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Why is jcb successful?

4 Answer(s) Available
Answer # 1 #

JCB is a British multinational manufacturer of equipment for construction, agriculture, waste handling, and demolition, founded in 1945 and based in Rocester, Staffordshire, England.

The word "JCB" is also often used colloquially as a generic description for mechanical diggers and excavators and now even appears in the Oxford English Dictionary, although it is still held as a trademark.

Joseph Cyril Bamford Excavators Ltd. was founded by Joseph Cyril Bamford in October 1945 in Uttoxeter, Staffordshire, England. He rented a lock-up garage 3.7 by 4.6 m (12 by 15 ft). In it, using a welding set which he bought second-hand for £2-10s (= £2.50) from English Electric, he made his first vehicle, a tipping trailer from war-surplus materials. The trailer's sides and floor were made from steel sheet that had been part of air raid shelters. On the same day as his son Anthony was born, he sold the trailer at a nearby market for £45 (plus a part-exchanged farm cart) and at once made another trailer. At one time he made vehicles in Eckersley's coal yard in Uttoxeter. The first trailer and the welding set have been preserved.

In 1948, six people were working for the company, and it made the first hydraulic tipping trailer in Europe. In 1950, it moved to an old cheese factory in Rocester, still employing six. A year later, Bamford began painting his products yellow. In 1953, he developed JCB's first backhoe loader, and the JCB logo appeared for the first time. It was designed by Derby Media and advertising designer Leslie Smith. In 1957, the firm launched the "hydra-digga", incorporating the excavator and the major loader as a single all-purpose tool useful for the agricultural and construction industries.

By 1964, JCB had sold over 3,000 3C backhoe loaders. The next year, the first 360-degree excavator was introduced, the JCB 7. In 1978, the Loadall machine was introduced. The next year, the firm started its operation in India. In 1991, the firm entered a joint venture with Sumitomo of Japan to produce excavators, which ended in 1998. Two years later, a JCB factory was completed in Pooler near Savannah, Georgia, in the US, and the next year a factory was opened in Brazil.

In 2005, JCB bought a company, purchasing the German equipment firm Vibromax. In the same year, it opened a new factory in Pudong, China. Planning of a new £40 million JCB Heavy Products site began following the launch of an architectural design competition in 2007 managed by RIBA Competitions, and by the next year, the firm began to move from its old site on Pinfold Street in Uttoxeter to the new site beside the A50; the Pinfold Street site was demolished in 2009. During that year, JCB announced plans to make India its largest manufacturing hub. Its factory at Ballabgarh in Haryana was to become the world's largest backhoe loader manufacturing facility. Although JCB shed 2,000 jobs during the 2008 global financial crisis, in 2010 it rehired up to 200 new workers.

In 2013, JCB set up its fourth manufacturing facility in India. In 2014, it was reported that three out of every four pieces of construction equipment sold in India was a JCB, and that its Indian operations accounted for 17.5% of its total revenue. JCB-based memes have also become prevalent in India.

JCB began manufacturing 20-30 tonne excavators in Solnechnogorsky District in Russia in 2017. Due to trade sanctions imposed following the 2022 Russian invasion of Ukraine, JCB suspended its operations in Russia in March 2022.

Many of the vehicles produced by JCB are variants of the backhoe loader, including tracked or wheeled variants, mini and large version and other variations, such as forklift vehicles and telescopic handlers for moving materials to the upper floors of a building site. The company also produces wheeled loading shovels and articulated dump trucks.

Its JCB Fastrac range of tractors, which entered production in 1990, can drive at speeds of up to 75 km/h (40 mph) on roads and was featured on the BBC television programme Tomorrow's World, and years later as Jeremy Clarkson's tractor of choice in Top Gear. The firm makes a range of military vehicles, including the JCB HMEE. It licenses a range of rugged feature phones and smartphones designed for construction sites. The design and marketing contract was awarded to Data Select in 2010, which then lost the exclusive rights in 2013.

JCB power systems make a hydrogen combustion engine which aims to be cost effective by reusing parts from the company's Dieselmax engines.

JCB Insurance Services is a fully owned subsidiary of JCB that provides insurance for customers with funding from another fully owned subsidiary, JCB Finance.

In April 2006, JCB announced that they were developing a diesel-powered land speed record vehicle known as the 'JCB Dieselmax'. The car is powered by two modified JCB 444 diesel power plants using a two-stage turbocharger to generate 750 bhp, one engine driving the front wheels and the other the rear wheels.

