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Essay / Research Paper Abstract
Analysis of JCB The UK construction machinery company JCB, named after the founder Joseph Cyril Bamford, has seen great success since 1990. This 8 page paper uses the model of McKinsey's 7 S's to examine the company with its' strategy, structure, shared values, symbolic behaviour, systems, staff and skills to examine why the company has been so successful. The bibliography cites 9 sources.
Page Count:
8 pages (~225 words per page)
File: TS14_TEJCB001.rtf
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Unformatted sample text from the term paper:
owned firm has seen rapid growth between 1990 - 2004. If we look at the development of the company and use a model, such as McKinseys 7 Ss this can
give us an insight to the success of the company and also reveal lessons that, may be adopted by competitors. JCB was founded by Joseph Cyril Bamford, the company
bears his initials. The company started in 1945 as a one man outfit working out of a single garage (JCB, 2005). This has grown to a multinational company that has
more than 4,000 staff and sells more than 160 different models in more that 150 countries and main offices in the United States, India and South America as well as
the UK (JCB, 2005). The exporting had started to North America in 1967, starting in Canada and then moving outwards to the US (Moore, 1992), this was apparent that
has been used to export to many other areas and had laid the foundation for the growth seen in the company after 1990 (Moore, 1992). If we look at
McKinseys 7 Ss these are strategy, structure, shared values, symbolic behaviour, systems, staff and skills. This does not cover all aspects of a business, but can be seen to encompass
the most major. Strategy Michael Porter has argued there are two way to compete; these are cost advantage and differentiation. These are two different ways a competitor may get
the edge on its rivals. In each industry or segment only one company may occupy the cost leadership position. This means a company will "find and exploit all sources of
cost advantage... [and] ... sell a standards no frills product" (Porter, 1985; 13). This means that the cost to the firm of producing the good is lower than to its
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