michelin aircraft tires marketing & sales meeting april 2008 - china 米其林飞机轮胎市场...

Michelin Aircraft TiresMarketing & Sales Meeting

April 2008 - CHINA

米其林飞机轮胎市场 & 销售会议2008 年 4 月 - 中国

International M&S Meeting-

Our Future…Turning a Vision into Reality

Bob CARROLL

Page : 3 / Conservation : 2010Classification : D2Date de création : March, 2008Auteur/Sce : M&S teamRef : ISM Presentation


• Realizing & sustaining Market Leadership is extremely difficult

• It requires…..– A market growth mentality…..without boundaries– A well thought out…..and executed global plan– Not an overnight accomplishment…..A long term plan– Building alignment….Team approach– And most importantly…..COMMITMENT by the entire

organization



• ‘Changing the world is our Ultimate responsibility as Leaders…..’– DEFINE how we want the Aviation Tire World to

become versus the current reality…..• Why are we so passionate about this industry?• What is it that we want to change?• What is it that we can change?• What is the relationship we want to have with our

customers?• Exam #1: What is…..‘A Better Way Forward’‘A Better Way Forward’



• ‘Changing the world is our Ultimate responsibility as Leaders…..’

– ‘ACT as though your every action has a direct impact on the world…..perform every deed as if it will either improve the world or damage it.’

• Exam #2: List 3 steps you personally need to take in order to create the change to assist Michelin becoming a market leader



• ‘Changing the world is our Ultimate responsibility as Leaders…..’

– ‘Don’t judge yourself based on the outcome of your efforts. If you succeed, don’t take credit for it; if you fail, don’t blame yourself. The only thing you take credit for is the fact that you tried.’

• Exam #3: What’s the message?

– Never…..Never, Ever……Try it alone!

• Build a team who wants to change the world for the better…..

Growing the Business

Michaela YASIN


The Market


2008 Speednews Market vision

• The market continues to increase globally– Commercial, Regional, and GA is growing– Military is shifting to radial, but remaining flat to

decreasing

• Air traffic and orders are up!• Debate remains – how high can it go? Is the

market overstated?


To Summarize


Global Fleet Size by Aircraft Make - 2012

83

1

72

3

70

8

67

7

46

3

39

3

37

7

34

4

22

9

22

0

71

22

522

96

4

0

500

1000

1500

2000

2500

3000

Growth Fleets Declining Fleets

+23%

+19%

+9% % increase is vs 2007

Global Fleet: 10 252 ac

Data Source: ACAS Oct 2007

Global Fleet Size by Airframer - 2012

We Have a Plan

Ron OLDS


Vision to Reality

• We have a Vision - 2013 NAR = 300M €• 2007 NAR = 149M €

• How do we bridge this gap?

• Radical LEAP!

• Goal: REALITY


Radical LEAP

• What are you talking about?


Radical LEAP

• “Love”, or passion for the business• We have:

– A motivated Sales Team– A motivated Marketing Team– A motivated Product Marketing Team– A motivated Product Engineering Team– A motivated OE Business Team


Radical LEAP

• “Energized”• We have to be:

– excited– believe– self-confidence


Radical LEAP

• “Audacity” Be “Audacious”• We must”

– Be bold– Embrace change– Set the standard– Be the benchmark


Radical LEAP

• “Proof” that we are on the right track• We need:

– Feedback– Indicators

• Proof validates the cycle and leads to:– Increased “Love” or passion– Gives you more “Energy”– Success leads to more “Audacity”


To Support Our Radical “LEAP”

• Strong Central Group to provide Vision and Processes– Marketing: Vision and Market Knowledge– Product Marketing: Bring the products to market

• ERJ-170/190; CRJ-700/900; Boeing 787• Boeing 737 radialization• NZG II

• Strong Zones (EMA, FEO, NAM, OE) to Execute and be the “Eyes and Ears” in the marketplace


To Support Our Radical “LEAP”

• Tools to Succeed in each Zone– Sales– Zone Marketing– Business Operations– Product Engineering– Global Processes

• BAT


We must be Focused

• Must make choices….– Cannot be everything to everyone

• Product Engineering– Monitor field performance of our product– Help reduce cost through improved performance

• Sales– Establish a Sales Development approach– Use customer segmentation to focus on the high

potential customers


To Turn Vision into Reality

• We must have ALIGNMENT of the organization (our teams and our resources) to meet the needs of our customers

Building Alignment


Building AlignmentBuilding

Alignment, what is that all about ??


Building Alignment


Building Alignment

The Louvre, La concorde, L’arc de triomphe, La defense


Building Alignment


Building Alignment

Goal Setting and Cross Functional Team Alignment


Building Alignment

Align all activities in the same direction for a clear goal


Building Alignment

A team exercise and process for building synergy for cross functional team management with shared goals

The Path to Success !


Building Alignment @ LPAV

• All activities, the team……are for the LPAV:– Marketing & Sales– Research & Development– Supply Chain– Quality– Industry– Finance


Building Alignment @ LPAV

And

– Languages• 8

– Nationalities• 11

– Wide cultural diversity


Building Alignment - ExamplesCRJ700/900

– Business target – Skywest, early 2009

– Feasibility study with team:• STC path• Bias tires• Timeline• Manufacturing site• Cost target

– Team regular updates


Food for thought from customer perspective

• Customer forecast aligned with supply chain and industry

• Customer technical requirements aligned with R&D and industry

• Customer needs alignment with the product plan•Customer business needs with product launches

Building Alignment - Examples


Building Alignment

•Making choices•Staff team commitment•Common goals and clear roles•Maximize Efficiency•Communication

michelin aircraft tires marketing & sales meeting april 2008 - china 米其林飞机轮胎市场...

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