INRIX

Since its inception in 2004, had INRIX, a leading global provider of traffic information and driving services, four rounds of financing from leading venture capital (VC) firms and by 2012 had received a positive cash flow for the past six quarters. Its founder, Bryan Mistele was looking to swing into high growth and faced several interesting options. However, competition in the industry was rapidly changing and Mistele also knew that while INRIX industry-leading technology platform and customized … Read more »

Since its inception in 2004, had INRIX, a leading global provider of traffic information and driving services, four rounds of financing from leading venture capital (VC) firms and by 2012 had received a positive cash flow for the past six quarters. Its founder, Bryan Mistele was looking to swing into high growth and faced several interesting options. However, competition in the industry was rapidly changing and Mistele also knew that while INRIX industry-leading technology platform and tailored services the company had set apart large location-based services companies could more easily into the sector, which is a significant threat. In recent years due to the proliferation of smartphones, large companies like Google and Apple had increased access to location data may be a risk, the real-time traffic information (RTTI) enter the room. Current competitor Navteq and Tele Atlas were also looking to grow through global expansion. Mistele also knew that the VC firms, the controlling stakes of the search were held at his company for cash soon, either a sale or on the stock market through an IPO. He considered both options and surveyed the challenges that each presented. If Mistele INRIX and decided to go public, Mistele would need to be confident that INRIX’s strategic position and skills to the company from competitors and potential market participants differed. INRIX “exit” options, sale or IPO suggested various organizational decisions about the company; Mistele asked how best to organize INRIX to defend the current position and to achieve growth, as in a larger and more complex environment act more

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from
Lynda M. Applegate
Ryan Johnson
Source: Harvard Business School
41 pages.
Release Date: 28, March 2012. Prod #: 812112-PDF-ENG
INRIX HBR case solution