Harvard Case - GPS-To-Go Takes on Garmin
"GPS-To-Go Takes on Garmin" Harvard business case study is written by Donald Pillittere. It deals with the challenges in the field of Marketing. The case study is 9 page(s) long and it was first published on : Dec 11, 2009
At Fern Fort University, we recommend GPS-To-Go adopt a strategic approach that leverages its unique strengths, targets specific market segments, and aggressively challenges Garmin's dominance in the portable navigation device (PND) market. This strategy involves a combination of product innovation, targeted marketing, and strategic partnerships to build brand awareness, differentiate its offerings, and secure a sustainable market position.
2. Background
GPS-To-Go, a start-up founded by two entrepreneurs, entered the PND market with a revolutionary product: a low-cost, user-friendly GPS device with a focus on ease of use and affordability. The company faced a formidable competitor in Garmin, a well-established leader with a strong brand reputation and extensive product portfolio.
The case study highlights the challenges GPS-To-Go faced in gaining market share and achieving profitability. The company's initial success was hampered by limited resources, aggressive pricing strategies from Garmin, and the rapid evolution of the PND market.
The main protagonists of the case are:
- John and Mark: The founders of GPS-To-Go, passionate entrepreneurs with a vision to disrupt the PND market.
- Garmin: The established market leader with a strong brand reputation and vast resources.
- Consumers: The target market for PNDs, seeking reliable navigation solutions for various needs.
3. Analysis of the Case Study
To analyze the case, we can apply the following frameworks:
1. SWOT Analysis:
- Strengths:
- Innovation: GPS-To-Go's focus on user-friendly design and affordability.
- Entrepreneurial Spirit: The founders' passion and drive to succeed.
- Agility: Ability to adapt quickly to market changes.
- Weaknesses:
- Limited Resources: Financial constraints and lack of brand recognition.
- Product Portfolio: Limited product offerings compared to Garmin.
- Marketing Expertise: Lack of experience in large-scale marketing campaigns.
- Opportunities:
- Emerging Markets: Expanding into new geographic regions with high growth potential.
- Technological Advancements: Leveraging advancements in GPS technology and software.
- Strategic Partnerships: Collaborating with other companies to expand reach and capabilities.
- Threats:
- Competition: Garmin's strong brand and market dominance.
- Rapid Technological Change: The PND market is constantly evolving.
- Economic Downturn: Potential impact on consumer spending.
2. Porter's Five Forces:
- Threat of New Entrants: Low due to high barriers to entry, including capital investment and technological expertise.
- Bargaining Power of Buyers: High due to the availability of substitutes and price sensitivity.
- Bargaining Power of Suppliers: Moderate, as GPS-To-Go relies on suppliers for components and software.
- Threat of Substitutes: High due to the availability of alternative navigation solutions, such as smartphones and online mapping services.
- Rivalry Among Existing Competitors: Intense, with Garmin holding a dominant position and other players vying for market share.
3. Competitive Analysis:
- Garmin: Strong brand reputation, extensive product portfolio, and significant resources.
- Other PND manufacturers: Smaller players with niche offerings and limited resources.
- Smartphone manufacturers: Offering integrated navigation solutions and competing for market share.
- Online mapping services: Providing free or subscription-based navigation services.
4. Marketing Analysis:
- Target Market: Consumers seeking affordable and user-friendly GPS devices for various purposes.
- Market Segmentation: Segmenting the market based on factors such as age, income, usage patterns, and device preferences.
- Brand Positioning: Positioning GPS-To-Go as the affordable and user-friendly alternative to Garmin.
- Marketing Channels: Utilizing online and offline channels, including e-commerce, retail partnerships, and advertising.
4. Recommendations
To achieve sustainable growth and compete effectively against Garmin, GPS-To-Go should implement the following recommendations:
1. Product Innovation and Differentiation:
- Develop innovative features: Focus on features that address specific customer needs and differentiate GPS-To-Go from competitors. Examples include:
- Voice-activated navigation: Enhance user experience and safety.
- Real-time traffic updates: Provide accurate route guidance and avoid congestion.
- Personalized recommendations: Suggest points of interest based on user preferences.
- Expand product portfolio: Offer a wider range of products to cater to diverse customer needs and price points. Consider introducing:
- Specialized devices: Designed for specific activities like hiking, cycling, or boating.
- Premium models: With advanced features and premium design.
- Embrace technology: Leverage advancements in GPS technology, software, and AI to enhance product functionality and user experience.
2. Targeted Marketing and Brand Building:
- Develop a strong brand identity: Communicate the value proposition of GPS-To-Go clearly and consistently across all marketing channels.
