This document provides an overview of The Boeing Company, including its vision, mission, values, strategic implementation, management planning, financial analysis, company culture, social responsibility, and recent successes. Boeing is the world's largest aerospace company and leading manufacturer of commercial jetliners and defense equipment. It aims to operate as one global enterprise focused on aerospace leadership, innovation, and meeting emerging customer needs.
2. THE BOEING COMPANY 2
Table of Contents
Introduction..............................................................................................................................................................................................................................................3
About Us ...................................................................................................................................... 4
Vision ........................................................................................................................................... 5
Strategic Implementation..................................................................................................................................................................................................6
Management Strategic Planning..................................................................................................... 7
Mission........................................................................................................................................................................................................................................................................10
Mission Statement....................................................................................................................... 11
Values......................................................................................................................................... 11
Integrity ...................................................................................................................................... 11
S.W.O.T Analysis...........................................................................................................................................................................................................................................12
Financial Analysis..............................................................................................................................................................................................................................15
Company Culture...............................................................................................................................................................................................................................17
Social Responsibility.................................................................................................................... 19
Company Triumph............................................................................................................................................................................................................................ 20
Taking the Lead .......................................................................................................................... 21
Company Success........................................................................................................................ 22
Conclusion.....................................................................................................................................................................................................................................................23
References..........................................................................................................................................................................................................................................................24
Works cited...................................................................................................................................................................................................................................................26
4. THE BOEING COMPANY 4
Boeing is the world’s largest aerospace company and leading
manufacturer of commercial jetliners and defense. Their products and
services reach a variety of customers in a total of 150 countries.
1
Boeing products and services include commercial
and military aircraft, satellites, weapons, electronic
and defense systems, launch systems, advanced
information and communication systems, and
performance-based logistics and training (Boeing,
2014).
Boeing is an industry leader in aerospace
engineering and innovation. The company has
successfully penetrated the market and continues
to expand product lines and meet the needs of the
consumer. Boeing has a broad range of capabilities
that include creating new, more efficient
commercial airplanes, integrating military
platforms, defense systems, advanced technology
solutions, and innovative customer-financing
options (Boeing, 2014).
2
Headquartered in Chicago, Boeing employs about 170,00
people across the United States and in more than 65
countries; representing one of the most diverse and
innovative workforces anywhere. In addition, Boeing
leverages the talents of hundreds of thousands of people
worldwide who work for Boeing suppliers (Boeing, 2014).
Boeing is organized into two business sectors:
1. Boeing Commercial Airplane & Boeing Defense
2. Space & Security
These two segments are an integral part of Boeing Capital
Corporation. Boeing is a global provider of financing
solutions along with engineering, operations, and
technology which helps develop and protect innovative
technologies and processes (Boeing, 2014).
About US
Aerospace leadership
And innovation Specialist
5. THE BOEING COMPANY 5
Vision
Direction
Continue being the leading
aerospace company and
manufacturer of jetliners while
expanding product lines and
services to meet emerging customer
needs.
Strategies
Operate as one Boeing
Deliver Customer Value
Lead with Innovation
Fuel growth through productivity
Leverage global strength
Core Competencies
Customer knowledge and focus
Technical and functional excellence
Systems integration
Lifecycle solutions
Lean global enterprises
Values
Integrity
Quality
Safety
Diversity and inclusion
Trust and respect
Corporate citizenship
Stakeholder success
“People working
together as a global
enterprise for
aerospace industry
leaders”
7. THE BOEING COMPANY 7
Management Strategic Planning
1
Boeing Commercial Airplanes and
Boeing Defense, Space & Security are
the two main segments of the
organization in which the products and
services are based on providing
commercial and military aircrafts,
satellites, weapons, defense systems,
launch systems, communication systems,
and providing performance-based
training (Boeing, 2012). Boeing is also
involved in exporting its products and
services worldwide through its sub-
divisions: Boeing Capital Corporation,
Shared Services Group, and Boeing
Engineering, Operations & Technology
(Boeing, 2012).
The Boeing Commercial Airplanes
segment strategy has to be continuously
updated to keep up with the fiercely
competitive and consistently evolving
nature of the airline industry. In June of
2014, the IATA (International Air
Transport Association) released its mid-
year report, which was bullish on the
2
state of the industry for 2014. They expect
1% of the world GDP to be spent on air
transport in 2014, reaching almost $750
billion. They also report that the sir travel
sector is accelerating, with growth of 5.9%
this year, the best since 2011. This growth
is being galvanized by the upturn of the
economic cycle and also an increase in the
world trade (IATA, 2014).
