In an interview with the rather left-wing daily paper Liberation Edouard Michelin gave his comment on the so-called Michelin Affair. On 8th September the group reported a 20 p.c. rise in its half-yearly profits while at the same time declaring that it wanted to shed 7,500 employees in European factories within three years. The Michelin boss attributes the unusually fierce public reaction, by French politicians in particular, to insufficient public discussion. It has to be possible, he argued, to take the right entrepreneurial measures in time to achieve a rapid improvement in productivity, which is 15 to 20 p.c. below that of the group’s main competitors, Bridgestone and Goodyear. And the only way to do that, he claimed, is through accelerated growth on the basis of a new sales policy and through job cuts. Edouard Michelin reminded his critics that in the last twenty years the group had twice been faced with extinction, that it had needed to lose 25,000 employees in France and in spite of that had issued only 186 dismissal notices. Asked about the Lex Michelin (a change of law to accommodate the Michelin case, dealing with the application for state aid to facilitate social plans), Edouard Michelin pointed out that the group had indeed received a French state subsidy for its social plans in the past amounting to four or five billion francs, but that at the same time the French state had received 45 billion francs in social contributions, taxes and other levies. Today the group still makes 30 p.c. of total investments within France, he continued, and retains 30 p.c. of the production capacity in the country, although the domestic market takes only 15 p.c. of total sales. Though keen to dust off certain parts of the company, he said, he wants to preserve its culture, personality and customs. As the head of a family business he sees himself as permanently accountable and cannot afford not to make long-term plans, because he is only too well aware of having to defend his decisions also in five or ten years’ time. On the question of worldwide merger plans Edouard Michelin said that his company is in a position to play an active part. Our gaze is directed towards Asia. Michelin has a talent for growth.
In its last issue NEUE REIFENZEITUNG speculated about an agreement between Montupet and Michelin in the area of aluminium cast wheels. The talks seem to be on hold for the time being, because at the moment both partners have their hands full with orders. Montupet is currently doubling its capacity to 2.5 million cast wheels. Kronprinz, the Michelin subsidiary in Solingen, is able to cast 1.4 million wheels with the equipment already in place. In its search for a strategic alliance partner (without seeking a direct participation) Michelin has now found steel wheel manufacturer Meritor, which has factories in Mexico and Brazil. Meritor is a business division of Rockwell, the large supplier to the automotive industry, and is also known by the trade name Fumagalli. With an annual capacity of about 25 million steel and aluminium wheels Michelin is roughly double the size of Meritor. The strategic benefit for Michelin is not only the geographical location of the two Meritor factories, but above all the close relationship between the supplier Rockwell and Chrysler. The principal reason for the cooperation between M+M, however, was Renault’s decision to produce the Mégane also in South America with the same steel wheels as in Europe, where they are made by Michelin. To comply with local content requirements, the South American Mégane will have Meritor wheels.
Avon Rubber has blamed falling car production in the UK for a 40% drop in annual profits to £3.3 million. Direct sales of automotive and technical products to Ford and Rover fell £7.6 million to £27.1 million. Shares fell 12.5p to 455p.
The Fürstenwalde production base of Pneumant Reifen GmbH is under threat in the long term, Dr. Rainer Schieben, Commercial Managing Director, announced at the Pneumant head office in Fürstenwalde at the beginning of September. As early as this autumn the company will draw winter tyres from the Japanese production for cost reasons, and part of the summer tyre production will also be transferred to Japan. And, according to Schieben, the new owner, The Goodyear Tire & Rubber Company, has already cut the production planning for the year 2000 by 200,000 tyres, which cannot be without repercussions on investment and employment. Schieben gave too high energy costs at Fürstenwalde as the reason for the problems. The current price per megawatt hour for the process temperature is roughly three times higher than in similar factories of the Dunlop parent company in Germany. By international comparison within the Goodyear group the high energy price has become even less justifiable. Pneumant employs a workforce of 550 plus 40 apprentices at the Fürstenwalde production base. 325 people are employed at the company’s second factory in Riesa. The tyre manufacturer is one of the few former GDR companies to have survived successfully. Thanks to an investment volume of 250 million marks since 1996 by the Dunlop parent company Pneumant possesses the most modern production facilities in Europe. In the car tyre replacement market the company is the clear market leader in the new federal states.
Oskar Füthen (62), Managing Director of Pneumobil GmbH for almost 20 years, left the Pirelli distribution chain on 30th September 1999. Ralf Brockmann was appointed as the new Managing Director. And what is more, The distribution chain will no longer report to Pirelli Reifenwerke but to the Milan head office, which has taken over responsibility as per 1st October 1999, particularly for the strategic line in connection with the negotiation of terms and conditions.
