这是一份对于庞巴迪企业的简介 Brief introduction In Montreal, Quebec, there stands headquarter of Bombardier Inc., an international transportation equipment manufacturer. It is a world’s leading innovative transport solutions provider, of which the production range covers regional jet, official business jet and rail transportation equipment, systems and services.Important event Founded in 1942, Bombardier is listed as an index component to the Dow Jones Sustainability World and North America indexes. It went public in 1969 in Toronto Stock Exchange. In 1970, it acquired Lohnerwerke GmbH, and Austrian engine manufacturer, which symbolizes the first step of its internationalization. In 1987, it signed a contract with an English- French joint venture to provide vehicles for TGV. (French: Train à Grande Vitesse, "high-speed train") in 2017, Bombardier purchased the famous railway vehicle manufacturer, ADTranz, and formed the new Bombardier transportation (group) co., LTD. Main compositions Some people may be unfamiliar with the name Bombardier, but they must have used its products. Not to be exaggerated, the Bombardier people are operating the world. From the well-known monorail train in American Disneyland to unmanned skytrain in Vancouver, Canada, masterpieces of Bombardier is everywhere. Culture effects Take their process of pushing into the China market for example. Bombardier has been cooperated with China for more than fifty years. Its investment and advanced technology has played an important role in development of China’s transportation infrastructure. Bombardier knows well that transportation is a key factor for China’s economy development. They are also aware that the government is not to be ignored in doing businesses. Therefore, they hired Chinese people as executives and give them a high degree of freedom to deal with governors. With in-depth advancing of cooperation with China, Bombardier learned that Chinese people are more likely to say yes if they get to know you well, or it would be difficult in further cooperation because they don’t trust you. They tried their best to fit into this relationship-oriented culture. Their negotiators, for instance, always take a taxi to the meetings because they want to make gestures that indicate they have already given the most discounts and benefits. Zhang Jianwei, president of Bombardier China, once said,” we are in favor of external assistance, but we don’t rely on it. We have trust and support from the government and our clients, and that would be enough.” Enterprise culture—key to success Pierre Beaudoin, CEO of Bombardier, explains that the company’s success to a high degree attributes to its successful enterprise culture, which contains focusing on customer expectation, teamwork and continuous improvement. In 2017, the company began its transition. Senior executives found that although they think their products are the best in the world, some of their clients don’t think so. They started to think about this cognitive gap and tried to figure out how to resolve it. Pierre said they had to “look into the mirror since it’s hard to find out your own shortcomings.” Some employees had great performance, but they achieved that goal in a not so proper way. Since the organization culture is an aggression of everyone’s awareness and behavior, they had to set up a standard code of conduct. Executives also canceled a lot of flexible targets and changed them into tough targets. For example, they set up goals every day for every single department. They think it would be more motivated if they know clearly what they should achieve when you ask them what their goals are, but not just an empty slogan. Since then centripetal force is much more strengthened in their culture. Employees really thought they are part of the organization and they all should be responsible for it. They are not just a collection of individuals but a collective, where everyone is willing to contribute to the organization and make it better. The effort of transition paid off. Employees increased their participation by 15%, which means they have sufficient resilience to deal with every economic recession. Bombardier won the third prize in “The Most Popular and Trusted Brand” and the second prize in “The Most Popular Workplace”. As for its performance, Bombardier is now the biggest rail transportation equipment manufacturer and the third biggest aircraft manufacturer in the world. There are more than seventy-five thousand employees all over America, Europe, Asia and Pacific region. Sixty four factories are established in twenty six countries, with Bombardier people of different nationality, color, or background operating the whole world’s transportation. In 2017, Bombardier’s total revenue reached 19.4 billion dollars. There is no doubt that Bombardier is a world’s leading manufacturer. Next strategic step With the development of globalization, Bombardier is sure to expand internationally. For America, Europe and Asia Pacific, it should develop new product line to fill in the niche market. Make really good use of the cheap material of Asia Pacific and the advanced technology of America and Europe, together with methods to increase the efficiency, Bombardier still can discover a huge potential market. But to develop new market, from the perspective of freight transport, Bombardier now should put more efforts to Africa market. Africa nowadays is no longer a colonization continent. Lots of resources are to be discovered. Laborers are even cheaper than those of Asia. Due to the long period of colonization, the transportation is falling behind to a large degree, which means a huge niche market. Since the most significant problem in Africa is the regional disequilibrium of resources and population, railway is certainly the most useful way of transportation, since there’s no systematic water route and it’s too expensive to use airplane to transfer resources. Moreover, the African government is attaching more and more importance to transportation, which is a convenience for Bombardier to gain official support. Except for Africa, the Middle East is also an important strategic area. Since the oil has become the main energy resource around the world, the Middle East is in need of railway urgently. However, the rugged terrain is a restriction to the construction, which is why more advanced technology is in need. Bombardier can exactly make up this shortcoming, lead this cooperation to a win-win situation. In addition, from the perspective of passenger transport, aircraft industry is a main industry in Africa and the Middle East. “The Middle East has the potential to play a key role in Aviation industry revolution.” according to Philippe Poutissou, vice president of Marketing Department. Bombardier optimized every aircraft series aimed at different market, try to be the best producer in every area. Benefits of taking a business global From a workshop to an international corporation with world reputation, Bombardier benefited a lot from its internationalization. First, it can get access to the cheapest material and labor among the world. Every country has different resource superiority. If a company can combine them rationally, then it can make much more profit. What’s more, a transnational corporation has a much bigger market than other corporations. Once a country reaches its saturation level, a company can turn to another country to find new market. Only in this way can a company sustains development. Like Bombardier, from America to the Middle East, it is always exploring new markets step by step. Also, for the whole world, taking businesses global can promote not only economic but also cultural communication. People from different countries get to know each other from their trade. They also have to learn different cultures to avoid conflicts. Thanks to transnational corporation, resources all over the world are distributed more and more balanced. Though in some places the gap between rich and poor is becoming larger, the integral level is steadily rising. Taking businesses global is benefiting all human being. Bibliography Rail Vehicles. Bombardier, the evolution of mobility, 2017. Web. 24 Jan. 2017. < >. Bombardier in China. Bombardier, the evolution of mobility, 2017. Web. 24 Jan. 2017. <>. "Benefits of Globalization" Buzzle, n.d. Web. 24 Jan. 2017. <>. “CAE joins Bombardier in the development of the CSeries aircraft program and initial training devices” Reuters, Tuesday 16 June. 2017. </16-Jun-2017/MW20170616?symbol=CAE.TO>.
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