Komatsu Ltd.: Project Gs Globalization EXECUTIVE SUMMARY Komatsu Ltd. is operating in challenging market conditions that are made more complicated by the centralized production and operations strategy and the variability of the currency markets‚ particularly the value of the Japanese Yen. To combat these challenges‚ Komatsu has replaced CEOs‚ changed their corporate focus from “Beat Cat” to the three “G”s – “Growth‚ Global‚ Groupwide”. Key issues identified in the case are Komatsu’s approach
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------------------------------------------------- Case study: “ globalization of Komatsu: Digging out of trouble” ------------------------------------------------- Table of contents: Executive summary………………………………………………………………………………… 3 1.0: growth strategies in different geographical locations…………………………..5 2.0: response t changing domestic and global market conditions……………….7 3.0: diversified top leadership ………………………………………………………………….9 4.0 competitive advantages……………………………………………………………………
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expect to incur in evaluating‚ obtaining ‚ using‚ and disposing of the given marketing offering. Customer perceived value An example will help here. Suppose the buyer for a large construction company wants to buy a tractor from Caterpillar or Komatsu. The competing salespeople carefully describe their respective offers. The buyer wants to use the tractor in residential construction work. He would like the tractor to deliver certain levels of reliability‚ durability‚ performance‚ and resolve value
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has a good opportunity to expand Japan market share and to achieve more profits because that the Japanese government demand huge number of heavy construction equipments to rebuild the damaged infrastructure caused by earthquake and tsunami. Though Komatsu is a strong competitor against Caterpillar and has a bigger market share‚ Caterpillar’s future sale will still increasing and the profits will soar in the Japan market. Caterpillar Japan Profile Caterpillar‚ which has an asset of US $64.020
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II. Introduction The caterpillar was failure and lost many of money. The major competitor was Japanese company called Komatsu. The caterpillar faced global challenge‚ So it must to reinvent itself‚ or die. By George Schafer and Donald Fits between1985 – 1999‚ caterpillar improved itself. It improved all the structure for the company. In 1999 the CEO was Glen Barton. After that the company declined in sales and earnings. Caterpillar produce earthmovers‚ road building was by Benjamin Holt‚ when he
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COMPETITION IN THE GOLF INDUSTRY (WEEK 7) 1. What is competition like in the golf equipment industry? What competitive forces seem to have the greatest effect on industry attractiveness? 2. How is the golf equipment industry changing? What are the underlying drivers of change and how might those driving forces change the industry? 3. What does your strategic group map of the golf equipment industry look like? Which strategic groups do you think are in the best positions? Which are
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Related and supporting industries Clusters in manufacturing sector are sustained by abundant and high quality supporting industries. For example‚ the automobile parts cluster in Ota City and the industrial supply base for construction machinery in Komatsu City. 4. Firm strategy and rivalry Good cooperation in labor-employer relations. Japan has traditionally lifetime employment‚ which helps to build good relationship between management and employees High intensity of local competition
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that there have been five major presidents of Komatsu and some presidents have succeeded where some have failed. Looking directly into what made these presidents successful or not successful along with the evolution of Kamatsu are what the main focus is within the article. List any outside concepts that can be applied: Write down any principles‚ frameworks or theories that can be applied to this case. Ryiochi Kawai reinvented the ideals of Komatsu in order to be successful originally once he
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To what extent was market maturity the cause of Caterpillar’s restructuring? Critically examine the extent the new strategy transformed market‚ productive and financial performance. The aim of this paper is to assess the extent to which market maturity influenced the restructuring phase that Caterpillar underwent after it was nearly put out of business in the 1980s. It will be argued that surely market maturity played a central role in the company’s restructuring‚ as the increase of competition
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small tractor market. Caterpillar dominated the large tractor market with 50-60% market share and above all competitors in their parts division. The second ranking competitor was International Harvester followed by Case‚ Fiat-Allis‚ Komatsu and Terex of GM. Komatsu was seen as an inferior product‚ as it copied Caterpillar and offered large tractors at a lower price with firm list prices. Terex was testing a hydrostatic transmission but was seen as highly innovative but had little impact on the
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