Governmental policy has also had a
significant impact on Boeing strategies
during the past several decades. As
regulations on commercial aviation relax,
airlines gain freedom to vary fares in
response to competition and demand,
develop network and schedule planning,
and manage other key aspects of airline
business. Deregulation has helped
stimulate traffic and network growth and
the resulting competition provides
increased choice to traveler (Boeing,
2013).
8. THE BOEING COMPANY 8
Boeing is the leader in the industry in terms of developing new resources as
well as managing existing resources, which helps the organization develop
distinctive capabilities and core competencies. The commercial airplanes
segment has a comprehensive set of services, which are crucial to the success of
the company at large. The resources and capability sectors of Boeing include:
“Detailed and
accurate
knowledge
off designing
and
implementing
customer-
based needs
and demands”
The Boeing Airport Compatibility Group provides the product
information needed to promote the continued and timely
development of the world's airports (Boeing, 2013). They do this
through assisting the aviation community with any of their airport-
related issues regarding Boeing airplanes. They also help with the
planning, engineering and evaluation of airport facilities and their
functions. Boeing Capital Corporation is a global provider of
financing solutions. Its primary mission is to ensure Boeing
customers have the financing they need to buy and take delivery of
Boeing products. Boeing Capital claims to “provide customer
financing support, primarily utilizing third-party financing, while
aggressively managing risk and delivering strong financial
performance,” (Boeing, 2012). Commercial Aviation Services deals
with customer support, flight operations, fleet enhancement,
maintenance services, and material management (Kahn, 2012). The
Fuel Conservation Services help the company to increase the fuel
efficiency of the airplanes. Training and Flight services are in
charge of training the flight crews of participating airlines (Boeing,
2012).
Boeing has two main core competencies, product innovation and
process innovation, which are vital to the whole company (Mayer,
2013). The product innovation strategy allows Boeing to be precise
with their market forecasts after obtaining “detailed and accurate
knowledge of designing and implementing customer- based needs
and demands.” Boeing’s process innovation strategy is based on
the famous Lean Manufacturing philosophy. Lean manufacturing
is a management philosophy derived mostly from the Toyota
Production System in the 1990s. It promotes the reduction of
manufacturing waste and demands efficient use of company’s
assets, inventory and supply chain management. This allows the
company to produce a high quality product while keeping
transaction costs low (Kahn, 2012). The key competency of Boeing
commercial airplane segment is the capability to put into practice
large-scale systems integration in making advanced and technology-
based commercial aircrafts (Hitt et al., 2009).
Boeing Airport
compatibility
Group
Boeing Capital
Corporation
Commercial
Aviation
Services
Fuel
Conservation
Services
Training &
Flight Services
9. THE BOEING COMPANY 9
1
Boeing uses similar core competencies to bolster
their defense, space, and security segment. Boeing
has used its skills at adaptability to be on the
forefront of modern asymmetrical warfare. In an
interview with DefenseNews, Defense, Space, and
Security head, Chris Chadwick (2014) elaborated
on his strategy,
“From our perspective, we’re looking at the
world through three prisms – platforms, services
and support, and information. We’re attacking
it through dual paths. One is affordability
because our customers are living in a more-for-
less world. And then, how innovate for both
growth and performance.”
In terms of affordability, Chadwick (2014) claims
that over the last three years, Boeing had taken
out $4 billion in cots. They are going to take out
2
another $2 billion over the next couple of years. His
other plan is to move from being an exporter to
being a global presence. Boeing’s approach is
modeled after Pixar where there are no management
offices, instead there are only “collaboration offices”
where all employees work together.
In an editorial for the Daily Mail Online, Waugh
(2011) argued that there is a competency gap
between Boeing’s vision and strategies. The
company has failed to meet deadlines multiple times
in the past and the delays have caused to increase
the cost by millions. The core reason for delays was
the major outsourcing strategy of Boeing over its
global suppliers. In order to reduce the impact of
delays and to manage the supply chain, Boeing has
adapted threefold strategy that includes acquisition,
on-site technical support, and quality control
(Boeing, 2012).
Boeing Rolls out new
business strategy
11. THE BOEING COMPANY 11
MISSION
The international Boeing association is composed of machinist and
aerospace workers who are committed to focus and improve the
relationship among employees. Providing a healthy environment in
which creativity and innovation are key components to the company’s
success. Boeing culture mirrors the herit age of aviation itself, built on a
foundation of innovation, aspiration, and imagination (Boeing, 2012).
