Caso Camelbak
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MAIN PROBLEM
Camelback is a useful product for the market as it makes it easier to drink liquids and not get dehydrated while people are doing exercises. Before Michael Eidson develop his own backpack, it was so difficult to drink any liquid while in a cycling race. This special package, allowed Eidson to drink fluids without difficulty while sitting in his career. Also, the American armed forces did not have a package that would allow them to drink some liquid readily during wars. But in 1989, Michael Eidson developed a pack, allowing people to drink liquid in any situation and not have to stop.
One of the main events of the case is the sale of the company Kransco. This sale allowed the company to make a great innovation in the market for a backpack developed strong product line that led the company valued at 200 million.
STRATEGIES
After developing his first backpack Eidson basic, I notice that the package was a good way for drinks and those athletes do not become dehydrated. So he risked when I notice I was having success with the pack during the Gulf War in 1991.
One of the strategies implemented by CamelBak was after Eidson Kransco sold the brand, the model completely innovated by a camouflaged backpack and this was high praise. On the other hand, another member of the company, Chuck Hunter, is developing a research and development in the Valley Sosoma to launch a special line for the military of the U.S. armed forces. This market was important for the company as it is a clear target market and CamelBak.
CamelBak may be considered as “Original Equipment Manufacturers (OEM)”, because they buy some goods, such as dry goods, to produce the final product, a “backpack”. Another important part is that they had to consider the differences between markets in different locations as they had to use different materials for military and backpacks for those who practice extreme sports.
Another issue was that innovative Hunter had developed a system infrared reflective (LIRR). This system consists of several compartments placed in the backpack that protect soldiers from enemy forces. CamelBak consider should consider expanding its business, developing a reflective infrared system for camouflage used by soldiers of the armed forces. That would be more profitable for the companys future. Also the “water Beast” is a product developed by CamelBak allowing more income to the company as a tool that removes 99.9% of bacteria in the water. The organization shows that they did not sell a product only to customers but also wanted to satisfy all the needs they had.
We should note that CamelBak was much further, because I think Chuck Hunter good relations with its major customers, the army. CamelBak makes a product that will help or need to perform well in the war, while the army is receiving 90%, the