TomTom: Building and marketing a new business concept
In early 2008, the top management of TomTom, the world’s leading provider of navigation systems, met to review the strong results of the previous fiscal year. Looking back over the last five years, TomTom’s performance was impressive: The company had created a new industry and its revenues had exploded from €8 million to €1.5 billion However, the business environment was rapidly changing and the management needed to plan the next steps of the company’s future growth. Key issues for TomTom’s management were: How to sustain the company’s growth pace? As the market for navigation systems continued to boom, the company faced more competition and eroded margins. In the near future, a significant piece of its consumer business was likely to turn into an industrial market as more car manufacturers integrate navigation systems into the dashboard. This also raised the question of TomTom’s current business model: how sustainable can it be? How can the Dutch-based company add more services to its product portfolio and having been so successful, how can it prevent its organization from falling into the trap of complacency?
Developing and launching a product innovation. Creating a new business. Managing growth.
2008
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.
Research Information & Knowledge Hub for additional information on IMD publications
The case study delves into strategic transformation and leadership transitions at Unilever since 2009. Unilever has been an industry leader of busi...
Many companies overestimate customers’ appetite for sustainable products, flooding the market with offerings that don’t sell. The reality is, socia...
The case explores the efforts of Hamilton Mann, Group VP, Global Digital Marketing & Digital Transformation at Thales, to build a sales enablement ...
The (C) case describes the customer’s after-sales experience. The participants need to identify what went wrong again and how the brand might save ...
The (B) case describes the same customer’s follow-up experience in the same exclusive retail outlet. The case invites the participants to further i...
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in Harvard Business Review March-April 2024, vol. 102, issue 2, pp. 80-87
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
The (B) case describes the same customer’s follow-up experience in the same exclusive retail outlet. The case invites the participants to further i...
A short (A) describes the experience of a wealthy Chinese customer going to buy an exclusive watch in the retail outlet of a famous Swiss luxury br...
Research Information & Knowledge Hub for additional information on IMD publications
The (C) case describes the customer’s after-sales experience. The participants need to identify what went wrong again and how the brand might save ...
A short (A) describes the experience of a wealthy Chinese customer going to buy an exclusive watch in the retail outlet of a famous Swiss luxury br...