More from these Authors

• Case | HBS Case Collection | August 2018 (Revised November 2018)

  Hubble Contact Lenses: Data Driven Direct-to-Consumer Marketing

  Jill Avery and Ayelet Israeli

  As its Series A extension round approaches, the founders of Hubble, a subscription-based, social media fueled, direct-to-consumer (DTC) brand of contact lenses, are reflecting on the marketing strategies that have taken them to a valuation of $200 million and debating changes to them that will allow them to grow their Business. Ensuring that their marketing dollars were being spent efficiently was critical to the data-driven management team and proving to be complicated as the company moved spending from digital marketing to offline media, which made attribution modeling more difficult. Decisions pertaining to product extensions, channel expansion beyond DTC e-commerce, and geographic expansion were also on the table to prove that Hubble's customer value proposition and operations could profitably scale.

  Keywords: advertising; DTC; direct to consumer marketing; health care; e-commerce; mobile; digital marketing; attribution; experimentation; experiments; churn/retention; customer lifetime value; Marketing; Marketing Channels; Marketing Strategy; Media; Brands and Branding; Marketing Communications; Online Advertising; Acquisition; Growth and Development Strategy; Customer Focus and Relationships; Health Industry; Consumer Products Industry; United States; North America; Europe;

  Citation:

  Avery, Jill, and Ayelet Israeli. "Hubble Contact Lenses: Data Driven Direct-to-Consumer Marketing." Harvard Business School Case 519-011, August 2018. (Revised November 2018.)  View Details

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• Other Unpublished Work | 2018

  The Upsides of Bingeing: How Consumption Rate Affects Perceptions of Consumers, Brands, and Experiences

  Anne Wilson and Anat Keinan

  Citation:

  Wilson, Anne, and Anat Keinan. "The Upsides of Bingeing: How Consumption Rate Affects Perceptions of Consumers, Brands, and Experiences." November 2018.  View Details

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• Case | HBS Case Collection | November 2017 (Revised October 2018)

  Brandless: Disrupting Consumer Packaged Goods

  Jill Avery

  Brandless, an online direct-to-consumer seller of upscale private-label consumer packaged goods, offered consumers a limited assortment of values-conscious products delivered directly to their homes with the simplicity of one fixed $3 price point that promised an average savings of 40% versus national brands through the elimination of the BrandTax, the hidden costs the company claimed consumers paid for a national brand. As the venture-funded startup entered the fiercely competitive CPG industry, it was simultaneously taking on both the world's greatest brands and the world's most dominant retailers. Could Brandless change the way consumers bought the essential items that filled their pantries and medicine cabinets? Industry pundits had long predicted both the death of brands and the death of brick and mortar retailing in the contemporary marketplace. Would Brandless be the final nail in the coffin?

  Keywords: marketing; brand; brands and branding; brand management; retailing; Retailing Industry; private label; direct to consumer marketing; ecommerce; digital marketing; consumer behavior; consumer packaged goods; venture capital; Startup; Marketing; Marketing Strategy; Disruption; Food; Product Marketing; Marketing Channels; Consumer Behavior; Brands and Branding; Consumer Products Industry; Beauty and Cosmetics Industry; Food and Beverage Industry; Retail Industry; United States; North America;

  Citation:

  Avery, Jill. "Brandless: Disrupting Consumer Packaged Goods." Harvard Business School Case 518-044, November 2017. (Revised October 2018.)  View Details

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