In the past 93 years, Snap-on Tools had firmly established itself as an innovative premium tool manufacturer serving the automotive industry. In recent years, Snap-on Tools started to expand its product lines to engineering industries including aerospace, aviation, and oil & gas. It also began to give technical education to build the skilled labor base in the US – its largest market that constituted 65% of all revenue. Snap-on feared that its overdependence on the US market could make its business and operations vulnerable to country-specific trends as well as increase the company’s exposure to local factors such as severe weather conditions, labor strikes, or changes in regulations. As repair industries developed in emerging markets, Snap-on sought to expand to these rapidly growing economies and participate in the building of repair infrastructure. In 2012, Snap-on opened its fourth manufacturing facility in Kunshan, China, where it manufactured undercar equipment, an important, high-value product line for the local market. Even though, Snap-on did not grow fast enough to build facilities and generate product that could keep pace with opportunities in China, opening up the possibility that a fast-moving competitor could move in and supplant it.
Snap-on Tools: A Victim of Its Own Success
- Publisher:Rotterdam School of Management, Erasmus University
- Publication year:2014
- Online pub date:
- Discipline: Global Operations Management, Operations Strategy, Supply Chain Management
- Length:6,691 words
Organization:Snap-on ToolsOrganization Size:Originally Published In:2014). Snap-on Tools: A victim of its own success. Rotterdam, Netherlands: Rotterdam School of Management, Erasmus University.(Type:Online ISBN:9781526429315Copyright: © 2014 RSM Case Development Centre, Erasmus University. All rights reserved.