Introduction Hewden is a company that assumed its current trade name in 1999. It serves the building and construction industry through the provision of equipment for hire. It meets the market need for availing equipment that can be too costly to purchase as assets by respective builders and developers. The clients can appropriate only a small proportion of their revenues and capital expenditure on machinery and equipment to get the service offered by Hewden. On the other hand, Hewden retains the ability to service and lease the equipment to other firms repeatedly. The business has an employee population of almost 900. It is currently serving the construction, infrastructure, industrial, and environmental industries with its range of products. Its primary service is the convenience service that allows clients to manage their jobs with ease and in a timely way. Consequently, Hewden has achieved its objectives by focusing on employee development, branch network, and being a leader in environmental, health, and safety training. A case study on Hewden is the basis of this paper’s research and discussion on the findings of competitive positions and marketing approaches by the company. This paper seeks to present a broad analysis of the present situation about the potential for the growth of Hewden in different business perspectives. The focus includes marketing strategies, marketing segmentation options, and responses to increased competition in the market. Others are issues to do with employee management, brand management, and business growth management. The paper will bring out critical business analysis tools like TOWS matrix and segmentation methods. It also explores aspects of competitive advantage derived from theoretical concepts of marketing and management, such as the Henry Mintzberg’s five Ps of strategy for dealing with marketing challenges (Mintzberg 2007). How Hewden can develop New Marketing Strategies The matrix helps a company to formulate a strategy through bringing together and evaluating the strengths and opportunities that are internal and external to the business respectively. It also brings together and evaluates the weaknesses and threats that are external to the company. There are four potential strategies to follow in the matrix; namely, weaknesses and threats (WT), weaknesses and opportunities (WO), strengths and threats (ST) and strengths and opportunities (SO) (Koontz 2009). In the first case of the WT strategy, a company considers its greatest weaknesses and opts to go for a survival strategy. For Hewden, a major weakness is the differentiated culture in its depots. In addressing the weakness, Hewden considers its market environment and the need to focus on customer care. Thus, it can embark on additional training for its workers in all its depots so that they can offer customers consistent levels of quality survive. As part of the training, the company will also need to consider the aging workforce as a factor (Brunold & Durst 2012). Rather than take them through vigorous training, which introduce many new concepts to their working roles, Hewden should reassign functions so that most of the aging workforce does the routine and core operations that require minor changes (Loretto, Vickerstaff & White 2007). Meanwhile,