...CHAPTER-1 INTRODUCTION 1.1 THE INDUSTRY Tyre industry consumes over 60% of the total rubber production with respect to Indian economy. But in actuality only just around 52% of the tyre is natural rubber. Remaining 48% consist of synthetic rubber, carbon, chemicals, etc. The origin of tyre industry in India dated back to 1926 when Dunlop Rubber Limited set up the first tyre factory in West Bengal. MRF followed the suit in 1946. Since then the Indian tyre industry has grown rapidly. Transportation industry and tyre industry go hand in hand as the two are interdependent. Transportation industry has experienced 10% growth rate year after year with an absolute level of 870 billion ton freight with an extensive road accounts for over 85% of all freight movement in India. The tyre industry in India is classified under 4 categories based on the year of commencement of production namely 1. 1st Generation Companies - which included Dunlop and Firestone. 2. 2nd Generation Companies - which included MRF, CEAT, Goodyear, and Premier. 3. 3rd Generation Companies - which included Apollo, Vibrant, Modi Rubber, and J.K.Tyres. 4. 4th Generation Companies - includes the companies started after 1970 and also which are yet to start production. Pneumatic Tyres are manufactured according to relatively standardized processes and machinery, in around 450 tire factories in the world. Over 1 billion tyres are manufactured annually, making the tyre industry the majority consumer...
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...Joel Robuchon When you think about or read about the past 40 years of French culinary history there’s a few names that flood the search pages with information such as Ducasse, Haeberlin and Robuchon. One thing that stands out when these three names are looked at is that they have all earned through hard work and very long hours three Michelin stars and deservingly so. With there yearning to offer the best and most delicate dishes these chefs strive to conquer the culinary word. I will be focusing on Paul Robuchon and all that he has achived for almost 50 years. What if Chef Robuchon would never had pursued the culinary field? His original plan had not been of the long hours of a culinary professional but was to study at a seminary. He started to help the nuns out in the kitchen where he found his true calling. It was 1960 when he was only 15; he decided that from the seminary he would go to work as an apprentice at hotel-restaurant Relais de Poitiers. That’s where it all started. “He stayed at the Relais de Poitiers for three years and then became a Compagnon du Tour de France. This was essentially an apprenticeship which moved him around France. Working with different chefs enabled him to learn a vast variety of techniques and gain experience with regional ingredients. If an apprenticeship program like that were in existence in America today, a young chef could sharpen his skills with the likes of Eric Ripert , Jose Andres, Grant Achatz and Alice Waters. What a way to learn...
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...Unit-1: MARKET SHARE OF DIFFERENT TYRE COMPANIES IN TRUCK SEGMENT Unit-2: CUSTOMER’S PREFERENCE ON DIFFERENT BRANDS AND TYRE COMPANIES IN TRUCK SEGMENT Ambedkar Institute of Management Studies 1 Contents Unit-1: MARKET SHARE OF DIFFERENT TYRE COMPANIES IN TRUCK SEGMENT. Executive Summary: a. Introduction b. About Tyre industries in India (Background, key issues, Review of performance) c. Growth of Tyre Industries d. Various Types of Tyre segment JK’s Brief profile (Company) a. b. c. d. About JK Mission & Vision Marketing strategy SWOT analysis e. Organizational structure Objectives of the study Need for the study Limitation of the study Research Methodology of the study Data analysis & Interpretation Findings Suggestions Unit-2: CUSTOMER’S PREFERENCE ON DIFFERENT BRANDS AND TYRE COMPANIES IN TRUCK SEGMENT. Consumer Buying behaviour Indian consumer profile Objective of the study Limitation Of the study Methodology Data analysis & interpretation Findings Suggestions Conclusion Bibliography Annexure Ambedkar Institute of Management Studies 2 Executive Summary: a. About Tyre industries in India b. Growth of Tyre Industries c. Various Types of Tyre segment JK’s Brief profile (Company) a. About JK b. Mission & Vision c. Marketing strategy d. SWOT analysis e. Marketing Organization Executive Summary a. Introduction Ambedkar Institute of Management...
