Bridgestone Tire Company Swot Analysis

1432 Words 6 Pages
Organizations face many obstacles from varying conditions. The difficulties that ensue and way in which these situations are handled differ greatly depending on the market in which they are associated. The Bridgestone Tire Company is the world’s largest tire producer. In these coming pages, I will review the history of the organization, the organizations situation in the market, as well as develop a SWOT analysis and description of its contents.

Describe your organization’s history, products, and major competitors. Bridgestone Tires is the world’s largest tire and rubber company. The organization as we know it today is the result of two historical organizations. Bridgestone Tire Co. was formed in 1931 by Shojiro Ishibashi in Japan.
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Market data will drive the direction of the strategic plan for future production. The Bridgestone company ranked number one in tire sales in 2015 by a lead of over 5 billion dollars. Being the number one tire company in the world also means that it needs to keep its reputation for being so, and in the slow times of this market, targeting the correct part of that market is key.
Conduct a SWOT analysis (strengths, weaknesses, opportunities and trends) to determine areas that offer opportunities for change.
Strengths
• Brand recognition. 2 brands, both historically at the top of the market
• Established customer base from 100 years of business
• High revenue
• Locations throughout the world to meet demands with reduced
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When implementing a strategic plan, it is important to understand if it is working. To understand the effects of your decisions, you need a measureable criterion. In the case of the ideas above, both revenue and market share could be used as criteria for measuring the success of these plans. “Revenue growth is one of the most common criteria, used more often when a firm 's revenue growth has been inadequate or flat, or whenissues of market share and market positioning are strategically significant.” (Abraham, 2012) The revenue unit of measure would be relevant for focusing on the strong segment (in this case, smaller radial construction tires) of the organization in a low lying, fluctuating market. If the organization were to shift its production tickets to focus on a different area, increasing revenue would be an indicator that the decision to do so was

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