The Video !

Please find the link of the video which contains my learnings and understandings about POM. The various methods of teaching by Dr Mandi.

Organizational Culture - TCS !

Organizational Culture - TCS

I hope you all had a good time reading about the Tower Building Activity, Khan Academy, Valley Crossing
and Goal Setting, Mid-Term Experience and last but not the least Michelin !
Keeping the flame alive I would like to sprinkle my thoughts about the "Organizational Culture at Tata Consultancy Services".

First of all, we need to understand what Organizational Culture is. I would like to quote Mehmet Ildan here:
"All cultures have things to learn from all other cultures. Don’t get stuck in your culture. Go beyond it. Get out of your aquarium; get out of your farm; get out of your castle; break your bell jar! Give chance to other cultures and to other opinions! This is the best way for you to see the inefficiencies, absurdities and stupidities in your culture!"

Organizational Culture

The values and behaviors that contribute to the unique social and psychological environment of an organization. Organizational culture is the sum total of an organization's past and current assumptions, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, express or implied contracts, and written and unwritten rules that the organization develops over time and that have worked well enough to be considered valid.

Also called corporate culture, it manifests in

(1) the ways the organization conducts its business, treats its employees, customers, and the wider community,
(2) the extent to which autonomy and freedom is allowed in decision making, developing new ideas, and personal expression,
(3) how power and information flow through its hierarchy
(4) the strength of employee commitment towards collective objectives.

It is termed strong or weak to the extent it is diffused through the organization. It affects the organization's productivity and performance, and provides guidelines on customer care and service; product quality and safety; attendance and punctuality; and concern for the environment. It extends also to production-methods, marketing and advertising practices, and to new product creation. While there are many common elements in the large organizations of any country, organizational culture is unique for every organization and one of the hardest thing to change.

First of all, I would like to brief about the company.

TATA CONSULTANCY SERVICES

Tata Consultancy Services Limited (TCS) is an IT services, business solutions and outsourcing organization that delivers real results to global businesses, with a high level of certainty. TCS offers a consulting-led, complete and integrated portfolio of IT and IT-enabled services delivered through its unique Global Network Delivery Model, recognized as the benchmark of excellence in software development.

Founded in 1968 as part of the Tata group, TCS is headquartered in Mumbai, India and is a public limited company , listed on the National Stock Exchange (NSE) and Bombay Stock Exchange (BSE) in India. In FY 2011, TCS reported consolidated revenues of USD 8.2 billion. TCS has built a global reputation for its ability to help customers achieve their business objectives  – by providing innovative, best-in-class consulting, IT and IT-enabled solutions and services. TCS’ core set of values underpin all activities in the Company and these include leadership with trust, integrity, excellence, respect for the individual and learning/sharing.

The Company plans to further strengthen and consolidate its position in the global IT industry as an integrated full services player with a global footprint in terms of innovation, operations and service delivery.

Large global corporations which make up the customer-base are today looking for strategic partners

who not only excel in technology and possess a full-services delivery capability but can also understand their business and leverage that domain expertise to deliver technology-led solutions to their business problems.

The customer-centric, domain-led business unit structure helps TCS constantly sharpen and grow its competencies in each of the industry verticals it services. Domain expertise is advanced through investments made in a global network of solution centers and innovation labs, hiring industry experts and by encouraging associates to get industry-recognized certifications and training.

TCS has a Global Footprint

They have invested in building a large, global sales network to reach out to clients across the world. 

As of March 31, 2011, TCS had 145 offices across 42 countries, catering to some 1034 active clients. The break-up of 

offices by geography is as below:

• 18 offices across USA and Canada
• 12 offices across 7 countries in Latin America
• 11 offices across UK and Ireland
• 22 offices across 12 countries in Europe
• 18 offices across 12 countries in Asia Pacific
• 7 offices across the Middle East and Africa
• 54 offices across India

TCS by numbers

For TCS, as a global software company, a lot of cultural integration is familiar territory. When TCS acquired UK's Pearl in April 2006, along with its 900 employees , for some 480-odd million GBP, it was one of the early birds to catch the global M&A worm. The deal was a landmark in more ways than one — first, it gave TCS entry into the lucrative life and pensions business market in the UK and Europe. It catapulted it into number two position in that industry; made it one of the top IT employers in the UK — TCS now employs about 2,000 people on the ground in UK — and more than anything, it gave TCS the cachet of being a top-end local company of standing, instead of just another Indian offshoring firm. Perception in the local market changed a lot, say insiders.

