Absoluz Aerospace

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The Airbus A320 Dethrones the Boeing 737: Europe Takes the Controls of the Sky

It’s official: the Airbus A320 has just overtaken the Boeing 737 to become the world’s best-selling aircraft. A symbolic — and strategic — victory for Europe, which now takes the lead in the great narrow-body showdown. A quick flight back in time. Launched in 1967, the Boeing 737 long reigned unchallenged on medium-haul routes — those flights linking major cities over a few thousand kilometers. Airbus didn’t enter the fray until 1988 with the A320, modestly aiming to capture just one-third of the 737’s volume. The other contenders — McDonnell Douglas, Fokker, or Dassault’s Mercure — all vanished or were swallowed up. And yet, history flipped: 12,257 Airbus A320s delivered versus 12,254 Boeing 737s. Just a three-plane gap, but a powerful symbol. The tipping point came in 2003, when Airbus delivered more narrow-bodies than Boeing in a single month for the first time. Since 2019, Europe’s lead has solidified: over 19,000 A320s ordered, with 7,000 still to be delivered. Factories are running full throttle: 60 A320s roll off the line each month, compared to 38 Boeing 737s. A triumph born of collective vision: European industrial unity combined engineering, innovation, and patience. Early bold choices — fly-by-wire controls, two-pilot cockpit — are paying off big. But victory must not obscure aviation’s golden rule: never ease off the throttle. The competition is already gearing up, with Brazil’s Embraer and China’s Comac sharpening their wings. In aerospace, as elsewhere, nothing is ever guaranteed. Even in the lead, you keep the engines hot and your eyes locked on the radar.

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Russia-West divide + Donald Trump’s customs war: what impact for the aerospace sector?

Global geopolitics were profoundly disrupted three years ago by the near-total and instantaneous severance of relations between Western countries (Europe + North America + Japan) and Russia, as of April 2022. To make matters worse, Donald Trump’s new trade war, characterized by very high tariffs, has been added. These two events have global repercussions, not least for the aerospace industry. Their impact is both immediate and long-term. This article attempts to analyze these short- and long-term impacts for the airline industry. 1. The breakdown in collaboration between Russia and the West Short-term consequences The cessation of economic and diplomatic relations between Russia and the West has had immediate effects: Rising energy and commodity prices: Europe, heavily dependent on Russian gas, saw gas and oil prices soar, leading to increased inflation and a major energy crisis. Economic sanctions and collapse of trade: Russia’s exclusion from the SWIFT banking system and the introduction of trade sanctions have led to a sharp drop in imports and exports between Russia and the West. Aircraft equipment manufacturers can no longer supply spare parts or repairs, nor can they charge for them. Lessors have lost 5-10% of their managed fleets (which were operated by Russian airlines). Airworthiness certificates are no longer up to date, and Russia has somehow “re-invented” a whole certification procedure for aircraft and aeronautical parts in place of EASA and the FAA. Reorganization of geopolitical alliances: Russia has turned to other economic partners such as China, India and certain African countries to compensate for the loss of the Western market. Consequences for Western industries: many European and American companies have had to rethink their supply chains, particularly in the automotive, arms and agri-food sectors. Airlines to and from Russia were cut off (Serbia tried to maintain them for a few months, but was soon forced to give in). Airlines that used to fly over Russia are no longer able to do so, at least when they are Western airlines – an undeniable competitive advantage for non-embargoed airlines). Long-term consequences Regionalization of the world economy: the emergence of distinct and less interdependent economic blocs could slow down globalization and redraw trade balances, leading to blocs that no longer trade. Trade via third parties is a stop-gap measure that won’t be viable for long (e.g. Europeans could continue to buy Russian oil, but via India, with a significant increase in tariffs to pay intermediaries). Sino-Russian rapprochement: China and Russia used to be neighbors, but not necessarily good buddies. The new situation will encourage the Russians and Chinese to step up their cooperation, with both countries keen to find partners and markets outside Europe and North America. It’s not out of the question for India to follow suit. It’s more complicated for a country like Brazil, which is much further away physically from Russia and China, and would be hard-pressed to do without the USA (its closest export market) or Europe. 2. Donald Trump’s New Trade War Short-term consequences Donald Trump’s drastic increase in tariffs, particularly on Canadian, Chinese and European products, is causing immediate economic upheaval: Falling exports vs. rising imports: Canadian, European and Chinese producers (and all the others who took this unilateral and brutal increase in American tariffs in the face) will see sales of certain products fall, or even collapse (depending on the price elasticity of the products on offer). Conversely, American consumers will see prices rise on many products, notably electronics, cars and raw materials. Trade Ripostes: In response to U.S. taxes, the European Union, China and other countries are obviously putting up their own tariff barriers, reducing U.S. exports. This silly little trade war has only just begun. Uncertainty on financial markets: The instability caused by these tensions is leading to major fluctuations in stock market indices and a re-evaluation of multinationals’ strategies. Not all traders will complain about this instability, as some financial products are designed specifically for this purpose. The “classic” shareholders and CODIRs of major groups, on the other hand, will find it more distressing. Impact on the manufacturing industry: Many American companies, dependent on imported parts, will see their production costs rise, reducing their competitiveness. Others will see competing products disappear or become more expensive, creating a business opportunity. The same applies to other markets, whether Canadian, European or Asian: some will feel the full impact of the new tariffs and simply disappear, while others will have a rare opportunity in their market. In short, the rules of the game have just changed. Long-term consequences We need to talk about the long-term consequences, even if we don’t know how long these new tariffs will remain high. Trump behaves like a businessman: he fires on all cylinders and knows how to be opportunistic. No one can say today whether he won’t come back to these new tariffs very quickly. Let’s assume they remain unchanged and high for a long time. Changing supply chains: Companies are seeking to diversify their sources of supply, encouraging a partial relocation of production. This is particularly true in the highly globalized aerospace sector. Reduced U.S. economic leadership: If the trade war continues, it could encourage trading partners to favor other economic players, notably China and the European Union. We can therefore imagine that Airbus, Embraer and Dassault Aviation will continue to gain market share in both civil and military markets. The “political” dimension of these aircraft purchases remains important, including for civil aircraft. This customs war is indeed a war; it is likely that countries “attacked” by these tariffs will react by favoring partners who treat them not fairly, but predictably. Choosing a fighter plane commits a country for at least thirty years, and it’s difficult to do so with so much uncertainty. By way of example, the European countries that chose Lockheed Martin’s F35 now realize that they are bound hand and foot to the goodwill of the American military. It’s not too serious yet, but it’s very unpleasant. Technological and industrial change: in the face of tariff barriers, some

