A 10 page case analysis over Honda Motor Company. Rubric is attached.

case analysis

Analyze the case that I have attached and use this following approach in your analysis :
1. Overview and Background- In three or four sentences what is the case about.
2. What is/are the central problems or opportunities facing the firm?
3. What strategy is the firm following? Is it working? If so why, if not, why not? Is the strategy proper when in comes to the external assessment?
4. What are some actions the firm could take? Why? Does the firm have the resources and capabilities to implement the strategy/ies?
5. If you were the CEO what would you do?support your answer.

BOMBARDIER AEROSPACE: THE CSERIES DILEMMA1
Ali Taleb and Louis Hében‘ wrote this case solely to provide material for class discussion. The authors do not intend to illustrate
either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other
identifying information to protect confidentiality.
Richard lvey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written
permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies
or request permission to reproduce materials, contact lvey Publishing, Richard lvey School of Business Foundation, The University
of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882,‘ e-mail cases@ivey.uwo.ca.
Copyright © 2011, Richard lvey School of Business Foundation Version: 2011-09-02
“Bombardier Aerospace announced today the name of its new commercial aircraft family and revealed the
aircraft’s distinctive black and white livery. The CSeries, for competitive, continental and connector,
would target airlines operating aircraft in the lower end of the 100- to l50-passenger market, a large
segment that is not well served by any aircraft in production today.”
Bombardier press release, July 19, 2004
“On March 15, 2005, Bombardier’s board of directors granted Bombardier Aerospace authority to offer the
new CSeries family of aircraft to customers. The authority to offer is an important step in the process that
could lead to the aircraft program launch. Prior to launch, Bombardier will continue to seek firm
commitments from potential customers and suppliers.”
Bombardier press release, May 13, 2005
“Bombardier announced today that present market conditions do not justify the launch of the CSeries
program at this time. The corporation will now reorient CSeries project efforts, team and resources to
regional jet and turboprop aircraft opportunities to address regional airlines’ future needs in the 80- to 100-
seat aircraft market.”
Bombardier press release, January 31, 2006
In March 2005, the board of directors of Bombardier Inc. authorized its Aeronautics division, Bombardier
Aerospace, to offer a new generation of aircraft named CSeries to its clients. The company postponed the
actual launch of the project several times, prompting investors and analysts to question what the long-terrn
strategy of the company was.
7 This case has been Written on the basis of published sources only. Consequently, the interpretation and perspectives
presented in this case are not necessarily those of Bombardier Inc. or any ofits employees.

case analysis

Analyze the case that I have attached and use this following approach in your analysis :
1. Overview and Background- In three or four sentences what is the case about.
2. What is/are the central problems or opportunities facing the firm?
3. What strategy is the firm following? Is it working? If so why, if not, why not? Is the strategy proper when in comes to the external assessment?
4. What are some actions the firm could take? Why? Does the firm have the resources and capabilities to implement the strategy/ies?
5. If you were the CEO what would you do?support your answer.

BOMBARDIER AEROSPACE: THE CSERIES DILEMMA1
Ali Taleb and Louis Hében‘ wrote this case solely to provide material for class discussion. The authors do not intend to illustrate
either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other
identifying information to protect confidentiality.
Richard lvey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written
permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies
or request permission to reproduce materials, contact lvey Publishing, Richard lvey School of Business Foundation, The University
of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882,‘ e-mail cases@ivey.uwo.ca.
Copyright © 2011, Richard lvey School of Business Foundation Version: 2011-09-02
“Bombardier Aerospace announced today the name of its new commercial aircraft family and revealed the
aircraft’s distinctive black and white livery. The CSeries, for competitive, continental and connector,
would target airlines operating aircraft in the lower end of the 100- to l50-passenger market, a large
segment that is not well served by any aircraft in production today.”
Bombardier press release, July 19, 2004
“On March 15, 2005, Bombardier’s board of directors granted Bombardier Aerospace authority to offer the
new CSeries family of aircraft to customers. The authority to offer is an important step in the process that
could lead to the aircraft program launch. Prior to launch, Bombardier will continue to seek firm
commitments from potential customers and suppliers.”
Bombardier press release, May 13, 2005
“Bombardier announced today that present market conditions do not justify the launch of the CSeries
program at this time. The corporation will now reorient CSeries project efforts, team and resources to
regional jet and turboprop aircraft opportunities to address regional airlines’ future needs in the 80- to 100-
seat aircraft market.”
Bombardier press release, January 31, 2006
In March 2005, the board of directors of Bombardier Inc. authorized its Aeronautics division, Bombardier
Aerospace, to offer a new generation of aircraft named CSeries to its clients. The company postponed the
actual launch of the project several times, prompting investors and analysts to question what the long-terrn
strategy of the company was.
7 This case has been Written on the basis of published sources only. Consequently, the interpretation and perspectives
presented in this case are not necessarily those of Bombardier Inc. or any ofits employees.