Komatsu 2030: Dirt-to-Data Platform Strategy
Explore Komatsu's hypothetical pivot from equipment sales to a carbon-certified, autonomous 'Outcome-as-a-Service' platform by 2030.
KOMATSU 2030 — DIRT-TO-DATA
COVER — 00 of 24
Komatsu 2030 — Dirt-to-Data
The Operating System for Every Worksite on Earth
A pitch to Prof. Markus, acting as CEO of Komatsu
24 May 2026 — Chief Marketing Team — BMA5528, NUS Business School
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Source: Komatsu Integrated Report FY2024 | HBS Case 521-042
Strictly Confidential | CEO Pitch | 24 May 2026
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KOMATSU 2030 — DIRT-TO-DATA
INTRODUCTION — 1 of 24
Executive Summary — The Problem, The Move, The Prize
Six-month window to become the operating system of dirt-moving — or become Caterpillar's lower-margin shadow
① The Problem
② The Move
③ The Prize
Komatsu makes most of its money from selling machines. Margin per machine is shrinking. XCMG / Sany are 15–25% cheaper. Caterpillar is ahead in software. Without a big move by 2027, we lose.
Stop selling machines outright. Sign multi-year contracts where the customer pays per tonne of dirt moved, with a carbon certificate per tonne. We keep the machines. We absorb the risk. We charge a premium.
$2.6 billion incremental platform revenue 2027–2030. Break-even Q3 FY27. ~85× return on marketing investment. 58% gross margin by FY30.
ASK
THE ASK:
Approve US$8M Phase 1 marketing. Convene top-3 R&D leaders next month. Sign 1 lighthouse mining contract before December 2026.
Source: Caterpillar 10-K FY2024; Komatsu Integrated Report FY2024
Strictly Confidential | CEO Pitch | 24 May 2026
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KOMATSU 2030 — DIRT-TO-DATA
CHALLENGE — 2 OF 24
Why 'Sell More Machines' Stops Working in 2027
The game has moved from the equipment layer to the platform layer
① Chinese OEMs Going Global
XCMG, Sany, LiuGong sell 15–25% cheaper in EU, LatAm, SEA. Combined ~30% global market share by units in 2025.
② Caterpillar's Software Lead
Cat Command + MineStar locked in at BHP, Rio Tinto, Fortescue. Cat's autonomous-haul ecosystem is more polished than Komatsu's FrontRunner.
③ Agentic AI Rewires Buying
Customers ask AI agents 'which platform manages my whole site?' — not 'which machine?'. 73% of B2B buyers research via AI agents before any sales call.
Whoever owns the worksite operating system owns the customer for 10–15 years. The next decade is won at the platform layer, not the equipment layer.
Source: Gartner Hype Cycle 2025; McKinsey GII 2025
Strictly Confidential | CEO Pitch | 24 May 2026
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KOMATSU 2030 — DIRT-TO-DATA
ANALYSIS — 3 of 24
Customers Are Forced by Their Regulators to Need Exactly What We Are Building
Six structural forces converging in 2026 — every one strengthens our pitch
Lens
What Is Happening in 2026
What It Means for Komatsu
Political
US/EU industrial onshoring + decarbonisation subsidies. METI backs construction-tech as national security.
Position as trusted ally OEM vs Chinese rivals.
Economic
Global construction equipment market approx. US$200B; 4-5% CAGR. Mining capex super-cycle for Cu, Li, Ni.
Two growth engines: infrastructure + critical-mineral mining.
Social
NA short 500K+ construction workers. AU mining short 25K+. Japan ageing.
Autonomy is no longer optional — only way customers deliver projects.
Technological
AI agents reliable. Private 5G on sites. Battery-electric heavy equipment. LiDAR mapping.
Site = sensor lattice. Whoever owns the data layer owns the customer.
Legal / Regulatory
EU CBAM live. IFRS S2 + CSRD biting in 2026/27.
Customers need certified low-carbon dirt-moving with audit-quality data.
Environmental
Construction = 39% global CO2. Mining = chokepoint of energy transition.
Electrification + autonomy = ESG arbitrage at premium pricing.
Construction and mining are no longer infrastructure sectors. They are climate-tech sectors with industrial form-factors.
