The Goodyear Tire & Rubber Company (Goodyear) was founded in 1898 by Frank Seiberling, with a $3500 down payment. According to Goodyear’s website, they began production with just 13 employees, starting with a line of carriage tires, horseshoe pads, poker chips and bicycle tires. The first month of sales generated just over $8,000 – and nearly 120 years later, their sales exceed $20 billion. To accomplish this growth and success, Goodyear has continued to evaluate their products and services; continuously focused on driving out inefficiencies; reduced unnecessary overhead expenses; and operated on a core set of values to remain an effective organization.
Goodyear’s Mission is: “Constant improvement in our products and services to exceed the expectations of our customers and people.” Goodyear’s vision is: “Become a market-focused tire company providing superior products and services to end-users and to our channel partners, leading to superior returns for our shareholders.” (The Goodyear Tire & Rubber Company website). The Goodyear brand,brand and heritage Wingfoot Symbol is recognized in nearly every corner of earth. The wingfootWingfoot symbol was created by the original founder Frank Seiberling, who drew the idea from a statue in his home of the Greek God, Hermes. Frank felt the god portrayed the characteristics and values that were representative of Goodyear. The symbol also led to one of the biggest initiatives in Goodyear history – the wingfootWingfoot express. This evolution projected Goodyear into the very first sleeper cab in the trucking industry. Today, Goodyear is “the world’s largest operator of commercial truck service and retreading centers with over 2000 facilities for consumers to drive into for various services” (The Goodyear Tire & Rubber Company).

Goodyear Tire & Rubber Company (Goodyear) has output goals that include their end products, the products consumers demand and the services Goodyear provides. Goodyear’s end product is ultimately a quality tire for every season, off-road, racing and construction equipment. Consumers always have and will continue to demand tires that are environmentally friendly and at a lower price. Because of this demand, Goodyear manufactures its products in 22 countries, operating 53 facilities. Yet Goodyear Furthermore, Goodyear is also “the world’s largest operator of commercial truck service and retreading centers with over 2000 facilities for consumers to drive into for various services” (The Goodyear Tire & Rubber Company).
Goodyear (2011) states their “focus is on growing profitability, not growing volume for volume’sfor volume’s sake” (The Goodyear Tire & Rubber Company). Daft suggests that “setting prices low to gain volume is often associated with a younger company that needs higher sales to survive” (Daft, 2012). Goodyear has a well-established and successful brand, because of this they have the freedom to pick and choose their markets, demographics and price structure of their products. Daft explains how organizations are “goal directed” and output goals can be assessed to tell how well the organization is doing (Daft 2009). Goodyear’s main output goal is to be profitable and sell tires and their current market position is “number one in America and Latin America and number two in Europe, Middle East, Africa and Asia” (The Goodyear Tire & Rubber Company). Goodyear is not the world leader but they are leading in crucial markets,. moreoverMoreover, Goodyear does have a plan to capitalize in the foreign markets where they are number two. Goodyear demonstrates their road to success in the Asian market with a strategy called “Win in China”. “In 2011 Goodyear watched as their brand grew twice the pace of the industry in China” (The Goodyear Tire & Rubber Company). With the erection of a new plant in Pulandian, China Goodyear hopes to take this “Win in China” strategy and capitalize. Bennett states in “June of 2012 Goodyear purchases full share of the