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Tire Industry Capstone Job Marketing Essay

The report examines the global Tire industry. the industry is dominated by 10 companies controlling 95 of the global market. First, the record analyses the fundamentals of the industry followed by an analysis of each of the company's performance. The statement later analyses the key success factors and signals for the industry and makes advice as to the way ahead.


The tire industry is a large-scale market that produces high quality original and replacing tires with the use of natural and man-made rubber. These tires produced from natural materials and man-made rubber is greatly employed by motorcycles, trucks, vehicles, earthmoving equipment, aircrafts, bicycles, and scooters. The tire industry is divided into different sections that include America, the Asia-Pacific, and Europe. This constitutes about 95% of the world's market. Our list of ten selected consumer companies has their head office symbolized among these market segments, and therefore the percentage of the sales per market varies.

Despite a worldwide recession, a number of the tire companies has demonstrated a strong performance, and the restoration has especially been pronounced in the European countries and marketplaces of Canada, USA and Mexico. The items will show in what areas these ten open public firms are particularly delivered, and some ways in which they remain struggling, or have room for a few improvement. As the growth has customarily been seen in the Western world, the emerging market segments in Asia such as China prove to be a battleground for earnings and sales expansion into the future. The relative leaders in this industry are Michelin and Goodyear, with the lowest performing organizations as Kumho and Yokohama. Some of the firms' decisions have located them in a good position to dominate opportunities around the globe, while others produce an overwhelming amount of disadvantage in interacting with such goals.

Performance requirements such as high-speed test, stamina test, low pressure test, highway threat impact test, bead unseating test, and accelerated aging test. The strength test show that the test results increase linearly in stringency based on the amount of tire failing. However, the top performing company is the Michelin meeting the performance conditions with over 90% in every the standards. Michelin is technologically an improved tire company compared to the rest, while Kumho is the least performing tire company.

List of the Ten General public Firm in the Tire Industry

The top ten tire organizations include:

1. Bridgestone Corporation

2. Compagnie Generale des etablissements Michelin

3. Good calendar year Tire and Rubber Company

4. Continental AG

5. Pirelli & C. S. p. A.

6. Sumitomo Silicone Market sectors Ltd.

7. Yokohama Rubber Company, Limited

8. Hankook Tire

9. Cooper Tire & Silicone Company

10. Kumho Tire Co. Ltd

Key Success Factors and Key Success Indicators

For the purposes of this research newspaper, we will review three key success factors specifically the financial factors, real human resource and customer satisfaction. For every of the KSF determined for examination, there are in least three key success signals as the following;

Customer Satisfaction

Customer average ranking as given through company twelve-monthly surveys

Awards for critical success

Position among top 20 in the country

Human resource

- Employee count up growth

- Proportion of workers who've higher education

- Earnings per worker

Key Financial factors

Return on equity

Return on asset

Leverage ratio

Gross margin ratio

Annual sales growth

The capability to adjust to new technology

Investment in IT

In-house personnel training

BPR change initiatives

Customer satisfaction

Average score

Awards received

Position in top 20

Sustainability indices as reported in the individual companies sustainability survey for the last year.

Percentage of materials reused

Percentage of material recycled

Reduction in materials use

In their similar research work, Ghosh, et al. (2001) developed a distinctive solution for awarding the weights to specific critical success indicators. For the purpose of this paper, Ghosh, et al's weightings on the individual KSI are adopted. The scores of the tree factors are given equal weight at 33. 3% because of the perceived similar importance on the market. However, the main element success signals in each of the three categories are given different weights according to their perceived importance in the realization of the particular KSF. All the KSF along with their associated KSI are scored in the excel sheet and weighted totals determined.

Some of the main element KSFs that people have determined include sustainable routines, general public perceptions, consumer responsibility, the current economic climate, in addition to environmental stances and tactics. The KSIs are the market share that every firm possesses, the amount of countries in which they operate, the ratio of business specialized in auto tires, as well as the amount of employees per dollars of income and diversification of the plank in conditions of country of origins. These KSF and KSI were selected to effectively evaluate the relationship that between other external factors that will make tire development in the market sectors thrive. An integral success factor may possibly also include supplier or brand commitment, and exactly how well company's can keep their customer basis.

It is presumed that sustainable routines of the way the salary and benefits exist will greatly promote the success of tire production, in addition to the way the product owner network or tire circulation is handled; considering the fact that production is immediately manipulated or is dispensed out on a franchise basis. When it comes to public belief, this deals with if the brands from a particular region are favored, because of the ascribed value. In addition, the devotion to advertising in conditions of dollars over a by-region basis would be an interesting KSI under the KSF of open public perception. Consumer responsibility is how they respond to incentive programs provided by merchants, or where they flip to buy - whether they go in store or defer to online shopping.

One other interesting KSF that we are concerned with is the surroundings. What this signifies in terms of your KSI is the method and rate of scrap tire disposal. Furthermore, interest is the utilization degrees of electricity, water, fuels or others essential for disposal and production. However, it is anticipated that this KSF will majorly determine the long-term success of tire organizations. With regards to the KSF of the current economic climate, differentiating it from the internal funding of companies is not certain, using the KSI and KSF to determine and examine performance in the tire industry is justified.

