學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Keep: Commercializing China's Mobile Fitness Unicorn
內容大綱
Recent years had witnessed the social phenomenon of the rise of Internet brands. Looking at Internet fitness unicorn brand Keep's brand commercialization process, Keep demonstrated the path of creation, product adjustment and upgrade, and brand extension logic of Internet app brands. Keep started as a single-tool app providing exercise content and data records, and gradually developed into a one-stop fitness and exercise platform by actively adjusting its brand goal, surpassing similar products to become the largest social platform for exercise in China. Keep then went through a bottleneck period where it had huge traffic but could not monetize it. Finally, Keep pursued commercialization, transforming into a comprehensive ecological fitness chain. Now, in April 2021, how would Keep respond to the competition and continue its strategic vision of providing a fitness ecosystem? Should its strategic focus continue to shift from online to offline? What should Keep's next steps be?