On 22 August 2006 the Dieselmax, driven by Andy Green, broke the diesel engine land speed record, attaining a speed of 328.767 miles per hour (529.099 km/h). The following day, the record was again broken, this time with a speed of 350.092 miles per hour (563.418 km/h).

In December 2000, JCB was fined €39.6m by the European Commission for violating European Union antitrust law. The fine related to restrictions on sales outside allotted territories, purchases between authorised distributors, bonuses and fees which restricted out of territory sales, and occasional joint fixing of resale prices and discounts across different territories. JCB appealed the decision, with the European Court of First Instance upholding portions of the appeal and reducing the original fine by 25%. JCB appealed to the European Court of Justice but this final appeal was rejected in 2006, with the court slightly increasing the reduced fine by €864,000.

In 2017, a Reuters study of JCB group accounts found that between 2001 and 2013, the JCB group paid £577 million to JCB Research, an unlimited company that does not have to file public accounts and which has only two shares, both owned by Anthony Bamford. JCB Research has been described as an obscure company, allegedly worth £27,000, but which donated £2m to the Conservative Party in the run up to the 2010 election, making it the largest donor. Ownership of the company which has never filed accounts is disputed by the Bamford brothers. According to a Guardian report, much of the Bamford money was held in shares in offshore trusts. JCB Service, the main JCB holding company, is owned by a Dutch parent company, ‘Transmissions and engineering Netherlands BV’, which is ultimately controlled by “Bamford family interests”. According to Ethical Consumer, JCB has six subsidiaries in jurisdictions considered to be tax havens, in Singapore, the Netherlands, Hong Kong, Delaware and Switzerland.

On 12 February 2020, the United Nations published a database of all business enterprises involved in certain specified activities related to the Israeli settlements in the Occupied Palestinian Territories, including East Jerusalem, and in the occupied Golan Heights. JCB has been listed on the database in light of its involvement in activities related to "the supply of equipment and materials facilitating the construction and the expansion of settlements and the wall, and associated infrastructures". The international community considers Israeli settlements built on land occupied by Israel to be in violation of international law.

In October 2020, the British government decided to investigate a complaint that JCB’s sale of equipment to Israel did not comply with the human rights guidelines set by the Organisation for Economic Co-operation and Development. The UK National Contact Point (NCP), part of the UK’s Department of International Trade, agreed to review a complaint against JCB submitted by a charity, Lawyers for Palestinian Human Rights. JCB said it had no “legal ownership” of its machinery once sold to Comasco, its sole distributor of JCB equipment in Israel.

In 2020, JCB received a £600m loan in emergency financial aid from the UK government, during the coronavirus pandemic, despite its ultimate ownership being in the Netherlands and having reported a record £447 million profit the previous year. Its chief executive Graeme Macdonald said: “Although not a public company, we are eligible for CCF because of our contribution to the UK economy. We don’t expect to utilise it in the short-term but it gives us an insurance policy if there is further disruption from or second spike or other impact around the world.”

The company was a member of the CBI business lobby group until October 2016, when it was reported that JCB had left the CBI in the summer of 2016 following the Brexit vote due to the organisation's anti-Brexit stand. In May 2021, JCB chairman Anthony Bamford rejected an invitation to rejoin CBI, after previously having called it a "waste of time" that "didn’t represent my business or private companies".

Bamford donated £100,000 to Vote Leave, the official pro-Brexit group, and JCB has also been a significant donor to the UK Conservative Party; since 2007 JCB and related Bamford entities have given the party £8.1m in cash or kind.

Crescenzo Jonsater
Urology Nursing
Answer # 2 #

According to Vipin Sondhi, managing director & CEO, JCB India, “A large part of the company's success in India can be attributed to staying the course over the first few decades when infrastructure was not on anyone's agenda.” JCB India started off as a joint venture with the Escorts group before becoming a wholly- ...

Jaques Tepper
Answer # 3 #

In a tiny garage in the Staffordshire market town in the United Kingdom, JCB was founded on October 23rd in 1945 by Joseph Cyril Bamford.

It was the same day as his son Anthony, now Lord Bamford, was born and as Bamford remarked “being presented with a son tended to concentrate the mind and when you were starting at the bottom, there was only one way to go and that was up.”

The first product built in the garage was a tipping trailer made from war time scrap, which today stands proudly in the showroom of JCB’s world headquarters.

