Five years after the debut of his Netflix series - and on the eve of the launch of its sequel - fashion designer Santiago Navarro finds himself and his brand, Artemis, at a critical juncture. Unless he develops a sustainable growth strategy for the business, Artemis is in danger of languishing as an Argentinian niche brand, lacking economies of scale and scope. The case outlines several potential paths for growth in terms of target audiences, price points and product mixes, with each strategic alternative requiring a different business model and all requiring the brand to be more clearly defined and codified.

For marketers, budget averages have long equaled spending power â€" or vulnerability. When budgets are below average, CMOs seek more funding. When budgets are above average, CFOs seek to tighten the belt. However, the authors argue that marketing-budget averages can be misleading. Here’s what they learned about how marketing budgets break down across several more-specific factors â€" and how to make better comparisons â€" through their analysis of data from The CMO Survey.

Thirty-five years after its founding, the Red Bull energy drinks business continued to show strong growth globally. Over the years, the company had expanded its product line with different variants, such as sugar-free and flavoured Editions. More recently, the company had launched a sub-branded The Organics by Red Bull range that sat outside the energy-drinks category, and the AlphaTauri functional-fashion brand. The company had renamed one of its two F1 teams Scuderia AlphaTauri to provide a unique promotional platform for the fledgling fashion brand; one that was overtly endorsed by Red Bull. The case provides a basis for discussing the (dis)synergies between Red Bull and these extensions from a brand, consumer, and marketing perspective. An extensive set of PowerPoint (PPT) teaching slides that include 7 different videos - a Red Bull brand purpose video, cartoon medley, Flugtag commercial, Soap Box Race commercial, Backyard Digger (BMX), former UK CMO interview, the AlphaTauri launch - are available to Educators by request.

The case describes how Pret a Manger-a London casual-dining institution-was significantly adversely impacted by the COVID-19 pandemic, and how they tried to pivot by launching several business experiments in fast succession. The long-term outcome of these experiments was far from certain, but the case provides a solid basis for evaluating their potential merits and pitfalls.

This case has stimulated some of the most engaged discussions in my 25 years of case teaching. Students will embrace opposing sides in debating how much packaging versus other factors cause smoking behaviours: initiation, frequency, cessation, and relapse. Some students will argue passionately that removing any advertising and branding, especially that protected by international intellectual property laws (e.g., logos and trade dress), will have no effect and is largely punitive. The discussion can include whether consumers (in particular children and adolescents) have free will, more generally. The case is dense and packed with references given its legally sensitive nature, but this should not pose a barrier.

The Chartered Institute of Marketing in the UK defines marketing as: "The management process responsible for identifying, anticipating and satisfying customer requirements profitably" 1 This note describes the marketing process as characterized by four iterative stages: market analysis, design of the marketing strategy, synergistic alignment of the marketing mix, and marketing planning to guide tactical implementation and control.

Brand valuation is the process of estimating the financial value of a brand. The valuation of brands as intangible assets emerged in the 1980s, when brands were first capitalized on post-M&A balance sheets. Brands are also valued for non-reporting purposes.

This short, fictitious case provides a basis for discussing brand valuation for several purposes (e.g., capitalization of intangible assets on post-M&A balance sheets, input into managing and leveraging the brand across the business, setting transfer prices to optimize international taxation, setting rates for brand licensing agreements, evaluating brand ROI, and co-branding revenue splits between parties). It does so from the perspective of a luxury brand's chief marketing officer (CMO), Lena Müller, who is furthermore worried how the choice of valuation method might affect her annual bonus. Lena is particularly concerned by the vastly different valuations ascribed to leading brands by two of the leading league table providers, Brand Finance and Interbrand, who use different methods to do so.

Launched in East Africa, M-KOPA is an innovative pay-as-you-go solar system that provides reliable energy to low-income households. To serve these customers profitably, M-KOPA's solution relies on digital innovation and the integrated adaptation of every element business model, including a new profit model akin to the data-driven platform models of the likes of Amazon and Tencent. The founders' challenge was how best to continue growing their for-profit business in the face of new competition, while staying true to M-KOPA's social mission and values.

