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SIM336 January 2013 Assignment - Formatted

The document outlines an individual assignment for a strategic management course at Sunderland Business School, focusing on a case study of Caterpillar's strategic renewal from 1985 to 2001. Students are required to analyze internal and external factors influencing Caterpillar's strategy, evaluate resistance to change, and identify significant changes in the company's business system. The assignment emphasizes critical analysis and application of strategic concepts, with a submission deadline of January 7, 2013.

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4 views

SIM336 January 2013 Assignment - Formatted

The document outlines an individual assignment for a strategic management course at Sunderland Business School, focusing on a case study of Caterpillar's strategic renewal from 1985 to 2001. Students are required to analyze internal and external factors influencing Caterpillar's strategy, evaluate resistance to change, and identify significant changes in the company's business system. The assignment emphasizes critical analysis and application of strategic concepts, with a submission deadline of January 7, 2013.

Uploaded by

Hương Nguyễn
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Sunderland Business School

SIM336 (Off Campus)


Strategic Management

- January 2013 -

Individual Assignment
Case Study – ‘The Comeback of Caterpillar,
1985-2001’ in De Wit & Meyer
(2004:755-772)

Submission Date: Monday 7th January 2013


Word Count: 3,000 words
University of Sunderland: Sunderland Business School 2

Introduction:
This individual assignment will be assessed by means of a 3,000 word report. The assignment has been
designed to allow you to develop and use your knowledge and skills in understanding key strategic
issues relating to strategic renewal in a global industry. You will be required to apply the strategic
concepts and analytical techniques studied in this module. All the learning outcomes below will be
assessed:
1. Ability to analyse the complexity of organisations and their environments
2. Demonstrate an understanding of the complexity of the relationships between an organisation
and its environment
3. Ability to evaluate existing models against practices of real organisations

The assignment will be marked and moderated by: Module Tutors

Please note:
1. All work must adhere to the University regulations on ‘Cheating, Collusion and Plagiarism’
which are provided as an Appendix in your Programme handbook. See your Tutor for guidance
on ‘Harvard Referencing Style’, and avoiding ‘Plagiarism’.
2. A hard copy, an electronic copy on CD or DVD Rom, of the assignment must be handed into
your Local Study Centre on or before the appointed date under cover of the Sunderland Business
School Feedback Sheet.
3. Submission Date: Monday 7th January 2013

Task
Your task is to carry out a critical analysis and evaluation of strategy development in a well established
international manufacturer of heavy construction equipment, using the information provided and other
materials researched. You will be expected to select and apply appropriate theories, techniques and
models studied during the module whilst having regard to the practical aspects of strategic renewal.
Your assignment should be presented in a business report format and should be within the range 3,000
+/- 500 words (excluding executive summary, references and relevant appendices). The report should
include a title page and executive summary and be fully and consistently referenced, using the Harvard
Referencing style. You must also submit a CD or DVD Rom containing an electronic version of the
report. This should be clearly labelled with your name, your course and the name of the case study.
It is recommended that you research information additional to the case study to support your
arguments. This may be obtained from a diverse range of sources and you are encouraged to research
the issues in whichever way you deem appropriate.

Assessment Criteria
In the event of failing this individual assignment, normal referral / deferral procedures will apply. This
assignment carries a weighting of 100%. The assessment will focus on the level of ANALYSIS carried
out. That is, the application of THEORETICAL CONCEPTS studied in the module to the ‘practical’
case study presented. In other words, you should proceed beyond a DESCRIPTION of the company
and its actions. You should be analysing ‘why’ rather than describing ‘what’. The assignment will be
assessed and moderated by the module team in accordance with the marks allocated to each of the
questions detailed below. 10% of the marks are set aside for the ‘report style’ criteria.

