Acquisition Strategy

Subject: PROPOSED ACQUISITION TARGET FOR 302 CORPORATION

Pursuant to you request, this group conducted a search and an analysis for a potential acquisition candidate for the 302 Corporation. The group obtained the information necessary for the search and analysis from Business Week, The Economist, Financial Times, and Hoovers Online financial information services. The group also obtained additional information on the recommended target company ù Boeing ù directly from that company's Web site.

The group recommends that the 302 Corporation acquire the Boeing Company. As Boeing is a major publicly traded firm, it will be necessary for the 302 Corporation to make a tender offer to Boeing shareholders.

The attached report provides additional details on the proposed acquisition target company. Should you have questions concerning the report or should you desire additional information, the group will be pleased to provide answers and information.

This report presents a strategic review of the Boeing Company with emphases on the current situation of both the industry and the firm. The information developed provides the basis for a recommendation relative to the acquisition of the company by the 302 Corporation.

The Boeing Company is in the latter stages of a major transition from an airframe manufacturer to an aer

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O) would become Vice-Chairman of the company with responsibilities for the development of opportunities for long-term growth. The primary responsibility for day-to-day operations, formerly assigned to the COO, devolved to the CEOs of the SPUs (Gillie, 2001). The three major SPUs within the Boeing Company organizational structure are Commercial Airplanes, Military Aircraft and Missile Systems, and Space and Communications. The remaining SPUs within the company's organizational structure are Business Jets, Air Traffic Management, Boeing Capital, and Connexion by Boeing (Gillie, 2001; "The Boeing Company," 2001). Within a functional context, the organization of each SPU within the Boeing Company includes each functional element necessary for the effective and efficient operation of a profit center, e.g., operational management, finance, marketing, procurement, and so forth. With the exception of operational management, the structure of the corporate office also includes functional counterparts to those found in the SPUs. The functional elements at the corporate office coordinate related functional activities at the SPUs but do not control the functional activities at the SPUs ("The Boeing Company," 2001). A major transformatio
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Approximate Word count = 1593
Approximate Pages = 6 (250 words per page)