The accomplishments of Boeing have led it to be one of the most
recognized companies in the industry. It has created multiple aircrafts
that have lived throughout the years, being the creator of the first
biplanes, now supporting and innovating today’s supersonic aircrafts
and spacecraft’s. The massive company does not succeed by resting; it is
constantly reexamining their capabilities and processes to ensure that the
company is as strong and vital as its own heritage.
VALUES
Boeing has set a firm value base that not only demonstrates who they ar
e but also sets/creates a path to becoming the company they aspire to b
e. Boeings values include: integrity, quality, safety, diversity and inclusi
on, trust and respect, corporate citizenship, and stakeholder success.
INTEGRITY & QUALITY
Keeping the workers honest and having them be responsible for their o
wn actions is an integral aspect of Boeing. The quality of the company i
s always ensured to be the best and is always looking for better ways to i
mprove and exceed the expectations of the customers.
13. THE BOEING COMPANY 13
Boeing has a variety of strengths to mention.
The first one has to do with a “Robust Commercial
Order Book”. Currently, there is a high demand for
new airplanes. This is because there is growing trend
to update existing aircraft frequently. The main focus
is on Boeing’s successful 787 Dreamliner. The
aircraft features dynamic LED Lighting, Bigger
Windows with adjustable tint, spacious stowage,
cleaner cabin air, lower cabin altitude, smoother ride
through turbulence, and calmer engines ("787
Dreamliner Airplane | Boeing Commercial
Airplanes," n.d.). In addition, Boeing has a backlog
of 4,800 jets and a record total of $345 billion at the
end of the September interim. The company is
expected to continue its successful path despite its
intense competition, low interest rate environment,
and a focus on light, fuel-efficient designs. Boeing
plans to increase its planned production rates that
could positively enhance the company’s earnings and
cash flow. The second major strength of the company
is its KC-46 Tanker Program. According to Boeing’s
website, “The KC-46 is a wide body, multi-role
tanker that promises to revolutionize the air mobility
mission…The ability to detect, avoid, defeat and
survive threats using multiple layers of protection will
allow the KC-46 to operate safely in medium-threat
environments” ("Boeing: KC-46A Tanker," n.d.) The
first delivery of the aircraft is due to the United States
Air force by 2016. By 2027, Boeing plans to complete
and deliver 179 tankers ("Boeing: KC-46A Tanker,"
n.d.). The third and final strength that the company
possesses is how “financially sound and shareholder
friendly” the company is. Boeing has constantly
shown that it is committed to returning most of its
cash to shareholders as dividends and stock
buybacks. Dividends were expected to increase to
two dollars a share in 2014. A 1.5%-2% increase in
future yield is also expected. (Hellman, 2013)
Conversely, Boeing also has some
serious drawbacks in the form of weaknesses.
The first major problem that the company has is
its “high R&D spending”. Research and
development expenditures totaled up to 3.3
billion dollars in 2012, which was four percent
of the sales that year. The cost of research and
development is squeezing margins and
penalizing the bottom line. It is predicted that
research and development will increase further
as Boeing continues to make substantial profits
off of its 737 and 777 platforms. Another
contributing factor is the pension costs that
Boeing pays to its retired workers. The pensions
cost Boeing about seventy-five billion dollars at
the end of 2013. This liability is far more than
the fair value of its plant’s assets. The pension
plans are forcing the company to take money
from its earning to meet the prior agreements
with retired workers. The costs will probably
not be decreasing, even with efforts to negotiate
less-taxing plans with labor unions. Lastly there
have been problems with Boeing’s “Execution”.
The problems have mainly been with the
development and production of the new 787
aircraft (Hellman, 2013). According gulf
business.com first Dreamliner aircraft was
finished in 2001, which was three years behind
schedule. The problems consisted of engine and
fuselage issues. As well as fuel leaks, cracks in
the windshield, and malfunctioning lithium-ion
batteries causing the entire global feet to be
grounded (Anderson, 2014). The president of
the company stated that the execution was
unsatisfactory.
14. THE BOEING COMPANY 14
Strengths
o High demand for new aircraft
o 787 Dreamliner
o Backlog of 4,800 jets
o Increasing plan production rate
o KC47 Tanker Program
o Dedicated to returing cash to shareholders
Weaknesses
o High RDR spending
o Pension costs
o Execution
Opportunities
o Fast recovery after recession
o Aircraft carriers are looking to increase
numbers
o 787 Dreamliner
Threats
o Candian manufactureres of C-Series Jets
o C010 Chinese Manufacturer
o Market share battle with Airbus
o Increased RDR spending
o Less orders from U.S.
