Bridgestone Corporation has acquired control of a Chinese manufacturer who produces radial passenger and commercial tyres from the Republic of Korea’s Kumho Industrial Co. The company has a current production capacity of about 3.5 million tyres a year.
In the 1999 business year Michelin Reifenwerke KGaA (workforce: 6,747) increased its turnover by 3.2 p.c. or approximately 100 million DM to 3.215 billion DM (1998: 3.115 billion DM). The largest part of total turnover was generated in the German market, where it rose by another 6.3 p.c. compared with the previous year to approximately 60 p.c. of total turnover. As a member of the international manufacturing combine, however, the German factory also supplies the distribution organisations of its European sister. In this Michelin Germany also showed a slight improvement. Total tyre production – measured in tonnes – rose by 2.6 p.c. Sales were up by 4.6 p.c. Michelin sold 8.8 p.c. more light truck and nine per cent more truck tyres in 1999. In winter car tyres in particular the company recorded significant sales growth over the previous year, partly due to the launch of the new products Michelin Alpin and Michelin Pilot Alpin. “Our target for 1999 was the modernisation and enlargement of production capacity to improve our competitiveness”, said Dr. Klaus Neb as spokesman for the management. In the course of last year the company invested a total of about 128 million DM in its five German factories and plans to make another significant investment this year in modernising and increasing capacity, especially in the truck tyre factories. Neb is convinced that these high investments will pay off. “Although economic development will differ from country to country, we expect further growth in Europe for the year 2000.” Read more in NEUE REIFENZEITUNG 5/2000.
The Ford Explorer has come under pressure because of a supposed series of accidents, blamed on allegedly faulty Firestone tyres. Both Ford and Bridgestone Firestone are strenuously denying the allegations. Firestone is the biggest tyre supplier for Ford’s Explorer and Expedition SUVs and the Aiken factory (opened last year) depends heavily on this business. The plant has an annual capacity of ten million tyres, of which nearly half are destined for Ford. After US retailer Sears Roebuck has taken some types of Firestone tyres off its shelves for this reason, in Tokyo, shares in Bridgestone fell by 8.8% at the news. In the US, Bridgestone/Firestone suggested at first that customers visit their B/F dealer for a tyre check but then decided to recall voluntarily ATX, ATX II and Wilderness AT tyres. The only size involved is the 235/75 R 15. This can count for up to 6.5 million tyres. This information was given in a press conference on 9th August in Washington D.C. The replacement will start in the south states of the USA because the problem often occurred in hot weather. The customer will be given a new tyre free of charge regardless of the condition of the old one. Firestone are also immediately recalling tyres from its 4×4 Wilderness range in Europe. Only one size is affected and relatively small numbers are involved. It is expected that the cost to Firestone could reach US$ 500 million. There are also rumours that Ford – itself coming under growing pressure – intends to change tyre suppliers for its Explorer and Expedition models. Industry observers have expressed surprise at how badly Firestone is managing the public relations aspect of the current crisis.
A fire started at a Michelin raw materials warehouse which is dedicated to Michelin’s largest plant at Clermont-Ferrand, where 5,000 people are employed.
The fifth annual meeting of the MFP partners, held by invitation of Michelin this year at Karlsruhe, had new performance standards for market progress, “Markt-Förderungs-Programm” (MFP), and current products as the main themes of its agenda. Approximately 500 guests had gathered under the slogan “Gemeinsam am Markt erfolgreich” (Successful in the Market Through Unity). Patrice Kéfalas, as spokesman for Michelin Germany’s sales management and the person responsible for the car and transporter tyre division, combined in his welcoming address the question: What added value can the MFP partner expect from the Michelin group? with a short résumé/look ahead, “We have increased our car and truck tyre production capacity considerably and improved price competitiveness. Now we are vigorously investing in our high-performance tyres. We shall also rejuvenate the Kléber and Riken products and their brand images. And we are doing all this with the aim of being successful with our partners and more successful than the competition.” The strength of the Michelin group with its more than ten per cent worldwide turnover growth last year also safeguards its partners’ future security, he said. Of increasing importance for the Clermont-Ferrand tyre manufacturer is the high-performance tyre market, not only because of the company’s commitment to Formula One. The market in fast tyres is booming, and Michelin is determined to emphasise its strong presence in this market with the new Pilot Primacy and Pilot Exalto. In order to be “successful in the market through unity” Michelin offers quite a number of solutions, which are described in the May issue of NEUE REIFENZEITUNG.
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.
The company anticipated a reduction in demand and took the decision to cut most of the production capacity of its Gadsden plant. Only a few months later Goodyear is forced to immidiately employ 500 – 550 workers to meet the demand for Goodyear tyres in the USA.
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.”
Finnish tyre manufacturer Nokian has achieved a net turnover of 199 million Euros in the first nine months of this year; an increase of around 20 %. Operating profit is 18.4 million Euros (9 % lower than the previous year). Nokian is pursuing a strategy of expansion and, this year, will invest some 31 million Euros, with the aim of increasing production capacity by 50% within five years. At the moment, Nokian is trying to purchase ISKO, Finland’s largest tyre dealer with a turnover of approximately 65 million Euros. Analysts say that ISKO is financially very strong and very profitable.
Goodyear has told bank analysts that it will close a large factory in Italy that produces six million tyres a year. Goodyear produced about 55 million tyres in Europe this year and intends to reduce the production capacity from 72 million tyres (after the Dunlop take-over) to about 62 million by 2002. After Goodyear’s shares lost more than 40 per cent of their value, they announced plans to close more than one factory and increase production in the remaining European plants by introducing a seven day operation.
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