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This case describes the unique concept of "museum retail" that was introduced and championed by Adrian Cheng, Founder of the K11 Group and K11 Art Foundation. His mission is to help the ecosystem of art and culture among the young generation, and to bring art to his customers through art exhibitions and education in a retail mall setting. The core values of K11 are art, people, and nature all integrated into an art mall environment. The first K11 Art Mall opened in Hong Kong in 2009. It became the forerunner of the K11 Art Malls at several major cities in China (Shanghai, Wuhan, Shenyang, and Guangzhou). This case highlights the role played by Rebecca Woo (Senior Director, Operations, Hong Kong, K11 Concepts Limited) in fulfilling the mission of K11 while maintaining a strong position in an increasingly competitive market. She focuses on the millennial customers, the fastest-growing segment in the retail market. These customers are highly attracted to the unique blend of art and commerce and the emphasis on the shopping experience. K11 engages them by considering multiple factors that influence their motivation. Using K11's Christmas program in 2017 as an illustration, this case offers the students a grand tour of the planning, design, development, and launch of a highly successful marketing program. Importantly, the case illustrates how K11 creates the unique multisense experience that influences customers' feeling, thinking, and behavior.

In early 2018, Nestlé announced the sale of its U.S. candy-making division and a select collection of twenty of its confectionery brands, including the Nestlé Crunch Bar, to Ferrero SpA for $2.8 billion. Under the terms of the Nestlé acquisition, each of the purchased confectionery brands was permitted to use the Nestlé parent brand name for one year after the close of the sale. After that time, the Nestlé Crunch Bar would be rebranded with the Ferrara parent brand (i.e., Ferrara Crunch Bar). As the Nestlé Crunch Bar brand transitioned to its new owners, it was time for some serious brand analysis to assess the brand equity of Nestlé Crunch Bar and plot a course for its future growth. How strong/weak was the brand? What were its sources of brand equity that could be leveraged in brand storytelling? Which types of messages might attract new consumers to the brand and what might work to cause infrequent users to purchase more often? Did the product itself need to be changed? Were there brand extension possibilities? Luckily, an old consumer research study on the Nestlé Crunch Bar conducted by Professor Gerald Zaltman was found on the shelves at Harvard Business School. The study used an innovative market research methodology developed by Professor Zaltman, the Zaltman Metaphor Elicitation Technique (ZMET), which had proven to be useful to brand managers hoping to better assess and understand their brands. The research methodology and raw data from Professor Zaltman's ZMET study on the Nestlé Crunch Bar are presented in the original case as tools to help students assess and understand the brand equity of the Nestlé Crunch Bar and map its future strategic course. In this (B) case, the data from the study is analyzed and an executive summary of the results is presented.

In early 2018, Nestlé announced the sale of its U.S. candy-making division and a select collection of twenty of its confectionery brands, including the Nestlé Crunch Bar, to Ferrero SpA for $2.8 billion. Under the terms of the Nestlé acquisition, each of the purchased confectionery brands was permitted to use the Nestlé parent brand name for one year after the close of the sale. After that time, the Nestlé Crunch Bar would be rebranded as Crunch Bar with an endorsement from its new parent brand, Ferrara Candy Company, a division of Ferrero SpA. As the Nestlé Crunch Bar brand transitioned to its new owners, it was time for some serious brand analysis to assess its brand equity and plot a course for its future growth. How strong/weak was the brand? What were its sources of brand equity that could be leveraged in brand storytelling? Which types of messages might attract new consumers to the brand and what might work to cause infrequent users to purchase more often? Did the product itself need to be changed? Were there brand extension possibilities? Luckily, an old consumer research study on the Nestlé Crunch Bar conducted by Professor Gerald Zaltman was found on the shelves at Harvard Business School. The study used an innovative market research methodology developed by Professor Zaltman, the Zaltman Metaphor Elicitation Technique (ZMET), which had proven to be useful to brand managers hoping to better assess and understand their brands. The research methodology and raw data from Professor Zaltman's ZMET study on the Nestlé Crunch Bar are presented in the case as tools to help students assess and understand the brand equity of the Nestlé Crunch Bar and map its future strategic course.

On December 5, 2018 The Oak View Group (OVG) broke ground on the Seattle Center Arena (SCA) project. The cost of the project was not insignificant-and it continued to rise. Originally projected to cost $564 million, at groundbreaking the price tag stood at $850 million. Seattle sports fans were thrilled with the project. The city of Seattle had been without a winter sports team since 2008 when the Seattle SuperSonics, a National Basketball Association (NBA) franchise, left the city for Oklahoma. The SCA would be home to a new National Hockey League (NHL) franchise, and the hope was that, sooner rather than later, the NBA would return to Seattle. Tim Leiweke, cofounder and CEO of OVG, was ultimately responsible for the success of the project. A sports industry veteran with experience building sports facilities and developing event and sponsorship revenue for sports facilities, Leiweke believed music and live entertainment were critical to making the finances work. Leiweke would need to walk a fine line between promoting the SCA as venue for music and live entertainment, while at the same time, maintaining the trust and support of Seattle's sports fans.

