Clermont

"The entire organization from one end of the hierarchy to the other is imbued with a somewhat sordid penny-pinching spirit that contributes to Bibendum’s thriving health. Boulanger grants full authority to a spending control body—the dreaded “service des économes”—composed of about twenty inquisitors who constantly clash with the “spendthrift” initiatives of department heads in all areas. Despite the occasional bouts of bad temper caused by the pettiness of these rule-obsessed fanatics, no one would think of challenging the authority of the “Boss”—always capitalized as in Clermont—put in place by the mysterious and distant head office. Nor that of his two deputies, Antoine Brueder, who handles organization and personnel selection, and Pierre Bercot, who is in charge of the firm’s general secretariat, production planning, and financial and commercial management."

"Contradiction between its isolation and its global dynamism. Located in a hard-to-access region (Clermont will likely not be connected to Paris by highway before the end of this decade), far from car manufacturers, major universities, financial institutions, and national and European political assemblies, Michelin nevertheless manages to find in this loyalty to its roots the sources of its originality, strength, and common sense. Its expansion is largely explained by this fierce determination to draw fully and abundantly from its own earthy and rural roots."

"Today, Lucien Mâle and his team give themselves three years to accomplish the impossible mission: restoring the financial balance on sound bases. It should cost the Michelin group another six hundred million francs (a third of which is devoted to encouraging “voluntary departures”). Kléber will progressively integrate into the Michelin sphere. Through its products, which will be entirely renewed by drawing on Bibendum’s experience; through its management methods, which will quickly be brought in line with those of Clermont; and through its people, to the extent that Kléber’s decision centers will be closely connected with those of the parent company."

"On the other hand, the situation in passenger car tires is catastrophic, with installed capacities (eight million tires per year) being excessive compared to demand. The brand image, since the blows from UFC, has seriously deteriorated. Technicality, cost prices, and methods are lagging behind the competition. The size of the company no longer allows for amortization over sufficiently long series, which is necessary for research and development. And the all-out commercial policy was more focused on volume than on profit. Kléber’s commercial expenses, the people from Clermont note with horror, are twice those of Michelin!"