Just as an organization needs the right talent to drive its business objectives, people need the right environment to grow and achieve their career goals. Working with TCS affords you with a sense of certainty of a successful career that would be driven by boundless growth opportunities and exposure to cutting-edge technologies and learning possibilities. 

The work environment at TCS is built around the belief of growth beyond boundaries. Some of the critical elements that define the work culture are global exposure, cross-domain experience, and work-life balance. Each of these elements go much deeper than what it ostensibly conveys. 

There are 4 types of Organizational Culture:

1. Control (hierarchy)
2. Compete (market)
3. Collaborate (clan) 
4. Create (adhocracy)

This typology reflects the range of organizational characteristics across two dimensions that were found critical to organizational effectiveness. The spatial implications for each type are presented so that workspace planners might be able to interpret the results of an organizational culture assessment in their process of designing environments that support the way companies work and represent themselves.

TCS Value proposition:

The TCS employer brand positioning builds on their strengths and communicates TCS as an organization that offers its employees a complete Global IT Career by highlighting the three main value propositions:

• Global exposure
• Freedom to work across domains
• Work life balance

CONTROL (HIERARCHY)

Hierarchical organizations share similarities with the stereotypical large, bureaucratic corporation. As in the 

values matrix, they are defined by stability and control as well as internal focus and integration. They value

standardization, control, and a well-defined structure for authority and decision making. Effective leaders 

in hierarchical cultures are those that can organize, coordinate, and monitor people and processes.

Good examples of companies with hierarchical cultures are McDonald’s (think standardization and 

efficiency) and government agencies like the Department of Motor Vehicles (think rules and bureaucracy). 

As well, having many layers of management—like Ford Motor Company with their seventeen levels—is 

typical of a hierarchical organizational structure.

COMPETE (MARKET)

While most major American companies throughout the 19th and much of the 20th centuries believed 

a hierarchical organization was most effective, the late 1960s gave rise to another popular approach—

Compete (market) organizations. These companies are similar to the Control (hierarchy) in that they value 

stability and control; however, instead of an inward focus they have an external orientation and they value 

differentiation over integration. This began largely because of the competitive challenges from overseas that forced American companies to search for a more effective business approach. With their outward 

focus, Compete (market) organizations are focused on relationships—more specifically, transactions—with 

suppliers, customers, contractors, unions, legislators, consultants, regulators, etc. Through effective external 

relations they feel that they can best achieve success. While Control (hierarchy) optimize stability and 

control through rules, standard operating procedures, and specialized job functions, Compete (market) 

organizations are concerned with competitiveness and productivity through emphasis on partnerships 

and positioning. 

COLLABORATE (CLAN)

In the values matrix Collaborate (clan) are similar to Control (hierarchy) in that there is an inward focus 

with concern for integration. However, Collaborate (clan) emphasize flexibility and discretion rather than 

the stability and control of Control (hierarchy) and Compete (market) organizations.With the success of many Japanese firms in the late 1970s and 1980s, American corporations began to take note of the different way they approached business. Unlike American national culture, which is founded upon individualism, Japanese firms had a more team-centered approach. This basic understanding affected the way that Japanese companies structured their companies and approached problems Their Collaborate (clan) organizations operated more like families—hence the name—and they valued cohesion, a humane working environment, group The key to using culture to improve performance lies in matching culture or attributes to organizational goals.

CREATE (ADHOCRACY)

In the values matrix Create (adhocracy) are similar to Collaborate (clan) in that they emphasize flexibility 

and discretion; however, they do not share the same inward focus. Instead they are like Create (adhocracy) 

in their external focus and concern for differentiation.With the advent of the Information Age, a new approach developed to deal with the fast-paced and volatile business environment. Social, economic, and technological changes made older corporate attitudes and tactics less efficient. Success now was envisioned in terms of innovation and creativity with a future-forward posture. An entrepreneurial spirit reigns where profit lies in finding new opportunities to develop new products, new services, and new relationships—with little expectation that these will endure. Adhocratic organizations value flexibility, adaptability, and thrive in what would have earlier been viewed as unmanageable chaos. 

Culture potpourri:

People from diverse backgrounds and geographies have come together in pursuit of a common vision.

