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By Working with These Institutions and Establishing International GlOBal BOEING “ By working with these institutions Boeing’s international and establishing international strategy focuses research sites, we demonstrate on mutually that we’re committed to building beneficial a long-term presence in partnerships important markets.” By Bill seil – John Tracy, Boeing chief technology officer and senior vice president, Engineering, Operations & Technology round the globe, Boeing is providing the best and most innovative Boeing is enhancing its presence includes entities from 35 nations for sites, we demonstrate that we’re pHOTOS: Boeing’s partnerships developing partnerships that products and services at affordable prices. internationally by hiring local talent and research in diverse areas including committed to building a long-term around the world are fueling growth benefit its customers, business The company also has worked to meet deploying U.S. employees at key locations biofuels, manufacturing processes, presence in important markets.” in research and development and a making the company more competitive. partners and local economies. In return, the specific needs of individual customers around the world. More than 8,500 of structures and robotics. In addition to providing the best, (Clockwise, from top left) Composites the company is strengthened by growing and regions. Boeing’s 164,000 employees work “Because there’s more than $1 trillion most advanced products, the company research in the United Kingdom; new sales and tapping the best technologies “Doing business in today’s global outside the United States. of investment in technology development is continually increasing its ability to manufacturing methods in Spain; the the world has to offer. economy also means differentiating our- This strategy also involves establishing around the world, it’s in Boeing’s interest provide outstanding customer service, 787 Dreamliner; research in unmanned In 2010, sales outside the United selves in terms of the partnerships we and strengthening research and develop- to develop mutually beneficial research quickly and effectively, throughout airborne systems; aerodynamic testing using wind tunnels; and super- States accounted for 41 percent of establish within each country,” he said. ment partnerships worldwide, as partnerships with institutions across the world. n conducting applications. BOEING Boeing’s revenue. That number is “That includes local suppliers, universities, international markets fuel R&D growth. the globe to leverage those investments [email protected] expected to increase significantly over research talent and charitable institutions. The amount spent worldwide on for the sake of our customers,” said the next few years. It’s all about having a meaningful, mutually research and development grew from John Tracy, Boeing chief technology Read more about the global strategies More than 80 percent of the Boeing beneficial presence.” $790 billion in 2002 to $1.15 trillion in officer and senior vice president, for Boeing Commercial Airplanes and Commercial Airplanes’ backlog is for Boeing’s international strategy 2007, according to the United Nations Engineering, Operations & Technology. Defense, Space & Security on the jetliners ordered by non-U.S. customers. supports the strategies of its business Educational, Scientific and Cultural “These partnerships provide us following pages. And international sales are rapidly units and aligns with the expectations Organization. This is the most recent access to advanced technologies that increasing as a portion of Boeing Defense, and aspirations of the countries in which figure available and reflects increased can improve our products and make Space & Security’s total revenue. it operates. In doing so, the company activity in Asia. us more competitive,” he added. “And Shep Hill, president, Boeing Interna- values diversity and is sensitive to local Boeing’s expansive portfolio of global by working with these institutions and tional, said Boeing has long focused on laws and customs. research and development partnerships establishing international research 44 BOEING FRONTIERS JUNE 2011 45 a more robust portfolio of exportable products and, perhaps “ We must strive the most critical of all for ensuring repeat business, enhancing customer satisfaction. RaISING A first step has been the reorganization of International Busi- to be a truly ness Development and a significant strengthening of the team. Critical, too, is staying closely aligned with Boeing Commercial Airplanes, which today draws 80 percent of its business from THE BAR global company overseas, and harnessing the reach of Boeing International and its worldwide network of country presidents. “We must work across the enterprise as a single team if we Expanding its international if we’re going to are to succeed,” Kronenberg said. business is critical to the Leveraging “One Boeing” has proved especially important be successful.” in those markets new to Defense, Space & Security but where growth of Boeing Defense, Commercial Airplanes has enjoyed a long-standing presence. India is a good example. Until recently India was inaccessible to Space & Security – Mark Kronenberg, vice president of International Defense, Space & Security and other U.S. defense companies, Business Development whereas Commercial Airplanes has enjoyed a 70-year history. By paul lewis When in 2005 the doors to Delhi began to open to U.S. con- tractors, Defense, Space & Security quickly established a presence, urn the clock back to 2005 and international sales thanks to Commercial Airplanes. Success came in 2009 with an generated little more than 7 percent of overall revenue Indian Navy order for eight P-8I maritime patrol aircraft. T for Boeing’s defense business. Sales at that time were To be successful in today’s highly competitive international overwhelmingly driven by domestic demand, while countries environment, it is increasingly important to partner with both local such as Brazil, India or Qatar were faraway places few knew companies and other global players. Teaming brings access to little about. markets that might otherwise be off-limits, potential new technol- Fast-forward to today and the picture is very different. ogy and talent, as well as opportunities for industrial participation. Output of Boeing-built fighters, airlifters and surveillance Over the past 30 years, Boeing has successfully implemented systems is increasingly reliant on orders from the Middle East, programs in nearly 40 countries, delivering benefits of more than South Asia and the Far East. Look no further than the delivery $41 billion on time or ahead of schedule. ramps in St. Louis, Long Beach, Calif., or Boeing Field in Seattle, Such programs go by many names: industrial cooperation, where there are F-15Ks destined for South Korea, C-17s for the industrial benefits and offsets, to name a few. Whichever the United Arab Emirates or 737 Airborne Early Warning & Control name, the overall goal is the same: to fuel economic flow-back to aircraft for Australia, to name just a few of Boeing’s lengthening a customer country as a result of that government’s procurement list of international clientele. of goods and services from Boeing. Export sales last year accounted for almost 18 percent Boeing currently has 53 active industrial programs worth more of Boeing Defense, Space & Security’s nearly $31.9 billion in than $17 billion in 22 countries, representing more than 15 Boeing revenue, and this impressive rate of growth is not expected to products. In the next five years, Defense, Space & Security alone is level off anytime soon. pHOTOS: (Top) One of two Qatar Emiri Air Force C-17 looking at another $34 billion in potential industrial programs as it Dennis Muilenburg, president and CEO of Boeing Defense, Globemaster III airlifters Boeing has delivered to the Middle Eastern pursues expanded international sales. Space & Security, has flagged international growth as one of five country. BOEING (above) Keith Ternes, left, and Steven Stoverink “We draw on the breadth and depth of Boeing to tailor each work on the aft end of an F-15 fighter in St. Louis. BOB FERGuSON/BOEING strategic objectives for Accelerated Change, and in January he program to meet the specific requirements of the customer and (above right) An artist’s concept of a P-8I with India livery. BOEING raised the bar for export sales to 25 percent or more of overall (Right) Korea Aerospace Industries produces major assemblies to address the industrial development objectives of that country,” revenue by 2013. for the AH-64 Apache. kOREa aEROSpaCE INduSTRIES said Gwen Kopsie, director of the organization working across The task of finding this new business falls to the International Boeing businesses to shape how and whom the company works Business Development organization in Defense, Space & Security. with globally to best support the growth strategy for Defense, Mark Kronenberg, vice president of International Business Space & Security. Development, said the challenge is not just reaching 25 percent Boeing already boasts a chain of long-standing alliances or more but sustaining that level of activity over the long haul. around the world with well-known players. “It is clear, simply selling more of what we now produce will Japanese industry over the years has built a large number of by itself not get us there,” he said. “We need to think differently Boeing programs under license such as the F-15J, CH-47J Chinook about the markets we serve, how we as a business are organized and Apache.
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