Komatsu Ltd. has experienced unstable management under different leadership styles, including autocratic, diplomatic, and participatory. The company established a total quality concept under Kawai's leadership from 1964-1982 but saw stagnant sales under Tetsuya Katada from 1989-1990 as the construction equipment market declined. Tanaka focused on the domestic market and internationalization from 1987-1989 through pricing decisions. The case recommends Komatsu strengthen its domestic market position, implement more stable management, and diversify its product portfolio.

1. Case Study :
Komatsu Ltd. and Project G (A)
Presented To : Mr. Tarun Anand
Presented By : The Challengers
Aishwarya
Garima
Karthik
Mubashshir
Pranav
Sohel
Sharan
Sukhmani
Varuna
Vimla

2. Case Synopsis
 Positioning : “ Total Technologies Enterprise”.
 Competition : Competitive Advantage
 Market dynamics : Currency fluctuation,
demand-fluctuation.
 Market Positions : Market Share, Presence in
Domestic & International Markets
 Pricing decisions : Increased Product Prices
 Ineffective & Unstable Management :
Autocratic,
Diplomatic and Participatory

3. Case Problems
 Unstable Management & Different
Leadership Style
 Autocratic Leader
 Diplomatic Leader
 Participatory Leader

4. Case Problem: Kawai’s Era (1964 – 1982)
 Established Total Quality Concept
 Introducing Management by Policy
 New System of Control i.e. PDCA Cycle
a. Plan
b. Do
c. Check
d. Act

5. The Nogawa’s Era (1982 – 1987)
 Price Cutting & Aggressive Sales tactics
 Huge capital investment to cut costs
 Expanding product line
 Research and Development Activities
 Leadership Style : Highly Autocratic

6. Tetsuya Katada Era(1989 – 1990)
 During his Era : Stagnant Sales
 Less Demand of Construction Equipments
Changes :
 Abolish Top Down Management Approach
 New Slogan
 Revive growth in stagnant Construction
Equipment Market
 Capture Other Segments : Robots, Plastics,
Electronics

7. Case Inference
 Exhibit 1 Depicts : PDCA Cycle
 Exhibit 2 Depicts :
 Market Share/ Position of both Komastu & CAT
 Construction Equipment Sales
 Presence in Domestic & International Market
 Exhibit 3: Market Dynamics
 Demand fluctuations
 Currency fluctuations
 Govt. Policies

8. Tanaka’s Era (1987 – 1989)
 Focus on Domestic Market.
 Pricing Decisions
 Focus on Internationalization
Leadership Style : Diplomatic

9. Conclusion and Recommendation
 Impact of Leaders decisions i.e. bottom
line and top line
Recommendation :
 Strong Foot fold in their Domestic Market.
 More stable and transparent
management.
 Product Diversification & portfolio of
assets.

10. CONCLUSION
 THANKYOU ALL!