Despite having some costly weaknesses, there is a future for Boeing. After the financial crisis and recession, the
airline industry has made a fast recovery in the last few years. An increased demand, stable fuel prices, and
improved macroeconomics backdrops have fueled the successful recovery. Aircraft carriers are also looking to
maximize their flight decks as we head toward future wars. The 787 Dreamliner has a chance of changing from
a start up disaster to a leading source of cash flow in the future. The aircraft has provoked numerous orders even
after its technical difficulties. The plane has proven to be long range and fuel-efficient. Also, the 787 is the first
jet to be composed of mostly composite materials. It is expected that the 787 will become profitable in the future.
Paying off the start up costs will limit a profit to be me made for a while longer. By the end of 2015, the 787
Dreamliner should reach production rates of fourteen jets per month apposed to ten per month currently
(Hellman, 2013).
Boeing is not the only business in town. There are many threats to the currently successful company. Boeing’s
competition has stepped up and is competing for more of the overall market share. Orders are in high demand
for Bombardier’s new C-series jets built by a Canadian manufacture. China also has the C010 family competing
for orders. There is a constant market share battle with Airbus that could potentially take away future orders. All
of the present completion will continue to push Boeing to further increase its research and development
spending to keep its technologic advantage. A decrease of U.S defense spending is becoming a large threat to the
company. U.S defense spending continues to be cut and the effects will not reverse anytime soon with the
current government. More government spending cuts could occur in the near future. To counter the cuts, Boeing
is taking business outside of the country and establishing better international relationships. International
business accounts for twenty-three percent of the defense segment’s total revenues and forty percent of its work
backlog. In addition, Boeing plans to decrease its cost structure by 2.5 billion dollars in the coming years.
16. THE BOEING COMPANY 16
Boeing looks to be successfully continuing operations in the future. The
Sales/Revenue section of the Income Statement has continued to increase
over the last five years: 28.28 Billion, 64.31 Billion, 68.74 Billion, 81.7
Billion, and 86.62 Billion in 2013 respectively. Although the Sales/Revenue
section continues to increase, the increase is matched with a consistent rise
in the Coast of Good Sold: 56.37 Billion, 51.68 Billion, 55.87 Billion, 68.56
Billion, and 73.35 Billion in 2013 respectively. With the COGS subtracted,
Boeing’s Gross Income has only increased marginally from 11.92 Billion in
2009 to 13.43 Billion in 2013. Also noteworthy, Boeing’s Research and
Development costs have reduced by half in the last five years: 6.51 Billion,
4.12 Billion, 3.92 Billion, 3.3 Billion, and 3.07 Billion in 2013 ("BA Annual
Income Statement - Boeing Co. Annual Financials," n.d.).
In the following section, the focus will be on the Historic Prices and
Financial Ratios. The official ticker symbol of The Boeing Company is BA
and the stock is traded on the New York Stock Exchange. Since the
recession the price of Boeing stock has dramatically increased from $38.58
to its current price of $132.78. At the beginning of 2014 the price declined
by about ten dollars. Since then the price has regained and passed its lost
value ("BA Interactive Stock Chart | Yahoo! Inc. Stock - Yahoo! Finance,"
n.d.).
I will be going over the following financial ratios of Boeing: Price to
Earnings Ratio, Price to Sales Ratio, Debt to Equity Ratio, Current Ratio,
Accounts Receivable Turnover, and Total Debt to Total Assets Ratio.