- Target specific market segments: Identify and focus on specific customer groups with high potential and unmet needs. Examples include:
- Budget-conscious consumers: Emphasize affordability and value for money.
- Tech-savvy users: Highlight innovative features and user-friendliness.
- Specific demographics: Target age groups, geographic regions, or lifestyle segments.
- Utilize digital marketing channels: Leverage social media, search engine optimization (SEO), and online advertising to reach target audiences.
- Build relationships with influencers: Partner with bloggers, YouTubers, and industry experts to generate positive reviews and increase brand awareness.
3. Strategic Partnerships and Distribution:
- Form strategic alliances: Partner with companies in related industries to expand reach and leverage complementary capabilities. Examples include:
- Retailers: Secure distribution channels through partnerships with electronics stores and online retailers.
- Software developers: Integrate GPS-To-Go devices with other applications and services.
- Car manufacturers: Offer GPS-To-Go devices as optional accessories.
- Expand distribution channels: Explore new distribution channels to reach a wider audience, including:
- Direct-to-consumer sales: Establish an online store and offer direct sales to customers.
- International markets: Expand into new geographic regions with high growth potential.
4. Pricing Strategy:
- Competitive pricing: Analyze competitor pricing and adjust pricing strategies to remain competitive while ensuring profitability.
- Value-based pricing: Emphasize the value proposition of GPS-To-Go devices and justify premium pricing for high-end models.
- Promotional strategies: Offer discounts, bundles, and limited-time promotions to attract new customers and incentivize purchases.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with GPS-To-Go's core competencies in product innovation and user-friendliness, and its mission to provide affordable and reliable navigation solutions.
- External customers and internal clients: The recommendations address the needs of target customers by offering innovative features, competitive pricing, and convenient distribution channels. They also empower internal teams to focus on product development, marketing, and sales.
- Competitors: The recommendations acknowledge the competitive landscape and aim to differentiate GPS-To-Go from competitors by emphasizing innovation, affordability, and user experience.
- Attractiveness: The recommendations are expected to generate positive returns on investment (ROI) by increasing market share, revenue, and profitability.
6. Conclusion
By adopting a strategic approach that combines product innovation, targeted marketing, and strategic partnerships, GPS-To-Go can effectively challenge Garmin's dominance in the PND market. The company's strengths in innovation and user-friendliness, coupled with a focused marketing strategy and strategic alliances, position it for sustainable growth and success.
7. Discussion
Alternative strategies include focusing solely on price competition or pursuing a niche market strategy. However, these options carry significant risks. Price competition is unsustainable in the long term and may erode profitability. A niche market strategy may limit growth potential and expose GPS-To-Go to vulnerability from larger competitors.
Key assumptions include the continued growth of the PND market, the success of product innovation, and the effectiveness of marketing campaigns. These assumptions are subject to change, and GPS-To-Go must be prepared to adapt to evolving market conditions.
8. Next Steps
To implement the recommendations, GPS-To-Go should take the following steps:
- Develop a detailed strategic plan: Outline specific goals, objectives, and timelines for product development, marketing, and partnerships.
- Secure funding: Secure additional funding to support product development, marketing initiatives, and strategic partnerships.
- Build a strong team: Recruit experienced professionals in product development, marketing, and sales.
- Monitor progress and adapt: Continuously monitor market trends, competitor activities, and customer feedback to adjust strategies as needed.
By taking these steps, GPS-To-Go can position itself for success in the competitive PND market and achieve its goal of becoming a leading provider of affordable and reliable navigation solutions.
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Case Description
"GPS-to-GO is a successful company that has a wealth of brilliant researchers and scientists who have created advanced global positioning systems (GPSs) for complex air-traffic control and logistics systems. Now, the vision of one of the up and coming managers is to use GPS-to-GO's knowledge to dominate the consumer market with premium-priced and feature-rich GPS units. Even though GPS-to-GO is far ahead in terms of GPS technology, the consumer market demands low-cost units and yearly follow-on products, which requires drastically different skills than GPS-to-GO's typical five- to 10-year cost-plus government projects. One of the managers is tasked with how to meet the cost target and market window for the new product, while working with the same engineering group that caused the unit manufacturing problem and launch delays in the first place. The key issues concern 1) engineering-centric companies and their culture, business strategies and processes for managing new product development 2) the implications these strategies and processes have on addressing the needs of customers, shareholders and employees in a totally new market segment 3) the role managers can play in making critical decisions with a keen eye on roadblocks to success, such as culture, inadequate skills and overly optimistic and myopic visionaries. The case includes an Excel spreadsheet with break-even scenarios that professors can use to complement the teaching note. The case is intended for courses in managing new product commercialization, managing technology and innovation, strategic thinking, operations management and leadership."
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