An Overview of Corporate Strategy and Performance Team Belinda Spring 2008.

Slides:



Advertisements
Similar presentations
Creating Competitive Advantage
Advertisements

Global Strategic Management
Presented by: Mozart Team Spring 2008 MGT 693.  Company History & Background  CAT’s Strategy  SWOT Analysis  Competition  Industry Analysis – Porter’s.
The Strategy of International Business
Bharat Earth Movers Ltd (BEML)
Pan Boricua must decide whether to expand, stay in markets where they are weak, and/or expand to other markets in the United States.
13 Implementing Strategy in Companies That Compete Across Industries and Countries.
Strategy in the Global Environment
1 13 Implementing Strategy in Companies That Compete Across Industries and Countries.
13 Chapter 13: Implementing Strategy in Companies That Compete Across Industries and Countries BA 469 Spring Term, 2007 Prof. Dowling.
VALUE CHAIN ANALYSIS : An Overview
Agenda for November 2 Review of Chapter 8 International Strategy
Competitive advantage  Products with a competitive advantage have more price or value benefits than competitive products  A value relationship is the.
 “…the world’s largest manufacturer of construction and mining equipment, diesel and natural gas engines, and industrial gas turbines.” -Caterpillar.com.
The Strategy of International Business
Stacie Stuart November 22, 2011 APD. Sector – Basic Materials Industry – Chemicals Established in 1940 Largest supplier of hydrogen and helium Serve.
STRATEGIC OPTION RECOMMENDATION STRATEGIC CYCLE: 2000 – 2005 Team Mars Spring 2008 Bayerische Motoren Werke.
Chapter 9 Pricing.
Who is Caterpillar? Cat Dealers Cat Business Units World’s leading manufacturer of construction & mining equipment; diesel & natural gas engines; and industrial.
Products and Services for Businesses Chapter 13 McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Next >>. 2 Entrepreneurial small businesses are the mainstay of economies around the world.
Chapter 1 Globalization of markets and competition.
FHF  Exporting & importing  Trading companies  Licensing and franchising  Contract manufacturing  Joint ventures  Direct investment  Multinational.
Global Edition Chapter Nineteen The Global Marketplace Copyright ©2014 by Pearson Education.
Caterpillar Tractor Co. Spring 2008 The Padres. Table of Contents I. History of EME II. Industry III. Central Question IV. Recommendations V. The Future.
Entry Strategies Pages chapter nine McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.
The Strategy of International Business
The Strategy of International Business
Small Companies in International Business Chapter 6.
Strategic Information Systems and Porter’s Competitive Forces Model
1 Objective: To provide an overview of the main organizational issues when establishing and operating in an overseas market. Summary: 6.1 Globalization.
1 - 1 INTERNATIONAL FINANCE Lecture Overview of Lecture 2 Goal of the multinational corporation (MNC) Key theories (Comparative, Imperfect Markets.
Prudential Financial, Inc. Covering Analyst: Christian Meunier
1 CNP, Inc. Investor Presentation Month/Year. CNP, Inc. - Introduction  CNP, Inc. was founded in 1985 to create high quality industrial products from.
Strategic Management Fit: The Enabling Role of Alliances for an individual Firm.
Drew Osika Jack Hainline Dan Glotzbach Greg Bruno December 7, 2010.
Overview of Global Mining Equipment Makers A Comparison of Recent Announcements by Caterpillar, Joy Global, Volvo Construction Equipment, Komatsu and Hitachi.
Wal-Mart Argentina: Taking “Everyday Low Prices” Below the Equator Luciene De Paulo Gabriel Szulik Jennifer Pogue Esther Montiel Andy Martin.
The Global Marketplace For Brands and Products Marketing 3349 Chip Besio.
Introduction to Management LECTURE 17: Introduction to Management MGT
1 Tricorn Preliminary Results For year ended 31st March 2012 June 2012 Mike Welburn, Chief Executive Officer Phil Lee, Group Finance Director David Leakey,
1 8 Strategy in the Global Environment. 2 Related Concepts/Theories Theory of comparative advantage – a country is ahead, and all other country’s benefit,
AN OVERVIEW OF INTERNATIONAL BUSINESS. CHAPTER 1: AN OVERVIEW OF INTERNATIONAL BUSINESS To understand the meaning of international business and look at.
Marketing POOPS Presentation Business X420 Spring 2001 Indiana University.
HarshadaHemangini Sonali Varsha KedarBhooshan.  MNC company which designs, manufactures and markets the product - EME and Engines for earthmoving and.
Bus 497a Spring 2008 TEAM JUPITER
What Does it take to Succeed in this Industry? Economic Sociocultural Global Technological Political / Legal Demographic GeneralIndustryCompetitor Threat.
BPSM Types of Strategies. Classification of Strategies Once a company completes its mission formulation, environment scan & internal appraisal, it has.
Cloud solutions for growing entrepreneurial companies EXACT SOFTWARE.
1 13 Implementing Strategy in Companies That Compete Across Industries and Countries.
International Trade Chapter #4.
Growth through investment. Introduction to Bibby Line Group Started as a family- owned shipping business on 1807 Group now includes logistics, financial.
Fundamentals of Strategic Advantage. The Strategic Cube Customer Power Supplier Power Present Competitors Potential Competitors Substitute Products COMPETITIVE.
Stephanie Hilgeford Charlotte Ford-Cunningham Al Renner.
Globalization Unit 5.
Introduction International Business Activities International Trade
Globalization and International Business
What is Supply? Economics Ch. 5 Section 1.
Globalization and International Business
Sodick Group Lingnan University EMBA 655
Knowledge Objectives Understand the 4 strategies for foreign expansion
Organizational Design and Strategy in a Changing Global Environment
Chapter 13 IMPLEMENTING STRATEGY IN COMPANIES THAT COMPETE ACROSS INDUSTRIES AND COUNTRIES 2010 Cengage Learning. All Rights Reserved. May not be copied,
Strategy in a Changing Global Environment
Building Competitive advantage through functional level strategies
International Strategy
FMA 601 Foreign Market Analysis
Marketing Management 2 Miss/ Eman Elfar
Building Competitive advantage through functional level strategies
Competitive Analysis: Apple Inc.
Presentation transcript:

