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The Bombardier's innovative designs, for example V220 and V300T engines are far superior in durability, quality and reliability as their features result in the elimination of shock, and allow smoother operation, as well as offering easier maintenance than current aviation piston power plants (Dyck, Buckland, Harder, & Wiensee, 2000). Their MoGas capability, use of propeller speed reduction units, and mufflers also ensure that the Bombardier V220 and V300T can meet the future competitive challenges of the business.
In capitalizing on know how, the company is increasingly pursuing a strategy of acquiring other companies in the industry. For example, portfolio of its acquisition includes companies such as Canadair, de Havilland, and Learjet and even Shorts, Europe's oldest aircraft manufacturer. Moreover, the company's entry into markets can be seen as an innovative company that prides itself in taking the risks. Recently, the company acquired two new sources of growth with the Adtranz acquisition in the transportation sector and the...
The company has successfully completed the main phases of the complex integration of Adtranz, with its 30 plants scattered across 19 countries and its 21,000 employees. The company also set up a state-of -- the art production facility in Sturtevant, Wisconsin for Johnson and Evinrude engines that made the first deliveries in the fall of 2001.
As we already have seen that the company is enjoying extensive advantages due to this strategy, but this strategy has also some disadvantages, as this strategy puts the company on a risky situation if the company fails to capitalize on the new product introductions and cannot manage its acquisitions.
References
Dyck, B., Buckland, J., Harder, H. & Wiens, D. (2000). "Community Development as Organizational Learning: The Importance of Agent-participant Reciprocity," Canadian Journal of Development Studies, 21, 605-620.
Prahalad CK and G. Hamel (1990) "The Core Competence of the Corporation," Harvard Business Review, 68, pp 79-91
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