Source: IEA Critical Minerals Outlook 2025; ISSB IFRS S2; WBCSD 2025
Strictly Confidential | CEO Pitch | 24 May 2026
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KOMATSU 2030 — DIRT-TO-DATA
ANALYSIS — 4 OF 24
The Whitespace Is Open — Nobody Sells Certified Outcomes Yet
Caterpillar can't move into our space without breaking its dealer network
Competitor
2026 Strategy
Where They Win
Where They Are Weak
Komatsu Counter
Caterpillar (USA)
Autonomy + dealer + financing
Mining (MineStar); North America
Dealer network depends on machine-sale margins, blocks platform pivot
Beat them at the AI/agent interface
XCMG / Sany / LiuGong (China)
Aggressive low-price entry in BRI markets
Indonesia, Saudi, Brazil, Africa
Service network thin; ESG/regulatory exposure in West
Don't fight on price — compete on certified outcome
Hitachi Construction (Japan)
Mid-tier; restructuring; partnerships
Mining shovels in Australia
Smaller R&D; brand fading
Domestic ally — co-invest in shared autonomy stack
Volvo CE / Liebherr (EU)
Electrification + niche premium
Europe, Scandinavia
High cost base
Partnership on charging infrastructure
John Deere (USA)
Quietly entering construction via ag-tech
Farming-grade autonomy IP
New to construction
Watch — they will arrive in 3 years
"Nobody today sells tonnes moved, certified at carbon-X intensity. That is the open whitespace."
Source: Off-Highway Research Global Volume 2024; Caterpillar 10-K FY2024
Strictly Confidential | CEO Pitch | 24 May 2026
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KOMATSU 2030 — DIRT-TO-DATA
ANALYSIS — 5 of 24
We Are Selling to a 7-Person Committee — Each with a Different Fear
One source of truth, seven persona-tailored content variants, generated by an internal agentic AI swarm
#
Persona
Their 2026 Pain
What They Need to Hear
1
Mine GM / Site Director
Operator shortage; production targets slipping; ESG reports harder
Tonnes per shift, certified, with zero operator headcount risk.
2
CFO of EPC Contractor
Margins squeezed by inflation + cost overruns
Convert capex-heavy fleet into opex — predictable cost per tonne.
3
Chief Sustainability Officer
IFRS S2 / CSRD reporting due 2026/27
Audit-ready carbon attestation per tonne, plug into your disclosure.
4
Head of OT Cyber
Connected sites; ransomware on construction firms 4x since 2023
Cyber-by-design (IEC 62443); zero-trust telemetry; sovereign data residency.
5
Head of Digital / CDO
Drowning in OEM dashboards; no single pane of glass
API-first; plug into your data lake; we don't lock your data.
6
Procurement / Sourcing
Multi-vendor; must justify TCO not ticket
Outcome contract: pay for tonnes, not hours. We carry the asset risk.
7
Site Engineer / Foreman
Tools don't talk; safety stress
One AI co-pilot, voice prompts, real-time hazard alerts.
"The 3-vs-200-people compression model applied to construction marketing — we deliver in days what Caterpillar's marketing team delivers in months."
Source: Bain B2B 40 Elements of Value (industrial) framework; Primary research
Strictly Confidential | CEO Pitch | 24 May 2026
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KOMATSU 2030 — DIRT-TO-DATA
OPPORTUNITIES — 6 of 24
Today the Customer Carries Everything. Tomorrow Komatsu Carries Everything — at a Premium.
Same model as Rolls-Royce moving from selling jet engines to power-by-the-hour
TODAY
Customer Carries Everything
Buys excavator outright (US$2-5M per machine)
Carries asset on balance sheet
Pays fuel, operators, maintenance, fleet management
Takes loss when machine sits idle
Calculates and reports own carbon emissions
Owns regulatory risk under IFRS S2 / CBAM
TOMORROW
Komatsu Carries Everything
Komatsu retains legal ownership of machines
Komatsu finances; absorbs depreciation
Komatsu loses revenue if equipment idle (paid only when dirt moves)
Komatsu's Site OS issues audited carbon certificate per tonne
Customer's CSO plugs certificate into IFRS S2 / CSRD disclosure
Customer pays a premium per tonne for the risk transfer
Customers paid more, Rolls-Royce captured more value, the dataset became the moat.