Open door policy:

Our corporate culture is open and inclusive; irrespective of your experience, you will immediately be welcomed into the team, and would always have a significant role to play.

On-the-job learning:

Intense training and development programs facilitate on-the-job learning.

Mentor programs:

Our mentor programs foster supportive relationships that help develop skills, behavior, and insights to enable you to attain your goals.

'Global Family' identity

What sets TCS apart is the support, encouragement, and nurturing provided to you at every step... just like a family.

Community Services:

Maitree was started with an objective of bringing TCS associates and their families closer and include them as a part of the TCS extended family.

The BIG questions in an organization !

Learning:

How do I enable Team learning?

Employee Involvement:

How do I enable continuous improvement?

Personal Growth:

How do I walk the the journey of self discovery and growth?

Owning TCS Culture:

How do I influence culture?

Role Enhancement:

How do I take up new responsibilities and set new directions?

Professional Excellence:

How do I become a role model and a friend?

PROPEL – The Intervention: Culture Building at TCS 

PROPEL was introduced as a revolutionary intervention with the dual objectives of facilitating the exchange of ideas and helping in immediate problem solving, while also encouraging bonding and self-development 

among and within teams. 

   

As the organization and its relationships grew, it brought its own challenges, whereas change remained a constant. PROPEL was introduced as a platform and a tool to help bring about this change, in consonance with the TCS belief of “Let us make it a joy for all our stakeholders”. Promoting continuous improvement at a cross-functional level was one of the envisaged objectives. Change management was enabled through alignment with growth strategy; by creating platforms for dialogue on the current and emerging experience of the organization. 

PROPEL has helped the organization build a culture of collaboration, creativity and also networks of relationships through its two modes: 

1.  Confluences: Listening to the voice of the employee in a team scenario, by creating a platform for open sharing of thoughts on a relevant theme. This is achieved through a balance of fun, introspection and interaction, while evoking commitment to self development. 

2.  Camps: Platform for problem solving, focus on the Quality, Cost and Delivery measures of throughput resulting in transfer and adoption of best practices within and amongst relationships in the 

organization. 

Team Alignment through PROPEL framework

Team alignment was a PROPEL application initiated for members of this large relationship, to reflect on its own state, to build a coherent statement of current realities and to channel potent restlessness and dissatisfactions within the relationship, into a convergent blueprint of responsiveness and new levels of maturity. It looked at redefining desirable role behaviors, and hence conveyed responsibility for movement at the collective as well as individual levels, for the team. This was brought about through the following stages:

1.  Initiation: The Spiral dynamics framework was used to map the relationship in terms of its evolution. Tools were administered to a group of Project Managers to identify the gaps between where the

team is (current state) and where it should be (desired state) and the steps to be taken to bridge this gap.

Spiral Dynamics posits that the evolution of human consciousness can best be represented by a dynamic, upward spiraling structure that charts our evolving thinking systems as they arc higher and higher through levels of increasing complexity.

2.  Awareness sessions & Workshops: Overviews on Spiral Dynamics and its application to achieve team alignment was shared with the team. In Jan 2012, a workshop was organized with the team to discuss

the findings based on the analysis of data. A few key observations were:

• Differential perceptions of current reality by leadership and the rest of the team
• Need to make a few critical role shifts
• Need to align the broad directions and future steps

This workshop allowed the team to clearly discuss their perceptions of the team’s current situation and  the following observations were agreed upon:

• Need to negotiate expectations and sufficiently understand interdependence
• Reluctance to confront and bring issues to a head
• Stress
• Results and task oriented disposition        

These results were then compared to the leadership’s expectations from the team. Greater the convergence and alignment between leadership and the team on the current state and the directions for movement, greater the power of focused deployment of energies, and empowered, autonomous decisions and actions within the team. Gaps were identified, developmental areas were prioritized and broken down and categories identified to pinpoint where the greatest impact from team development efforts will be achieved.

3.  Gap analysis:  This was done to enhance understanding of the different roles for each job position, identify the ones suitable for the different job positions and come up with action items to address the

themes agreed upon. As a next step, each member had to identify the gaps based on the role selected. For e.g.: The below roles were identified for a team member job position:

• Self-developer
• Team Player
• Craftsperson

The roles would vary depending on the location as well. Onsite members would have roles that require higher customer interaction.

