Research Paper on:
Caterpillar (Harvard Business School Case Study Analysis)

Unformatted Sample Text from the Research Paper:
the creation of models that were not as heavy-duty as usual but on existent lines; this thrust also included the internal development of smaller products ("Caterpillar," 1981). The primary reasons  for that new manufacturing effort largely had to do with competitive forces. There was a need for the smaller machinery. However, this was a new niche for Caterpillar. The  second thrust went to market leveraging, something that, according to the case study involved outsourcing. Also, according to the case, both of the new ideas were not readily accepted by  everyone. However, in the end, it seems as if the naysayers were wrong. The new manufacturing thrusts were both accomplished to compete with a now global base, and is something  that largely took place around 1987; this is something that was good for the company. It was also something that created a sense that the firm was truly growing. Caterpillar  did have financial problems during the recession and the new moves were something that would prove very successful for this old firm that was looking for a new look. In  part, the company was able to change by tightening its belt, going on and living to fight another day. It seems that, in the end, Caterpillar would have the remarkable  ability to bounce back and continue to be at the top of its game. 2) Describe the new approach to markets implemented by Caterpillar in 1987. Why  did Caterpillar implement this approach? The new approach to markets that had been implemented during the mid-1980s was done so that the firm could compete with an increasing  global world. Caterpillar had to deal not only with global economic realities, but the fact that it would no longer be number one, if it did not expand its product