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...Intro. El Bulli, owned by Spain’s Ferran Adrià, in 1997 received its third Michelin star, and has held on to the glowing rating ever since. The luxurious reputation makes difficult for customer to get a reservation at the restaurant. Every year, the restaurant receives about one million requests for an annual seating capacity of just 8,000. The famous restaurant closes for half a year to undertake research and development in new flavors and textures. This unique approach has created an International Brand Image for Adrià as the “Alchemist of the kitchen” and the restaurant as the research place in “Molecular Gastronomy”, in which Adria have led to develop unique recipes with its creative and innovative ideas. Analysis: The article explains Disruptive Positioning Strategy adopted in its business by el Bulli, such as Stripping traditional features of Customer Feedbacks, and thinking approach of observing customers and designing services. Instead, elBulli’s magic and success ultimately lies in Ferran Adrià’s passion and desire to create a one-in-a-lifetime experience such as a two hour travel on narrow, twisting mountain roads, and a mysterious reservations system. In 2007-08, El bulli is running at low breakeven levels, and Adria has to decide on which “Side Projects” would be beneficial for El bulli, as its High quality, inimitable dining experience has helped her and Adria in sustaining the Brand positioning. Recommendation: Adrià should set up a new venture and broaden El...
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...STRENGTHS Size Product diversity Total market coverage An American company International sales Generally increasing sales revenue since 1991 Brand recognition Brand loyalty Reduction in debt since 1991 Introduction of new tire lines The Blimp P/E ratio The world’s No. 1 tire manufacturer Patents: 2,903 Trademarks: 5 WEAKNESSES Size Declining stock price Internet sales Dealer contracts that my be inhibiting Internet sales Layoffs Sales declines in Europe, Asia, Latin America OPPORTUNITIES New international markets: China, India, Russia New international markets: Internet sales R&D expenditures\innovations THREATS Competition: Internet sales Wholesale club stores (tire sales) Bridgestone Cooper Continental Michelin Pep Boys (auto service stores) Midas (auto service stores) Auto Zone (auto service stores) Independents OVERVIEW OF STRENGTHS Size still matters and Goodyear has size. Its 1999 sales were $12,881,000,000 representing a one-year sales growth of 2%. Its net income was $241,000,000, a lot of money but a decrease of 64.7% from one year earlier. Despite that drop in net income, Goodyear paid a $.30 dividend. Its net income also beat Wall Street’s expectations. It has become the world leader in tire sales as a result of its alliance with Japan’s Sumitomo Rubber Industries. Goodyear ranks No. 130 in Fortune Magazine’s 500 list of large companies. Its product diversity includes the manufacture and sale of tires, industrial and consumer products from rubber including belts, hoses...
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...| Understanding your customer | Individual assignment | | Imraan Ebrahim Student number 21350020 | 6/24/2013 | | Contents Introduction page 3 The Customer page 4 The Organisation page 4 The competitors page 5 The environment page 5 Marketing strategy page 6 Target market page 6 Product page 7 Range page7 Promotion page10 Place page 10 Price ...
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...Summary: In early 1992, Goodyear Tire and Rubber Company executives were reconsidering a proposal from Sears, Roebuck & Company that was originally made in 1989. The proposal from Sears was for Goodyear to sell its popular Eagle brand tires through 850 Sears Auto Centers in the U.S. This proposal was declined in 1989 because Goodyear management felt that selling their tires through a mass merchandiser such as Sears would undermine the tire sales of company owned Goodyear Auto Service Centers and franchised Goodyear Tire Dealers. However, following a $38 million loss in 1990 and a change in Goodyear top management in 1991, the Sears proposal resurfaced. Two factors apparently prompted Goodyear’s renewed interest in the Sears proposal. First, the Goodyear brand passenger car replacement tire market share in the US had a 3.2 percent decline between the years 1987 and 1991. This share decline represented a loss of about 4.9 million tire units. Second, Goodyear executives believed that nearly 2 million worn out Goodyear brand original equipment tires were being replaced annually at some 850 Sears Auto centers. Goodyear executives believed the failure to repurchase Goodyear brand tires happened by default because Sears customers had such a remarkable loyalty to the company they were led to buy the best tire available that Sears had to offer, which did not include Goodyear brand tires. Problem: Primary: Goodyear’s primary problem lies within their current distribution...