World Wrestling Entertainment, Inc. (WWE) develops and presents scripted hero-versus-villain storylines featuring its wrestlers at hundreds of live events, on several weekly television shows, on its own over-the-top streaming service, and on social media, to millions of fans around the globe. In January 2018, buoyed by the $800-million-dollar company's strong prospects for further growth, WWE's chief brand officer Stephanie McMahon and her husband, Paul 'Triple H' Levesque, a WWE wrestler who also serves as the company's executive vice president of talent, live events, and creative, are discussing whether to add Ronda Rousey, who has made a name for herself as a judoka at the Olympics and as a mixed martial artist in the Ultimate Fighting Championship (UFC), to WWE's roster. Should WWE try to sign Rousey, and, if so, what kind of offer makes the most sense? And is WWE well positioned for further success in the world of entertainment?

Drums Food International Pvt. Ltd. (Drums Food) launched India’s first Greek yogurt brand, Epigamia, in 2015. Experiencing initial success with Greek yogurt, Drums Food went on to add another unique offering, lactose-free artisanal curd, targeting consumers with lactose intolerance. With these launches, Drums Food was building a well-differentiated, healthy brand to successfully tap the value-added dairy products market. However, in 2018, the road ahead was not without hurdles. To succeed, Drums Food needed to change the consumer mindset to ensure constant patronage of Epigamia. It also needed to defend itself against competitors who could launch similar products at competitive price points, leveraging the scale of their existing dairy businesses. Could Drums Food sustain the brand and build strong brand equity, enough that it could extend the Epigamia brand to more categories?

Future Retail Limited (Future Retail) had a unique business model and an aggressive growth strategy that helped to make it India's largest retailing organization. In 2017, Future Retail was expanding its network of stores, but a new retail landscape was emerging, as customers were shifting to e-commerce for large purchases, due to changing lifestyles and customer preferences, while continuing to shop at small mom-and-pop stores for smaller, quick purchases. Amid such changes, how would Future Retail be able to maintain its leadership position? As it sought a larger share of the retail pie, how would it deal with an increasing customer preference toward the convenience of online ordering? How would it handle the competition from omnipresent neighbourhood stores and cart vendors?

Glossier's proclaimed strategy was "born from content, fueled by community". The digital-first, direct-to-consumer beauty brand had experienced rapid growth, with sales up 600% in 2017 and a customer portfolio that grew by threefold. But, its founder, Emily Weiss, was not complacent. Instead, she dreamed of creating the world's first socially-driven brand that inserted its community into the buying experience so that the company was merchandising people, their opinions, and their content, just as much as they were merchandising products. As her team debates marketing strategies for 2018, they recognize the opportunities and challenges associated with managing Glossier's rapidly scaling brand community. While the community's support had emerged organically in the past, the team was now debating whether the company's next phase of growth would need to be fueled by a greater emphasis on paid peer-to-peer sales representatives, professional influencer marketing, paid media, and a physical market presence.

Marketers have long appreciated the value and power of storytelling. Stories fill brands with resonant and relevant meaning and empower brands to serve as critical elements in the lives of consumers. Mastering the art of brand storytelling is an increasingly important part of managing brands in the contemporary brandscape, as today, we live in a world filled with an ever-expanding panoply of physical and virtual media spaces and places within which to create and tell stories with and to our consumers. This technical note outlines how and why consumers respond to brand stories, illuminates the four elements that make up good stories, discusses the use of archetypal plots and characters and other storytelling appeals, and provides guidance and a template for creating resonant, relevant, authentic, and differentiated brand stories.

FODY Foods Inc. (Fody) was a Canadian-based entrepreneurial manufacturer and marketer of a line of food products designed for people suffering from irritable bowel syndrome (IBS), a condition that affected an estimated one billion people worldwide. With public awareness of the socially sensitive condition growing, Fody's founder needed to figure out how to market the company's line of products while creating a new category in the process.

In 2016, the promoters of Savourites Hospitality Private Limited, which owned the fine-dining restaurant 6 Ballygunge Place, in Kolkata, were visiting London to explore possible future growth plans. Their foray into the market of Bengali cuisine through 6 Ballygunge Place had been successful and had developed into a strong destination brand. With a view to growing, Savourites’ promoters had ventured into newer product offerings and had tried moving into new geographical markets. In order to expand the brand’s range, they had launched a pan-Asian restaurant; launched the Bengal Lounge, which revived the Bengali penchant for never-ending chat sessions; and started fixed-menu outlets as variants of their core offering, hoping to tap into the middle-class market. They had also moved into other locations within Kolkata and to other cities. Their various expansions and diversifications had gone well, and the team found that the bulk of the growing consumer base was the Bengali customers that they had hoped to attract. They wondered how to keep the growth momentum going while still appealing to this clientele.