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Happy new year 2025!

Absoluz Aerospace wishes you a happy new year in 2025, full of family joy, professional fulfillment and new encounters.And never forget to look to the stars!

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American companies find it difficult to enter Europe

Many companies are looking to expand internationally. But these desires to conquer foreign markets include different aspects to be taken into account; we’re talking about different currencies, habits and lifestyles. For many American companies, Europe seems to be a promising market, but one with many dangers. First of all, the North American market is characterized by its homogeneity. In other words, there is a single language, currency and virtually the same legislation. In contrast, the European market is much more diverse, with its multitude of languages, currencies, laws and cultures. 1- DIVERSITY OF LANGUAGES AND CULTURES Of course, the first barrier is language. It’s hard to sell a product in a language you don’t master. As for “international” English, which some have called “globish”, while it enables exchanges to take place, it quickly hampers the quality of relationships by its poverty, and even the misunderstandings it generates. What’s more, you’re not going to sell a product the same way in France as in Germany, because customs change from one border to the next. So you need to adapt your marketing strategy to suit each country. McDonald’s, for example, adapts its menus in each country; you won’t find exactly the same foods or the same s. So you need a great deal of cultural flexibility for each country, but also for each major region. The French in the North don’t always have the same lifestyle as those in the South. Can an American easily understand the essence of a hit film like “Bienvenue chez les Ch’tis”? So it makes sense to put people who are native to each country, or at least extremely well aculturated, in charge of foreign subsidiaries. You probably won’t gain much (or even worse) by putting an American at the head of the McDo France subsidiary, or even a Frenchman at the head of the Japanese subsidiary. We all remember the difficulties RENAULT had with MITSUBISHI in Japan (and how that ended.) A person born in the country will have a higher degree of understanding, having seen developments in terms of history and crises, and is already familiar with consumer habits. It can be a good idea to surround yourself with companies specialized in developing sales strategies specifically adapted to the European market, as they are familiar with local cultural and economic norms and specificities, country by country. 2- REGULATIONS AND STANDARDS The European continent has a strong reputation for its strict regulations, particularly on consumer protection and, in recent years, on the environment. Failure to comply with certain rules and laws can result in additional costs, or even financial penalties. Here is a guide to the main French administrative procedures for setting up a foreign company in France: https://www.economie.gouv.fr/entreprises/etranger-creer-entreprise-france Here are some European regulations to take into account: The RGPD (General Data Protection Regulation). Concerns the processing, storage and use of personal data of consumers in the European Union. VAT: imposed on many businesses, particularly on the sale of cross-border goods and services. Note that in America, VAT is calculated at the checkout, whereas in Europe, it is calculated directly into the sale price (a habit to be taken into account in changing cultures). Polluter pays principle: in Europe, environmental protection has taken on a very important role and is based on four fundamental principles: precaution, prevention, correction of damage and payment for damage. This means that companies must implement as many solutions as possible to reduce their environmental impact, particularly in terms of carbon emissions, at the risk of being overtaxed. 3- PERSONNEL MANAGEMENT If an American company wants to set up in Europe, it will still need to send people there at some point, sometimes for a long time, sometimes indefinitely. In this case, the American employee must be in possession of a work visa, which varies from one European country to another, authorizing him or her to work and reside in the given country. They must also be registered with the social security authorities. In France, for secondments exceeding twelve months, the company must make a prior declaration to the Dreets (Direction Régionale de l’Economie, l’Emploi, du Travail et des Solidarités) in conjunction with the Ministry of Labor. In theory, employees must be able to speak the language of the host country, or take courses to ensure that they are not left at a disadvantage. Take the example of the “Emily in Paris” series, which perfectly illustrates the difficulties encountered by an American employee who moves to the French subsidiary and finds herself lost amid the change of language and culture. There are no easy ways to expand abroad: you have to surround yourself with foreigners. To avoid wasting time, money or even reputation, calling on local professionals will enable a company to better understand the needs of consumers in each country and establish an appropriate commercial strategy.

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