An Overview of Corporate Strategy and Performance Team Belinda Spring 2008

 Background  Environment  Corporate Strategy  Business Strategy  Strategic Management  Financial Performance  Success Factors  Challenges And Solutions  Current Problems  Recommendations  Update

 WWI and WWII created a high demand for EME (Earth-Moving Equipment)  The demand for EME rose after the wars for interstate highway construction, but waned after their completion  The demand for EMEs grew in under-developed countries as they began to industrialize  In the 1970’s, EMEs were a crucial part of the booming coal and oil industries both domestically and abroad

 Caterpillar Tractor Co. (CAT) was formed from the merger of Holt Manufacturing Co. and C.L. Best Tractor Co. in 1925  Began designing, manufacturing, and marketing:  Earth-moving construction and material handling machinery and equipment and related parts  Engines for EME  Expansion of product line in 1940  Grew to become the worlds largest manufacturer of EME

 J.I. Case (A Division of Tenneco)  John Deere  Clark Equipment  Fiat-Allis  International Harvester  Komatsu (of Japan)

 Highly Vertically Integrated  Nearly 90% of parts and components are manufactured in-house  Closely tied to all of the dealerships  Low-Level of Diversification  Over 90% of revenue comes from parts, service, and sales of EME  Expansion Development Strategy  6-7% Growth per year  Joint ventured with overseas companies to take advantage of tax benefits and international regulations (government funding)

 Quality-Based (Upward) Focused Differentiation  Customer Service Excellence  Strong relationship with EME owners  Many dealerships for repairs  Offered repairs instead of replacements  Product Quality  Improvements focused on existing products  Premium Cost for Premium Products  10-20% Higher sales price than nearest competitor

 Resource Based Model for Internal Strategy  Hire employees on a long-term basis only  Conduct in-house management training  Sacrificed profit margins to prevent a loss of customers due to poor quality or service  Focused on globalization and expansion

 War-Time Opportunities  The Allied Forces used parts for tanks and machinery  US Army decided to standardize on CAT’s EME  Post-War Opportunities  Established independent dealerships to service machines left in Asia and Europe  Reconstruction of war-torn countries created a high demand for EME

 CAT has maintained over 50% of its industry’s market share since the 1970’s  Leading up to and through WWII ( ) sales tripled  In 1980, Sales reached a high of $8.6 Billion and projected even higher for 1981  57% of sales came from overseas

 Having local plants gave a competitive advantage by lower distribution costs  Leveraged technological advancements to provide innovative products, services, and solutions  More international recognition than competitors  Highly dedicated employees and management  “Severally Responsible”  Teamwork  Corporate Culture of Dedication

 Decline in business after the completion of interstate highways  CAT shifted its focus for the coal and oil industries both domestically and abroad  CAT focused on developing countries  Labor strike of 40,000 workers in 1979  CAT laid off 5,600 laborers and contended that the remaining employees are paid an average of over 80% more than Komatsu  Overseas constructions were contracted out to local companies  CAT entered into joint ventures to compete more internationally

 Japanese steel costs 30% less than US made steel, giving manufacturers like Komatsu a manufacturing advantage  CAT’s US based labor is a larger percentage of manufacturing costs than its foreign competitors  Economic factors have caused a decline in US construction activity

 Increase International Business  Establish and expand partnerships with overseas suppliers to gain an advantage in materials  Take advantage of low-cost foreign inputs, such as materials and labor  Continue to expand EME sales and service to developing countries  Expand Into Other Industries  Analyze other possible uses for EME technology  Continue Long-term Planning and Current Management Strategies

 CAT continues to be the world’s leading manufacturing company of construction equipment, diesel and natural gas engines, and industrial gas turbines.  CAT is also a leading service provider through its financial, remanufacturing, logistics, and progress rail services  Today CAT has nearly 300 operations in 40 countries on every continent