4.  Implementing improvement plan: Follow-up meetings were held at 6-8 week intervals to monitor progress made as well as to identify areas of improvement using Deming’s Plan-Do-Check-Act (PDCA)

cycle. The Team Alignment tool was created in September 2005 with an aim of cascading the team alignment concept to the team member level in a shorter span of time.

5.  Next steps: The team now has a 30, 60, 90 day implementation plan for the same. Incorporation of the  three high priority action items arising from the team alignment exercise, as goals in the team was

contemplated. Additionally a PROPEL camp was planned, to agree upon the steps to be taken to close the action items for each of the roles.

References

http://www.tcs.com/about/corp_responsibility/documents/tcs_corporate_sustainability_report_low_resolution_09.pdf

http://careers.tcs.com/CareersDesign/Jsps/WorkingatTCS.jsp

http://sumedhas.org/new3cont/The%20OD%20Journey.pdf

Conclusion

I feel with positive initiatives and proper management bad cultures in an organization can be changed. TCS is an example of a company which is true to its values. It never compromises on quality and values. Even in dire situations, it always takes a stand which is ethically and morally correct.

Guys.. signing off now ... hoping to get good reviews and page views :)
see u soon in the next blog !

MICHELIN !

MICHELIN - A BETTER WAY FORWARD!

Michelin is a tyre manufacturer based in Clermont-Ferrand in the Auvergne région of France. It is one of the two largest tyre manufacturers in the world along with Bridgestone. In addition to the Michelin brand, it also owns the BFGoodrich, Kleber, Riken, Kormoran and Uniroyal (in North America) tyre brands. Most companies identify the new Michelin Energy tire, introduced in the early 1980s. It is also notable for its Red and Green travel guides, its roadmaps, the Michelin stars that the Red Guide awards to restaurants for their cooking, and for its company mascot Bibendum, colloquially known as the Michelin Man.
Among Michelin's numerous inventions, there is the removable tyre, the « pneurail » (a tyre for trains made to run on rails) and the radial tyre technology now used in modern "green tyres" that reduce fuel consumption.

http://www.michelin.com/corporate/EN/group/group-media-gallery#video=http://viphttp.yacast.net/empreinte/michelin/Introducing-the-Michelin-Group.mp4

SOME FACTS !

Industry                   Auto and Truck parts
Founded                 1888
Headquarters          Clermont-Ferrand, France
Key people             Jean-Dominique Senard(General partner and CEO),
                               Eric Bourdais de Charbonnière(Chairman of the supervisory board)
Products                 Tyres, travel assistance services
Revenue                  €17.89 billion (2010)
Operating income    €1.695 billion (2010)
Profit                      €1.048 billion (2010)
Total assets            €19.66 billion (end 2010)
Total equity            €8.127 billion (end 2010)
Employees             111,100 (end 2010)
Website                  michelin.com

HISTORY

Two brothers, Édouard and André Michelin, ran a rubber factory in Clermont-Ferrand, France. One day, a cyclist whose pneumatic tyre needed repair turned up at the factory. The tyre was glued to the rim, and it took over three hours to remove and repair the tyre, which then needed to be left overnight to dry. The next day, Édouard Michelin took the repaired bicycle into the factory yard to test. After only a few hundred metres, the tyre failed. Despite the setback, Édouard was enthusiastic about the pneumatic tyre, and he and his brother worked on creating their own version, one that did not need to be glued to the rim. Michelin was incorporated on 28 May 1888. In 1891, it took out its first patent for a removable pneumatic tyre which was used by Charles Terront to win the world's first long distance cycle race, the 1891 Paris–Brest–Paris.
Michelin has made a number of innovations to tyres, including in 1946 the radial tyre (then known as the "X" tyre). It was developed with the front-wheel-drive Citroën Traction Avant and Citroën 2CV in mind. Michelin had bought the then bankrupt Citroën in the 1930s. As of August 2008, this tyre is still available for the 2CV. In 1934, Michelin introduced a tyre, which if punctured, would run on a special foam lining, now known as a run-flat tyre (self-supporting type).
In the 1920s and 1930s, Michelin operated large rubber plantations in Vietnam. The Vietnamese workers were exploited pitilessly and brutally, which led to the famous labour movement Phu Rieng Do.
"French Indochina - The French community of about 40000 lived in the European quarters, - for the mass of the population the reality was forced labour - working to produce the colony's exports of rice, tin, tea, and above all - rubber - the source of the fortune of the Michelin company."
In 1988, Michelin acquired the tyre and rubber manufacturing divisions of the American B.F. Goodrich Company founded in 1870. This included the Norwood, North Carolina manufacturing plant which supplied tyres to the U.S. Space Shuttle Program. Two years later, it bought Uniroyal, Inc., founded in 1892 as the United States Rubber Company. Uniroyal Australia had already been bought by Bridgestone in 1980.
Michelin also controls 90% of Taurus Tire in Hungary, as well as Kormoran, a Polish brand.
As of 1 September 2008, Michelin is again the world's largest tyre manufacturer after spending two years as number two behind Bridgestone. Michelin produces tyres in France, Spain, Germany, the USA, the UK, Canada, Brazil, Thailand, Japan, Italy and several other countries. On 15 January 2010, Michelin announced the closing of its Ota, Japan plant, which employs 380 workers and makes the Michelin X-Ice tyre. Production of the X-Ice will be moved to Europe, North America, and elsewhere in Asia.

