Competitive Analysis of Defence Contractors, 2014

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

RELEASE DATE
10-Mar-2016
REGION
Global
Research Code: MB3B-01-00-00-00
SKU: AE01104-GL-MR_17069

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Description

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

Key Findings

Methodology and Selection Process

Introduction—Strategic Context and Industry Environment

Strategic Options for Defence Industry Participants

Deeper Market Penetration

New Product Development

  • Introduction
  • Cumulative Data of Selected Contractors
  • Strategic Mapping (2005)
  • Strategic Mapping (2009)
  • Strategic Mapping (2014)
  • Strategic Mapping Analysis
  • Conclusion

Broader Market Penetration

  • Introduction
  • Strategic Mapping (2005)
  • Strategic Mapping (2009)
  • Strategic Mapping (2014)
  • Strategic Mapping Analysis
  • Conclusion

Diversification—The Virtuous Cycle

  • Geographic Expansion
  • Commercial Expansion

Market Presence

Market Presence- Category Definitions

List of Figures
  • 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
List of Charts
  • 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
Related Research
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.
More Information
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Table of Contents | Executive Summary~ || Key Findings~ || Methodology and Selection Process~ | 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~ | 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~ | The Frost & Sullivan Story- The Journey to Visionary Innovation~
List of Charts and Figures 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~
Author Thomas Saquer
Industries Aerospace, Defence and Security
WIP Number MB3B-01-00-00-00
Is Prebook No