Summary of the Case :

After working in the automotive sector for 25 years, Hugh Kemp felt the need to finish
something that was entirely original. He was considering making boats at first, but his
experience with cars convinced him to switch. He had designed the Naro Car concept while he
was Director of Engineering at Prodrive Automotive Technology. The vehicle is thin. After
Prodrive opted against pursuing the idea, Kemp got a license to work on it on his own and
established The Narrow Car Company.

Kemp was a seasoned entrepreneur with a wealth of corporate expertise, including in

engineering and manufacturing. She possessed the necessary technical know-how, business
savvy, and presenting abilities. But he didn't have the money to turn the concept of the Naro
Car into a functional prototype. He applied for funding from a number of sources, such as
supplier networks, business partners, and the UK Government's SMART award. In the end, he
was able to secure £57,000 in order to construct a frame-only prototype and a static rig for
steering system testing.

The Naro Car's narrow track design combines the comfort, safety, and load capacity of a car
with the agility of a motorcycle. The car has flexible load carrying options and can fit one or two
people. It has a special steering system that can manage roll, so even when the car leans like a
motorcycle, stability is maintained. Potential uses for the steering system's software include
enhancing the accessibility of transportation for people with disabilities.

There were difficulties in obtaining funding for the project's initial phases, especially for the
proof of concept. Kemp discovered how crucial it is to modify grant proposals to fit the
preferences and topics of particular patrons. The Naro Car has a wide range of prospective
clients. These include suppliers of technology like roll-control and steer-by-wire, niche
manufacturers looking to enter a new vehicle market segment, and end users looking for a new
personal transport option.

One market niche that traditional automakers presently overlook may be covered by the car. Its
use as a cab, city delivery vehicle, and commuter car has several advantages, including lower
fuel usage, less of an impact on the environment, less traffic, and faster travel times. The Naro
Car may generate new commercial prospects and international licensing opportunities for the
UK's automobile manufacturing industry.
Good things for Narrow Car:

● Entrepreneurial Vision: The development of the Naro Car was motivated by Hugh
Kemp's desire to build something special and his entrepreneurial vision. His background
in the automotive industry and love of engineering helped to shape the idea for a
compact car with cutting-edge technology.
● expertise and Experience: Kemp possesses strong technical expertise, business acumen,
and presentation abilities due to his vast corporate experience, which includes senior
positions at Lotus Cars and Prodrive Automotive Technology. This knowledge was
essential to his ideas' successful presentation and promotion.
● Possibility of Licensing: Getting a license from Prodrive to work on the Naro Car idea on
my own was a good move. Kemp was able to pursue his business endeavor and create
the product using only his own resources thanks to it.
● Government award: Kemp's ability to manage the financial landscape was proved by his
successful application for a £57,000 UK Government SMART award. With the help of this
grant, the Naro Car's early development was aided, allowing for the creation of a
frame-only prototype and a testing static rig.
● Novel Vehicle Concept: The Naro Car's distinct design, which includes a small track,
agility akin to a motorbike, and an advanced steering system with roll-control capability,
positioned it as a novel option for a variety of markets.
● Various Market potential: The Naro Car offered a range of market potential, such as
system technology for suppliers, personal transportation, and specialty car manufacture.
Its market attractiveness was increased by its prospective uses as a city delivery vehicle,
taxi, and commuter car.

Areas for Improvement:

● Funding Obstacles: The business owner had trouble getting money for the project's
initial phases. This demonstrates the difficulties that entrepreneurs frequently face
when trying to secure money for their proof of concept and points to the need for better
funding resource access.
● Learning Curve for Funding Applications: Kemp recognized that submitting funding
applications had a learning curve. Better alignment with the priorities of possible
funders can be achieved by entrepreneurs through the provision of more easily
accessible tools or assistance in navigating the intricate world of financing applications.
● Strategic Alliances: Funding was still required even though Prodrive provided
engineering capacity at a discount. Further financial and resource support might have
 been obtained by looking into more strategic alliances with possible investors or
business partners.
● Customizing grant proposals: Kemp emphasized the significance of customizing grant
proposals to the interests and themes of certain funders. Even though it is required, this
procedure can take a long time. To speed up the application process, a more clear and
uniform method could be helpful.
● Although the possible markets for the Narrow Car were mentioned, additional funding
may be attracted and the business case strengthened by implementing partnerships or
pilot initiatives.
● Marketing of Environmental Benefits: To appeal to environmentally sensitive customers
and investors, marketing methods should place a greater emphasis on the Naro Car's
potential environmental benefits, such as lower fuel usage and emissions.

Conclusion : In conclusion, the Naro Car project demonstrated technological ingenuity, market
potential, and entrepreneurial vision; nevertheless, financial and alliance issues needed to be
resolved for more success.

To sum up, Hugh Kemp's entrepreneurial adventure with The Narrow Car Company is a
fascinating story of ingenuity and tenacity in the automotive sector. After 25 years in the
automotive industry, he decided to take a chance and create the Naro Car, a narrow vehicle.
This was motivated by his ambition to create something comprehensive and entirely original.
The project had both noteworthy successes and difficulties.

Positively, Kemp's broad experience and expertise in the corporate sector, together with his
entrepreneurial vision, were crucial in the development of the Naro Car concept. Kemp's skill in
navigating the complexities of early-stage finance was proven by his ability to get a license from
Prodrive to develop the concept independently and his successful acquisition of a UK
Government SMART award.

Offering the agility of a motorcycle with the comfort, security, and load capacity of a car, the
Naro Car itself developed as a creative answer. Its innovative roll-control steering mechanism
demonstrated scientific creativity and has potential uses beyond personal transportation, such
as enhancing accessible transportation for the disabled.

Nevertheless, finance issues for the proof of concept and the requirement for strategic alliances
to close budget shortages emerged as obstacles. Kemp's experience with grant proposals
highlighted how difficult it is to obtain funds in the early phases of development. Furthermore,
even though the Naro Car might find a variety of uses, its position could be strengthened by
more convincing marketing of its environmental advantages and market validation.
The Naro Car initiative offers an opportunity for introspection and tactical improvement as it
navigates these difficulties. The project's success may depend on resolving financial issues,
developing strategic alliances, and improving communication tactics to highlight environmental
advantages. The potential of the Naro Car to revolutionize personal transport and open new
business streams for the UK automotive manufacturing sector remains promising, highlighting
the resilience and innovation inherent in entrepreneurial pursuits.