The 4 strategic pillars
Since the company was founded, Michelin’s mission has been to contribute to progress in mobility. It has chosen to do this through innovation and quality, basing its development on fundamental values, namely respect for customers, respect for people, respect for shareholders, respect for the environment and respect for facts.
The Group is leveraging its "Michelin Performance & Responsibility" initiative to fulfil its 6 ambitions for 2020, while addressing the expectations of its stakeholders (customers, employees, shareholders, suppliers, financial institutions, public authorities and local communities) and fostering the professional success of its employees. To this end, Michelin is focusing on four strategic pillars: innovating with passion, growing to serve our customers, improving competitiveness across the organization and moving forward together.
Innovating with passion
One of the cornerstones of Michelin strategy is to differentiate its products and services through technology and innovation, in order to strengthen its leadership and best meet the requirements of end-users. Michelin is looking to confirm its strong lead in this new service economy by introducing targeted offers combining product innovation and service innovation.
Growing to serve our customers
The Group is investing more than ever in the MICHELIN brand, expressing both its quality and innovation. MICHELIN high-end brand sales are the lynchpin of growth strategy in all sectors (Car and Light Truck, Trucks and specialty products) and in all markets.
Developing market access is another driver of growth. Michelin is strengthening its integrated networks through acquisitions and accelerating its franchise programs worldwide. By 2017, it aims to increase its network of franchised dealers from 2,000 to 5,000 sales outlets.
Michelin wishes to adopt new operating methods and standardized, cross-functional information systems. The Group is therefore aiming to boost sales by offering customers differentiated services, increasing the efficiency of its administrative processes and significantly improving the responsiveness of the supply chain.
Operational excellence – a key element of competitiveness – concerns all Group entities. Michelin has introduced a new plan aimed at delivering €1 billion in competitiveness gains by 2016, before inflation and including avoided costs.
Moving Forward Together
The "Moving Forward Together" approach reaffirms the values that drive the Group and outlines both the Group's commitments and those it expects from its employees. Michelin wants its employees to find personal fulfilment in the performance of their responsibilities.
Our four major projects in Brazil, China, India and the United States were commissioned on time and on budget. Few companies are capable of simultaneously leading such huge projects at the same time. We’re proud to rank among them.
Production and transport costs
The Michelin Manufacturing Way methods, combined with the Managing Daily Performance (MDP) program and Empowering Organizations, are enhancing shop floor productivity, flexibility and individual accountability. Through the Michelin Manufacturing Way, the Group is aiming to reduce its cost structure by €600 to €700 million each year for 2012-2016.