company. That is exactly what happened during the late 1980s and early 1990s at Caterpillar Inc.‚ a $30 billion global manufacturer of large construction and earth-moving equipment‚ engines‚ and power systems. “Cat‚” as people call it‚ is a company that had enjoyed a long-standing record of profitability and market leadership until 1982‚ when it was almost put out of business by an unanticipated surge of competition. Caterpillar rebounded reasonably quickly and successfully at that time; it returned from
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Caterpillar Inc. was formed in 1925 when Holt Manufacturing Company and the C. L. Best Tractor Co. merged to form Caterpillar Tractor Co. These two companies were formed by Benjamin Holt and Daniel Best‚ thus the two founders of Caterpillar. Throughout their history‚ Caterpillar has continued to update and diversify their product lines to meet the demands of consumers. In 1931‚ the first Diesel Sixty Tractor rolled off the assembly line in East Peoria‚ Illinois‚ offering a new efficient source
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had been hampered to some extent by the company’s goal of catching Caterpillar. Whereas this strategy had worked remarkably well in expanding the company while the global market was growing‚ now that worldwide demand for construction equipment was down‚ Komatsu did not have the flexibility to adapt. Katada believed that the creativity of Komatsu’s middle managers had been sacrificed while everyone was concentrating on Caterpillar‚ and that managers had grown afraid to question the direction of the
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Caterpillar Inc. sustainability report Chairman and CEO of Caterpillar Douglas R. Oberhelman has never been more committed to sustainable development that he is today. He is concentrated on question what does the world need while world population is growing and modernizing. But what the world needs is very hard to find‚ because everyone wants something else. The Caterpillar Inc. is world´s leading manufacturer of construction and mining equipment‚ industrial gas turbines‚ diesel and natural gas
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Caterpillar being global leading producer of construction and mining equipment operates in Energy‚ Transportation‚ Construction and Resource Industries (*SRG 2014). It is over ninety years Caterpillar Inc. put efforts to develop ambitious sustainability goals to make encouraging impact in every region they operate. With revenues of over $47 billion achieved in 2015 Caterpillar made interested their customers to stimulate infrastructure‚ energy and natural resource development through acceptance
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network of bottlers include the most sophisticated and all-encompassing production and distribution system in the world (Coca Cola‚ 2009). That system is devoted to people working long and hard to sell the products that Coca-Cola creates. The main demographic at work at Coca-Cola Company is that “the company continuously wins in the marketplace because of the pride‚ passion and dedication their employees bring to the business of quenching the world’s thirst” (Coca Cola‚ 2009). The company is often said
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Running head: DEMOGRAPHIC FACTORS RESEARCH Demographic Factors Research University of Phoenix MMPBL 560 Managing in a Cross-Cultural Environment October 19‚ 2009 Organizations around the world are experiencing the effects of cultural and global diversity. Kellogg‚ Starbucks‚ McDonald’s‚ and Arbor are four companies introduced in this paper. They have been researched in order to identify how each company is affected by demographic factors‚ how these factors are managed‚ and what systems
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1. Description of Company and Industry Founded and headquartered in Peoria‚ Illinois‚ Caterpillar‚ Inc. is one of the world’s leading manufacturers of construction & mining equipment‚ diesel & natural gas engines‚ industrial gas turbines‚ and diesel-electric locomotives. It operates in five segments. The construction segment provides machinery‚ such as backhoe‚ loaders‚ small track-type tractors‚ and mini excavators for use in infrastructure and building construction projects. The resource segment
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Caterpillar Inc.--Early 1990s The assessment of opportunities and threats is the foundation upon which planners develop strategies. The Caterpillar case illustrates some of the problems associated with the identification of opportunities and threats‚ especially in a situation where previous successes are notable. Attempting to pattern long-term growth on the basis of previously valid assumptions is one of the classic dilemmas facing the strategic planner whether in consumer or organizational markets
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‘Mature product markets drove Caterpillar’s restructuring during the 1990s’. Critically examine this statement. With 2004 sales revenue in excess of $30 billion and profits of $2.03 billion Caterpillar is the worlds leading manufacturer of construction‚ mining and earth moving equipment. Caterpillar operates in three key areas; machinery‚ engines and more recently financial products. Mature product markets are an aspect of all product lifecycles once the initial rapid growth stage is complete
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