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TOM TOM
- 2. AGENDA TOMTOM® EXTERNAL Analysis KEY SUCCESS Factors INTERNAL Analysis CORE Competencies COMPETITIVE Advantages Macro ˧ PESTEL ˧ Change Agents Micro ˧ Demand ˧ 5 Forces ˧ Strategic Profile ˧ Organizational Profile ˧ Strategic Segmentation ˧ Strengths/Weaknesses
- 7. 5FORCESPorterMicro Buyers Potential new entrants Suppliers Companies don’t have a lot of control. One major supplier, high switching costs Dependency on satellites. Subsitutes Many substituting products and applications that provide a similar experience. Reduces industry attractiveness STRONG WEAK STRONG Rivalry among competing sellers % STRONG WEAK
- 8. THREATS/OPPORTUNITIES O T The Green movement amongst consumers provide TOMTOM with an opportunity to use their strong R&D for creating more environmental. Increased global mobility Rapid growth of middle class in developed countries creates a new market opportunities Smartphones and other substitutes pose a threat but also creates an opportunity for Tom Tom expand to those markets and for example form alliances Threat of substitutes is high due to the fast technological advancements Growing use of multifunction devices Emergence of navigation applications The government restrictions posed on GPS devices and protectionism for sensitive information of countries People using more public transportation, car share Law enforcement against abuse of PNDs. Economic volatility
- 14. CompanyprofileProfile OBJECTIVES POLICIES HUMANRESOURCES - Better Maps - - Better Routing - - Better traffic - - Information - Corporate Social Responsibility - Community giving - - Environmental impact - - Supply chain management - To do business efficiently and profitability as well as responsible. Success for TomTom as a business is also a success for the individual employee. Young Talent Development Program Personal navigation plan
- 15. StrategicSegmentationStrategic Portable PNDs, Wearable technology Consumer Mobile devices vendors, Websites servers/integrated maps, GIS owners Licensing B2B Fleet Telematics Telematics Autos, Bikes, Trucks, RVs. Automotive
- 16. BenchmarkingAnalysisProfile Keysuccessfactor/competitive strength Product line - + Image / Reputation = = Product quality = = Customer interaction + - Competitive pricing - + Employee skills + - Know how + - R&D = = TOMTOM ®
- 19. COMPETITIVE Advantages Verticalintegration Employeesskillsand trainingprograms Brand recognition
- 20. Strategic
- 22. Product diversification Moving from the PND market to mapping services and applications. Product development Improving product attributes in order to sustain the market position. RecommendationsLong -
- 23. Market development Entering new markets (BRIC countries with expanding middle class: Brazil, Russia, India, and China, newly industrialised and industrialising countries such as Malaysia, Singapore, Taiwan, South Korea, Mexico, South Africa, and Indonesia.) . Forming strategic alliances Forming a partnership or a service agreement for example with a smartphone operator or manufacturer. This would allow TomTom an opportunity to expand to the emerging market of smartphones. Another possibility is to increase strategic alliances within the automobile industry Long
- 24. Tools for assessment Pros & Cons diagram and SWOT analysis were used to analyze the various options. Long
- 25. Long Diversification Geographical expansion Product Development Strategic alliances Pros Increased competitiveness, new opportunities to generate income More potential customers, Cost-effective way to maintain market position, Cost-effective, save time in R&D, exchange of expertise Cons Difficulty of having a clear image. High investments. Different purchasing habits and need to adapt. Risk of not welcome additions/changes Dependency Pros/ConsAnalysis
- 26. Long TOWSAnalysis - Brand recognition - Reliable technology - Know how - Sales rely on PND devices - High Liabilities-Less financial resources - Sales highly concentrated in Europe - Maturity of the market - Substituting products - Government restrictions - Increased global mobility - Rapid growth of middle class - New opportunities to expand with smartphones S W O T SO OW ST OT Diversification of product lines Expand geographically Product development Forming strategic alliances
- 29. ImplementationPlan Consumers B2C Automotive B2B Licensing B2B2C Telematics B2B Product Diversification Launch new categories of products such as: watches, cellphones, applications. Making new products such as maps, traffic and navigation software for cars. Geographical Expansion Having point of sales in developing countries. Having partnerships with wholesalers and retailers companies of developing countries. -Getting recognized in the B2B sector in emerging markets. -Sending employees to look for contacts At the moment they are only focusing on Europe. Therefore they should develop deeper their activities in North America and focus on developing countries. Product Development -Customization of products. -Updating data base periodically -After sales services -New designs features -After sales service -Improving design -Improving product features and developing cloud services -Offer more tools for the customers -Provide security information -Make the product easy to use. Strategic Alliances -Making alliances with cellphones manufacturers -Alliances with apps developers to give a new experience to the customers. -Forming alliances with car manufacturers. -Make strategic alliances with cellphones manufacturers -Work together with start-ups interesting in developing apps -Forming alliances with computing companies in order to acquire expertise.
- 30. TOMTOM®