It was produced in his garage and sold for £45 at the town’s market. The buyer’s old cart was also taken in exchange, and Bamford refurbished it and sold for another £45 – achieving the original asking price of the trailer.

Within two years, JCB was expanding. As Bamford’s landlady also disapproved of his work on Sundays, he moved a few miles down the road to a stable block at Crakemarsh Hall. JCB also hired its first ever full-time employee, Arthur Harrison, who became foreman.

By 1950, JCB was on the move again, this time to the site of a former cheese factory in Rocester.

For JCB, 1953 proved to be a pivotal year for new products, as Bamford invented the backhoe loader with the launch of the JCB Mk 1 excavator. It was the first time a single machine had been produced with a hydraulic rear excavator and front mounted shovel.

This ingenuity still bears fruit today: JCB has manufactured more than 600,000 backhoes and they are now manufactured on three continents.

With the launch of a range of new backhoes, by the time the 1960s arrived it was clear this machine was revolutionizing the building industry, increasing productivity, and reducing reliance on manpower.

As the new decade dawned, the company was also harnessing new tools to generate business and promote the brand.

In 1961, JCB Aviation was formed and the company’s first ever plane, a twin-engine de Havilland Dove made its inaugural flight, with customers from Europe now able to make a return visit to the factory in a single day. JCB Aviation is older than many of today’s airlines.

The following year, the JCB Dancing Diggers were introduced, and JCB’s first ever overseas subsidiary in Holland was opened. A year later the JCB 3C backhoe, an acknowledged design classic, was launched. Such was the growing success of the company that in 1964, with sales up by 60 per cent to £8 million, employees shared in a £250,000 bonus. The news made national headlines and payouts were on such a scale that some employees were able to buy their first homes with the bonus they received.

“I am giving you this money because I want you to share in the success of the company you have helped make,” Bamford said.

In the same year, JCB exported its first ever machine to the United States – a JCB 4C backhoe loader.

By 1970, JCB opened up for business in the United States, setting up a base in Baltimore to harness the huge growth opportunity North America offered.

Between 1971 and 1973 sales doubled to £40 million.  In 1975 JCB’s founder retired

“Anthony faces the tough job of moving JCB forward through the next decades into a new century,” Bamford said in a farewell message. “This is a demanding task, but he has been well trained for it and is supported by a very strong team from works staff to management. There cannot be any limit to the successes.”

With Anthony Bamford at the helm, a new era had dawned – and one that would see huge expansion of both manufacturing facilities and product ranges.

In 1977 the wraps came off the Loadall telescopic handler, a machine which revolutionized the way loads were handled on both construction sites and on farms. The Loadall has gone on to be one of the most successful products in JCB’s history.

The decision to start manufacturing in India in 1979 heralded a period of global expansion as Anthony Bamford spotted the potential of this market. Today JCB has factories in New Delhi, Pune and Jaipur and India is now JCB’s biggest market behind the United Kingdom.

Product innovation continued to be the lifeblood of the company and in 1985 the 3CX Sitemaster backhoe loader was launched and went on to be JCB’s biggest-ever selling backhoe. It’s also the year JCB celebrated the production of its 100,000th backhoe.

In 1988 the JCB GT was introduced, a backhoe capable of speeds of 160 km per hour, and a fantastic promotional tool which continues to draw the crowds wherever it appears around the world.

By 1990 JCB was expanding into new fields with the launch of the JCB Fastrac tractor – the world’s first genuine high-speed, full suspension tractor. This was also the year that Anthony Bamford was knighted by Queen Elizabeth II and became Sir Anthony Bamford, an honour he said, “recognized the efforts of the whole JCB team.”

Product development continued unabated with the launch of the 2CX backhoe loader in 1990 followed three years later by the even smaller 1CX.

In 1994 Joseph Cyril Bamford had a rose named in his honour. Called ‘Mr. JCB’, the yellow rose was unveiled in the presence of the Queen at the Chelsea Flower Show.

A year later and JCB was celebrating its 50th anniversary with a visit by Queen Elizabeth II to its World HQ, where she unveiled a replica of the Uttoxeter garage where Bamford began his business all those years ago.

In 2000, the first machines began rolling off the production line at JCB’s new North American headquarters in Savannah, Georgia.

On March 1st 2001, flags at JCB factories around the world flew at half-mast following news of the death of the company’s founder Joseph Cyril Bamford. Britain’s Financial Times newspaper said he was blessed with a rare combination of “engineering genius and marketing flair.”