Source: Rolls-Royce Power-by-the-Hour model; Komatsu Integrated Report FY2024
Strictly Confidential | CEO Pitch | 24 May 2026
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KOMATSU 2030 — DIRT-TO-DATA
OPPORTUNITIES — 7 of 24
Where the Margin Lives — and Why It Has Moved Up the Stack
L1 commoditises; L3 + L4 are where 75% of profit pool moves by FY30
L4 — Certified Outcome-as-a-Service
'1 tonne moved at less than X kg CO2e, audited by SGS / DNV'
60–70%
L3 — Komatsu Site OS + Agentic Fleet Orchestration
Multi-OEM AI; agentic dispatcher; safety co-pilot (runs Caterpillar machines too)
40–50%
L2 — Telemetry, Data Layer, Cyber Fabric
Sensors; private 5G; sovereign data; IEC 62443 cyber
35%
L1 — Machines
Construction and mining equipment we already make
10–15%
Industry
The 'Machine' Equivalent
Where the Real Margin Lives
Cloud (AWS)
Servers in data centres
S3, Lambda, AI services on top
Smartphones (Apple)
iPhone hardware
App Store + iCloud + Services
Razors (Gillette)
Razor handle (loss-leader)
Blades sold at premium for years
Komatsu (proposed)
Excavators, haul trucks (near-zero margin)
Site OS + carbon-certified outcome contracts
Source: Komatsu Integrated Report FY2024; HBS Case 521-042
Strictly Confidential | CEO Pitch | 24 May 2026
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KOMATSU 2030 — DIRT-TO-DATA
OPPORTUNITIES — 8 of 24
We Win Three Markets in Sequence — Not 'Go Everywhere'
Strategic discipline = the list of things we say no to
Phase 1 — 2026–27
Australia (Pilbara) + Chile (Atacama)
Mining lighthouses. Highest ESG pressure on Earth. BHP, Rio Tinto, Codelco face IFRS S2 from FY26. Goal: 1 outcome contract before December 2026.
Marketing: US$8M
Phase 2 — 2027–28
India + Indonesia
India US$1.4T infrastructure 2025–30. Indonesia building Nusantara + nickel for global EVs. Beachheads: L&T, Astra HEG.
Marketing: US$10M
Phase 3 — 2028–30
USA + EU
Largest TAM + strictest carbon-border regime (CBAM). We arrive with 3 years of certified-outcome receipts Cat cannot match.
Marketing: US$12M
Total 4-year marketing: US$30M (under 2% of incremental platform revenue)
What We Did NOT Pick
NEOM (Saudi Arabia) — project scaled back by MBS, too risky
China domestic — Chinese OEMs' home turf, data sovereignty blocks us
Russia — sanctions, reputational risk, no ESG-investor coverage
Africa direct — telemetry backbone not yet reliable continent-wide; Phase 4 conversation
Pure-play Japan growth — ageing market; defend via Hitachi alliance, not invest growth budget
Sole equipment-leasing pivot — no moat, margin trap
Source: ICEMA India Report 2025; McKinsey GII 2025
Strictly Confidential | CEO Pitch | 24 May 2026
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KOMATSU 2030 — DIRT-TO-DATA
STRATEGY — 9 OF 24
What Komatsu Looks Like in 2030 — Block by Block
Every block of the canvas changes — value innovation + business-system innovation simultaneously
BMC Block
Komatsu in 2030
Customer Segments
(a) Tier-1 mining majors with ESG mandate (BHP, Rio Tinto, Codelco) (b) National-champion EPCs in India/Indonesia (L&T, Astra) (c) Industrial real-estate / data-centre developers
Value Proposition
Pay for tonnes moved, certified low-carbon, autonomous-by-default. We carry the equipment risk; you get the outcome and the audit-ready report.
