Raytheon announced that they will be focusing more on international growth ever since the US government began putting more stringent caps on defense spending. Raytheon reported high earnings in the fourth quarter but lower-than-expected revenue due to the decline in US government spending. Raytheon's largest international deals are in the Middle East, including a $1.3 billion contract with Oman and a $2 billion contract with Qatar. Raytheon is looking to move much of its focus overseas, citing reports that budget spending will be down till 2017. The Middle East is reported as a strong sector with Europe and Australia following after a few months with the need to upgrade current equipment. .
2. To understand this article and the goals of Raytheon, one much know that Raytheon is a weapons and tech manufacturer whose largest customer is the US government. Raytheon provides state-of-the-art electronics, mission systems integration and other capabilities in the areas of sensing; effects; and command, control, communications and intelligence systems; as well as a broad range of mission support services. Their vision of becoming "the most admired defense and aerospace systems company" is embodied in their innovation and in their foresight. Founded in 1922, Raytheon has been a tech startup that has launched products such as the microwave and helped send radios into every home in America. .
3. Value Delivery Network: Raytheon has decided to build new channels and delve into different markets in 2014. Raytheon has already started work on new markets of products, as well as improving upon existing markets, such as ground-to-air missiles and missile defense systems. They have also begun expanding their new programs of anti-ballistic missile programs, first begun in the 1980's during the First Gulf War and most recently used in Iraq. (Chapter 2, Page 50).
4. Product Development: Raytheon has recently developed a new set of missiles to replace its aging Tomahawk line that is currently the US Army's go to for long range bombing.
