Study On The Competition Strategy Of Bombardier C Series Airplane In Chinese Market

In year2004, Bombardier Aerospace, the world3rd largest commercial aircraft manufacturer, has announced to launch the research and development of a new single-aisle narrow-body commercial aircraft, the C Series, which is targeting to change the competition structure of this market where Boeing and Airbus play as dual oligopoly. By putting the competition edge of C Series from global market into the special political and economic environment in China, the paper will use the common competition environment analysis tool to analyse the impact of Chinese market competition force to its global advantage, and consequently answer the key question that if C Series will achieve expected strategic objective in China.This paper selects Bombardier Aerospace as study objective, firstly introduce the Bombardier Inc. and Bombardier Aerospace in brief, as well as the project status of C Series and its’ global and China market sales; secondly, PEST analysis model is used to scan the external macro environment of the sector that C Series is targeting at, with reference of the oligopoly characteristic of China commercial aircraft market; meanwhile, Porter’s5-force model is also used to analyse in detail the competition that C Series will face in China market, and it will disclose the market environment and development stage of the Chinese market that C Series will enter into, which is composed by both opportunities and challenges; lastly, summarize how Bombardier Aerospace make competition strategy in China, how to leverage the advantage of such strategy so as to achieve the operation goal in the sector market.The general conclusion that this paper reaches is:in order to survive from the tense competition in China market, a tailor-made competition strategy for China market is a must, which is supposed to be a localized focus strategy. By partnering with AVIC, COMAC in full scope local cooperation, it can turns the competition to cooperation, and achieve the differentiation competence of industrial technology and operation management in sector market, as well as the cost leadership in small area. By avoiding direct competition and giving up the "global standard" marketing activities, the company may practice the "from China, For China" competition strategy, and then it becomes possible to obtain the sustainable development in China market, and strengthen the foundation of strategic positioning in such most critical and full potential civil aviation industry market in the world.