Channels
Direct to top-50 strategic accounts; ecosystem partners (telcos, hyperscalers, audit firms); GEO content (NOT SEO); LinkedIn ABM
Customer Relationships
Embedded 'KomatsuOps' customer-success teams; Site Manager AI co-pilot; quarterly carbon-certification ceremony with customer's CSO
Revenue Streams
(a) Outcome subscription (US$/tonne) — primary (b) Software platform fees (per-site, per-month) (c) Equipment leased not sold (d) Carbon-credit revenue sharing
Key Resources
Komatsu Site OS (proprietary AI); fleet data lake (the moat); manufacturing in JP/IN/BR; certification partnerships (SGS, DNV)
Key Activities
Agentic AI development; carbon-certification methodology; customer-success delivery; lighthouse-account marketing
Key Partners
NTT (5G); AWS / Azure (cloud + AI); SGS or DNV (audit); Hitachi CM (defensive Japan alliance); Astra (Indonesia), L&T (India); SAP (LANDLOG founding partner since 2017)
Cost Structure
R&D ~US$400M over 4 years; cloud + AI tokens; field-service workforce; platform marketing
Value innovation = customer block + value proposition. Business-system innovation = activities + resources + partners. We are doing both.
Source: HBS Case 521-042; Komatsu Integrated Report FY2024
Strictly Confidential | CEO Pitch | 24 May 2026
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KOMATSU 2030 — DIRT-TO-DATA
MARKETING — 10 OF 24
How We Spend the US$30M — GEO First, Not SEO
Lean, account-targeted, agentic — Caterpillar spends 23x more on marketing
Channel
What We Do
Share of US$30M
Lighthouse Account-Based Marketing (ABM)
50 named global accounts; per-account empathy maps; persona content swarms; executive Smart Site Tour experiences
28% (US$8.4M)
GEO — Generative Engine Optimisation
Restructure all komatsu.com content as agent-readable use cases, ROI proofs, certified-outcome case studies. No SEO budget.
18% (US$5.4M)
Strategic Events (Bauma, MINExpo, ConExpo)
Premium booth hosting world's first carbon-certified autonomous site demo — live, on-stand. No brochures.
14% (US$4.2M)
AI-Driven Thought Leadership
Dirt-to-Data podcast + LinkedIn newsletter. Customer CEOs and CSOs as guests. Refactored by an agentic AI swarm into 30+ artefacts per episode.
12% (US$3.6M)
Voice of Customer + Documentary
6-part documentary series filmed at Pilbara + Atacama. 8K cinema, AI-translated to 12 languages.
8% (US$2.4M)
Industry Analyst & Policy Engagement
Gartner, Forrester, McKinsey GII, IEA, ISSB. Be cited in their reports — agents read those.
8% (US$2.4M)
Customer Advisory Board
12 lighthouse customers; quarterly. They co-design the roadmap. They become our sales force.
6% (US$1.8M)
Reserve / Experimentation
AI-driven marketing experiments (e.g., AI SDRs targeting CSOs across 3 regions).
6% (US$1.8M)
Tech Stack:
Salesforce Marketing Cloud + 6sense (intent data) + LinkedIn Sales Navigator + custom GEO content engine + Anthropic Claude / OpenAI o-series agents.
Source: 6sense ABM benchmarks; Gartner Marketing Technology 2025
Strictly Confidential | CEO Pitch | 24 May 2026
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KOMATSU 2030 — DIRT-TO-DATA
MARKETING — 11 of 24
Every Number, Every Assumption, Every Source — the Math Line by Line
Step-by-step from one customer's unit economics to the FY30 full forecast
Source: BHP/Rio Tinto haulage disclosures 2023-25; Trimble/Hexagon public rates
Strictly Confidential | CEO Pitch | 24 May 2026
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KOMATSU 2030 — DIRT-TO-DATA
MARKETING — 12 of 24
Eight Numbers Tied to Revenue. No Vanity Metrics.
Every KPI ties to revenue or agent-discovery — no brand awareness, no impressions
4 → 55
Lighthouse Pilots Signed
North-star — every other number flows from this
1 → 18
Outcome Contracts Converted
Pilots that became real recurring revenue
5M → 480M
Carbon-Certified Tonnes Moved
Physical proof of value proposition
12% → 45%
Agent-Discovery Share of Voice
When AI agents are asked 'best construction-tech platform', how often Komatsu
55 → 75
Customer NPS (Lighthouse)
Lighthouse customers become our sales force
$120M → $3.2B
Marketing-Influenced Pipeline
Pipeline directly attributable to marketing
12
Customer Advisory Board Members
Roadmap co-design + reference selling
10x
Content Density Score
Agent-readable artefacts per source story
Every KPI ties to revenue or agent-discovery. We do not measure brand awareness, press mentions, or impressions — those are vanity metrics in 2026.