In 2004, JCB reached the milestone of 500,000 machine produced. It had taken nearly 60 years to reach that milestone. The next half million machines would be produced within nine years. The same year, JCB took the bold step into engine production with the launch of the Dieselmax engine, manufactured at JCB Power Systems in Derbyshire.

In 2005, JCB opened its factory in Pudong, China and announced news of the biggest ever order in its history, a $140 million deal to supply the US Army with a high-speed backhoe loader for military engineering tasks, a machine known as the High Mobility Engineer Excavator (HMEE). In 2006, Sir Anthony Bamford’s son Jo became a director of JCB, the third generation of the Bamford family to hold such a position.

It was in this year that JCB achieved its highest ever machine sales of 72,000 units.

A national shortage of engineers inspired Lord Bamford establish the JCB Academy in Rocester, Staffordshire in 2010 to train the country’s engineers and business leaders of the future. The facility has been a resounding success with nearly 1,000 students passing through its doors and with every single one going on to employment or further education.  JCB also announced a $40 million project to develop a brand-new range of skid steer and track loaders to be manufactured at its North American headquarters.

Global manufacturing extended to Brazil in 2012, and British Prime Minister David Cameron officially opened the new £63 million facility in Sao Paulo state.

As JCB approached its 68th birthday in 2013, a new independent economic report revealed the company supported 24,000 jobs in the United Kingdom, and contributed £545 million to the British Exchequer.

It was also a momentous year for JCB’s chairman Sir Anthony Bamford as he became Lord Bamford after being invited by Prime Minister David Cameron to be a Conservative working peer in the House of Lords.

In 2015, JCB marked its 70th anniversary with a continued focus on product innovation with the release of the 3CX compact backhoe loader, a machine 35 per cent smaller than its bigger brother and designed to work on increasingly congested building sites.

In 2016, JCB celebrated the production of the 200,000th Loadall telescopic handler. It took almost 30 years for JCB to sell the first 100,000 Loadalls, but it has taken less than 10 for the next 100,000 to be.

Today, JCB is the world’s top producer of telescopic handlers. In this year, JCB also marked the production on its 100,000th mini excavator and celebrated 25 years of production of the revolutionary Fastrac tractor. It was also the year when the new JCB Hydradig was launched to international acclaim.

For JCB, marked the launch of a new range of JCB powered access equipment after two years of secret development. The company was entering for the first time a market worth $8 billion a year. The year also saw the company celebrate another Loadall milestone – 40 years since production started. Later in the year, JCB marked the production of its 500,000th engine, which is enough engines to stretch from London to Paris.

If 2017 was a year of milestones, 2018 was certainly a year for exciting product introductions with the unveiling of JCB’s first ever electric excavator leading the way.

The 19C-1E electric mini excavator was developed in response to customer demands for a zero emissions machine which could work indoors, underground, and close to people in urban areas. Once fully charged, it is ready to put in a full normal working day on the building site.

The year also saw the launch of the hugely successful X-Series range of tracked excavators and the start of site dumper manufacturing at the World HQ in Rocester.

By 2019, the new electric mini excavator was in full production at JCB Compact Products in Cheadle, Staffordshire, with the initial first 50 orders delivered to customers. It was also a year for records. In June of that year, JCB set a Guinness World Record for the fastest tractor.

Called Fastrac One, the tractor reached a speed of 103.6 miles per hour, with motorbike racer and truck mechanic Guy Martin in the driver’s seat. JCB then embarked on an ambitious plan to break its own record and developed Fastrac Two – which is 10 per cent lighter and even more streamlined than its smaller brother.

In October, Fastrac Two hit an astonishing peak speed of 153.771 miles per hour on its way to recording an average of 135.191 miles per hour.

As JCB entered its 75th anniversary year, the sad news was conveyed in January that Bill Hirst, the third employee recruited by the company in 1947, had died at the age of 86.

In March 2020, JCB marked the production of the 750,000th backhoe loader before the world became a very different place as the Covid-19 pandemic took hold. When the company’s production lines fell silent in March, JCB turned its attention to helping those in need during the unprecedented times.

In India and the UK, company chefs prepared more than 200,000 meals for those most in need. A Staffordshire production line closed because of the coronavirus crisis was re-opened to produce prototypes of special housings for a new type of ventilator following a national call to action.

JCB also reopened its Innovation Center at the World HQ in Rocester so that employees could volunteer to make medical grade visors for NHS staff on the company’s 3D rapid prototype machines.

