Read the below-given case study and answer the two questions in a format posted at the end of the case study in a total of 200 words only. Together both answers should be 200 words only.

Caterpillar Headquarters, Peoria, Illinois

Caterpillar dominates the construction and earth-moving equipment industry, with $50 billion per year in revenues. However, Caterpillar has not been able to master the cyclical nature of its industry. When the heavy machinery industry booms, no one keeps up with demand, and everyone builds new factories and hires thousands of new employees. In-deed, Caterpillar doubled its workforce the last time global demand surged. But when the industry goes bust, factories are closed and tens of thousands of employees are laid off. What kind of dramatic swings does Caterpillar experience? A 43 percent spike in sales in April 2004 and a 52 percent decline in September 2009. Caterpillars Doug Oberhelman had firsthand experience with an even larger sales swing in Argentina. He says, We sold 1,200 ma-chines a year in Argentina in the late 70s. In 1981, 82, and 83, while I was there, we sold four total.

In sudden downturns, Caterpillar learned to switch from selling new equipment to refurbishing used equipment. For customers, the advantages of taking apart, cleaning, repairing, and reassembling the engines, transmissions, and other major parts of heavy machinery are a new factory warranty and a 30 percent to 80 percent lower cost. Globally, the remanufacturing business is worth $100 billion a year, with profit mar-gins as high as 40 percent. So, it has been a good way for Caterpillar to offset the boom-and-bust cycle to some extent.

The second way in which Caterpillar has dealt with sudden swings was to try to predict when they occurred. The problem, though, was that whereas company analysts could generally predict when a shift in sales would occur, they couldnt predict the severity. As a result, the last time a severe downturn occurred, Caterpillar laid off 35,000 managers and workers out of 120,000 worldwide. Furthermore, it cut executive compensation by 50 percent, senior manager pay by up to 35 percent, and manager and support staff pay by 15 percent.

Youve just been named Caterpillars next chief executive officer (CEO), and youve got six months before you take over from the current CEO. Caterpillar has entered a lot of businesses in the last two decades and every partgood, bad, and uglyis on the table for review. The critical issue is how to better manage the cyclical nature of your industry, particularly downturns. What can the company do to better prepare it-self and its customers, suppliers, and dealers for the next severe downturn? Also, what are your goals for company performance for the next downswing? Given that theres little warning as to when downturns are coming, what can be done to make sudden increases in production more manageable for you and your suppliers? Finally, sudden upswings and downswings produce opportunities for your competitors to steal customers by undercutting price, delivering products faster, or designing better products. What can Caterpillar and its dealers do to decrease customer losses and defections? What can top management do to make sure it keeps a stronger focus on customers?

Question #1 Two Facts:

Two Main Issues:

Two Main Solutions:

Question #2 What sorts of control are exercised on you and your behavior on a regular basis in your own life?