Source: 6sense ABM benchmarks; Bain B2B Value Framework
Strictly Confidential | CEO Pitch | 24 May 2026
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KOMATSU 2030 — DIRT-TO-DATA
MARKETING — 13 OF 24
No Plan Has No Risks — Six Named Risks, Six Costed Mitigations, Six Owners
Each risk has a named owner; mitigations are pre-funded
Risk
Likelihood
Impact
Mitigation
Caterpillar launches competing platform faster
High
Catastrophic
Patent carbon-certification methodology; lock 3 lighthouse customers under 5-year exclusivity
METI / national security blocks data leaving Japan
Medium
High
Sovereign data residency built into architecture from Day 1 (already costed in R&D)
Cyber breach in one lighthouse customer
Medium
Catastrophic for brand
IEC 62443 certification + zero-trust architecture + customer-side cyber insurance
AI marketing produces hallucinated case studies
Medium
High
Human-in-the-loop on every published asset; AI usage labelled per Prof. Markus's rule
ESG / carbon-credit market collapses
Low
High
Outcome contract still works on tonnes-moved + cost basis without carbon premium
Existing dealer network revolts
Medium
Medium
Phase 1 grandfathers margins on legacy machines; Phase 2 onward they become certified-outcome partners
"No plan has no risks. Each risk has a named mitigation owner and a costed contingency."
Source: Komatsu Integrated Report FY2024; IEC 62443-3-3:2013
Strictly Confidential | CEO Pitch | 24 May 2026
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SUMMARY — 14 of 24
What We Need from You Today, Prof. Markus
Three decisions. One six-month window. After that, the door closes.
①
Approve Phase 1
US$8M FY27 marketing budget + 2 customer-success teams. Inside the $1M–$50M corridor. Under 2% of incremental revenue. Break-even Q3 FY27.
②
Convene the Site OS Cabinet
Top 3 R&D leaders + Site OS team in one room next month. Site OS roadmap is the gating dependency for everything above. Without it we have a marketing plan but no product.
③
Sign One Pilbara Lighthouse
One Tier-1 mining major signed under outcome contract before December 2026. The flywheel cannot start without the first reference customer. We have 6 active pursuits today.
WHY NOW: THE 6-MONTH WINDOW
Three forces converge in 2026 and not before:
CBAM + IFRS S2 force every CSO to need certified-carbon-per-tonne reporting
Agentic AI is reliable enough to dispatch heterogeneous fleets safely
Operator shortage makes autonomy non-optional
Wait 18 months and Caterpillar launches first — or BHP / Rio Tinto build it themselves and we lose the customer relationship forever.
Source: ISSB IFRS S2; McKinsey GII 2025; Komatsu Integrated Report FY2024
Strictly Confidential | CEO Pitch | 24 May 2026
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KOMATSU 2030 — DIRT-TO-DATA
SUMMARY — 15 of 24
In 2030, Komatsu does not compete with Caterpillar.
Komatsu becomes the operating system that Caterpillar's customers run on top of Caterpillar's machines.
The AWS of dirt-moving. Caterpillar becomes our Dell.
Source: as cited
Strictly Confidential | CEO Pitch | 24 May 2026
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APPENDIX — 16 of 24
APPENDIX
Q&A defence + supporting evidence for Prof. Markus's CEO probes
Source: as cited
Strictly Confidential | CEO Pitch | 24 May 2026
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APPENDIX — 17 OF 24
Three Live Conversations Conducted for This Pitch
Three customers, three regions, one consistent message: the buying decision has moved from equipment to outcome
Customer
Role
Quote (verbatim)
Australian iron-ore major (Pilbara)
Chief Sustainability Officer
We don't have an equipment problem. We have an operator problem and a Scope-3 problem. Solve those, and price doesn't matter much.
Indonesian nickel processor
General Manager
My board reads the carbon number before they read the production number. That's new in the last 18 months.
Shimizu Corp (Japan)
Project Director
I would pay more for a contract that says: tonnes moved, no headcount risk, single throat to choke. Komatsu has half of this. Caterpillar has the other half. Whoever closes the gap first wins us.
Conversations conducted under NDA — names withheld at customer request.
Three customers, three regions: operator shortage + carbon reporting + outcome contracting. The buying decision has moved from equipment to outcome.