MICHELIN IN MOTOR SPORTS

Michelin participated in MotoGP from 1972 to 2008. They introduced radial construction to MotoGP in 1984, and multi-compound tyres in 1994. They achieved 360 victories in 36 years, and from 1993 to 2006, the world championship had gone to a rider on Michelins. In 2007, Casey Stoner on Bridgestone tyres won the world championship in dominating fashion, and Valentino Rossi and other top riders complained that Michelins were inferior. Rossi wanted Bridgestones for the 2008 season, but Bridgestone was reluctant to provide them; Dorna threatened to impose a control tyre on the series, after which Bridgestone relented.

In 2008, Michelin's tyres continued to be perceived as being inferior to Bridgestone's, and Michelin committed errors of judgment in allocating adequate tyres for some of the race weekends. Dani Pedrosa's team switched to Bridgestones in the midst of the season, a highly unusual move that caused friction between Honda Racing Corporation and their sponsor Repsol YPF. Other riders also expressed concerns and it seemed that Michelin might not have any factory riders for the 2009 season, leading to rumours that Michelin would withdraw from the series altogether. Dorna and the FIM announced that a control tyre would be imposed on MotoGP for the 2009 season and Michelin did not enter a bid, effectively ending its participation in the series at the end of 2008.

MICHELIN IN FORMULA ONE

Michelin first competed in the 1977 Formula One season, when Renault started development of their turbocharged F1 car. Michelin introduced radial tyre technology to Formula One and won the Formula One Drivers' Championship with Brabham, before withdrawing in 1984.

The company returned to Formula One in 2001, supplying the Williams, Jaguar, Benetton (renamed Renault in 2002), Prost and Minardi teams. Toyota joined F1 in 2002 with Michelin tyres, and McLaren also signed up with the company. Michelin tyres were initially uncompetitive but by the 2005 season were totally dominant. This was partly because the new regulations stated that tyres must last the whole race distance (and qualifying), and partly because only one top team (Ferrari) was running Bridgestones, and so had to do much of the development work. Michelin in contrast had much more testing and race data provided by the larger number of teams running their tyres.

Following the debacle of the 2005 United States Grand Prix where, because of safety concerns, Michelin would not allow the teams it supplies to race, Michelin's share price fell by 2.5% (though it recovered later the same day). On 28 June, Michelin announced that it would offer compensation to all race fans who had bought tickets for the Grand Prix. The company committed to refunding the price of all tickets for the race. Additionally, it announced that it would provide 20,000 complimentary tickets for the 2006 race to spectators who had attended the 2005 event.
Michelin has had a difficult relationship with the sport's governing body (the FIA) since around 2003, and this escalated to apparent disdain between the two parties during the 2005 season. The most high profile disagreement was at the United States Grand Prix and the acrimony afterwards. Michelin criticised the FIA's intention to move to a single source (i.e. one brand) tyre from 2008, and threatened to withdraw from the sport. In a public rebuke FIA President Max Mosley wrote "There are simple arguments for a single tyre, and if [Michelin boss Édouard Michelin] is not aware of this, he shows an almost comical lack of knowledge of modern Formula One". Another bone of contention has been the reintroduction of tyre changes during pit-stops from 2006. Michelin criticised the move claiming "this event illustrates F1's problems of incoherent decision-making and lack of transparency."

