By Larry MacDonald
The tale of the corporate that used to be based through the inventor of the snowmobile
In 1942, Joseph-Armand Bombardier invented the snowmobile and based his corporation to fabricate them. From its humble beginnings as an entrepreneurial corporation in rural Quebec, led by way of an enterprising inventor, Bombardier Inc. has emerged as an international chief within the transportation undefined. This e-book tells the attention-grabbing story of this remarkably good controlled corporation that has loved remarkable progress in its selected markets via robust management and administration technique, succession making plans, strategic diversification, and turnaround and acquisition artistry.
• The attention-grabbing tale of the world's greatest rail producer for either railway and subway
• unearths why Bombardier Inc. is a multi-faceted worldwide corporation but not anyone is familiar with their identify
• Written by way of Larry MacDonald the writer of Nortel Network
The Bombardier Story exhibits how invention and entrepreneurship, administration and management, delicate succession making plans, and turnaround and acquisition outfitted this international powerhouse.
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Additional info for The Bombardier Story: From Snowmobiles to Global Transportation Powerhouse
Sample text
Accordingly, he slowed down promotion of the Ski-Doo to prevent it from overtaking company resources at the expense of other initiatives. indd 32 10/22/12 12:44 PM Joseph-Armand Starts a Company: The 1940s and 1950s 33 Unfortunately, Joseph-Armand was not around to see how well his company would prosper throughout the remainder of the 1960s. By the time his persistent stomach pains were correctly diagnosed as cancer, it was too late. He died on February 18, 1964, at the age of 56. Nevertheless, he departed at the pinnacle of his career, leaving behind a thriving, robust business, with profits of $2 million on sales of $10 million in 1963-64.
The couple established a household in Quebec City, and Laurent began the work of building up his management consulting practice. His stepfather offered him a job managing a sawmill that he had invested in, which was on the verge of bankruptcy. Laurent accepted, hoping to gain clients for the consulting firm he had founded. Laurent studied the situation and found that the buying policies were wrong, wood was being wasted, and too many bad debts were piling up. Six months after Laurent restructured the operation, it was making a profit—for the first time in five years.
His company would be controlled by the family and go on to prosper, but without his eldest son. Germain’s upbringing was perhaps the weakest link in the plan. To prepare his eldest son for carrying on the family legacy, Joseph-Armand had taken charge of Germain’s education (leaving responsibility for the education of the other children to his wife). He brought to this task the same approach as he brought to the plant floor—a stern nature intolerant of weakness and direct in criticism. 4 A telling scene shows Joseph-Armand being curt with the young Germain and then being kind to his three daughters.
