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                                                                    EXHIBIT 99.1

                                  RISK FACTORS

DEPENDENCE UPON CONDITIONS IN THE AIRLINE INDUSTRY

      The Company's principal customers are the world's commercial airlines. As
a result, the Company's business is directly dependent upon the financial
condition of the world's commercial airlines. In the late 1980s and early 1990s,
the world airline industry suffered a severe downturn, which resulted in record
losses and several air carriers seeking protection under bankruptcy laws. As a
consequence, during such period, airlines sought to conserve cash by reducing or
deferring scheduled cabin interior refurbishment and upgrade programs and
delaying purchases of new aircraft. This led to a significant contraction in the
commercial aircraft cabin interior products industry, and a decline in the
Company's business and profitability. The airline industry has experienced an
economic turnaround and the levels of airline spending on refurbishment and new
aircraft purchases have expanded. However, there can be no assurance that the
current financial strength of the airline industry will continue or that the
airlines will maintain or increase expenditures on cabin interior products for
refurbishments or new aircraft.

Recently, turbulence in the financial and currency markets of many Pacific Rim
countries has led to uncertainty with respect to the economic outlook for these
countries. Although not all carriers have been affected by the current economic
events in the Pacific Rim, certain carriers could cancel or defer their existing
orders and future orders from airlines in these countries may be adversely
affected.

NEW PRODUCT INTRODUCTIONS AND TECHNOLOGICAL CHANGE

     Airlines currently are taking delivery of a new generation of aircraft and
demanding increasingly sophisticated cabin interior products. As a result, the
cabin interior configurations of commercial aircraft are becoming more complex
and will require more technologically advanced and integrated products. For
example, airlines increasingly are seeking sophisticated in-flight entertainment
systems, such as the MDDS interactive individual-passenger in-fight
entertainment system developed by B/E. Development of the MDDS required
substantial investment by the Company and third parties in research, development
and engineering. Earnings contributions from this product will depend, to a
significant extent, on the Company's ability to manufacture successfully and
deliver, on a timely basis, its MDDS product and to have the MDDS perform at the
level expected by B/E's customers and their passengers, as well as the Company's
ability to continue to develop, profitability manufacture and deliver, on a
timely basis, other technologically advanced, reliable high-quality products,
which can be readily integrated into complex cabin interior configurations.

COMPETITION

     The Company competes with a number of established companies that have
significantly greater financial, technological and marketing resources than the
Company. Although the Company has achieved a significant share of the market for
a number of its cabin interior products, there can be no assurance that the
Company will be able to maintain this market share. The ability of the Company
to maintain its market share will depend not only on its ability to remain the
supplier of retrofit and refurbishment products and spare parts on the
commercial fleets on which its products are currently in service, but also on
its success in causing its products to be selected for installation in new
aircraft, including next-generation aircraft, expected to be purchased by the
airlines over the next decade, and in avoiding product obsolescence. In
addition, the Company's primary competitors in the market for new passenger
entertainment products, including individual seat video and in-flight
entertainment and cabin management systems, Matsushita Electronics and Rockwell
Collins, have significantly greater technological capabilities and financial and
marketing resources than the Company.

ADVERSE CONSEQUENCES OF FINANCIAL LEVERAGE

     The Company has substantial indebtedness and, as a result, significant debt
service obligations. As of February 28, 1998, the Company had approximately $383
million aggregate amount of indebtedness outstanding, representing 53% of total
capitalization.
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     The degree of the Company's leverage could have important consequences to
purchasers or holders of its shares of common stock, including: (i) limiting the
Company's ability to obtain additional financing to fund future working capital
requirements, capital expenditures, acquisitions or other general corporate
requirements; (ii) requiring a substantial portion of the Company's cash flow
from operations to be dedicated to debt service requirements, thereby reducing
the funds available for operations and further business opportunities; and (iii)
increasing the Company's vulnerability to adverse economic and industry
conditions. In addition, since any borrowings under the Company's bank credit
facilities will be at variable rates of interest, the Company will be vulnerable
to increases in interest rates. The Company may incur additional indebtedness in
the future, although its ability to do so will be restricted by the indentures
governing the Company's 9 7/8% Notes, 8% Notes and Bank Credit Facilities. The
ability of the Company to make scheduled payments under its present and future
indebtedness will depend on, among other things, the future operating
performance of the Company and the Company's ability to refinance its
indebtedness when necessary. Each of these factors is to a large extent subject
to economic, financial, competitive and other factors beyond the Company's
control.

     The Company's bank credit facilities and the indentures governing the 9
7/8% Notes and 8% Notes contain numerous financial and operating covenants that
will limit the discretion of the Company's management with respect to certain
business matters. These covenants will place significant restrictions on, among
other things, the ability of the Company to incur additional indebtedness, to
create liens or other encumbrances, to make certain payments and investments,
and to sell or otherwise dispose of assets and merge or consolidate with other
entities. The Company's bank credit facilities also require the Company to meet
certain financial ratios and tests. A failure to comply with the obligations
contained in the Company's bank credit facilities, or the indentures governing
the 9 7/8% Notes and 8% Notes, could result in an event of default under the
Company's Bank Credit Facilities, or the aforementioned indentures, which could
permit acceleration of the related debt and acceleration of debt under other
instruments that may contain cross-acceleration or cross-default provisions.

CUSTOMER DELIVERY REQUIREMENTS

     The commercial aircraft cabin interior products industry is currently
experiencing a period of rapid growth. Since February 1997, the Company has
experienced a 33% increase in its backlog. The ability of the Company to receive
new contract awards and to deliver its existing backlog is dependent upon its
(and its suppliers') ability to ramp-up deliveries to meet the recent surge in
demand. Although the Company believes it has sufficient manufacturing capacity
to meet customer demand, and each of its acquired businesses have previously
delivered products at a significantly higher level, there can be no assurance
that the Company, or its suppliers, will be able to meet the increased product
delivery requirements.

ABILITY TO INTEGRATE ACQUIRED BUSINESSES

     Since 1987, B/E has acquired eleven companies. The Company intends to
consider future strategic acquisitions in the commercial airline cabin interior
industry, some of which could be material to the Company. The ability of the
Company to continue to achieve its goals will depend upon its ability to
integrate effectively the recent and any future acquisitions and to achieve cost
efficiencies. Although B/E has been successful in the past in doing so, there
can be no assurance that the Company will continue to be successful.

REGULATION

     The Federal Aviation Administration (the "FAA") prescribes standards and
licensing requirements for aircraft components, including virtually all
commercial airline cabin interior products, and licenses component repair
stations within the United States. Comparable agencies regulate these matters in
other countries. If the Company fails to obtain a required license for one of
its products or services or loses a license previously granted, the sale of the
subject product or service would be prohibited by law until such license is
obtained or renewed. In addition, designing new products to meet existing FAA
requirements and retrofitting installed products to comply with new FAA
requirements can be both expensive and time-consuming.