Boeings Price to Earnings Ration is $22.08. This ration is the best-known
investment valuation indicator. “A high P/E ratio means investors are
paying more for today’s earning in anticipation of future earnings growth”
("8 Simple Investing Ratios You Need To Know - Slideshow |
Investopedia," n.d.). The Price to Sales Ratio is 1.20. “This ratio measures
the price of a company’s stock against its annual sales and reflects how
many times investors are paying for every dollar of a company’s sales” ("8
Simple Investing Ratios You Need To Know - Slideshow | Investopedia,"
n.d.). Currently, Boeing is paying 1.20 for every dollar of sales. The Debt to
Equity Ratio is currently 65.50. This ratio is used to compare total liabilities
to its total shareholders’ equity. “This is a measurement of how much
suppliers, lenders, creditors and obligors have committed to the company
versus what the shareholders have committed. A lower number means that
a company is using less leverage and has a stronger equity position” ("8
Simple Investing Ratios You Need To Know - Slideshow | Investopedia,"
n.d.). Boeing’s Current Ratio is 1.26. The Current Ratio is created by
dividing the current assets by the current liabilities, the higher the current
ratio, the better the company’s liquidity ("8 Simple Investing Ratios You
Need To Know - Slideshow | Investopedia," n.d.). The company’s
Receivables Turnover is 13.47. “This ratio represents the number of times
in the period that the payment owed to a company will be collected. A
higher number means that the company collects more frequently”
("Analyze Investments Quickly With Ratios," n.d.). Lastly, the Boeing’s
Total Debt to Total Assets Ratio is 10.51. “As a general rule, a number
close to zero is generally better, because it means that more assets were paid
for without debt” ("Analyze Investments Quickly With Ratios," n.d.).
18. THE BOEING COMPANY 18
COMPANY
CULTURE
The success of Boeing Company has been driven by its
culture and ability to understand the business
environment. First, the company’s culture comprises of
good people who appreciate working in one of the existing
sectors in the world. The people understand the
company’s culture that aligns to the aviation frameworks
of innovation and creativity. The people work as a team to
deliver quality customer service, innovation, productivity
and promote their company’s brand. The organizational
culture emphasizes on some key aspects including
customer knowledge, technical excellence, and large-scale
processes integration. Boeing also values diverse skills and
perspectives within its employees. Thus, it had developed
a collaborative workplace that allows employees to
develop solutions for any customer problems for the
success of the company. Its recruitment and selection
process employs people from different ethnic and cultural
backgrounds in order to enhance diversity. The diversity
of the employees has given the company a competitive
edge in the international business environment.
According to Yenne (2005), Boeing gives the
diverse workforce an opportunity to identify
and develop their strengths and perspectives
in the different levels of the organization.
Some of the company’s sponsored groups
have been influential in promoting diversity
in the company. The Boeing diversity
councils that comprises of subordinate
employees, line manager and managers have
created a respectable and inclusive culture.
The group provides learning and leadership
skills, promotes effective communication and
supports the proper implementation of the
company’s plans. Another group is the
Boeing Affinity groups developed to promote
personal and professional growth of the
employees within the organization. They
also support diversity and networking with
the different departments.
Strong Leaders, Stronger Boeing
19. THE BOEING COMPANY 19
S o c i a l Re s p o ns i b i l i t y
“ Being apart of our
community is a
Boeing core value ”
Being a global firm, Boeing has developed relevant
efforts towards improving the social and economic
aspects of the world. It has collaborated with
different community organizations to promote
positive changes in the community. There are
corporate contributions distributed to different
local communities. Boeing is also focused on
promoting the quality of learning climates for
improved education. For example, Boeing has
funded California State University to create a good
curriculum for teachers, more the special education
teachers. It has community-based programs that
support the conservation of energy and
development of sustainable development programs.
Boeing’s social responsibility efforts can also be
reflected by their efforts to drive environment
improvements in their sector.
The workers of Boeing participate in different
domestic and international environment forums
and organization. Some of the organizations
include Air Transport Action Group (ATAG),
Business for Social Responsibility (BSR) and Algal
Biomass Organization among others (Yenne,
2005). Moreover, the operations of Boeing are
governed by ethical standards and provisions, in
which provides for a fair and impartial working
setting. It requires that all employees and company
relationships must comply with ethical business
conduct. Some of the ethical standards that guide
Boeing employees include honesty, reputation and
impartiality. Also, the employees are not expected
to engage in any form of conflicts of interest, drive
personal gains or engage in illegal or unethical
actions. The strict ethical standards have helped
Boeing enhance ethical responsibility and
performance in the company.
21. THE BOEING COMPANY 21
We selected Boeing Company due its various attractive capabilities and aspects. First, Boeing has a high
earning potential in relation to its recent financial performance. In last two years, Boeing has reported an
increase its earnings per share. The improved earning potential would lead to better salaries for workers as
well as improved working conditions. Boeing also recognizes its workers by offering different benefits. The
benefits include competitive salaries and additional benefits. The additional benefits include retirement
health care plans, retirement benefits and non-financial rewards such as protection of their employees.
Boeing employees have access to online learning centers that offers adequate learning and education
opportunities. Other benefits include Boeing discount programs and international allowances.
