Finding your way to Navman’s global headquarters on Auckland’s North Shore couldn’t be easier. Punch a few buttons on your in-car GPS navigation system made by Navman and the route to Kawana Street, Northcote, pops up on your dashboard screen.
But finding a parking place when you get there is a nightmare. The company’s on a roll. Resources are as tight as ever. Visitor and staff cars spill out from parking lots and down either side of the drive and street.
Even the trio that’s driven the company’s spectacular growth has to scramble for non-assigned spaces. For Peter Maire (founder and visionary), Steven Newman (finance and corporate) and Jim Doyle (manufacturing and human resources) there are few perks in the non-hierarchical company
Getting to work early was always one advantage the trio had. But back in late 2001, they were arriving even earlier. They were trying to cope with an enviable challenge: sales were set to double the following year to $65 million in 2002 and were on track to double again in 2003.
The key drivers were new products and new markets. During the late 1990s the company had made the decision to develop land navigation and communication technology. By 2001 products resulting from these developments were starting to take off in the US, Europe and Australasia. Navman was at the forefront. But how could it capitalise on these opportunities?.
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|Business Case Study No||UA-2003-004|
|Number of Pages||8|
|Category||Historical narrative; Teaching case|
|Setting - Country||New Zealand|
|Setting - City||Auckland|
|Industry||ICT (Information and communication technologies)|
|Source||Auckland, NZ. Publisher: University of Auckland Business Case Centre. Pages: 1 - 9|