HAM BERGER STRATEGY CONSULTANTS Proudly presents:.
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Transcript of HAM BERGER STRATEGY CONSULTANTS Proudly presents:.
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HAM BERGER STRATEGY CONSULTANTS
HAM BERGER STRATEGY CONSULTANTS
Proudly presents:Proudly presents:
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The The
ConferenceConference
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Hear from Michelin’s CEO and industry analysts
Hear from Michelin’s CEO and industry analysts
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Be informedBe informed
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Interact and recommendInteract and recommend
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Javier Fungairino
as
Neil Mullineux The World Tire Industry Analyst
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Guillaume Beck
as
Edouard Michelin “Michelin Head Honcho!”
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Sophia Liang
as
Amelie TyredHam Berger Consultant
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Spencer Rosen
as
Phil Rubber Ham Berger Consultant
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Antonio Paguio
as
Chuck A.Tire Michelin Global Solutions
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Please welcome our first speaker:Mr. Neil MoulineuxTire Industry Analyst
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History• The tire industry was born at the
end of the 19th century by providing
bicycle tires.
Mid 20th - Dramatic quality improvement
• Dunlop… …rubber tire
• Goodyear… air-filled tire
• Michelin…. the removable tire
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History• In the 1990s after a price war companies were not able to differentiate. They were not able to innovate like in earlier years.
They had to concentrate on:
- Increase in productivity- Capacity shortage- Organizational changes
• Several tire makers formed alliances and joint ventures.
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Industry StructureTire: A commodity product
• In history, tire companies have achieve to create cheaper and longer lasting tires.
• Improvements in this industry are slow and mainly based on modern technology.
Competitive advantage
• Capacity utilization, cost structures.
• Operations management, and research and development.
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Competition
• Michelin, Bridgestone, Goodyear, 54 % • Bertrand Oligopoly market - “the top ten firms
- 80% of world production”• Brands - development of run-flat tires (such
as the Michelin PAX concept)• Focus on the materials used, tire design,
surface performance, winter tires….
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Please welcome our honorable guest:
Mr. Edouard MichelinCompagnie Générale des Etablissements
Michelin (CGEM)
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Corporate governance = Competitive advantage
2 Partners (+ 1 Interim)• COMMANDITE
• FAMILY BUSINESS
• CORPORATE CULTURE MichelinVille, Education, Healthcare…
• IDENTIFICATION
René Zingraff & Edouard Michelin
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1924, Edouard Michelin: “When a fact contradicts theory, we should opt for the fact.”
2002, Edouard Michelin: “We have one profession and one mission: contribute to long-term progress in the field of
MOBILITYPlace
Euromaster
TCI
Promotion
F1Bibendum Challenge(China 2004)
Price Product
Innovation
R&D
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•My Mistress = R & D
•Distribution Network
•T.O.U. (SBU)
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Please welcome:Ms. Amelie Tyred
Ham Berger Consultant
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Quiz
Which 2 of Porter’s 5 forces have minimal influence on the tire industry?
Power of supplier?Power of buyer?Rivalry among existing competitors?Threat of new entrants?Threat of substitute?
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Answers to the Quiz
ConsumerConsumerMinimal Threat of New Entrants
Unattractive Industry• Low margins• Capital intensity• Strong channel needed• High tech & knowledge
ConsumerConsumerMinimal Threat of Substitutes
High Demand for Vehicle• Heavy truck freight needed esp. in developing countries• Short-term: eco-friendly, run-flat tires• Limited: maglev, hovercraft
Which 2 of Porter’s 5 forces have minimal influence on the tire industry?
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Power of Supplier
• Michelin’s raw material price went up 21% in 2003 Chemical
14%
Steel & Fabric18%
Filler28%
Natural Rubber15%
Synthetic Rubber25%
• Rubber prices expected to rise 10~15% in 2004
• Tire manufacturers have low control over the price of raw materialsdemand & supply
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VS
Power of CustomerSegment Mix: Passenger Car-Light Truck and the Truck markets(accounted for 84.1% of Michelin’s sales in 2002)
Replacement
70%
Original Equipment
30%
VS
Loyalty Ratio:• 65% in Europe • 58% in North America
• Must shift production with car industry to growth markets • Car makers squeeze suppliers for lower prices
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Rivalry among Competitors
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Please welcome:Mr. Phil Rubber
Ham Berger Consultant
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Michelin’s SWOT
• WeaknessesWeaknesses– No. 3 in Asian market
– Time to market
– Bureaucracy
– Low productivity
– Lower brand visibility due to lack of outlets
• StrengthsStrengths– Tech. innovations– Brand equity
• Bibendum– Value added services
• Tire-related• Maps & guides
– Global portfolio• No. 1 in Europe and the
World (sales)– Family business structure
with leadership embracing change
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Michelin’s SWOT
• ThreatsThreats– Job cuts changed
the employment culture
– Maturity of industry
– Fierce competition
– Raw material price fluctuations
• OpportunitiesOpportunities– Asian market
especially China
– High performance sector growth in Europe
– SUV segment in the US market
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Please welcome:Mr. Chuck A. Tire
Michelin Global Solutions
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Industry Review
• $70B tire market• Projected 5% p.a.
growth
The tire market continues to grow but at a slower pace
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• 84% of tires sold are for cars, l-trucks & trucks
Passenger cars, light trucks, and truck are the cash cows
Worldwide market (by tire category)
51%
1%3%6%
33%
6%Passenger Car and LightTruck
Truck
Two-wheel
Earthmover
Agricultural
Aircraft
Industry Review
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Industry Review
• 88% of market is in Europe, N.A., Asia
• China 15% growth p.a.
Asia, particularly China, is a key growth area
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Michelin Update47% of sales comes from Europe
Geographical breakdown of main manufacturers' Net Sales (%)
0%
20%
40%
60%
80%
100%
Michelin Bridgestone Goodyear Continental Pirelli
Europe North America Other zones
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Michelin Update
• Investments of €3.2b since 2000– Build capacity of existing facilities– New developments such as China an Russia
Michelin invests on higher returns
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RecommendationsSWOT
Value ChainPorter’s5 Forces
MICHELINMICHELIN
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GrowthRecommendations
• OEM market to build brand loyalty• Replacement market for high growth
areas (SUVs and upscale vehicles)• Growth in Asia and Russia• Grow awareness of other brands
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OperationsRecommendations
• C3M process = flexibility & cost-effective• Inventory reduction• Productivity improvement• Outsourcing Non-core functions• Flexibility and Control
– Price accordingly– Targets adjusted for business environment– Curb volatility by hedging– Invest in rubber tree plantations
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Competitive AdvantageRecommendations
• Innovation, design, quality & marketing
• Efficiency and speed to market
• Customer satisfaction
• Employees as the greatest asset
• Corporate culture as the main driver of competitive advantage!
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Some Parting Words:Mr. Edouard Michelin
Compagnie Générale des Etablissements Michelin (CGEM)
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" A company’s performance is not assessed only in terms of its economic results. It is also measured by its ability to develop its employees and to take its place harmoniously in the communities and Society around it."
Edouard Michelin, April 2003
Parting Words
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What do you think?What do you think?
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