The Bridgestone/Firestone story

Article Abstract:

Beginning in the 1960s, the widespread acceptance of a new manufacturing technology and the emergence of sophisticated foreign competitors, first in Europe and later in Asia, radically changed the competitive environment in the tire markets of North america. They set off a chain of events that, combined with the globalization of automobile manufacturing, led to a massive restructuring of the U.S., European, and Japanese tire industries. This article describes the competitive strategies that The Firestone Tire & Rubber Company developed during the eighties in an effort to adapt its business activities to a rapidly changing competitive environment. It chronicles how, in March of 1988, the implementation of those strategies, combined with the course of action pursued by other major world tire companies, resulted in the Bridgestone/Firestone merger, the largest acquisition in history of a U.S. manufacturer by a Japanese corporation. (Reprinted by permission of the publisher.)

Tires and inner tubes, Management, Mergers, acquisitions and divestments, Tire industry, Bridgestone/Firestone North American Tire L.L.C., Firestone Tire & Rubber Co., Bridgestone Corp.

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How to analyze your own business or one you want to buy or invest in

Article Abstract:

An effective assessment of the performance of a business requires that the business be viewed as a complete package. This is because problems in any one of a firm's numerous components, which include product line, employees, facilities, supplier relationships, customer list, reputation and financial results, can weaken the entire organization. Guidelines for conducting a comprehensive review of all the components of a business enterprise are presented.

Evaluation, Investments, Business enterprises

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Corporations as stepfamilies: a new metaphor for explaining the fate of merged and acquired companies

Article Abstract:

The reasons for failure of acquisitions and mergers are explained with the help of a stepfamily theory wherein treatment within the merged organization is similar to human stepfamilies, causing failure.

United States, Behavior, Comparative analysis, Stepfamilies

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