Case | HBS Case Collection | July 2012 (Revised September 2012)

Warby Parker: Vision of a 'Good' Fashion Brand

by Christopher Marquis and Laura Velez Villa

Abstract

In its third year of existence and poised to double its workforce, Warby Parker attributed its success to an innovative approach in the eyewear industry and to the company culture that supported it. With a mission combining social and business goals, the company had articulated a stakeholder-centric model that benefited consumers through high-quality, fashionable, and affordable eyewear: the global community by donating, through sustainable channels, one pair of glasses per every pair sold; employees through a fun culture and inspiring work; and the environment, by becoming carbon neutral. The case covers the decisions that Warby Parker must make at the beginning of its third year of existence as a consequence of growth and in order to avoid losing momentum. Some of the challenges that Warby Parker faced were maintaining the company culture, finding adequate partners to preserve the quality of the "Buy a Pair, Give a Pair" program, and devising an integrated online and offline marketing strategy that fit the brand personality.

Keywords: entrepreneurship; innovation; business and society; social responsiblity; organizational behavior; Social Entrepreneurship; Growth Management; Corporate Social Responsibility and Impact; Brands and Branding; Organizational Culture; Marketing Strategy; Innovation and Invention; Apparel and Accessories Industry; Health Industry; United States;

Citation:

Marquis, Christopher, and Laura Velez Villa. "Warby Parker: Vision of a 'Good' Fashion Brand." Harvard Business School Case 413-051, July 2012. (Revised September 2012.)