https://www.researchomatic.com/Assignment-9-Jcb-In-India-Case-Study-90160.

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https://prezi.com/pvkyck5x3w9c/jcb-in-india/
https://www.globalbusinessconsultants.com.au/2017/06/20/great-leaders-best/

I. Case Study Questions

1. Why do you think that India was an attractive market for JCB?
- India was an attractive market because JCB think that construction market was ripe for
growth and could become very large.
- India is a very crowded population nation with more than over 1.5 billion people until
now lead to the need for house, food and necessity also in high demand. Labor is many and
cheap.
- Besides, there were not many competitors for JCB in India at that times.
- India is the fifth growth speed economy in the world. India was a striking market for JCB
because of the possible it had for development within their exact construction position. When
JCB arrived the Indian market in 1979, the business felt the market was prepared for increasing
and that the, fear of lost, in the market was too big to disregard. By incoming India’s market
quick, JCB prearranged to found a grip in the market and grow an advantage over opponents.
2. Historically, JCB entered foreign markets through exports. Why do you think JCB
generally favored exports?
I believe JCB preferred exports because of their firm size and market they are a portion
of. As manufacturing firm, it would be in their best attention to start global growth as exporters
and in time change to another mode for helping a foreign market. By establishing a grip
exporting to foreign markets the main advantage that has is the fact that a firm improvements
knowledge in manufacturing their product in companies head quarter’s plant and distributing it
to numerous national markets.
Believe that JCB historically entered markets through exports because of the size
of their firm as well as the type of business the conducted. Exporting products allowed
them to have control of their manufacturing and kept their intangible assets from leaking
out to foreign territory. Producing this type of machinery can be complex and it is
important to have the know-how perfected before teaching new factories. Exporting from
their headquarters is a safer play all around.
 3. In India, JCB decided to enter via a joint venture. What was the articulated rational
for this? In what other ways might the joint venture strategy have benefited JCB?
JCB entered the Indian market in 1979 in a joint venture with Escorts. Their decision to
establish a joint venture arrangement was brought on by the high tariff barriers that made JCB’s
original game plan of exporting its product to foreign countries. Given that JCB was primarily an
exporter and had little experience operating in foreign locations, their joint venture agreement
offered the company a means of serving the Indian market without the risk involved in setting up
a wholly owned operation.
4. What were the risks associated with the joint venture strategy? How did JCB deal
with these risks?
From the case: Joint venture limited the opportunities to expand. Have to share the secret
to the partner. Leak the technology to the partner which can become opponent. Unwilling to
make an investment
How to overcome: When the regulation in the India government change. JCB take
advantages to get majority of control. Before JCB 40 – Escort 60, in 1999 JCB 60 – Escort 40
and in 2003, JCB took everything, transforming the joint venture into wholly owned subsidiary.
This gave JCB toàn quyền để thực hiện các chiến lược kinh doanh mà không vấp phải trở ngại từ
đối tác như trước đây.
Out of the numerous risk risks related with joint venture the one that JCB distributed with
right was the fact that one companion had a greater stake in the undertaking than the other. The
indication is toward hold the common ownership in the venture; the partner who has a bigger
portion of the contract has the skill to use superior control over its technology. JCB was not
relaxed in telling their mysteries to achievement in a partnership that they did not have govern
over, because of the lack of popular stake. JCB decided to increase control again by captivating
advantage of variations within government rules and reinstated control by buying 20 percent of
Escorts post in the venture. A few years later JCB would go on to acquisition Escorts outstanding
stake, subsequent in the joint venture becoming a packed subsidiary.
5. What are the benefits to JCB of localizing significant production in India? What are
the disadvantages? Do the benefits outweigh the disadvantages?
 Costs of production were lower due to factors like cheap labor force, material and fuel,
transportation, import and to make sure dealers had immediate access to spare parts. Tên tuổi
thương hiệu cũng được mở rộng
Phụ thuộc vào nguồn cung nguyên vật liệu tại chỗ. Nếu thị trường gặp khủng hoảng có
thể ảnh hưởng trực tiếp đến doanh thu của công ty.
Tuy nhiên nếu về lâu dài thì
While the joint venture between JCB and Escorts was positive, JCB selected to buy out
its partner. JCB took gain of new government rules to originally buy a majority position in the
undertaking in 1999, and far along in 2002, buy it complete. Most will perhaps decide that the
main advantage of attaining full control of the undertaking was that JCB could now handover its
foremost edge knowledges to the venture without dreading that it could be making a future rival.
Also, since JCB had full control over the undertaking, it could stay its expansion in India. Some
may be curious though whether the business has occupied on too much danger in the Indian
market.
PESTLE
II. EXTRA QUESTION
1. How do you react to the standard "this is how we do things" response to a request
for change? Explain

 Time management:
- Plan schedule management is the process of establishing the policies, produces and
documentation for planning, developing, managing, executing and controlling the
project schedule. In other word, plan schedule management process aims to ensure
the timely completion of a project.
- Plan schedule management process provides guidance and direction on how the
project schedule will be managed throughout the project. Based on the information in
the beginning of the project, in plan schedule management, resources that will be
performing these activities are planned and durations of activities are estimated.
- Question answered by the schedule management plan: the major output of the plan
schedule management process is schedule management plan. Schedule management
plan answer the following question:
 1. How will I create the schedule?
2. What tools will I use for schedule?
3. How will I go about planning the schedule for the project?
4. How will I effectively manage and control the project to the schedule
baseline, and manage schedule variances?
 Risks management:
- Managing risks is integral part of change plans. If the change plan is not trivial,
whether you like it or not, risk will be inevitable part of our plan. If it is not done as
an academic exercise of managing plan risks, risk management save us greatly from
surprises. It is important for effective change plan management to determine risks
right at the beginning. We need to make team members aware of potential risks also
provide a platform like online risk register where team members and other
stakeholder cam quickly record & highlight project risks.
2. What information do you include in a change plan to ensure all necessary actions are
scheduled and measured?