In only two years Bridgestone/Firestone has built a new factory producing tyres for passenger cars, light trucks, pickups and off-road vehicles near Aiken (South Carolina). It is said that the tyre manufacturer invested $US 435 million for this plant.
Tyres for the “King’s Class” – Bridgestone’s Formula One Engagement
It is a well-known fact that Bridgestone does not stint itself in its Formula One commitment. For instance: The number of tyres carted to every race is 2,640 in two different compounds for dry and three different compounds for wet weather. Together with the costs of research and development plus marketing/advertising (which definitely accounts for the highest expenditure) it may amount to a nine-figure sum. In this context one has to ask: Cui bono? Or: Why do the Japanese involve themselves in Formula One at all? The current market share of the tyre giant in Europe is estimated to be about twelve per cent, therefore leaving room for further growth. And what would be more suitable for a Far Eastern tyre group keen to catch up in the lucrative European market than its omnipresence in the most important motor racing event worldwide (only in USA Formula One is met with relatively little interest)? When all is said and done: twelve of the 16 races are run on European soil. Takeshi Uchiyama, Managing Director of BS/FS Europe, describes his company’s objective, We are determined to raise our global brand awareness.To put it simply: If the Bridgestone logo is clearly visible every fortnight adorning streamers, bridges, vehicles, overalls, drivers’ caps and, last but not least, all the tyres, that must sooner or later penetrate the memory or consciousness of the mass media public. Ideally it also raises significantly the image of the brand as a low-profile quality tyre. And once this perception takes hold and people’s high opinion is tranferred to other segments, this reputation will not only benefit the high-performance segment but also other types of tyre.
This is the answer: Michelin filed law-suit against Bandag
Michelin filed a lawsuit against Bandag for illegally restricting competition in the US-retread market. The law-suit contends that Bandag has engaged in anti-competitive practices, which create a monopoly for it in the sale and distribution of tire retread systems.
Scrap Tyre Recyclers Meet in Schwerin to Find Feasible Solutions
Under the headline Recycling von Altreifen in Deutschland – Aktuelle Lage und Möglichkeiten für die Zukunft (Scrap Tyre Recycling in Germany – The Current Situation and Future Possibilities) a two-day conference was held in the banqueting hall of Schwerin Castle in mid-October. Joint hosts of the first meeting of this kind on German soil were the Mecklenburg-Vorpommern Ministry of the Environment and the European Tyre Recycling Association ETRA. The conference in Schwerin is part of a series of European meetings organised as Regional Information Briefings by ETRA for the airing and discussion of current questions and problems in the tyre recycling industry with the object of eventually finding common solutions. The programme was opened with a presentation covering the current situation of the scrap tyre recycling industry in Germany. This was followed by reports/discussions on the current state of the recycling technology as well as the opportunities for opening new markets for recycled scrap tyre products, in which almost 100 experts from the areas of tyre trade and disposal, retreading, material extraction, construction industry/road building, technology, equipment industry, waste disposal took part together with representatives of the civil authorities. In the course of the conference it became clear, however, that there was still a widespread lack of technological know-how and a considerable ignorance about how to market the recycled products. One reason is a limited demand for such products, another a lack of innovative and worthwhile product ideas and of adequate marketing concepts.
At a press conference in Milan, Mr. Marco Tronchetti Provera and Mr. Giovanni Ferrario reacted to speculation that Pirelli might diversify into other automotive components, as has Continental. Tyres will continue to be an absolute core global business for Pirelli they said, and emphasised that Pirelli would maintain its independence, while seeking alliances wherever appropriate.
The tyre factories of Brisa (Bridgestone/Sabanci), Pirelli and Goodyear are all situated within a few hundred metres from one another along a road leading out of Izmit, the town so severely hit by the earthquake. Bekaert also has a production facility nearby, Continental manufactures technical rubber products not far away, and a second Pirelli plant makes cables. It will only be a matter of days until production, only partially interrupted by the earthquake, returns to full strength while the aid campaign has gone into full swing at the same time.
Goodyear: Net Profit of 97.2 Million US $ in Third Quarter of 1999
Goodyear reports a net profit of 97.2 million US $ for the third quarter of 1999 compared with 185 million US $ in the third quarter of 1998. The turnover achieved in the third quarter of 1999 was 3.3 billion US $, 100 million US $ more than in the same period last year. The turnover contribution of its recent acquisition, Dunlop, amounted to 200 million US $ worldwide.
Business analysis specialists Datamonitor predict that the European Fast Fit Market will have an annual growth of more than 4 per cent each year and reach 11 billion Euros by 2004. It is also anticipated that new competitors Ford (who acquired Kwik-Fit) and Fiat (who acquired Midas) will significantly increase their standing in the market during this period.