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Timbuk2 Case

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Introduction

Timbuk2 has been a San Francisco original since 1989 and has reputation and a loyal following among real-life, hard-working bicycle messengers and cycling enthusiasts. In the case of “The Tao of Timbuk2” the company took some risk of losing its loyal customer base by moving its new productions to China. This paper will address the three questions for the 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 sales? Are their competitive priorities different for the new laptop bags sourced in China?
The key competitive dimensions driving sales for Timbuk2 are quality and speed of delivery. Product or service is defined by the two characteristics; design quality and process quality allowing for establishing a level of design quality that focuses on the requirement of the customer. (Chase) The most impressive competitive dimension for Timbuk2 is their custom bags are Delivery Speed. Once the order is completed by the customer on the Timbuk2 web site, a custom designed bag reaches the customer two days later. Customers and end consumers now dictate what will be produced, when products will be delivered and what they will pay for that level of service. The local manufacturing for Timbuk2 focus of custom messenger bag is a direct example of the driving need for speed in manufacturing to meet the expectation of customer. Internet ordering capability focuses on the consumer’s increasingly fast-paced lifestyle and expectations to have quality goods fast. (Tompkins)
The motivation to start some of Timbuk2 production in China was not just cheap labor costs, but also important was China's fast developing infrastructure, particularly in Shenzhen in southern China, where Timbuk2 has access to a rich supply of materials and the latest techniques in manufacturing because of the number of companies and factories there.

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