Michelin needed a brand merger management strategy as they had run into averse circumstances before on private brand production, as well as confusion with the brand positioning after a merger with Goodrich and Uniroyal. Due to the lack of clear strategic direction, the signs of chaotic management within the company was eventually spread out through links in the value chain, with sales and profits taking a plunge as a result. As a response to this, KMG designed, developed and implemented a global multi-brand business planning process from 1996 to 2011. A task force was created from a combination of KMG's consultants and Michelin employees from many different departments, with the group containing members from the US, Poland, Germany, the UK, Brazil, Canada and Japan. This task force was approved by Michelin's executive group, and was given clearance for implementation in 1999.Today, each product line and area uses said process for marketing planning. As part of this project, KMG developed a specialized marketing process planning software for Michelin's departments in order to streamline the process for them.

KMG has also designed marketing courses for Michelin North America. These courses mainly focused on consumer marketing and business oriented marketing, the quality of which was positively noted by both lecturers and students and resulted in the course becoming part of an annual training menu.

"During our work together Kotler Marketing Group was very responsive and well organized. The work was completed on schedule and the training programs were delivered on time. The feedback from over 130 participants and their managers has been very positive.

Kotler Marketing Group provided Michelin with a training product that is relevant to our product category and our culture and one that is consistent with other business and marketing processes and initiatives already underway within Michelin. In short I highly recommend Kotler Marketing Group."

John Hargrave

In 2008, KMG successfully implemented Yutong's International Marketing strategy project. Yutong, being Asia's largest commercial vehicle company, is the third largest commercial vehicle company in the world. The core of project was to redesign Yutong's international marketing strategy and management system to ensure a 30% boost in sales from the International Market. The project entailed two major organizational changes.

1. A formal marketing planning process and method was created to bind the marketing functions of the headquarters and the international market. KMG designed a new marketing planning process, a marketing information processing tool, a list of responsibilities for headquarters' marketing staff and country managers, an evaluation system and a planning template for Yutong;

2. A new channel management method was created in order to raise channel management efficiency and promote cooperation amongst individual retailers. KMG designed a whole new channel management system based around channel classification, client classification and channel products. This new management system served to confirm the type of motivation and benefits that Yutong should provide for channel partners and timing of the above for the management caste.

In 2010, with Doctor Philip Kotler's talks on innovation with Sany's executives as a catalyst, KMG helped Sany corporation create a 'twin marketing department' structure and a 'core marketing performance model' in order to measure marketing performance. This model was able to systematically organize and set quantifiable standards for Sany's 32 core marketing goals. This model was capable of raising Sany's control over the marketing process and also assist in the scientific decision making process. This in turn was instrumental in raising Sany's management and marketing skills to new heights.

In 2010, KMG was able to assist Toyota in the optimization of marketing appraisal and retailer management systems, thus creating a systematic dashboard for improvements in retailers' marketing performances.