Timbuk2 Case Study Belinda Walker MG 390 Operations Management Professor: Phillip Durham Timbuk2 Case Study Rob Honeycutt began Timbuk2 in San Francisco‚ California in 1989. The bicycle messenger wanted to create a bag that was durable but stylish enough to be marketable. He used an old sewing machine to make a bag different from the traditional back pack. He is asked about these handlebar bags by other people while he is still working as a messenger. With an investment of two hundred dollars
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CASE STUDY A case study on the Performance of Timbuk2 The two categories of products that Timbuk2 make and sell include customs and classic messenger bags manufactured in the headquarters in San Francisco and the new laptops sourced in China. The products are well attached to their customers COMPETITIVE DIMENSIONS Different customers also tend to be attracted by different attributes provided by different firms. The key competitive dimension that drives sales in the custom
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There are many key competitive priorities that are the driving sales force behind Timbuk2 custom messenger bags‚ but they all fall under one simple word: quality. The company takes pride that their bags are “more than a brand‚ more than a bag” (Jacobs & Chase‚ 2010). They are dependable-many customers has had their bags for decades. They are considered to be indestructible. They are also uniquely custom to each customer‚ customers develops a strong‚ emotional attachment between themselves and
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THE TAO OF TIMBUK2 CASE 1. Consider the two categories of products that Timbuk2 makes and sells. For the custom messenger bag‚ what are the key competitive dimensions that are driving sale? Are their competitive priorities different for the new laptop bags sourced in China? In today’s global market not only is there a trend mounting toward shopping online but also product customization to meet and satisfy individual requirements. Timbuk2 has done just that‚ that in the bag market. In the year
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Case 1: Daikin China (word count 983) Daikin? Maybe you are not familiar with this brand. It doesn’t matter. When Daikin entered China market in 1990‚ many Chinese consumers always asked same questions‚ “What is Daikin?”‚ “Where does Daikin come from?”‚ “What products does Daikin operate?”‚ or “Is it a Korea brand?”. But now‚ Daikin becomes the No.2 air-conditioning manufacturer in the world which is only fall behind Carrier‚ the US air-conditioning giant who was the inventor of air-conditioning
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1. Introduction This report focuses on the case studies of the Levi Jeans workers and the California Auto Club reengineering customer service. It looks at operations management as a source for gaining a competitive advantage and overcoming potential problems experienced within and organisation or workplace. The questions to be reviewed are as follows: Jeans Therapy - Levi’s factory worker are assigned to teams‚ and morale takes a hit: 1. What went wrong with Levi’s move to teams in their plants
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The Tao of Timbuk2 The Tao of Timbuk2 According to the case study‚ The Tao of Timbuk2‚ the Timbuk2 bag is indestructible and it is common for it to outlive jobs‚ personal relationships‚ etc. The website allows the customer to design the bag exactly how the customer would like it. Timbuk2 awards their customers a lifetime warranty on all their products. If there is a defect in the materials or workmanship‚ Timbuk2 will repair or replace the bag. A key competitive
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It was July 2002 and Theodore Streng‚ Head of Supply Chain Management (SCM) of SIG Combibloc‚ the second biggest supplier of aseptic packages for food and beverages just tried to prioritize the aspects he was about to present at the meeting of the executive committee on strategic positioning. The key issue of this meeting was the benchmark report which compared SIG Combibloc to its main competitor Tetra Pak. The results of the study were striking: “Whereas both companies are head to head in
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Operation management week 3-2 1. what is the reason for formulating and implementing an operation and supply chain strategy? The implementation of an operations and supply chain strategy is necessary for an organization in order to provide a clear vision of the value they will provide to the customer. The strategy should detail the competitive advantage the organization seeks to obtain and deliver. To develop a successful strategy‚ the organization must understand the values held by the customer
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Operations management and operations strategy are two very important undertakings for any company that is involved in the production of products and services. This is because operations management ensures that raw materials are successfully converted to finished goods‚ while operations strategy makes sure that whichever goods or services produced have a competitive advantage over similar products offered by rival companies. It is from the business strategy that the operations strategy is derived
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