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...Educational material supplied by The Case Centre Copyright encoded A76HM-JUJ9K-PJMN9I Order reference F258708 CoursePack code C-589-202004-STU Michelin Fleet Solutions From selling tires to selling kilometers Case Abstract Michelin, a worldwide leader in the tire industry, launched in 2000 a comprehensive tiremanagement solution offer for large European transportation companies, called Michelin Fleet Solutions (MFS). With this new business model, the company ventured into selling kilometers – instead of selling tires. This decision moves the strongly product-driven firm into the new world of services and solutions. The shift is intuitively appealing, and it provides Michelin with an opportunity to differentiate itself in the tire business. After 3 years, however, expansion is far below expectations and profitability is terrible – despite the outside help of a strategy consulting firm. The case presents the decision point in 2003, whereby MFS’s future has to be decided. Should Michelin seek to further develop this solution offer, and try to repackage the offer yet another time? Or was it just a passing fad that should be abandoned? This case investigates the difficulties that industrial groups face when they transition from selling products to providing service. It enables participants to reflect on the following issues: What’s industrial groups’ rationale for moving towards solutions? What kind of business model reconfiguration does it imply? How does moving...
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...Marketing Management-1 Project Stage I & 2 Report On MRF Tyres Submitted to: Prof. Dr. D K Batra Submitted by: Group 2 Section A, PGDM 15-17 Abstract This report focuses on MRF tyres and seeks to provide a detailed analysis of the company, their competitors and their customers. It aims to give insights on the various strengths that have catapulted MRF tyres to be regarded as the numero uno in the tyre industry. The report also highlights some weaknesses that they need to address as a tyre company and lists out various challenges that lay in their path ahead. Apart from MRF tyres, an overall summary of the tyre industry has also been given to give a background to the analysis. Contents Automobile & Tyre Sector and Company Overview 1 Automobile industry 1 Tyre industry 1 Evolution of industry 1 Technological evolution 2 Radialization of truck tyres in India 3 Classification of tyres 3 Cartelization accusations 3 Company Overview 4 Situation Analysis 5 Competitor Analysis 5 Apollo Tyres 5 JK Tyres 5 CEAT 6 Resources & Capabilities (2014) 6 Campaigns 6 Customer Analysis 7 Distribution channels 7 Market size and potential growth 7 Customer survey highlights 7 Perceived risks 8 Dealers’ survey 9 Company Analysis 9 SWOT Analysis 10 Strengths 10 Weaknesses 10 Opportunities 10 Threats 10 Challenges faced by MRF 11 Going Global 11 Incentives for dealers...
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...The Negotiation between ABC Company and XYZ Company May 25, 2014 The Negotiation between ABC Company and XYZ Company I am the CEO of ABC company, which manufactures high quality cars which have gained considerable importance over the recent years worldwide. The company has also been involved in seeking the feedbacks from its customers at regular times to increase its quality and productivity with time. It was derived from those feedbacks that the customers faced some problems with the tires of the cars after some time and they were then forced to change them. This resulted in the people to further increase their expenses on the cars which decreased the credibility of the company and the future potential buyers hesitated in buying cars from our company. Keeping this in mind, I along with the board of directors of my company decided to seek the help of a professional tire manufacturing company in this regard to not only increase the quality of the tires installed in the car but also increase the customer satisfaction with our company. This resulted in the company to get into a negotiation deal with the XYZ tire manufacturing company, which also happens to be the globally recognized company in the world. I personally held a meeting with the CEO of XYZ company and discussed the proposal for the deal with him. The positives of the deal for both the companies were deeply defined and the second meeting was called with the board of directors of both companies to further...
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...& 3 wheelers was high because of city dwellers * Resulting in growth in no. of tires sold 4.5 % in 2004 and 5% in 2005 Two main tire technologies * Diagonal or cross ply (created in 1950) * Easily recognised with its very high profile * In contrast, represented 65% of tire sales (value?) in India * Because of factors specific to India (emerging countries) * Variable quality of road, tendency to overload vehicles * Competitive price of Cross-ply * Long life expectancy, double of radial * Great capacity of absorption on rough terrain * But poor road holding at high speed * Strong risks of coming off the rim at high torsion and stress * Radial (Created in 1965 by Michelin) * Flat but wider * Established itself in developed countries with * Increased performance * Better adhesion * Greater resistance to torsion and friction * Sales growing slowly in India but with improvements in roads and car performance * Technological improvements were being made to cars in recent years * In 2006, radial represented 85% of car tire sales by volume (28% in 1995) * Radial technology was non-existent in commercial vehicle tire market (1st in 1989 by MRF) * CAR: 85%, LIGHT COMMERCIAL VEHICLE: 11%, COMMERCIAL VEHICLE:2% * With road improvements, radicalization level will increase and thus overall tyre demand Three major markets for tire companies ...
