Harvard Case - Vivos Shelters: A Route to Stable Demand Post COVID-19 Pandemic
"Vivos Shelters: A Route to Stable Demand Post COVID-19 Pandemic" Harvard business case study is written by Arpita Agnihotri, Saurabh Bhattacharya. It deals with the challenges in the field of Strategy. The case study is 12 page(s) long and it was first published on : Dec 7, 2020
At Fern Fort University, we recommend Vivos Shelters adopt a multi-pronged growth strategy to capitalize on the burgeoning demand for safe havens and secure living spaces. This strategy will leverage Vivos' unique competitive advantage in underground shelters, focusing on product development, market expansion, and strategic partnerships to achieve sustainable growth and long-term profitability.
2. Background
Vivos Shelters, a company founded in 2011, offers a unique product: underground shelters designed to provide safety and security in the event of natural disasters, societal unrest, or global pandemics. The COVID-19 pandemic significantly increased demand for such shelters, highlighting the need for secure and isolated living spaces. However, Vivos faces challenges in scaling its operations, managing costs, and expanding its customer base.
The main protagonists of the case study are:
- Robert Vicino, the visionary founder and CEO of Vivos Shelters, who is passionate about providing safe havens for humanity.
- The Vivos team, which includes engineers, construction specialists, and marketing professionals dedicated to building and promoting the company's unique shelters.
- Potential customers, who are increasingly seeking secure and resilient living environments in a world facing growing uncertainty.
3. Analysis of the Case Study
SWOT Analysis:
Strengths:
- Unique product offering: Vivos' underground shelters provide a distinct and valuable solution for a growing market.
- Strong brand recognition: Vivos has established a strong brand presence in the niche market of survival shelters.
- Experienced team: Vivos boasts a skilled and experienced team with expertise in engineering, construction, and marketing.
Weaknesses:
- Limited production capacity: Vivos currently struggles to meet the increasing demand for its shelters.
- High costs: The construction and maintenance of underground shelters are expensive, limiting access for some potential customers.
- Limited marketing reach: Vivos' marketing efforts primarily focus on niche audiences, limiting its potential customer base.
Opportunities:
- Growing demand for safe havens: The global pandemic and increasing societal unrest are driving demand for secure living spaces.
- Market expansion: Vivos can expand its customer base by targeting new markets, such as governments, corporations, and wealthy individuals.
- Strategic partnerships: Vivos can collaborate with other companies in the survival and preparedness industry to increase its reach and product offerings.
Threats:
- Competition: New entrants and existing players in the survival shelter market pose a threat to Vivos' dominance.
- Economic downturns: Economic recessions could negatively impact demand for Vivos' high-priced shelters.
- Regulatory challenges: Governments may impose stricter regulations on the construction and operation of underground shelters.
Porter's Five Forces:
- Threat of new entrants: Moderate - The construction and engineering expertise required for building underground shelters poses a barrier to entry, but the growing market attracts new players.
- Bargaining power of buyers: Moderate - Customers have limited bargaining power due to the specialized nature of the product, but they can choose from competing providers.
- Threat of substitute products: Moderate - Alternatives like above-ground bunkers and fortified homes exist, but they offer less security and resilience.
- Bargaining power of suppliers: Low - Vivos has access to a wide range of suppliers for construction materials and equipment.
- Rivalry among existing competitors: Moderate - The market for survival shelters is relatively niche, but competition is increasing as new players enter the market.
Value Chain Analysis:
Vivos' value chain includes:
- Research & Development: Designing and innovating new shelter concepts and technologies.
- Procurement: Sourcing construction materials and equipment.
- Production: Building and equipping the underground shelters.
- Marketing & Sales: Reaching potential customers and generating sales.
- Customer service: Providing support and maintenance services to shelter owners.
Business Model Innovation:
Vivos can explore business model innovation by:
- Offering modular shelters: This would allow for more affordable and customizable options for customers.
- Developing subscription-based services: Offering maintenance and support packages for shelter owners.
- Partnering with insurance companies: Providing shelters as part of disaster preparedness insurance plans.
4. Recommendations
1. Product Development:
- Develop modular shelter systems: Offer customizable shelter options with different sizes and functionalities to cater to a wider range of customers and budgets.
- Invest in advanced technologies: Incorporate features like AI-powered security systems, renewable energy sources, and self-sustaining food production systems to enhance shelter functionality and appeal.
- Expand product portfolio: Offer complementary products like survival supplies, medical equipment, and communication devices to create a comprehensive preparedness solution.
