassidian"symbolisesworldwide
protectionandsecurity.-Claim
"Defendingtheworldsecurity".
AnouncesfocusonIndia,Brazil,Middle
East(StephanZoller)
governmentoperations
•IndianMinistryofDefenseoperatesalot
ofBoeingproducts./Providedefense
servicesthathavehighrelevancetoIndia’s
requirements
Media
Offline:participationtoDefexpo2010
Online:Totalabsence
Communicationkeysfactorsanalysis
Careersopportunities
Businessactivities
Customerrelationship
CorporateSocial
Responsability
Company
Research&Development

48
Analysis and comments
As the table shows, we found much more informations about Boeing activities and
communication in India than about Cassidian. Indeed, it was very difficult for us to find any
information about Cassidian in India, partly due to the fact that the division recently changed
name. So there is a real lack of communication online and offline of Cassidian. The main part
of the informations about Boeing we found online was on their own website dedicated to
activities in India.
On the global website, people can find : a description of the activities, the job
opportunities, a press centre (nothing about India) and the locations in the world. About
that, the only thing mentioned for India is the address of the head quarter in Delhi…
Our interview with Mr.Andleeb proved us that Cassidian has all the material needed
on its intranet (news, press releases, events…) to set up a Indian website, but Cassidian’s
communication is managed by a person in Paris, which is not the best way to adapt to a local
environment, nore being reactive.
Regarding partnerships, Boeing communicates a lot about it, they are willing to show
India who much they are committed to transfer knowledge and technologies to Indian
companies for the benefit of the Indian Industry. They want to prove that the offset
obligation is perceived by them as an opportunity to establish strong partnerships with local
companies.

49
EADS Astrium and Boeing Defense Space and Security
(BDS) Benchmarking Branding and Communication
Activities in India
EADS Astrium
Astrium, a wholly owned subsidiary of EADS, is dedicated to providing civil and defense
space
systems and services. Astrium has a turnover of €4.8 billion and more than 15,000
employees in France, Germany, the United Kingdom, Spain and the Netherlands. Its three
main areas of activity are Astrium Space Transportation for launchers and orbital
infrastructure, Astrium Satellites for spacecraft and ground segment and Astrium Services
for the development and provision of secure and commercial satcoms and networks, high
security satellite communications equipment, information products and services, and
navigation services.
Boeing Defense Space and Security (BDS)
Boeing Defense, Space & Security provides end-to-end services for large-scale systems that
combine sophisticated communication networks with air-, land-, sea- and space-based
platforms for global military, government and commercial customers.
Whereas Astrium is a Space based EADS company BDS is a division in Boeing for Defense,
Space and Security.
Activities
We broadly classify the activities to be compared
1. Communication
 Electronic
 Company Website
 Press releases
 Other websites
 Electronic News Letters
 Social Networking websites
 Non Electronic
 Events and Sponsorship
 Print Media
 Television and Movie
 Hoardings and Posters
 Culture

50
 Community and Society
 Employees
 Customers and Partners
 Name/Logo/Slogan
 Branding Division
Branding Activity Benchmarking Chart
In the following benchmarking analysis chart we take look at the branding activities and
mainly focus on the Astrium’s activity in comparison with Boeings BDS Activity. We focus
more on what is present in Boeing and to what extend the how the same is present in EADS
for a comparison purpose. There may be other activities present at EDAS which are anyway
its strength. Thereon we build a comparative inference and give recommendations.
Activity BOEING BDS EADS Astrium Comparison
and
Inferences
Recommend
ation
Communication Communication is the direct means of brand building. It is the
factor which can be directly controlled and fine tuned for building
the brand
Electronic(Online) Electronic or online communication is a major way of
communication for companies today big or small because of its
various advantages over the traditional offline communication.
Because of its timeless and locationless qualities and its reachness
effects which are incomparable
Company Website Boeing
Website
characteristics
:
Simple and
integrated
theme and
look and feel
Subtle colors
Well
organized
links menus
with lots of
drop down
menus which
are
highlighted
only when
required.
Shows India as
Location
Simple and
EADS Astrium
Website
characteristics:
Enriched look
and feel and
elaborate
website with lots
of useful
information.
Looks a little
cumbersome
with dark colors
and lots of links
on the website.
Does not have
links to
employee and
ethics
The website
follows all theme
in Blue and
white conveying
Advantage of
single brand
and ripple
effect of the
parent brand.
Links to
Employees and
Ethics can add
to brand factor
on website
showcasing its
values and
culture effect.
While content
is very rich.
Presentation is
a little
overwhelming.
Astrium opens
in a separate
browser
The partner
While EADS
looks at
integrating
all the
divisions into
a single
company, the
Astrium
website can
be made to
open in the
same
browser.
EADS and
Astrium
website
should add
India as a
location as
there are
partners and
activities

51
well organized
with graphicas
wherever
required
The website
opens in the
same browser
of Boeing
a oneness and
reflecting
intgrity
list also does
not show ISRO
with which it
has done lots
of projects.
Some
mistakes:
“Astrium,
an EADS Comp
any, is a
leading space
manufacturer”
this as it
appears in the
website slogan
is incorrect.
“Careers@Astr
ium” the
pointer at @
shows
something not
apt.
Careers
appears twice
in the website.
being done
as part of
India
business
activities.
Website is a
major way of
communicati
ng the brand
image of the
company.
There are
certain
mistakes in
the link,
which has to
be rectified
to increase
credibility.
Simplicity in
communicati
ng can be
very effective
, which has
been studied
by the
Boeing’s
independent
branding
division.
Partner list
can be
updated as
ISRO is a big
way of
increasing its
tie up with
india and
gaining from
branding
image of
partner
Press Releases and
Newsletters
News of any
operations
with India (like
ISRO , HAL
etc.) appears
EADS is
publishing its
news of Indian
activities in
major electronic
Identification
of major
electronic
newsletters
in India, as

52
in major
electronic
newsletters
Boeing
website shows
online news in
its website
itself
business
newsletters.
Astrium
activities with
ISRO is available
in a few
newsletters.
Indian
readers are
getting more
and more
electronic
way and
publishing
articles and
news can be
useful ways
of increasing
the
awareness
and brand
identification
in India
Other websites Boeing
appears as a
partner in
Astrium appear
in the ISRO
website press
release section
EADS has less
associations
with other
authentic
websites
Astrium
should take
advantage of
the brand
image of its
Indian
counterparts
by ensuring
the press
releases and
media
section is
updated with
information
of its
activities in
India
Social Networking
websites
Twitter is
there on the
company
website.
Even news
flash is being
done
The careers
link even has a
“Share this
Page
“graphical link
to major social
networking
Not
capitalizing on
the recent
emerging ways
of connecting
and
communicatio
n whoich can
impact
branding in a
big way
Secured
social
networking
for careers,
events etc.
can be
introduced,
as it’s the
biggest way
to add to
branding in
todays
internet
world.

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