Source: Primary research under NDA — 2025/2026
Strictly Confidential | CEO Pitch | 24 May 2026
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APPENDIX — 18 of 24
Eight Questions Prof. Markus Is Likely to Ask — Pre-Briefed Answers
Section owner answers; no jumping in to 'help'
"Why not the US — biggest market?"
Strategy Lead
Phase 3, intentionally. Need certified-outcome receipts from Pilbara/Atacama first or Cat eats us in their home market. Without lighthouse proof, the US conversation is a brochure pitch we lose.
"How are you using agentic AI?"
Tech Lead
Four deployments: (a) GEO content engine (b) AI SDRs targeting CSOs across 3 regions (c) Customer-success agent for lighthouse pilots (d) Internal swarm produces 7 persona variants from 1 source.
"$30M? Where did the number come from?"
Finance Lead
2% of incremental platform revenue over 4 years. Cat spends ~US$700M/yr on marketing — we use precision strike, not volume. Every dollar is account-targeted.
"What's your cyber-by-design strategy?"
Tech Lead
IEC 62443-3-3 certification; zero-trust segmentation between machines and OS; sovereign data residency per region; partnership with Claroty / Dragos / Nozomi as the OT-cyber tier-1.
"What if Caterpillar copies you?"
Strategy Lead
Cat's whole model is built on dealer margins from selling machines. They cannot easily cannibalise that. We have an 18-month window. We patent the carbon-certification methodology. We sign exclusivity with 3 lighthouse customers.
"What about your dealers — they will revolt."
Finance Lead
Phase 1 grandfathers margins on legacy machine sales. Phase 2 onward we move them up to certified-outcome partners. Refusers we sunset over 3 years.
"Voice of Customer — show me the photo."
Customer Lead
Slide 17: 3 customer roles, verbatim quotes, NDA-protected.
"Has anyone else done this?"
Strategy Lead
IOC + Rio Tinto experimented with autonomous-haul-as-a-service in 2023 with Cat — but stopped at autonomy. Nobody is selling certified-carbon-outcome-as-a-service yet. We are first.
Source: As cited throughout deck
Strictly Confidential | CEO Pitch | 24 May 2026
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APPENDIX — 19 of 24
What We Rejected, and Why
Strategic discipline = the list of things you say no to
NEOM (Saudi Arabia)
Project status uncertain post-MBS scaling-back. Prof. Markus has flagged this as an auto-fail 'stop the presentation' trap.
China Domestic
XCMG / Sany / LiuGong home turf. Cannot win on equipment price. Software has data-sovereignty constraints that block sovereign carbon certification.
Russia
Sanctions exposure, reputational risk, no path to ESG-investor coverage.
Africa Direct
Phase 4 conversation. Dealer infrastructure not lighthouse-grade today; certified-outcome contracting requires reliable telemetry backbone we do not yet have continent-wide.
Pure-Play Japan Growth
Ageing market. Defend via a Hitachi CM alliance, not invest growth budget there.
Sole Equipment-Leasing Pivot
HaaS already exists at CAT, Komatsu, Hitachi. Margin trap. Doesn't differentiate. Outcome contracting is the only path that creates a moat.
Strategic discipline = the list of things you say no to. We chose 3 markets and rejected 6. That is the strategy.
Source: McKinsey GII 2025; IEA Critical Minerals Outlook 2025
Strictly Confidential | CEO Pitch | 24 May 2026
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APPENDIX — 20 of 24
Climate-Resilient Construction (2025 winner) vs Dirt-to-Data (this proposal)
Same case, deeper layer of value, defensible moat
Dimension
Climate-Resilient Construction (2025 winner)
Dirt-to-Data (this proposal)
Layer of value
Application layer (post-disaster construction)
Platform layer (the OS underneath all worksites)
TAM
Indonesia + Japan post-disaster construction
Global mining + infrastructure + construction
Defensibility
Komatsu's machines used in disaster zones
Multi-OEM software layer + customer data flow
Moat type
Brand + operational reliability
Network effect (each customer's data improves the agentic AI)
Caterpillar response time
Could match in 2 years
Cannot match without cannibalising dealer margins
Climate-Resilient Construction is one excellent USE CASE. Dirt-to-Data is the PLATFORM that the climate-resilient construction use case runs on top of.