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...Tire Companies & Rubber Fabian D. Benson Instructor: Sharif Muhammad BUS620: Managerial Marketing 21 May 2012 Michelin North America is the world’s number one seller in commercial and heavy truck tires. Michelin North America has been around (in America) since 1907. It was founded in 1888 by Andre and Edouard Michelin brothers from France. Throughout the years this company has been in some stiff competition; like all companies go through that produce a certain product that is vital to the needs of companies, businesses, and individual needs. The competition has been Firestone, Bridgestone, and Goodyear. Although Michelin tires are by far the better product in the tire business out of the three brands, now that the economy is at one of the worse points ever; individuals are looking for the least expensive brand and product. When you have the best product it normally means you have the best technology, equipment to make the product, masterminds behind the ideas, and best goods and services. Along with being the best there is a high cost. Over the years Michelins tire prices have gone up with the cost of rubber. There are two types of rubber that Michelin uses: 1) Natural Rubber and 2) Synthetic Rubber. Synthetic Rubber is the cheapest rubber and the natural rubber is the most expensive. Rubber is a material from latex sap trees that is vulcanized and used in various products; it is the most important piece that goes into a tire. When looking at rubber...
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... Goodyear’s principal business is the development, manufacture, distribution and sale of tires throughout the world. In addition to Goodyear brands tires, the company owns the Kelly-Springfield Tire Company, Lee Tire and Rubber Company, Delta Tire and they manufacture private-label tires. Goodyear was the world leader in tire production until November, 1990, when Groupe Michelin acquired the Uniroyal Goodrich Tire Company. Goodyear controls 20 to 25 percent of the world’s tire manufacturing capacity and about 37 percent of the U.S. tire-making capacity. The Goodyear brand is the market share leader in North America and Latin America, number two in Asia outside Japan behind Bridgestone, and third in market share in Europe behind Michelin and Pirelli. World tire production in 1991 was approximately 850 million tires, of which 29 percent were produced in North America, 28 percent in Asia, and 23 percent in Western Europe. Ten tire manufacturers’ account for 75 percent of worldwide production. The three largest tire manufacturers account for almost 60 percent of all tires sold worldwide. Groupe Michelin, headquartered in France, is the world’s largest producer, Goodyear is the second-largest producer and Bridgestone Corporation, a Japanese firm, is the third-largest tire producer. The tire industry is divided into two end-use markets: 1) The Original Equipment Tire Market. The original equipment tire is sold by the tire manufacturers directly to the automobile and truck...
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...Michelin II – The treatment of rebates* Massimo Motta 1 European University Institute, Florence, and Universitat Pompeu Fabra, Barcelona 27 November 2006 Forthcoming in a book on EU competition case studies, edited by Bruce Lyons (Cambridge U.P.). The author has not been involved in this case, and his information about the case was only and exclusively drawn from public sources, such as the Commission Decision and the Court of First Instance’s Judgment. I am very grateful to Chiara Fumagalli and Liliane Karlinger for their comments on a previous draft. 1 * 1 1. Introduction In 2001, the European Commission found that the French firm Michelin had – via its various types of rebates - abused its dominant position in the French markets for new replacement tyres and retreaded tyres for heavy vehicles, and imposed a fine of EUR 19.76 million to Michelin. 2 Two years later, the Court of First Instance upheld the Commission’s Decision in its entirety. 3 In many respects, this case is exemplary of the strict formalistic approach followed in abuse of dominance cases by the European Commission and the Community Courts, which severely limit the possibility of dominant firms to resort to certain business practices, such as exclusive dealing, rebates, tying. Indeed, the EU case law has so far disregarded the actual effects of the allegedly abusive practices (the Commission does not need to prove that exclusionary effects have indeed taken place, nor does it need to show that...
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...Goodyear: The Aquatred Launch (Condensed) Elaborated by: AMIRA ATHIMNI MERIEM BEN YEDDER REEM NASSAR RYM BELHADJ 0 Dr. Mehdi ZAHAF Mediterranean School of Business 17/10/2012 Outline Executive Summary ......................................................................................... 2 1. a. b. c. Situation analysis .................................................................................... 3 The market ................................................................................................ 3 Micro-environment ................................................................................... 3 Macro-environment .................................................................................. 4 2. a. b. c. d. SWOT analysis ........................................................................................ 4 Strengths ................................................................................................... 4 Weaknesses ............................................................................................... 4 Opportunities ............................................................................................ 5 Threats ...................................................................................................... 5 3. Main decisions ......................................................................................... 5 1 Executive Summary “The Aquatred” is the new innovative tires...
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