GOODYEAR – SUMITOMO DEAL Introduction Goodyear was the leading tire manufacturer till the late 1980s after which Groupe Michelin and Bridgestone Corp toppled Goodyear from its number one market position. Samir Gibara of Goodyear wanted to regain the top spot by increasing the annual revenues by at least 50% and that would be possible only through the acquisition of another company. Sumitomo Rubber Industries Ltd of Japan seemed to be a good strategic acquisition for Goodyear because of its Dunlop
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P’s in marketing Mix Products: Goodyear produces tires for nearly all types of vehicles including passenger vehicles‚ light truck tires and highway truck tires. There are currently 30 different types of passenger car tires ranging in price‚ tread wear index’s‚ traction and temperature grades that Goodyear has to offer. Price: Retail tires for passenger vehicles range from $125 to $175. Place: Goodyear distributes its products to some 8000 locations in the United states‚ and some 25‚000
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[pic] [pic] ERODE - 638 052. PERISTALTIC SELF-INFLATING TYRE SYSTEM (A self inflating tyre system for automobiles using a peristaltic pump) PRESENTED BY R.PRAVEEN KUMAR (26ME71) P.VIGNESH (26ME108) 3rd year mechanical
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Arifur Rahman Case Problem: Goodyear Tires and Robber Company Professor: Arnold Pollack July 28‚ 2009 A. How would you characterize the competitive environment in the tire industry in 1991? The tire industry divides into two‚ broad segments: original equipment (OE) tires and replacement tires. The OE segment accounts for 20-25 percent of tires sold annually; unit sales are trending downward. The replacement tire segment accounts for 70-75 percent of tires sold each year; the unit sales
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PGP/12/259 Key Issues: How can Goodyear be more competitive and maintain its leader position? How to launch Aquatred effectively? Factors to be taken into consideration: Intense competition • many players in the industry‚ both branded and private label • Michelin‚ was growing very fast in both replacement and OEM market • private label had become the biggest threat for all branded tires since many branded tire owners intended to replace their tires with private label. Changes
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Sorption Evaluation of Waste Tire Rubber for Spill Oil Recovery and to optimize the Sorption with respect to Particle Size and Temperature. Project Advisor Miss Nida Qamar Group Members Ahmad Shakeel (Group Leader) (2009-PE-34) Mohsin Ali Khan (2009-PE-52) Asif Ali (2009-PE-56) Ali Sher (2008-PPE-46) Department of Polymer
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Goodyear’s Aquatred Case Goodyear‚ around the late 1980s was developing a tire that would set them apart from the competition. Unfortunately they were stuck in a time when replacing tires was not high on peoples list of pleasantries‚ which will be explained in greater detail. Goodyear developed what they called the Aquatred tire which was supposed to give greater traction during wet weather and a superior quality that would have the same traction after much use as some tires did when they were brand
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Atlas Tire and Rubber Company 1) What were Atlas’ major challenges prior to the promotion of Walter Harrison as CEO? The main challenges faced by Atlas’ were competitive and financial challenges. As for the first time from 1905 the company was facing losses for consecutive 2 years in row as the company was facing a severe downturn. This was all because of the new challenges‚ which the company was facing due to their growth and expansion policies The company was also facing the competitive
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Rubber Industry Introduction Natural Rubber is produced from plants of rubber (Hiveabrasilesis) as distinct from synthetic rubber manufactured from chemical polymerisation of various monomers. Currently rubber plantation in many tropical regions has become important part of the national economy. Rubber plants generally have 32 years of economic life and may live upto 100 years or more than that Natural rubber is one of the most important agro-based industrial raw materials in the world. An important
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GOODYEAR Aquatred Case Study How do consumers purchase tires? Tire consumers (at replacement market) will buy tire at two different occasions: when they need new tire immediately (emergency occasion)‚ and as a spare change in case of emergency (preventative occasion). It is dubbed a “grudge purchase” where consumers won’t have any choice but to buy tires in order to make sure that their car is able to run. The average time between purchases is 2.5 years but more than 50% of all consumers buy the
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