2. Market Expansion:
- Target new customer segments: Expand beyond individual customers to include governments, corporations, and high-net-worth individuals seeking secure facilities for disaster preparedness or emergency operations.
- Explore international markets: Identify regions with high risk of natural disasters or geopolitical instability and adapt products and marketing strategies accordingly.
- Develop strategic partnerships: Collaborate with companies in the survival, security, and construction industries to leverage their expertise and reach new markets.
3. Strategic Partnerships:
- Collaborate with insurance companies: Offer shelters as part of disaster preparedness insurance plans, increasing accessibility and customer base.
- Partner with government agencies: Secure contracts for the construction of emergency shelters for disaster relief efforts.
- Join industry associations: Participate in relevant industry events and conferences to network with potential partners and customers.
5. Basis of Recommendations
These recommendations are based on a comprehensive analysis of Vivos' strengths, weaknesses, opportunities, and threats, taking into account the evolving market landscape and customer needs. They align with Vivos' core competencies in engineering, construction, and survival preparedness while ensuring long-term growth and profitability.
- Core competencies and consistency with mission: The recommendations focus on leveraging Vivos' existing expertise in shelter design and construction while expanding its product portfolio and market reach, aligning with its mission of providing safe havens for humanity.
- External customers and internal clients: The recommendations address the needs of both individual customers seeking personal security and institutional clients like governments and corporations seeking secure facilities for disaster preparedness or emergency operations.
- Competitors: By focusing on product innovation, market expansion, and strategic partnerships, Vivos can differentiate itself from competitors and maintain its competitive advantage.
- Attractiveness: The recommendations are expected to generate significant revenue growth, improve operational efficiency, and enhance Vivos' brand reputation, leading to long-term profitability.
6. Conclusion
By adopting a multi-pronged growth strategy focused on product development, market expansion, and strategic partnerships, Vivos Shelters can capitalize on the growing demand for safe havens and secure living spaces. This approach will ensure sustainable growth, long-term profitability, and a strong competitive position in the evolving market for survival shelters.
7. Discussion
Alternatives not selected:
- Focusing solely on individual customers: This would limit Vivos' growth potential and expose it to market fluctuations.
- Expanding into other industries: This would require significant investment and expertise, potentially diverting resources from core competencies.
Risks and key assumptions:
- Economic downturn: A significant economic downturn could negatively impact demand for Vivos' high-priced shelters.
- Regulatory changes: Governments may impose stricter regulations on the construction and operation of underground shelters.
- Competition: New entrants and existing players in the survival shelter market could erode Vivos' market share.
Options Grid:
| Option | Advantages | Disadvantages |
|---|---|---|
| Focus on individual customers | Lower marketing costs, established customer base | Limited growth potential, vulnerable to market fluctuations |
| Expand into other industries | Potential for diversification, new revenue streams | Requires significant investment and expertise, potential for distraction from core competencies |
| Adopt multi-pronged growth strategy | Sustainable growth, long-term profitability, strong competitive position | Requires significant investment and execution |
8. Next Steps
- Develop a detailed strategic plan: Outline specific goals, timelines, and resource allocation for each recommendation.
- Conduct market research: Gather data on customer needs, competitor analysis, and market trends to inform product development and marketing strategies.
- Establish strategic partnerships: Initiate discussions with potential partners in the insurance, government, and construction industries.
- Invest in technology and infrastructure: Upgrade production facilities and invest in new technologies to enhance shelter functionality and meet growing demand.
- Monitor progress and adapt strategies: Regularly assess the effectiveness of implemented strategies and adjust course as needed to ensure sustainable growth and profitability.
This comprehensive approach will enable Vivos Shelters to navigate the evolving market landscape, capitalize on emerging opportunities, and achieve long-term success in the growing market for safe havens and secure living spaces.
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Case Description
California-based Vivos Group (Vivos) built and sold luxury bunkers designed to withstand catastrophes. The founder himself had acknowledged that the majority of US residents could not afford them: while competitors offered bunkers with down payments as low as a US$1,300 -which middle-income consumers could afford-Vivos's $35,000+ bunkers were for the rich. By May 2020, several of Vivos's bunker properties were sold out, but it was uncertain whether this indicated some permanent change in consumers' buying behaviour or an effect of the COVID-19 pandemic. Vivos's founder now faced several challenges: should he focus on constructing more luxury apartment-based bunkers or low-cost, community-sharing bunkers to provide consumers with protection from COVID-19? What aspects of bunker management should he improve, given the criticism that bunker companies had made false claims about the air filtration systems in the bunkers? How could he help Vivos achieve growth in the long run?
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