Timbuk 2 Case Study
The Tao of Timbuk2 Herbert Reliza Drummond Columbia Southern University
Abstract
Timbuk2- a messenger bag producing company established in 1989 by founder and CEO, Rob Honeycutt, never would have imagined that his San Francisco based company today would continually provide a product that not only generated huge demands by new and loyal consumers but this invention also established a “pop culture” trend that would make messenger bags become more than just a tool that was being used in everyday urban adventures. Importantly, Timbuk2’s business strategy that encompassed both the use of Internet customer ordering technology- customizing bags to individual users, but also discovering new opportunities in globalizing their product(s) to diverse regions, like China, and ensuring that their unique, dependable, and customized messenger bags reached boarders outside the United States resulting with the increasing of both brand recognition and long-term profits.
Implications Surrounding Case There are many interesting aspects about Timbuk2’s business strategy that we will closely expatiate on especially in the following areas: (1) competitive dimensions driving sales; (2) shared competitive priorities; (3) assembly line dimensions; (4) supply chain flow charts for both Timbuk2 companies; and finally (5) other costs associated with sourcing products. Competitive Dimensions Driving Sales According to Jacobs & Chase (2010), customers face today an increased exposure to how they will chose and buy products that interest them and companies to include Timbuk2 respond accordingly by attempting to provide competitive dimensions in order to assist their competitive position within the market place and drive sales (p. 25). These
Abstract
Timbuk2- a messenger bag producing company established in 1989 by founder and CEO, Rob Honeycutt, never would have imagined that his San Francisco based company today would continually provide a product that not only generated huge demands by new and loyal consumers but this invention also established a “pop culture” trend that would make messenger bags become more than just a tool that was being used in everyday urban adventures. Importantly, Timbuk2’s business strategy that encompassed both the use of Internet customer ordering technology- customizing bags to individual users, but also discovering new opportunities in globalizing their product(s) to diverse regions, like China, and ensuring that their unique, dependable, and customized messenger bags reached boarders outside the United States resulting with the increasing of both brand recognition and long-term profits.
Implications Surrounding Case There are many interesting aspects about Timbuk2’s business strategy that we will closely expatiate on especially in the following areas: (1) competitive dimensions driving sales; (2) shared competitive priorities; (3) assembly line dimensions; (4) supply chain flow charts for both Timbuk2 companies; and finally (5) other costs associated with sourcing products. Competitive Dimensions Driving Sales According to Jacobs & Chase (2010), customers face today an increased exposure to how they will chose and buy products that interest them and companies to include Timbuk2 respond accordingly by attempting to provide competitive dimensions in order to assist their competitive position within the market place and drive sales (p. 25). These
References: Cachon, G. (2007). Where the heck is Timbuk2? Outsourcing, off shoring, and mass customization. Retrieved from http://org.business.utah.edu Jacobs, F. R., & Chase, R. B. (2010). Operations and supply chain management (13th ed.). New York, NY: McGraw-Hill. Tilin, A. (2005). Bagging the right customers. Retrieved from http://money.cnn.com/magazine/business2/business_archive/2005