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Komatsu Ltd and Project G

Subject: Pricing Management

Paper Model: APA

Paper Type: Case Study

Total Words: 1106

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Document Outline

I.    Summary:
II.    Critical Issues:
A.    Marketing Problems 
B.    Management Problems 
C.    Financial Problems
D.    Strategic Problems
III.    Critical Analysis:
IV.    Recommendation:
Marketing Solution 
Management solution 
Financial Solution 
Strategic Solution 
V.    Answer To Case Questions
How feasible was the New Strategy?
How ready was the organization to change from its old way of managing?
What are Abstract commitments to an implementable course of action?
Reference: 

 


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  1. Summary:

The historical change in the management practices in Komatsu, for the sake of 70th anniversary, is being analyzed in the case. The new way of doing business is thinking to apply the way of growth, global and even Groupwide success in the company. The management decision at ventures has decided that the three G’s is the major objective for the company from now. Since start of the venture in 1921, the venture has been struggling to indulge itself in getting the new proceedings in its operations. The start of the venture entirely altered as the company right now and new processes have the enormous affect in the development of venture from history until date. The case comprises of The Kawai Era (1964-1982) that instill the new changes to change the way of proceedings within the venture. Furthermore, the Nogawa Era (1982-1987 is being discussed in the case. The next level of era is about the way in which the biggest transition was observed in the company during the 1987-1989. In detail, the case has analyzed that while entering in the 1990s, the new leadership, the Tetsuya Katada boasted the development in the venture to strengthen the market worth of business.   

  1. Critical Issues:
  1. Marketing Problems
  1. Consistent Reactive Approach of market Share

The Japanese environment, highly capital-constrained, was demanding the new and innovative ways for the venture with innovative services. The company can capture the 100 per cent of the than market after the establishment when the demand of their services were at peak but the marketing problems in proactive approach was not initiated over there. The problem has not initiated steps in indentifying the market association for business scope.

  1. The costs cutting and scope of international rather than national

The Kawai’ target to get the international competitiveness has decreased the demand in national grounds during the economic down period of Japan of 1965.

  1. Management Problems
  1. Autocratic Style of Administration

The biggest problem of management is about the behavior of management and style that was autocratic in thinking. During the Nogawa Era the new strategic goal of 1984, for the business has enormous affect in the history of management style of the company. The venture wrongly decided to continue the traditional cost cutting strategy rather than investment in the R&D in the company. 

  1. Lack of proactive decisions

That step was the management problem in identifying the furthered discourse in favor of company. Eventually, change of business model from construction to non-construction focus was the flawed concept in getting the sustainability of business. The other mistake under the reckless situation pressurized the leadership so that they can internationalize the production with immediate effect.

  1. Financial Problems
  1. Development of New outlets during the crises

The major crises observed under the period of 1985-1986 when the yen slipped from the ¥239 per dollar to ¥169 per dollar. The company was struggling under the financial problems within the company as well because the company has to survive to sustain its market. During the crises, another wrong decision was made that affected the financial worth of the company and that was the development of new venture that further the crises.

  1. Strategic Problems

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