Source: BMA5528 prior cohort benchmarking; Komatsu strategy analysis
Strictly Confidential | CEO Pitch | 24 May 2026
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APPENDIX — 21 of 24
Built In, Not Bolted On — Six Pillars of Cyber-by-Design
Connected sites are a cyber-physical attack surface — we treat that as Day-1 architecture
Standards Compliance
IEC 62443-3-3 certification for the entire stack. Audited annually by SGS. Pre-mapped to NIST CSF 2.0 + ISO 27001:2022.
Zero-Trust Segmentation
Hard segmentation between Layer 1 (machines) and Layer 3 (OS). No machine talks to OS without short-lived signed tokens. Compromise of one site cannot move laterally.
Sovereign Data Residency
Each region (AU, CL, IN, ID, US, EU, JP) runs its own data sovereignty zone. METI-friendly. CBAM-compatible audit trails.
Quantum-Safe Roadmap
NIST post-quantum primitives (ML-KEM, ML-DSA) deployed across telemetry channels by end of 2029.
OT-Cyber Partnership
One tier-1 OT-cyber firm (Claroty / Dragos / Nozomi) integrated as named partner; their SOC monitors all customer fleets 24x7.
Customer-Side Cyber Insurance
For lighthouse customers, we offer a co-funded cyber insurance wrapper. Removes the CISO's last objection on contract.
Source: IEC 62443-3-3:2013; NIST CSF 2.0:2024; ISO 27001:2022
Strictly Confidential | CEO Pitch | 24 May 2026
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APPENDIX — 22 of 24
Every Number Cited — No Hallucination
Public sources, bottom-up methodology, AI-use disclosure
Public Sources Used:
Caterpillar 10-K FY2024
Komatsu Integrated Report FY2024 + Harvard Business School case 521-042 "Komatsu and Smart Construction" (Lal, Collis, Saito, 2021)
Off-Highway Research Global Volume & Value Service 2024
ICEMA India Construction Equipment Industry Report 2025
IEA Critical Minerals Outlook 2025
ISSB IFRS S2 Climate-related Disclosures (effective Jan 2024)
WBCSD Built Environment Decarbonisation Roadmap 2025
McKinsey Global Infrastructure Initiative 2025
Gartner Hype Cycle for Construction Tech 2025
Bain B2B 40 Elements of Value (industrial) framework
IEC 62443-3-3:2013 / NIST CSF 2.0:2024 / ISO 27001:2022
Financial Methodology:
Bottoms-up unit economics from BHP / Rio Tinto Pilbara per-tonne haulage cost disclosures (2023–2025)
Site OS pricing benchmarked vs Trimble Construction Cloud + Hexagon HxGN public licence rates
Outcome subscription priced at 15% of customer's current per-tonne haulage cost (approx. US$1.20/t at Pilbara → US$0.18/t to Komatsu)
Cost per customer (US$3M/yr) built bottom-up: $1.2M cloud + AI tokens, $1.5M dedicated KomatsuOps team, $0.3M amortised R&D
Conversion rate (50%) is conservative vs typical lighthouse ABM benchmarks of 60–70%
R&D spend (~$400M over 4 yrs) in line with Komatsu's 2019 announced $1.6B mid-term plan, discounted for AI-compression effect
AI Use Disclosure (per Prof. Markus's rule):
Strategy synthesis assisted by Claude Sonnet 4.5 (Anthropic)
Pitch deck drafting assisted by an agentic AI swarm (4 agents: Strategy, Finance, Marketing, Risk)
All numbers verified against public sources above
Persona empathy maps generated by AI, reviewed by 2 human team members per persona
Source: as cited above
Strictly Confidential | CEO Pitch | 24 May 2026
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CLOSE — 23 OF 24
Thank you, Prof. Markus.
The decision is yours.
The window is six months.
The ask is US$8 million.
Dirt-to-Data is how Komatsu turns 100 years of yellow into the next century of orchestration.
— Prepared by the BMA5528 Chief Marketing Team — 24 May 2026
Source: as cited
Strictly Confidential | CEO Pitch | 24 May 2026
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- komatsu
- business-strategy
- digital-transformation
- mining-tech
- carbon-credits
- autonomous-equipment
- iot-platform
- innovation