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• Case | HBS Case Collection | January 2019 (Revised October 2019)

  Glossier: Co-Creating a Cult Brand with a Digital Community

  Jill Avery

  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.

  Keywords: Brands; brand management; brand communication; retailing; e-commerce; DTC; influencer; digital marketing; social media; Startup; internet marketing; big data; crowdsourcing; Marketing; Marketing Channels; Marketing Communications; Brands and Branding; Marketing Strategy; Entrepreneurship; Venture Capital; Consumer Behavior; Distribution; Growth and Development Strategy; Consumer Products Industry; Beauty and Cosmetics Industry; Retail Industry; United States; North America;

  Citation:

  Avery, Jill. "Glossier: Co-Creating a Cult Brand with a Digital Community." Harvard Business School Case 519-022, January 2019. (Revised October 2019.)  View Details

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• Working Paper | 2019

  Minimalism as a Status Symbol: When and Why We Admire Conspicuous Non-Consumption

  Anne Wilson, Silvia Bellezza and Michael I. Norton

  Citation:

  Wilson, Anne, Silvia Bellezza, and Michael I. Norton. "Minimalism as a Status Symbol: When and Why We Admire Conspicuous Non-Consumption." Working Paper, October 2019.  View Details

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• Case | HBS Case Collection | February 2018 (Revised September 2019)

  The Marriott-Starwood Merger: Navigating Brand Portfolio Strategy and Brand Architecture

  Jill Avery, Chekitan S. Dev and Laure Mougeot Stroock

  In September 2016, Marriott completed its $13.3 billion acquisition of Starwood Hotels & Resorts, which added 11 brands to its already robust 19 hotel brand portfolio. Tina Edmundson, Marriott's global brand officer, was charged with making sense of the brand portfolio and designing a strategy that would clearly differentiate each brand from the others and a brand architecture system to communicate to consumers how to navigate among them. She would need to decide whether and how to prune brands from the portfolio, whether and how to combine brands through dual-branding and or sub-branding strategies, and whether, where, and how to use the Marriott parent brand to endorse the remaining brands.

  Keywords: brand management; brand architecture; brand portfolio; Merger; Hospitality Industry; services marketing; branded house; house of brands; sub-branding; Marketing; Marketing Strategy; Brands and Branding; Mergers and Acquisitions; Consumer Behavior; Advertising; Travel Industry; Accommodations Industry; Tourism Industry; United States; North America; Europe; Asia;

  Citation:

  Avery, Jill, Chekitan S. Dev, and Laure Mougeot Stroock. "The Marriott-Starwood Merger: Navigating Brand Portfolio Strategy and Brand Architecture." Harvard Business School Case 518-081, February 2018. (Revised September 2019.)  View Details

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