The predictable, decades-long, and regulatorily mandated stream of service revenue from an installed engine base behaves like a financial asset. During market distress, this allows the business to be valued based on the net present value of its future cash flows, much like an inflation-protected bond.

Unlike most technologies that become cheaper over time, developing a new jet engine has grown more expensive, even on an inflation-adjusted basis, with new programs costing over $10 billion. This is because engines constantly push the frontiers of material science and engineering, keeping R&D costs and barriers to entry extraordinarily high.

GE serves two distinct customers: powerful airframers for the initial sale and a fragmented base of hundreds of airlines for aftermarket services. This split forces new entrants to solve a '3D puzzle' of satisfying both technically demanding OEMs and a global user base simultaneously, creating an immense and durable barrier to entry.

High customer concentration risk is mitigated during hypergrowth phases. When customers are focused on speed and market capture, they prioritize effectiveness over efficiency. This provides a window for suppliers to extract high margins, as customers don't have the time or focus to optimize costs or build in-house alternatives.

Unlike the broader aircraft parts market, the engine aftermarket is highly resistant to third-party 'PMA' parts. Even credible players like Pratt & Whitney have failed to copy GE parts. Technical complexity, voided warranties, and leasing company policies create a strong defense that protects lucrative service revenues.

NVIDIA’s business model relies on planned obsolescence. Its AI chips become obsolete every 2-3 years as new versions are released, forcing Big Tech customers into a constant, multi-billion dollar upgrade cycle for what are effectively "perishable" assets.

The jet engine market is not a simple free-for-all. Competition is first structured by airframers like Boeing and Airbus, who decide whether to offer a single 'sole source' engine or 'dual source' options on a new aircraft. This initial strategic decision dictates the competitive landscape before airlines ever make their choice.

Costco's business model is unique: it aims to break even on merchandise sales. This allows it to offer the lowest possible prices, building immense customer loyalty. The company's entire operating profit is derived from its annual membership fees, which represent only 2% of total revenue.

Selling low-cost vaccines to organizations like Gavi isn't just charity for pharmaceutical companies. It creates massive economies of scale, lowering the cost of goods for their high-margin primary markets and increasing overall net profit, creating a powerful win-win incentive structure.