JCB, the British construction machinery manufacturer, planned its expansion into India in 1979. Laws at the time required foreign investors to partner with local Indian companies, forcing JCB to enter into a joint venture with Escort, an Indian engineering company. JCB had only a minority stake in the joint venture, but it saw growth potential in the Indian construction market and wanted to access it before its competitors also realized it. Since Escort was one of the largest tractor manufacturers in India, JCB did not want its technologies to be disclosed to Escort, which could become a direct competitor and cause JCB to lose its competitive advantage. The Indian economy was thriving thanks to years of deregulation and the joint venture proved successful. JCB gained 80% share of the Indian market, but JCB felt the partnership limited its growth opportunities. The laws were relaxed after 2005, allowing JCB to buy Escorts' entire stake and gain full control of operations in India. JCB has transformed the joint venture into a wholly owned subsidiary. JCB has expanded globally to places like China and Brazil and is a major player in the market. Again, JCB feared that by sharing its technological knowledge with Escorts, they would take that knowledge and become a direct competitor to JCB. Another disadvantage of a joint venture is that it does not give a firm control of its needs over subsidiaries to achieve experience curves or location economies. (Hill, 201??) Because JCB had a minority stake, their control was limited, as was their expansion strategy. JCB feared that the Escorts might share or leak information, knowledge and technologies used by JCB to provide them with its competitive advantage, which could ruin their chances of doing business in the Indian market