Mayuri npqmsap
Answer # 4 #

About an hour's drive from South Delhi lies Ballabgarh, the industrial belt just inside Haryana. Among the scores of manufacturing units there, is the world's largest plant to make backhoe loaders (a tractor-like vehicle with an arm and bucket mounted on the back and a loader mounted on the front). The plant, which can produce up to 100 of these two-ton machines a day, is a prized possession of the U.K.-based construction machinery maker JCB. And every morning when Vipin Sondhi, the managing director and CEO of JCB India, takes the one hour drive from his house to the unit, he remembers a tough decision that he and his boss in London, JCB Chairman Anthony Bamford, took three years ago. And every morning he feels vindicated about it.

"We were planning to expand this facility," recounts Sondhi as he sits in his office, situated in the middle of the facility that was set up in 1979. The expansion had started in 2007, but the economic slowdown a year later put a question on the viability of the nearly Rs. 300-crore investment. Should the expansion be paused? "But we were sure of the Indian infrastructure story in the long term. Our chairman shared the vision and we went ahead with investment," says Sondhi.

Today, he can look back and smile. The last three years have been among the most successful for the company. The Indian market is today the largest for the Staffordshire-based company. While it's present in 150 countries, of the total 51,600 machines that JCB sold globally last year, 21,000 were in India. Its revenues rose almost 10 times from Rs. 450 crore in 2001 to Rs. 4,429 crore in 2010. That is a shade less than one-third of the parent's total revenues of $3.2 billion.

"Overall, every second construction machine sold in India today has JCB's yellow stamp on it," says a proud Sondhi, who joined the company in 2006. Before that, Sondhi headed Tecumseh Products India, the American compressor maker. At JCB India, the icing on the cake for Sondhi was when earlier this year the unit became the first in India to sell one lakh construction machines. Apart from backhoe loaders and excavators, JCB also sells other construction machinery like pick and carry cranes.

Globally, the company trails others like Caterpillar and Komatsu. Even in other emerging markets, it's a relatively new player in Brazil and faces stiff competition from local companies in China. "JCB India is a very important part of the JCB Group," says Anthony Bamford. "We continue to invest heavily in India… It's a success story that we're very proud of in the JCB Group," he adds.

JCB's success comes at a time when new players like Mahindra & Mahindra are entering the field and old partnerships are being re-looked. This March, Dutch major CNH Global bought out its stake in its join venture, which makes backhoe loaders, with Indian engineering giant L&T. The move, say industry watchers, will see a more aggressive CNH in the market.

This means that despite the success, JCB might be on the verge of facing its toughest competition yet. Can Sondhi, who is often credited with making the backhoe loader a backbone of India's construction industry, help JCB protect its turf? But first, a little more about JCB's success.

Leading The Field About 80 km away from Ballabgarh is Sonepat, home to Ajmer Singh. From the time the 38-year-old farmer set his eyes on a backhoe loader more than a decade ago, Singh has been calling it 'JCB'. Singh had rented it to move earth on his fields. Singh likes it and likes it so much that today he owns eight 'JCBs'.

Not all are backhoe loaders though, some are excavators. Singh rents them out, at rates ranging from of Rs. 600 an hour to Rs. 9,500 a day, and earns more than he ever did from his farming.

Sondhi loves listening to these 'JCB love stories'. Backhoe loaders suit the Indian working style, he says. "Indians tend to sweat their assets and backhoe loaders are versatile machines, capable of doing various kinds of work and can travel anywhere," says Sondhi. Backhoe loaders are mainly used in excavation, digging and leveling. But with attachments, the same machine can be used to mop floors and even drill holes. And in India, one can also see the machines transporting people!

Also, the construction sector in India is still in the developing stages, which means scale is still to build up. That makes the comparatively smaller backhoe loader the most popular choice and the right kind of machine to make a retail product out of.

But JCB's spectacular success is recent. Until 2003, it was selling less than 3,000 machines a year. It was only by 2004, in its 25th year in India, that the company reached 25,000 machines. The next 75,000 though came in seven years. The spark was most likely provided by a partial change in management in 2003.

That year, JCB parted ways with its local partner Escorts. The Delhi-based company, known for its tractors, said it wanted to get out of "non-core" businesses. As events in later years showed, the "non-core business" was not the only reason, at least for the backhoe loader business. In little more than a year of its non-compete clause with JCB expiring in 2008, Escorts re-entered the segment with a new backhoe loader brand Digmax.