The Institute of Technical Education (ITE) was established by the Singapore government as a post-secondary principal provider of vocational and technical education (VTE). This case study chronicles ITE's transformation from a public education institution that was plagued by social stigma into an award-winning institution. It relates how in Singapore, VTE and ITE were destigmatized through a multi-pronged approach that encompassed social marketing, industry partnerships, strategic planning, and government support.

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.

Aaron Slade, CEO of Snakes & Lattes (S&L), was tasked with overseeing the ambitious growth plan for the company. Snakes & Lattes was a chain of board game cafés in Toronto; customers could come and play board games, eat, drink, and have a good time. The firm had grown from one small location opened in 2010 to three locations in 2018, each larger than the last, and annual revenue had increased to $7 million. The company had announced plans to sell franchises in about 20 North American cities and open three more company-owned cafés. The immediate problem that Slade was wrestling with had to do with marketing strategy and communication. To date Snakes & Lattes had very controlled, centralized branding and communication, but each of the cafés was different due to its location, clientele, games, and history. With each venue having its own character there was room for more decentralized marketing, but only if it was not to the detriment of the brand. Two factors complicated this further: the company was involved in many non-café revenue-generating activities, and the planned rapid growth would exacerbate the existing problem of individual character of each café. Slade needed a strong marketing plan to complement the growth in locations.

While most firms are adept at defining product brands, they're less sure-footed with their corporate brands. What exactly does a parent company's name represent, and how is it perceived in the marketplace? A strong corporate identity provides direction and purpose, boosts the standing of products, aids in recruiting, and shores up a firm's reputation. To help organizations define theirs, the authors have devised a tool called the "corporate brand identity matrix." It guides teams through an examination of the nine components of corporate identity, which include mission, culture, relationships, and core values and promises. Often that exercise reveals broken links between the elements that executives need to align and strengthen. This article describes how companies have used the matrix to clarify their relationships with daughter brands, retool their identities to support new businesses, revamp their overall image, evaluate targets for acquisition, and more.

It is widely accepted that creativity influences critical organizational outcomes. Yet many practitioners struggle to design work routines that foster creativity. In response to this 'knowledge gap', scholars have increasingly studied job design factors that enhance or hamper creativity. The authors focus on one under-explored job design factor that may influence creativity: task switching. They show that, by forcing individuals to temporarily put tasks aside, a 'continual-switch' approach elevates creative performance by alleviating the tendency to cognitively 'fixate' on ineffective ideas or problem-solving strategies.

The core challenge in healthcare is not a lack of funding, commitment or individual skill. The key issue that demands disruptive innovation is that healthcare systems are highly fragmented. The author argues that the best solution is for healthcare vendors to engage more actively in the system as value chain partners. Actors across the healthcare value chain need to improve their public perception, and one way to achieve that is to work together in stronger partnerships. He explains why commercial vendors offer key knowledge and appropriate incentives as central actors in these partnerships.

Agriculture was Ireland's largest indigenous industry. Its agri-food sector was export-driven, with almost 90% of production exported. Bord Bia was the Irish government agency charged with the promotion, trade development and marketing of the Irish food, drink and horticulture industry. Bord Bia's CEO, Tara McCarthy, was shaping the government agency's new strategy amid a volatile socio-political environment (with Brexit and other cross border trade issues) and in light of consumer trends in the macro food and drink industry.

Sichuan Haidilao Catering Co., Ltd. (Haidilao) was the leading hot pot company in the Chinese market and the largest hot pot chain of restaurants in the world. Haidilao was famous for its extraordinary customer service, which had made it a legend in the catering industry. However, on August 25, 2017, a news report with online videos revealed that mice were in the kitchen of one of Haidilao’s restaurants, that dustpans and tableware were washed in the same sink, and that spoons intended for customer use were used to unclog blockages in the plumbing. How could Zhang Yong, the founder and chair of Haidilao’s board of directors, respond to the crisis, turn threats into opportunities, and prevent the recurrence of such a crisis?

Fishbowl is a social media app that allows professionals to connect with other relevant professionals both within their company and across industry. Unlike many other social media apps, on which users typically present idealized portraits of themselves, on Fishbowl, people get real. Fishbowl prides itself in being a "safe space" that allows users to feel comfortable interacting with candor - whether to ask difficult questions in order to give and get advice, or just to vent or crack jokes. A key part of the user experience is the ability to post anonymously. But to ensure relevance of posts, when a user signs up, Fishbowl verifies their identity by requiring them to provide their full name, employer email address, LinkedIn account and contact list. Fishbowl has several hundred thousand users and is now looking for ways to monetize the platform. As such, founders Loren Appin and Matt Sunbulli face a mission-critical decision: should they integrate employers into the platform? Although formally integrating employers would provide a much-needed revenue stream, at the same time Appin and Sunbulli worry that doing so could destroy the user experience. Is formalizing employer relationships antithetical to the safe space they have created?