The case describes how Dollar Shave Club proved to be a disruptive force in the shaving industry, one dominated by Gillette for over a Century. It did so without a single patent to its name, and with a direct-to-consumer subscription and a content-based customer engagement model that was new to the shaving industry, but not to consumer products at large (e.g., Nespresso and Red Bull, respectively). The case demonstrates the disruptive power of a digital platform model, and highlights how new marketing capabilities can disrupt traditional channels. It challenges P&G owned Gillette to formulate a strategic response in light of Unilever's threat to acquire the upstart business. The case provides online links to a rich set of free videos that include a CEO interview, competitive advertising, and analyst commentary.

The new CMO of an extreme-race company is on the hook to come up with a way to further monetize the underexploited brand while also fixing customer pain points related to the registration process. She and the COO propose a premium membership that allows die-hard fans to buy early access to race registration, but tests on social media reveal strong animosity toward the program among some racers. Should the company pull the plug or move forward, potentially upsetting the company's most loyal customers? This fictional case study features expert commentary by Michael Bolingbroke and Huib van Bockel.

The new CMO of an extreme-race company is on the hook to come up with a way to further monetize the underexploited brand while also fixing customer pain points related to the registration process. She and the COO propose a premium membership that allows die-hard fans to buy early access to race registration, but tests on social media reveal strong animosity toward the program among some racers. Should the company pull the plug or move forward, potentially upsetting the company's most loyal customers? This fictional case study features expert commentary by Michael Bolingbroke and Huib van Bockel.

The new CMO of an extreme-race company is on the hook to come up with a way to further monetize the underexploited brand while also fixing customer pain points related to the registration process. She and the COO propose a premium membership that allows die-hard fans to buy early access to race registration, but tests on social media reveal strong animosity toward the program among some racers. Should the company pull the plug or move forward, potentially upsetting the company's most loyal customers? This fictional case study features expert commentary by Michael Bolingbroke and Huib van Bockel.

A handful of global players dominated the telecommunications infrastructure industry in 2007. The benefits to scale were significant: substantial funding requirements were necessary to sustain continuous innovation and development of networks, products and services; key customers themselves were globalising (e.g., operators such as Telefónica and Vodafone); and low-price competition from Asia (e.g., Huawai) increased pressures towards consolidation. In 2006, French Alcatel and the US firm Lucent Technologies joined forces and in 2007 Nokia Siemens Networks (NSN) was established.

In 2011 Nespresso, the premium single-serve coffee brand of the multinational Swiss company Nestle, found itself at a crossroads. Between 2006 and 2010 Nespresso had managed to nearly triple sales - from CHF 1.16 billion to well over CHF 3 billion. But despite its meteoric growth in recent years, competitors were moving to try to challenge Nespresso's dominance of the premium single-serve coffee market by launching their own single-serve concepts. Some of these competitors had developed capsules compatible with the Nespresso system, and had aggressively pushed into the supermarket channel where Nespresso itself remained completely absent. Nespresso had to understand the degree to which it could sustain its competitive advantage in the premium single-serve coffee market in the face of growing competition, and develop strategies to address the growing threat of competitors who were offering Nespresso compatible capsules. The case helps students to develop a deeper understanding of the concepts of innovation, branding, business system fit, sustainable competitive advantage and responding to low-cost competitors. It is intended for MBA courses in Strategic Management, Innovation and Marketing. It can also be used in executive education programs, for example as part of a competitive strategy program to discuss issues related to strategy, competitive advantage and responding to low-cost rivals.

In 2004, Red Bull found itself at a crossroad, challenged with defending its 70% worldwide market share of the €2.5 billion energy drinks category that it had pioneered. Through a combination of buzz marketing tactics, decentralised distribution and sponsorship of extreme sports and pop culture events, Red Bull had managed to build a certain mystique, which was central to building its appeal among its targeted customers, 18-35-year-olds.