INRIX Harvard Case Solution & Analysis

Since its founding in 2004, INRIX, a leading global provider of traffic information and driver services, has received four rounds of funding from leading venture capital (VC) firms, and in 2012 had a positive cash flow for the past six quarters. Its founder, Brian Mistele, sought to turn the high growth and collided with several intriguing options. However, competition in the sector is changing rapidly and Mistele also knew that while the industry INRIX platform technologies and specialized services to create a company of one another, a great location-based services company could more easily enter into the sector, which creates significant threat. In recent years, the proliferation of smartphones, large companies such as Google and Apple, increased access to location data, potentially threatening to enter the real-time traffic information (RTTI) space. This competitor Navteq and Tele Atlas also looking to grow through global expansion. Mistele also knew that the venture capital firm, which held a controlling stake in the company looking to cash in the near future, or the sale or by taking the company public through IPO. He thought about both options and surveyed the challenges each presented. If Mistele INRIX and decided to go public, Mistele need to be sure that INRIX's strategic position and able to differentiate the company from competitors and potential entrants. INRIX to "exit" options for sale or IPO-also involves various organizational solutions for the firm; Mistele wondered how best to INRIX defend its current position and achieve growth, he continued to work in the larger, more complex conditions.
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by Lynda M. Applegate, Ryan Johnson Source: Harvard Business School 41 pages. Publication Date: March 28, 2012. Prod. #: 812112-PDF-ENG

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