So, when the organizations have enough business opportunities, it can set the opportunities as targets. Then, it can formulate various strategies to achieve those targets and critical success factors. Finally, the profits will be achieved with the help of various resources and capabilities. So, this paper will analyze the civilian aircraft manufacturing organization, Airbus Industrie by first identifying its strategic choices, then how it met its critical success factors, also identify the resources and capabilities used by Airbus to support its business strategy and finally the paper will analyze Airbus’s financial performanceAirbus Industrie, a pan-European organization was formally established in 1970 as a Groupement internet Economique (Economic Interest Group or GIE). That is, aircraft and space agencies based in Europe like France’s Aerospatiale, Germany’s Deutsche Airbus, Spain’s CASA and British Aerospace (BAe) started to manufacture or assemble Airbus aircraft in Toulouse, France, after manufacturing the various parts of the aircraft in their home locations. Each of the four partners, known as Airbus France, Airbus Deutschland, Airbus UK and Airbus España, operated as national companies with special responsibilities for producing parts of the aircraft, to be transported to Toulouse for final assembly. The GIE provided a single face for sales, marketing and customer support (Airbus).Even though the establishment of Airbus is itself a strategic choice, it made its first strategic choice when it abandoned GIE and transformed into Airbus Industrie SAS. That is, in the early 1990s, then Airbus CEO Jean Pierson favored dissolving GIE and took steps to establish Airbus as a conventional company. However, the difficulties of integrating and valuing the assets of four companies, as well as legal issues, delayed the initiative (airplanemart.com).