The break-up though, suited the multinational company. It was now fully in control.

"The Golden Quadrilateral project had taken off and India was on the verge of a big infrastructural push. We saw tremendous increase in volumes," says Sondhi. To capture that demand, JCB took an unusual route. In a market where other big multinationals like Caterpillar and Komatsu focus on institutional clients, JCB took the retail route. Under Sondhi, the company aggressively expanded its reach and has doubled its outlets to more than 400 within six years.

When Ajmer Singh bought his first machine in 2000, the only outlet for construction machinery in the region was JCB's, 200 km away in Mathura, Uttar Pradesh. More than seven years later, when he bought an excavator, Ajmer could choose from five JCB outlets in Haryana alone, including one in Sonepat itself. The company also went to nooks and corners of the country. "We have 100% market share in Ladakh!" exclaims Amit Gossain, vice president, marketing & business development.

The outlets themselves got a facelift. While earlier they functioned out of dealers' home and shops, now each of them had dedicated real estate. And in Sondhi's words, the outlets became JCB's "hands and ears". For instance, not only did Ajmer Singh get finance from the outlets for the buy, if there was any problem or breakdown, service men from a JCB outlet would reach the site within a few hours. Interestingly, while JCB's employee strength is 1,500, its 53 dealers employ close to 5,500 people. "We also have a mobile repair unit that travels to the most interior places where these machines are used," says Amarpreet Anand, director of A&A Earthmovers, JCB's dealer for western Uttar Pradesh and Uttaranchal.

Maruti-like JCB's retail muscle mirrors car maker Maruti's dominance of its sector in India. Sondhi agrees that the company has followed the "auto footprint". But outlets and marketing were not the only areas where JCB's strategy resembled the carmaker's. First, it expanded its capacity by investing Rs. 750 crore. While the plant in Ballabgarh was rebuilt, a new unit was set up in Pune to make heavier machines like excavators. To support the expanded operations, the company was restructured in 2008 and separate business heads were created for Ballabgarh and Pune.

To make these machines and their spare parts cheaper for the price-sensitive Indian customer, JCB localized its products. More than 80% of the parts used in a backhoe loader are sourced locally. This includes the indigenous engine that the company brought out earlier this year. It helps that technical know-how comes from the parent company in the U.K., which is also famous for making the world's fastest diesel car. "For two years, we worked with our vendors before launching the engine for machines made here in India. So when we launched, it was simultaneously done in each and every market of ours, no matter how interior," says Sondhi, who earlier worked in Honda Power Equipment and Tata Steel.

There are plans to make JCB India a hub for serving markets in Africa, Middle East and South East Asia. The Pune facility also includes a fabrication unit, and half of its output is exported back to the parent company in the U.K. "We have already started exporting machines from Pune," says Sondhi.

Future perfect? The international trend in the construction machine space has seen users making the transition to bigger machines as infrastructure industries mature. In India, players, such as Kolkata-based Tractors India Ltd (TIL), are fast expanding their portfolio. TIL is the distributor for Caterpillar in India's northern and eastern markets and sells backhoe loaders, excavators and trucks for the American major through its 80-odd outlets. It has also sewn up collaborations with other multinationals like Mitsui and Astec to manufacture or distribute machines like portable plants and tower cranes. "Each infrastructure segment like road or mining has its own specific needs. These requirements will only increase as the mining sector opens up and the government expenditure on infrastructure building goes up," says Sumit Mazumder, vice chairman and managing director of TIL.

Till now, JCB's domination is limited to backhoe loaders. Telcon, the joint venture between Tata Motors and Japan's Hitachi, dominates the excavators segment and Caterpillar is the leader in wheel loaders. (Wheel loaders run on wheels, unlike excavators which run on chains.)

Even though there are many products in JCB's portfolio that can be brought to India, it has till now kept away from making machines for some key segments like mining. Caterpillar, on the other hand, is the world leader in mining machines and is well placed to take advantage as the sector opens up in India.

But Sondhi scoffs off doubts on JCB maintaining its share. "Every day I think of the competition," he says, "The trick is to be as close to the customer as possible and listen to his needs." That again will be through expanding the retail network. He believes that there is a "lot more scope" to expand JCB's retail network to every district in India. "If we want inclusive growth, infrastructure development has to reach the last village. We want to be present in that process," Sondhi outlines the vision.

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