Michelin Tire Case Analysis

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Introduction Within every organization, the people who run and/or own it will have goals and ambitions for the organization and themselves. Large organizations in particular set down (for all to see) what they project to do and how they plan to do it. A framework for interacting with the competitive environment is established like the Porter model. This addresses two broad audiences. One is everybody who has a stake of some sort in the business, including employees. When employees understand and appreciate what their organization stands for and looks to achieve, they are better placed to 'make it happen'. The other audience is the public at large, who may or may not be consumers of the organization's output. This means the business hopes, among other things, to become more widely known and better understood. [pic] This Case Study looks at one internationally famous company and the steps it has taken to formalize its objectives, re-emphasize its traditional values, and translate them into management principles that enable it to achieve its long-term corporate goals and objectives. Like 3M Corporation, Michelin moved their manufacturing to low-wage sites overseas because the international sector can directly affect many organizations’ success. They combined purchasing across divisions, implemented Six Sigma, and research and develop new product lines. But first Michelin had to strategically direct the organization from the top management line of offense and evaluate the effectiveness of organizational efforts. They looked at the pros and cons of partnerships and alliances and their implications on the organization design. Michelin has been hugely successful at creating widespread knowledge of its products and its emblematic character 'Bibennium' –the Michelin Man. This is so famous and unique that it was elected the "best logo of the century" in 2000.

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