Competitive Analysis of Defence Contractors, 2014

Future Success to Hinge on Deepening Core Markets Before Diversifying, R&D Focus to Leverage Demand for High-Tech Solutions

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This study is an update of the 2014 report on defence contractors. There are slight changes in the top 15 companies selected to reflect their performance in 2014; the quantitative analysis has been done from 2005-2014. The study focuses on defence businesses and contractors, while also considering the non-defence activities of these companies. Globalisation and the blurring of boundaries between commercial and defence companies coupled with recent budget constraints in Western countries are likely to significantly impact the long-term strategy of defence contractors. As a result, contractors will continue to increasingly face several challenges that they will need to overcome for market success.

Table of Contents

1. Executive Summary
Key Findings
Methodology and Selection Process
2. Strategic Overview and Options for Defence Contractors
Introduction—Strategic Context and Industry Environment
Strategic Options for Defence Industry Participants
Deeper Market Penetration
Introduction
Cumulative Data of Selected Contractors
Strategic Mapping (2005)
Strategic Mapping (2009)
Strategic Mapping (2014)
Strategic Mapping Analysis
Conclusion
New Product Development
Introduction
Strategic Mapping (2005)
Strategic Mapping (2009)
Strategic Mapping (2014)
Strategic Mapping Analysis
Conclusion
Broader Market Penetration
Geographic Expansion
Geographic Expansion: Revenue from Home Market
Geographic Expansion: Revenue from Home Market (2014)
Geographic Expansion: Revenue from Home Market Analysis
Conclusion
Commercial Expansion
Cumulative Total and Defence Revenue
Cumulative Total and Defence Revenue Analysis
Conclusion
Diversification—The Virtuous Cycle
Strategic Option for Defence Companies
Analysis of the Virtuous Cycle
Conclusion
3. Appendix- Company Profiles
Market Presence
Market Presence- Category Definitions
Lockhead Martin
Boeing
BAE Systems
Raytheon
Northrop Grumman
General Dynamics
Airbus Group
United Technologies Corporation (UTC)
Thales Group
United Technologies Corporation (UTC)
Finmeccanica
L-3 Communications Holdings
Rolls-Royce
Honeywell International
Textron
Safran
4. The Frost & Sullivan Story- The Journey to Visionary Innovation


List of Figures & Charts

1. American Firms: Percent of Home Market Revenue in North America vs. Percent of International Revenue, 2005–2014
2. European Firms: Percent of Home Market Revenue in Europe vs. Percent of International Revenue, 2005–2014
3. American Firms: Percent of Home Market Revenue in North America vs. Percent of International Revenue, 2014
4. European Firms: Percent of Home Market Revenue in Europe vs. Percent of International Revenue, 2014


1. Cumulative Data of the 15 Selected Defence Contractors, Global, 2005–2014
2. Performance Mapping—Revenue vs. Operating Margin, Global, 2005
3. Performance Mapping—Revenue vs. Operating Margin, Global, 2009
4. Performance Mapping: Revenue vs. Operating Margin, Global, 2014
5. Self-Sponsored R&D Expenditure vs. Percent of Revenue in R&D Strategic Mapping, Global, 2005
6. Total R&D Expenditure vs. Percent of Revenue in R&D Strategic Mapping, Global, 2009
7. Total R&D Expenditure vs. Percent of Revenue in R&D Strategic Mapping, Global, 2014
8. Defence Revenue vs. Defence Ratio Strategic Mapping, Global, 2005
9. Defence Revenue vs. Defence Ratio Strategic Mapping, Global, 2009
10. Defence Revenue vs. Defence Ratio Strategic Mapping, Global, 2014
11. Cumulative Total and Defence Revenue of 15 Defence Companies, Global, 2005–2014



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