In addition, Boeing has relevant and reliable career growth programs. Boeing rotation program in different
international locations helps in learning and development of the employees. The employees are assigned
to rotational assignment that exposes them to different ideas and communities. Thus, employees are able
to understand how to adapt to different environments as well as learning cross-functional areas and skills.
Boeing has special recognition programs for its employees and even suppliers. The management
recognizes exceptional performance from the employees by providing employee incentive plans or even
special incentive awards. Similarly, the suppliers are recognized when the company achieves superior
performance. Boeing also organizes appreciation dinners and events for celebrating the outstanding
performance of the team. It also offers appreciation of military personnel during special occasions.
Boeing has a flexible working environment for its employees that have led to its productive environment.
The employees can also work on different lines of work depending on the current demand at the
workplace. Boeing also accommodates family employees by assigning home assignments for them to
enjoy balanced lives. Most important, Boeing focuses on creating a friendly and diverse environment for
its employees. In Boeing, individuals work with people with diverse skills, abilities, and cultures. The
diversity helps make for a friendly and collaborative working experience at Boeing. Boeing remains one of
the most exciting companies for employees due to its accomplishments in the aircraft industry. The
company is usually committed to its various values that guide its day-to-day operations. All people work
together in striving for continuous quality improvement. The satisfied customers have also been influential
in encouraging Boeing towards improving its service delivery and performance. Therefore, Boeing is an
attractive and appropriate company in supporting personal and career development of the various
individuals.
T a k i n g t h e l e a d
22. THE BOEING COMPANY 22
C o m p a ny s u c c e s s
Safety
In order to instill confidence in the workers, safety is a
number one priority for the company. Ensuring the safety
and health of every single worker not only improves job
quality but increase the longevity and loyalty of the
workers.
Diversity and Inclusion
Seeing as the company is consistently developing
products with innovation, diversity among the team
allows for better workflow and increases creativity having
different perspectives.
Trust and Respect
Boeing’s core values: integrity, consistency, and honesty,
are implemented in every action a worker takes.
Corporate Citizenship
Boeing promotes the health and well being for both the
community they represent and the customers they serve.
They practice corporate citizenship by helping financially
and volunteering with educational programs as well as
other organizations that give back to the community.
Stakeholder Success
By operating profitability and with integrity, Boeing
provides customers with valuable innovation while
ensuring employees safety. Boeing is considered to be an
ethical company in which it performs daily operations
with the upmost integrity and quality. Boeing prides itself
on rewarding investors and increasing shareholder value.
All the while conducting business lawfully and ethically,
maintain integrity throughout staying true to the values
of the company.
23. THE BOEING COMPANY
Conclusion
The success of Boeing Company has been driven by its culture and ability to understand the
business environment. As the world’s largest aerospace company and leading manufacturer
of commercial jetliners and defense, Boeing has continued to lead the way with their
innovative technologies and processes. Boeing continues to succeed at being one of the most
innovative companies due to its accomplishments in the aircraft industry. The company is
committed to its various values that guide its day-to-day operations. Boeing strives for
continuous growth and quality improvement. The satisfied customers have also been
influential in encouraging Boeing towards improving its service delivery and performance.
Therefore, Boeing is an attractive and suitable company in supporting the growth and
innovation within the aircraft industry. Boeing looks to be continuing operations in the
future while maintaining integrity and innovation throughout.
24. THE BOEING COMPANY 24
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25. THE BOEING COMPANY 25
Waugh, R. (2011). Not Just a Load of Hot Air: Dream Becomes Reality as Boeing’s New Carbon-
Fiber 787 Dreamliner Hearlds a New Age of Traver. Retrieved from
http://www.dailymail.co.uk/sciencetech/article-2041863/Boeing-787-Dreamliner-reality-carbon-fibre-plane-
delivered-Japan.html
Yenne, B. (2005). The Story of the Boeing Company. New York, NY: Zenith. Print.
26. THE BOEING COMPANY 26
Works cited
http://iccjet.com/en/company/12-en/aircraft-for-sale/boeing-commercial-airplanes/182-boeing-737-800 (image 1)
http://images.businessweek.com/ss/06/12/1207_bestleaders/source/2.htm (image 2)
http://www.chicagoarchitecture.info/Building/1051/The-Boeing-Corporate-Headquarters.php
http://www.boeing.com/news/frontiers/archive/2014/november/#/30/
http://www.aerospace-technology.com/projects/boeing702/boeing7021.html
