Bimbra 4x4: The Growth Dilemma
(5 pages of text)
Bimbra 4x4 was established in 2010 as an after-market customization service providing aesthetic and functional modifications for off-road vehicles. The platform of choice was a utility vehicle called the Mahindra Thar, popular for its bare-bones design that allowed for a wide range of modifications. Bimbra 4x4 adopted a buffet-like approach to its business, where customers were able to pick and choose options to completely customize their vehicles according to their taste and budget. The customer service, quality, and quick turnaround time made this service a preferred choice among off-road enthusiasts. Competition came from two very different segments. The first was local garages offering rudimentary vehicle modifications; the second was the vehicle manufacturer itself. Bimbra 4x4 needed to stabilize and grow based on an understanding of the competitive forces. Was the orientation toward the Mahindra Thar justified or was it a narrow dependence on a single platform? How could the business grow from a one-platform, one-location business into a sustainable multi-location company?
The case is suitable for introductory courses on concepts of segmentation, targeting, and positioning in a post-graduate marketing management program. After completion of the case, students should be able to:
- Use Michael Porter’s five forces analysis to prepare a competitive forces map to assess a business.
- Understand the growth dilemma facing a niche player in the turbulent dynamics of an emerging market economy.
- Apply a segmentation, targeting, and positioning strategy analysis to evaluate the strategic positioning of a business.
India, Small, 2015
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