Entity Dossier
entity

Nixon administration

Strategic Concepts & Mechanics

Risk DoctrineMonarch's Fortune on the Line
Strategic PatternCaptive Market Before Mass Market
Strategic PatternPrizes and Spectacles as R&D Accelerators
Capital StrategyPartnership Limited by Shares as Power Weapon
Signature MoveRegistration Numbers Not Names
Identity & CultureClan Secrecy Forged in Clermont Soil
Signature MovePencil Stubs and Metro Rides for the Boss
Cornerstone MoveRescue the Customer, Own the Industry
Signature MoveApprentice Files Scrap Metal Under a False Name
Competitive AdvantageSupplier Fragmentation as Secrecy Architecture
Operating PrincipleFacts on the Floor Not Reports in the Office
Cornerstone MoveSelf-Finance Until the World Is Too Small, Then Debt-Fund Continental Conquest
Competitive AdvantageCustomer as Battering Ram Against Intermediaries
Signature MoveLocked Doors Even Against de Gaulle
Cornerstone MoveMake the World Need More Tires Before Selling Them
Signature MoveSabotage Your Own Tires for the Enemy
Cornerstone MoveWartime Radial in a Basement, Peacetime Dominance for Decades

Primary Evidence

"Until the “Monory liberation,” the head of Clermont-Ferrand continued to complain about the damage caused by price controls and lamented the speed limits on roads decided without consultation. In August 1976, he set out to denounce the reform of the company and the taxation of capital gains. In June 1978, in front of his shareholders, he opposed the project of employee participation in company management, which “risks undermining the authority of managers” and leads “inevitably to the establishment of a parallel hierarchy that would have the opportunity to introduce dissent, would cause the loss of a great deal of time and, more than anything else, would set men against each other.” The company sent a lengthy note to the Ministry of Labor to demonstrate the futility of granting powers to unions that they reject. When the Nixon administration took measures — of questionable constitutionality, as will be seen later — to prevent Michelin tires manufactured in Canada from entering the United States, François Michelin discouraged the Élysée from intervening. Everyone has their own competencies and areas of action."

Source:Michelin: A Century of Secrets

"Until the “Monory liberation,” the head of Clermont-Ferrand continued to complain about the damage caused by price controls and lamented the speed limits on roads decided without consultation. In August 1976, he set out to denounce the reform of the company and the taxation of capital gains. In June 1978, in front of his shareholders, he opposed the project of employee participation in company management, which “risks undermining the authority of managers” and leads “inevitably to the establishment of a parallel hierarchy that would have the opportunity to introduce dissent, would cause the loss of a great deal of time and, more than anything else, would set men against each other.” The company sent a lengthy note to the Ministry of Labor to demonstrate the futility of granting powers to unions that they reject. When the Nixon administration took measures — of questionable constitutionality, as will be seen later — to prevent Michelin tires manufactured in Canada from entering the United States, François Michelin discouraged the Élysée from intervening. Everyone has their own competencies and areas of action."

Source:Michelin: A Century of Secrets

Appears In Volumes