CASE ANALYSIS: KOMATSU LIMITED 1. Based on an u

The strategic process is concerned with the interactive relationships between an organization and its environments, and with the functional decisions required in order for an organization to effectively interact with its environments. The strategic process, thus, requires the identification of market segments, the development of product strategies, the development of pricing strategies, the development of distribution strategies, and the development of advertising and sales promotion strategies.

Formal strategic planning is the process of determining the mission, major objectives, strategies, and policies that govern the acquisition and allocation of resources to achieve organizational aims. Strategic planning is a process which generates specific actions which are required to carry out a particular strategy.

The entire strategic process within an organization is a set of highly interrelated components which function within a dynamic environment. Strategic planning is closely associated with an organization's external environment. It is, thus, necessary for the strategic planner to know of what the external environment of an organization consists, and understand how an organization's external environment affe

. . .
discussion, is a major source of the company's success. The acquisition of advanced technology from foreign sources served the company well for a few years. Subsequent to that time, however, competitive restrictions tied to the acquisition of such technology began to impede Komatsu's growth objectives. As a consequence, Komatsu abandoned this element of its strategy, bought out its technology contracts, and established an internal research and development function. This strategy shift to the development of the organization's own technology has contributed significantly to the more recent success of Komatsu. Another major contributor to Komatsu's success has been the establishment by the organization of a presale service department. This service has been particularly effective in developing new business for Komatsu among the developing countries. While Komatsu, since the earliest days of the organization, has operated with an export orientation, the company has, nevertheless, remained a strong player in the domestic Japanese market. Komatsu remains the market leader in the Japanese economy in earthmoving equipment. Nevertheless, by the mid1980s (the time of this case) 54 percent of Komatsu's sales were generated in
. . .

Some common words found in the essay are:
World War, KOMATSU LIMITED, Pacific Basin, developing countries, strategic planning, developing country, planning process, strategic planning process, external environment, komatsu's success, international business, international corporation, product quality, economic development, model economic development, quality customer service, government developing country, proposals international corporation,
Approximate Word count = 1730
Approximate Pages = 7 (250 words per page)