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Target the Right Market (HBR Case Study and Commentary)
Avery, Jill; Steenburgh, ThomasArticle HBS-R1210K-EStrategySparkPlace is a two-year-old business with a hot new product: software that manages and measures the effectiveness of permission-based marketing campaigns for social media. The company is in the process of deciding on which of two customer segments to focus its strategy. Each segment has demonstrable advantages, but developing the product for and marketing to both segments simultaneously could pose big challenges. Is the argument against being "a...Starting at €8.20
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Competing with a Goliath (HBR Case Study and Commentary)
Avery, JillArticle HBS-R1610L-EStrategyTela, a Lima-based company that uses local, sustainable materials to make fashionable ponchos, has a formidable competitor--a large U.S. firm with a globally recognized brand that markets its ponchos as "of Peruvian design" (although they are made in Bangladesh). Alejandra Chirinos, Tela's founder, has gathered her team to decide how Tela can best position itself against the U.S. company. She believes in Tela's social mission of employing and tea...Starting at €8.20
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Marketing Reading: Competitive Strategies, Teaching Note
Avery, Jill; Gupta, SunilTeaching Note HBS-8159-EStrategyTeaching note for 8158.Starting at €0.00
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Second Thoughts About a Strategy Shift (HBR Case Study and Commentary)
Ofek, Elie; Avery, JillArticle HBS-R1412K-EStrategyAugustin Rey, the president of Emilia, a century-old clothing retailer in Spain, is determined to revamp the company's merchandising strategy and redesign some of its dowdiest stores. He also wants to do away with discounts, circulars, and special sales, and win customers over with a strategy he calls hablar claro--"straight talk." That means the same low prices every day. At first, Emilia's financial results were outstanding. But they've since s...Starting at €8.20
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Second Thoughts About a Strategy Shift (Commentary for HBR Case Study)
Ofek, Elie; Avery, JillArticle HBS-R1412Z-EStrategyAugustin Rey, the president of Emilia, a century-old clothing retailer in Spain, is determined to revamp the company's merchandising strategy and redesign some of its dowdiest stores. He also wants to do away with discounts, circulars, and special sales, and win customers over with a strategy he calls hablar claro--"straight talk." That means the same low prices every day. At first, Emilia's financial results were outstanding. But they've since s...Starting at €8.20
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Second Thoughts About a Strategy Shift (HBR Case Study)
Ofek, Elie; Avery, JillArticle HBS-R1412X-EStrategyAugustin Rey, the president of Emilia, a century-old clothing retailer in Spain, is determined to revamp the company's merchandising strategy and redesign some of its dowdiest stores. He also wants to do away with discounts, circulars, and special sales, and win customers over with a strategy he calls hablar claro--"straight talk." That means the same low prices every day. At first, Emilia's financial results were outstanding. But they've since s...Starting at €8.20
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Target the Right Market (HBR Case Study)
Avery, Jill; Steenburgh, ThomasArticle HBS-R1210X-EStrategySparkPlace is a two-year-old business with a hot new product: software that manages and measures the effectiveness of permission-based marketing campaigns for social media. The company is in the process of deciding on which of two customer segments to focus its strategy. Each segment has demonstrable advantages, but developing the product for and marketing to both segments simultaneously could pose big challenges. Is the argument against being "a...Starting at €8.20
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Competing with a Goliath (Commentary for HBR Case Study)
Avery, JillArticle HBS-R1610Z-EStrategyTela, a Lima-based company that uses local, sustainable materials to make fashionable ponchos, has a formidable competitor--a large U.S. firm with a globally recognized brand that markets its ponchos as "of Peruvian design" (although they are made in Bangladesh). Alejandra Chirinos, Tela's founder, has gathered her team to decide how Tela can best position itself against the U.S. company. She believes in Tela's social mission of employing and tea...Starting at €8.20
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Competing with a Goliath (HBR Case Study)
Avery, JillArticle HBS-R1610X-EStrategyTela, a Lima-based company that uses local, sustainable materials to make fashionable ponchos, has a formidable competitor--a large U.S. firm with a globally recognized brand that markets its ponchos as "of Peruvian design" (although they are made in Bangladesh). Alejandra Chirinos, Tela's founder, has gathered her team to decide how Tela can best position itself against the U.S. company. She believes in Tela's social mission of employing and tea...Starting at €8.20
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Target the Right Market (Commentary for HBR Case Study)
Avery, Jill; Steenburgh, ThomasArticle HBS-R1210Z-EStrategySparkPlace is a two-year-old business with a hot new product: software that manages and measures the effectiveness of permission-based marketing campaigns for social media. The company is in the process of deciding on which of two customer segments to focus its strategy. Each segment has demonstrable advantages, but developing the product for and marketing to both segments simultaneously could pose big challenges. Is the argument against being "a...Starting at €8.20