In December 2005, and as a result of the difficult relationship with the sport's governing body, Michelin announced that it would not extend its involvement in Formula One beyond the 2006 season.Bridgestone was then the sole supplier of tyres to Formula One until the end of the 2010 season, with Pirelli providing tyres for 2011.
The last race won on Michelin tyres in Formula One was the 2006 Japanese Grand Prix, Fernando Alonso benefitting after the Ferrari engine of Michael Schumacher failed during the race. This gave Michelin a second consecutive Constructors' Championship win, with the 2005 and 2006, after Bridgestone's seven-year winning streak, and brought to a total of four the number of wins for Michelin since this event's inception back in the 1958 Formula One season; Michelin's other wins were in the 1979, and 1984 seasons.

GEOGRAPHICAL SPREAD

VISION AND MISSION

Michelin is dedicated to helping to enhance mobility and create value while demonstrating respect for customers, people, shareholders, the environment and facts.
Since 1889, Michelin has constantly innovated to facilitate the mobility of people and goods. today, it is setting the benchmark across every tire and travel-related services market, while leading a global strategy to drive sustainable, profitable growth.
To succeed in this new phase of assertive growth and meet its objectives, Michelin can capitalize on such solid competitive advantages as its technological leadership, superior products and services, demonstrated brand appeal, operational efficiency and robust balance sheet.

GROWTH STRATEGY

Built on a foundation of growth, competitiveness and commitment, Michelin’s strategic vision is designed to deliver strong, diversified growth by capturing the full value of its products and services in mature markets and expanding more quickly in new markets. As we continue to make our organization more competitive and cost-effective, the mutual commitment of the Company and its employees will enable us to successfully move forward together.


Objectives for 2015

• Growth in sales volumes of at least 25% over the 2011- 2015 period.
• Operating income of around €2.5 billion in 2015.
• A more than 9% return on capital employed each year.
• Annual capital expenditure of around €2 billion.
• Positive free cash flow over the 2011-2015 period.
• A dividend payout rate of around 30% of consolidated net income, before exceptional items.

PRODUCTS

MANAGEMENT TEAM

Jean-Dominique SENARD

The Group is managed by Jean-Dominique Senard, Managing General Partner. He is assisted by the Executive Committee, comprised of eleven executives responsible for Product Lines, Corporate Services, Performance Divisions and growth regions.

François CORBIN

Director of Geographic Zones.

Eric de CROMIERES

Director of Commercial Performance.
Supervises the distribution networks (Euromaster and TCi), Michelin Global Solutions (MGS) and the Supply Chain and Logistics Performance Department.

Claire DORLAND CLAUZEL

Director of Communication and Brands.
Supervises the Public Affairs Group Departement, Michelin Travel Partner and Michelin Lifestyle Limited.

Terry GETTYS

Director of Research and Development.

Jean-Christophe GUERIN

Director of the Materials Product Line.
Supervises the Purchasing Group Department.

Jean-Michel GUILLON

Director of Personnel.
Supervises the Quality Group Department and the Security Group Department.

Marc HENRY

Chief Financial Officer.

Serge LAFON

Director of the Truck Product Line.

Florent MENEGAUX

Director of the Passenger Car and Light Truck Product Line.
Supervises the Competition and operations led by Jean-Christophe GUERIN.

Laurent NOUAL

Director of Corporate Development.
Supervises the Information Systems Group Department and the Standards and Regulations Group Department.

Bernard VASDEBONCOEUR

CUSTOMERS AND VENDORS

Segment	Automobile industry, Specialty equipments
Target Group	2-wheeler, passenger, luxury, SUVs. LT, HT, trucks. Bus and specialty equipment manufacturing companies
Positioning	Safety, reliability, strength, durability, technologically superior and innovation

CHAMPIONSHIP WINS

MICHELIN made its first racing appearance when Charles Terront won in 1891 the longest non-stop bicycle race ever to be held: Paris-Brest and back (1,200 km). After 71 h and 18 mn of racing and 9 hours ahead of his closest contender, Terront had provided an excellent demonstration of the superiority of the MICHELIN detachable tire.


Racing is the best laboratory for testing technological innovations in extreme situations. It is a powerful driver of progress. MICHELIN tires continuously undergo the toughest of all reality checks: championship racing.

MICHELIN claimed a 14th straight victory at Le Mans in 2011, taking its record to 20 wins in total.