Factors Generating Profitability

The players in the tire making industry are controlled out of a number of major centers, and to allow them to earn and keep maintaining a profit, they need to eventually transact with corporate or smaller-consumers. Inspecting the growth rate and operating margins of the organizations discloses that just because they are dispersed in where their boardrooms, headquarters, plant life, and branches can be found - they furthermore fluctuate on where such revenue and sales are captured. To help expand complicate factors, some of the weaknesses confronting these businesses are regionally founded, while some have a worldwide reach and threaten the whole of their operations. Thus, the mixture of talents and weaknesses facing the businesses is ripe of both extreme distinctions in addition to some inevitable similarities.

Undoubtedly, one of the major factors that seem to have an effect on all the members is the increase of prices of raw materials. In this context are crude oil, silicone, and other inputs to the developing process. Although it is deserving of a separate discussion altogether, the price tag on one barrel of crude petrol has been on the rise amidst global turmoil, doubt, and other issues. This is a necessary suggestions in the making of tires which is not easily replaceable. A direct result of this factor that drives (or threatens) success is that the price tag on products will increase as the surge in expense of recycleables is passed on the consumers.

Another factor travelling profitability then is the sort of market segments on which the tire producer focuses on. For example, a few of the firms such as Kumho and Yokohama have located much commitment towards niche market segments such as development, or others, that may be ready to fork over additional money for an increased quality product.

Due to the diverse way of the tire manufacturers; we placed much focus on the financials aspect. More than the fact these figures were, on the whole, easy to locate, they are closely linked with a trend that will soon confront the industry. This issue in the horizon is that of so-called "unfunded" pension and retirement life benefits. As a result of this impending problems, we established that the financial conditions of organizations would be strongly related to how they may beat such.

One other reason we established that this was a crucial factor of performance was that the baby boomer generation strategy would imply that a large band of full-time staff would, at exactly the same time, attempt to cash from such benefits. It means that firms with a high debt-to-equity proportion have less leverage to go around cash to defeat a shortfall as it pertains to paying out employees over a mass-scale. Likewise, people that have relatively lower earnings would have an especially challenging time to keep up their operations also to account such retirees.

Some other key performance indicators we determined experienced value was the relative market share of every firm, in addition to the quantity of countries where businesses existed. We thought they were important given that a few of the more successful companies such as Bridgestone are more diversified geographically. The reason this is important can even be recognized in the context of global economics. If you are operating a firm such as Kumho or Yokohama and the Korean or Japanese region respectively endures some domestic market turmoil, it is unlikely that the common style of sales from international marketplaces can keep them from reporting negative financials, or even facing insolvency.

A damaging total annual period can not only weaken a companies reputation or brand image, but will also cause the company to struggle to keep the support of traders - potentially coming with major outcomes. On the other hand, as Bridgestone's record shows, having similar or at least some degree of balanced representation across the globe means that the only path they will significantly are affected is if there is a financial crisis or some type of market volatility on a global scale. Even so, it is unlikely that such a tragedy would have identical results in each continent or country, or that it could occur simultaneously. This means that in the wake of catastrophe, a firm that is well-spread throughout the world can earn a earnings in some areas, while losing in others, and be able to maintain its life.

A further key performance signal of interest is the client sections facing the tire making industry. For example, there has been the development for companies teaming up and pooling their beneficial resources in order to transact with high-ticket market sections like the air travel industry. We motivated that this key performance sign is derived out of the Porter power of bargaining vitality of buyers. Additionally it is directly connected and can help organizations singularly, and overall, to triumph over the struggles which come from increasing raw material and commodity prices, internationally. If carefully created, such contracts between rivals can help in conquering their mutual dangers, and allow them to spend more resources and focus on important domains such as research and development, or creativeness. Consequently, more useful technology and more desirable products will be churned out, in a mutually (or internationally) beneficial manner that will allow each industry player to maximize their own chosen feature of differentiation. For example, some organizations may spend much energy towards traveler vehicles, while another focuses on non-highway equipment, or high performance auto tires. If working jointly can help lessen the hurdle of increasing insight prices in the manufacturing process, you will see a net benefit on the industry in the product quality and the amount of products disseminated to the marketplace segments.


Datamonitor: Compagnie Generale des Etablissements Michelin. Company Account. Publication Time: 5 Aug 2011.

Datamonitor: The Yokohoma Plastic Co. , Ltd. Company Account. Publication Time: 24 Feb 2012.

Datamonitor: Bridgestone Corporation. Company Account. Publication Night out: 29 Jul 2011.

Ghosh, B. Liang, T. , Meng, T. , Chan, B. (2001). The key success factors, distinctive capabilities, and strategic thrusts of top SMEs in

Singapore. Journal of Business Research. Vol. 51(3): 209

Marketline: Kumho Tire Co. Inc. Company Account. Publication Time frame: 31 May 2012.

Porter, M. E. The Five Competitive Forces That Shape Strategy. Harvard Business Review, January 2008.

Appendix and exhibits

Tire Industry:

NAICS Code: 326211

Top Ten Companies:

1. Bridgestone Corporation

2. Compagnie Generale des etablissements Michelin

3. Goodyear Tire and Rubber Company

4. Continental AG

5. Pirelli & C. S. p. A.

6. Sumitomo Silicone Market sectors Ltd.

7. Yokohama Rubber Company, Limited

8. Hankook Tire

9. Cooper Tire & Plastic Company

10. Kumho Tire Co. Ltd

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