SIM336 (Off Campus) – Individual Report January 2013 2


University of Sunderland: Sunderland Business School 3

Academic Rigour
 your ability to isolate the key strategic issues
 the coherence and depth of the analysis of those issues
 the ability to analyse the strategy context within which companies operate
 the ability to critically review and evaluate strategic decisions made by companies
Methodology
 the use of relevant evidence, from material provided and personal research to support any
statements made
 the appropriateness of the methods used and theoretical models and frameworks applied
 the breadth and depth of research undertaken
Evaluation of data
 the ability to make sound recommendations or conclusions arising from the analysis
 the soundness of arguments put forward
Format of Report
 the summary of arguments
 report layout and format
 use of illustrative material and evidence to support arguments
 the appropriateness of length
 the quantity and accuracy of referencing

The Comeback of Caterpillar, 1985-2001


Caterpillar, established in the early 1900s, was one of the most successful international manufacturers
of heavy construction equipment, frequently outperforming its competitors in relation to quality,
profitability and market share. By 1982, the company appeared to have lost its golden touch. The
combined impact of an overvalued dollar, the collapse of its major markets, a costly labour strike and
the sudden emergence of a key competitor – Komatsu, resulted in Caterpillar being in an unfamiliar and
unnerving environment. How could the company renew itself to return to its former success.

Instructions:
 ANSWER ALL THREE QUESTIONS

 You are expected to use the information in the case study ‘The Comeback of Caterpillar (1985-
2001’ by Cohen, I. cited in De Wit, B. and Meyer, R. (2004) Strategy: Process, Content,
Context. An International Perspective: Thomson Learning, London, Third Edition, pp. 755-772,
and your own understanding of the process of strategy, strategy content and strategy context and
your own additional research information.
 Your answer should be based on critical ‘internal’ and ‘external’ environmental analyses using
appropriate analytical techniques.

SIM336 (Off Campus) – Individual Report January 2013 3


University of Sunderland: Sunderland Business School 4

Question One:

a) What were the major internal and external factors forcing Caterpillar to renew its strategy in
the period 1985-2001? (20 marks)
b) Highlight the measures the company took to solve its problems during this time period.
(10 marks)
Question Two:
a) Which major sources of resistance against change can be identified at Caterpillar during the
reign of CEO’s Schaefer and Fites? (20 marks)
b) What would you expect to be the major sources of resistance faced by CEO Barton? (10 marks)

Question Three:
a) What were the major revolutionary changes that shaped Caterpillar’s business system and
organisational system between 1985-2001? Which evolutionary changes took place during
the same period of time? (20 marks)
b) What seems to be the dominant perspective at Caterpillar in respect of strategic change?
(10 marks)

Note: 10% of marks are allocated to report style.

SIM336 (Off Campus) – Individual Report January 2013 4


University of Sunderland: Sunderland Business School 5

Suggested Reading:
Textbooks:
De Wit, B. and Meyer, R. (2004) – Strategy Process, Content, and Context: An International Perspective,
3rd Edition, Thomson Learning
Hofstede, G. (1993) ‘Cultural constraints in management theories’, in De Wit, B. and Meyer, R. (2004)
Strategy Process, Content, Context, 3rd Edition, Thomson, London; cited in SIM336 Module Workbook,
2011, Unit 7, page 203).
Johnson, G., Scholes, K. and Whittington, R. (2005) Exploring Corporate Strategy: Text and Cases, 7th
Edition, Financial Times, Prentice Hall.
Lynch, R. (2006) Corporate Strategy, Fourth Edition, Financial Times, Prentice Hall.
Mintzberg, H., Ahlstrand, B. and Lampel, J. (1998) Strategy Safari, Financial Times, Prentice Hall
Whittington, R. (2000) What is Strategy and does it matter? Thompson Learning.

Websites & PDF documents:


www.cat.com
www.economist.com The Economist
www.ft.com The Financial Times

Source; John Dixon-Dawson


October 2012

SIM336 (Off Campus) – Individual Report January 2013 5

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