Victory for one Audi R18 ahead of three Peugeot.

First success at Le Mans for the Audi N°2 of N°9 crew of Fassler/Lotterer/Treluyer ahead of the Peugeot N°9 and N°8 of Lamy / Bourdais / Pagenaud and the Peugeot N°8 of Montagny / Sarrazin / Minassian respectively.

MICHELIN and PEUGEOT won the second and last edition of the Intercontinental Le Mans Cup with five wins from the six rounds, Sebring 12 Hours, Spa 6 Hours, Imola 6 Hours, Silverstone 6 hours and Zhuhai 6 hours. AUDI and MICHELIN won the sixth and the most prestigious race, Le Mans 24 Hours.

After five years away from the sport, MICHELIN returns to its winning ways claiming a 19th world driver title with Sébastien Loeb and a 21st world manufacturer title with CITROEN.

SKODA and MICHELIN secured both of this year’s IRC titles, manufacturer and driver titles with Andreas Mikkelsen.

The GT1 World Championship was created in 2010 to supersede the former FIA GT series. The new competition was won by Hexis AMR Racing (Aston Martin/MICHELIN). Lucas Luhr and Michael Krumm (Nissan/MICHELIN) claim the driver title.

MICHELIN and the privately-run team MOLA took the Japanese motor racing scene by surprise by securing both the Teams’ and Drivers’ titles in this year’s GT500 series. The GT500 class is the flagship category of the country’s Super GT championship which is one of the world’s most competitive GT race series.

MICHELIN and its partners, BMW Motorrad France 99 and GMT 94, finish second and third on the final podium.

MICHELIN runners swept the board in this year’s CEV taking every win and monopolising the final top three in the Stock/Extreme class. Ivan Silva (Kawasaki-MICHELIN) secures the rider title. Santi Barragan (Kawasaki-MICHELIN) and Xavier Del Amor (BMW Motorrad-MICHELIN) finish second and third.

After a year of learning year in 2010, MICHELIN increases its presence on CIV with five riders and two manufaturers, Aprilia and Ducati. MICHELIN finishes third, fourth and fifth on the final podium.

MICHELIN secures a new one-two in superbike class with the two BMW Motorrad riders. The two MICHELIN-equipped BMW S1000RRs showcased their superiority by winning 11 of the year’s 13 races and securing all seven pole positions.

MICHELIN’s first year in the Supersport class was rewarded by the second place of Mathieu Gines (Honda Tecmas).

After claiming a first title in E1 class in 2010, Antoine Meo (Husqvarna MICHELIN CH Racing) wins the E2 world title. Juha Salminen (Husqvarna MICHELIN CH Racing) took the crown in E2 class and made a one-two for MICHELIN and Husqvarna.

Tony Bou (Montesa HRC-MICHELIN) won both the Indoor and Outdoor titles in 2011

SWOT ANALYSIS- MY UNDERSTANDING !
Strength	1. One of the largest manufacturers of tyres with manufacturing facility in 18 countries and being sold in over 170 countries across the world. 2. Excellent brand equity with high market share 3. They have global presence with over 110,000 employees 4. Strong and competent R&D with spirit of innovation 5. They have strong financial position. 6. They have diversified portfolio with products in almost all the segments. 7. They offer ‘Maps and Guides’ and have an excellent service ‘Via Michelin’ that helps in planning a trip along with their 24/7 online shopping.
Weakness	1. Stiff competition from existing tyre brands 2. Not entered the emerging economies in a big way 3. Over leveraged financial position
Opportunity	1. Emerging economies as huge potential markets 2. Building awareness about their other services 3. Scope for improvement in logistics and distribution system
Threats	1. Volatility in raw material prices. 2. Increasing prices of Crude Oil. 3. Stiff competition both from national and international companies. 4. Government Policies w.r.t export duties, import duties, tax levied on automobile industries and economic condition of nation as it determines the sale of automobiles. 5. Introduction of other transport facilities like metro, monorails and local trains keeping pollution hazards caused by combustion of automobile fuels. 6. Fluctuations in exchange rates 7. Cheaper Imports from China

NATIONAL GEOGRAPHIC MEGA FACTORIES !

SIGNING OFF WITH AWESOME ADVERTISEMENT BY MICHELIN !

REFERENCES

http://www.michelin.com/

http://www.michelin.in/Home

http://en.wikipedia.org/wiki/Michelin