Komatsu Ltd. was established in 1921 as a mining equipment producer and later expanded into agricultural machinery and military equipment. It became dominant in the Japanese construction equipment market with over 50% share. However, its market share declined after competitors like Caterpillar entered with partnerships. The case analysis documents Komatsu's evolution over decades under different presidents, as it struggled with competition but also diversified and grew its non-construction businesses through strategies like total quality control, expanding product lines, and establishing autonomous international bases. By the 1990s under Katada's leadership, non-construction sales accounted for 50% of Komatsu's business.

1. KOMATSU LTD. CASE ANALYSIS:
ASWIN NAMBURI / PGDM2/1509.
COMPANY STATUS:
 Komatsu Company was established with a specialised producer of
mining in 1921.
 It expanded to agriculture machinery in 1930s and also production
of military equipment during Second World War.
 Further developed to expand into earth-moving equipment needed
for post war reconstruction.
 Later, sales of construction equipment exceeded its two other
businesses in industrial machinery and defence equipment.
 Komatsu held a market share of > 50% in high demand & capital-
constrained Japanese environment with a sales of $168 million.
 After the entry of CAT with partnership of MITSUBHISHI
everything has changed after 1963 due to government decision.
COMPANY EVOLUTION DURING YEAR’S:
Kawai Era (1964-1982): Emergence and Expansion
 Ryoichi Kawai assumed the presidency of Komatsu (from father)
in 1964.
 Strategy – TQC (total quality control), company has to be
innovative, the basic value of target must be clarified so that all
the staff members can fully understand what the company is
aiming and their purpose of management of policy system.
 Management - Rise the quality of company to middle sized
bulldozers to CAT level Double its warranty period with in two
years and cut down rates by two-third.
 Result – the market share was increased by 50% to 65%
THE NOGAWA ERA (1982-1987): Struggle and Turmoil
 Guided the organisation for 18 years with extra-ordinary growth
and handed over the leadership to SHOJI NOGAWA in 1982.

2.  Strategy –
NOGAWA depend on changing traditional policies including
company reliance on highly efficient, centralized, global production
facility.
Faster product introduction, and expansion of non-construction
industrial machinery business.
 Management -
He focus more on cost cutting and aggressive sale tactics than
on shifting production overseas or reducing company dependence
on the stagnating construction industry.
He decided to use asset more efficiently expanded company
product line and laid emphasis on testing activities.
He also opened two overseas plants at CHATTANOOGA and
UNITED KINGDOM.
 Result –
As by these changes condition worsened and external
pressure increased.
THE TANAKA TRANSITION (1987-1989): Studying the ship
 Strategy-
Restoring order to domestic market place, have to respond
quickly to domestic market rather for large strategic goal of
internationalization and product diversification.
 Management-
Tanaka ended the practice of price discounting and high
pressure sales, If condition go worse they will reduce production
rather than to go on price war.
Tanaka also establish autonomous bases with headquarters
in JAPAN, UNITED STATES, and EUROPE.
 Result-
Due to the changes the market was stabilized.
THE KATADA ERA (1990S):
 Strategy-
A new culture, a new direction-

3. He said Idea (or) Concept should be fully understood before
proceeding Thrusts: “Growth, Global, Group-wide,” Or “Three G’s.”
New Initiatives – Project G (The Organization Committed Itself to
Return To growth).
 Results-
By the mid-1990s the Non-construction Part of Komatsu
Would Account For 50% of Sales.
Referring To the Company Not as a Construction Equipment
Manufacturer.
The New Project G Plan and the Vision That Provided Its
Inspiration Generated both Excitement and Apprehension within
Komatsu.