Lockheed Martin Executive Summary

Companies often run into roadblocks when trying to move their business forward. Often times they center their focus on the internal and external factors that effect the business. Focusing on progressing in today’s economy external factors becomes priority for businesses. Being able to focus on these trends help business to strategically plan for any unforeseen circumstances. Before we evaluate the external factors we must understand there are two distinguished type of trends in the industry/economy. There are trends that offer strategic opportunities and the other that oppose threats to the company. Being able to distinguish between the two can open sectors of opportunities and new ventures for the company. John Deere also known as Deere & Co. has preceded many external factors in their corporation some of which may be posed as threats and others that are opportunities. Each trend is identified by a specific weight to help businesses to deal with them accordingly. For John Deere being able to obtain patents has been of ease along with innovation of e-commerce platforms. Nothing weighs in than international presence in the global markets. As these factors identify as opportunities there is always proposition for threats. John Deere produces agricultural machinery in this industry the weather and natural disasters can cause

General Dynamics (GD) has realized a long-standing history of success delivering product and service solutions since being formed in 1952. They have purposely divested themselves of technology, product and service offerings in an effort to remain focused on their core competencies and primary customer; the United States Department of Defense. While GD’s primary customer remains the DoD, they have diversified their offerings to adjacent markets within the DoD (e.g, Information Technology and Cybersecurity solutions). GD has also

The United States aerospace and defense industry is the largest of its type in the world.

Lockheed Martin Corporation relies heavily on defense contracts from the U.S. Government. In fact, 84 percent of the company's net sales were made through being a prime contractor or subcontractor for the U.S. Government. These sales come from both the Department of Defense (DoD) and non-DoD agencies. The next largest area of revenue is from foreign governments that make up 15 percent of net sales. The remaining net sales come from commercial or other customer sales. A slow economy could cause decline or reprioritization of funding for the U.S. defense budget. This is also true for

During the 2018 Senate budget accountability meeting, Senator Bernie Sanders says, “since 1995 Boeing, Lockheed Martin and United Technologies have paid nearly $3 billion in fines or related settlements for fraud or misconduct- $3 billion collectively. Yet those three companies received about $800 billion of defense contracts over the past 18 years” (Senate). All of these companies are private defense companies that design and manufacture weapons for the Department of Defense if the money if followed. These defense companies have paid 0.375 percent in fines for fraud compared to the amount they were given by the Department of Defense over eighteen

During the 1950’s we see an economic boom in America. A large amount of this growth has to do with the money made by Corporations with Military Contracts making goods and supplies for the United States Military. With the Cold War beginning the push for new invention in aviation, rocket propulsion, energy, and even automobiles was at the forefront of national defense. Industrial giants like Boeing, General Dynamics, and Raytheon received 60% if their income from the Defense Department. Ten percent of the domestic (GDP) was from military spending. With fears of falling behind the Soviet Union, gaining any edge in innovation was important. The government even funneled millions of dollars into American Universities for scholarships and research

The Boeing Corporation is the world’s leading aerospace company and is the largest manufacturer of commercial jetliners as well as military aircrafts. Boeing has teams that manufacture missiles, satellites, defense systems, and communication systems. NASA turns to Boeing when they need something and Boeing operates the International Space Station. Boeing has a broad range of capabilities and skills, which is probably the reason they are the world’s leading aerospace company. With the Boeing headquarters in Chicago, more than 170,000 people in 70 different countries find themselves employed with the corporation and

Lockheed Martin’s board of directors consist of twelve active members. There are four women and eight men, all of which are external members other than the CEO. One woman, Marillyn A. Hewson, is the Chairman, CEO, and President of Lockheed. She, among other board members has 30+ years of management experience and is responsible for acting with independent interest for the company in order to avoid compromising judgement. Considering majority of the board has external membership, it benefits the company 's overall corporate governance because it avoids conflict with other positions inside of the board. Similarly, many large companies have twelve or more members on the board in order to oversee the corporate governance, strategic development, and capital investments of stock and financial operations.1 As an illustration, the board of directors has recently been ranked a 6 (on a scale of 1-10) as of November 1, 2016 according to the ISS (International Space Systems). This is a low score on the ISS scale because the board lacks several qualities that the ISS checks for annually. The ISS QuickScore determines how well the company incorporates board structure, compensation, shareholder rights, and risk oversight. According to the ISS, a score of a 1 is a perfect score and a score of 10 describes of lack of compatibility within the board. As a company overall, Lockheed Martin has a QuickScore of 1 (QS:1). The score is meant to “provide an indication of relative quality and is

Market Leading Position. Lockheed Martin is the world’s leader in combat and logistical aircraft, anti-missile systems, maritime surveillance and recon systems, space systems, and unmanned aircraft. In conjunction with providing systems they are also the largest supplier of IT services, system integration, and training to the United States Government. They have

The fiscal analysis of Northrop Grumman includes the examination of profitability, liquidity, and equity ratios, its 3 year stock price, as well as a general financial overview of the company. This case study exams their fiscal strategy as well as the debt utilization and possible effects of the fiscal crisis on Northrop Grumman. This document compares Northrop Grumman to other companies in the defense sector by comparing their ratios as well profitability. The paper will provide the reader with an understanding of the financial makeup of the company and its current and

Raytheon was founded by a group of engineers in 1922. The company provides advanced and integrated technological products, services, and solutions for both domestic and international customers. Raytheon is the fourth largest aerospace and defense company in the United States with $24 billion in sales and more than 63,000 around the world (Forbes, 2017). Raytheon has been successful growing through its existing and new government contracts, as well as through mergers and acquisitions. (“Raytheon’s 10-K Report”, 2016). Raytheon is organized into four businesses based on customer’s key mission areas: Integrated Defense Systems (IDS), Intelligence, Information and Services (IIS), Raytheon Missile Systems

The analysis of Lockheed Martin and it’s affect on stakeholders. Corporations have impacts on a variety of people ranging from shareholders, to governments, to ordinary citizens. This paper analyzes the impact Lockheed Martin has on all stakeholders, both positive and negative.

Today, the Lockheed Martin Corporation is headquartered in Bethesda, Maryland and employs 126,000 people worldwide. The company is principally engaged in the research, design, development, manufacture, integration, and sustainment of advanced technology systems. Lockheed also serves both domestic and international customers with products and services that have defense, civil, and commercial applications, with their principal customers being agencies of the U.S. Government. In 2011, 84% of their $45.8 billion in net sales were made to the U.S. Government, either as a prime contractor or as a subcontractor. Lockheed’s U.S. Government sales were made to both Department of Defense (DoD) and non-DoD agencies. Sales to foreign governments (including foreign military sales funded, in whole or in part, by the U.S. Government) amounted to 15% of net sales in 2011. The remainder of net sales was attributable to commercial and other customers. In 2011, net sales at Aeronautics of $13.2 billion represented 29% of their total net sales. Aeronautics has three principal lines of business and the percentage that each contributed to its 2011 net sales was 68 percent combat aircraft, 20 percent air mobility, and 12 percent in other aeronautics programs. At December 31, 2011, we operated in 545 locations (including offices, manufacturing plants, warehouses,

The company was too reliant on orders from the US Government. They need to expand its operations into other areas.

A few of their major competitors are: Lockheed Martin, Honeywell, General Dynamics, Raytheon, Embraer and Rockwell Collins. Following the merger with McDonnell Douglas, Lockheed Martin could not keep up in the commercial airlines industry and now only manufactures military aircraft. Lockheed is now their largest competitor for government contracts.