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Bombardier’s C-series was looked at as a huge risk to the organization’s future reputation and Financial stability. It was compared to what Boeing had created in the 1960s (the 747) and the problems that the company had gone through and the almost bankruptcy of that company.
What kicked started the initiative for a brighter future for Bombardier was the hiring of a former Boeing executive to analyze the marketing and see if there was a possibility of creating a new series of plans to penetrate the market and intrigue already existing customers in the aviation industry to buy these new planes and create a threat for already existing competitors of the market (those being Airbus, Boeing. And many others). As it was analyzed they learned that what they had planned for the C-series was 10% better than anything in the market it looked good to the organization to start furthering plans.
Bombardier realized and held on to the idea of becoming one of the “bigger corporations in the international market” as they realized most airlines everywhere were stuck using older model planes that were not as environmentally friendly, couldn’t hold as many passengers, and used a lot of gas. Bombardier realized that the idea of the C-series was a high-risk project but in the end, being an innovative product in the industry. Many investors see this as an unreachable goal to create multiple plans when a company has limited resources to support this plan. Management stated that “they had enough funds to see through the C-series all the way to the production of this innovative idea” But with technology demands not being yet met in the world they decided to shelve it a few years after in 2006.
Years later when they realized that technology that met the plans for the C-series with being made or in the process of being tested they brought the project back to be the main focus of the organization. With this, they released the idea in 2008 that in 5 years they could launch the C-series and it would be enough time to meet the desired needs to complete the project that they saw and a new set of standards in the industry. This was the first maiden flight in 2013. This creates interest in many potential investors and customers. Many see this as an interesting step in the aviation industry but wonder if Bombardier was up to the challenge of meeting the organization’s goal for the C-series, that they stated at the conferences. After a few years after the original launch of the C-series plans they had barely met their goal only getting close to 90 orders. Showing that even though there was a large interest in the plan, not many businesses were willing enough to order it. They lacked the sales/marketing team that many others had to push the products they sold. Some see the change of Bombardier being a “Going Concern” and not being able to service these planes at a later date after being sold to customers.
As time went on contracts to have a certain number of planes met for many different airlines came in. Reaching 243 orders which was almost meeting their goal of 300 orders by the time the plane was ready to meet production standards and shipped out.
During the process of engineering the plane and meeting the financial level of funding needed to make this project happen bombardier met a lot of problems. Some being unforeseen and unpredictable. The financial crisis back in 2007-2008 created the problem of companies not willing to spend the money for new planes and the large drop in oil prices the idea they had of a more fuel-efficient engine meant nothing to potential customers and the fact that competing companies learned of the planes and did everything within their power to entice customers to come back to their organizations and loyal customers with different incentives to push the future sales that bombardier had secure to lower numbers.
Suppliers not communicating with each made it harder for them to meet the goal they had set for their cost of the C-series and having to bring back production of the fuselage from China (making the money spent there a sunk cost). This led to the over-budgeted amount for the C-series by 9 million and receiving a bailout from the Quebec government of 2.5 billion to keep the business from going under. Leading to a new CEO taking over to try and manage/turn around the situation created by past management.
Over time Bombardier realized that the task of completing the C-series on time would not be able to be met and started having problems meeting goals for the first flight in 2013 being pushed back year after year till 2016. While also not knowing if 108 of their orders could be finished in time, due to delay, a company needs and could lead to cancellations from those customers
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