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• Case | HBS Case Collection | December 2018 (Revised August 2019)

  Super Bowl Storytelling

  Shelle Santana and Jill Avery

  The one day a year when consumers not only tolerate but actually eagerly anticipate ads is during the NFL's Super Bowl. In sharp contrast to their behavior on the other 364 days of the year, consumers watch an average of 89 commercials per Super Bowl game for an average of 46 minutes. Why are consumers willing to spend 3.5x more time watching commercials on the Super Bowl than on any other day of the year? Perhaps because they have come to expect the best, most creative, most engaging storytelling of the year from advertisers. With one out of every three Americans glued to the game, advertisers know they have a captive audience and they go to great lengths to stand out in what is somewhat akin to a battle of the brands. However, at a cost of more than $5 million for a 30-second spot, is Super Bowl advertising worth it? And, which types of Super Bowl stories are more and less likely to "win" on the Super Bowl?

  Keywords: television advertising; entertainment; brand management; Marketing; Marketing Strategy; Marketing Communications; Advertising; Television Entertainment; Brands and Branding; Media; Cost vs Benefits; Advertising Industry; Media and Broadcasting Industry; Sports Industry; United States; North America;

  Citation:

  Santana, Shelle, and Jill Avery. "Super Bowl Storytelling." Harvard Business School Case 519-041, December 2018. (Revised August 2019.)  View Details

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• Case | HBS Case Collection | August 2019

  Huawei and the U.S.-China Trade War

  E. Ofek and John Masko

  In 2019, Chinese smartphone maker and telecommunications empire Huawei was preparing to launch its new flagship smartphone series, the Mate 30. After years of explosive growth, the previous 18 months had been a challenge for the company. In early 2018, Huawei’s planned smartphone launch in the U.S. had failed due to pressure from regulators who cited concerns about the company facilitating Chinese spying. Over the following months, a trade war between the U.S. and China had broken out, with Huawei at its epicenter. By mid-2019, after months of U.S. pressure and restrictions, Huawei found its supply chain for computer parts and software under siege and several governments around the world threatened to ban its 5G network equipment from their countries. In this unpredictable climate, Huawei founder Ren Zhengfei and his management team had to figure out not only how to successfully launch Mate 30 phones in the upcoming fall, but how to ensure the company’s long term viability.

  Keywords: Trade; Global Strategy; International Relations; National Security; Mobile Technology; Hardware; Volatility; Adaptation; Telecommunications Industry; China; United States; European Union;

  Citation:

  Ofek, E., and John Masko. "Huawei and the U.S.-China Trade War." Harvard Business School Case 520-017, August 2019.  View Details

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• Case | HBS Case Collection | August 2019

  Lemonade: Disrupting Insurance with Instant Everything, Killer Prices, and a Big Heart

  Elie Ofek and Danielle Golan

  Launching its first products in the fall of 2016 in New York, insurtech startup Lemonade was on a mission to disrupt the insurance market by using AI and behavioral economics principles. The company offered renters, homeowners and condo insurance and mainly targeted millennial, tech-savvy individuals with relatively few assets— customers who were less attractive to traditional insurers who had costly, labor-intensive, operations. By offering a delightful, bot-driven consumer experience, embracing a model that removed any incentive to deny claims and that let customers pick causes to donate leftover money to, building a loveable brand, and employing creative digital advertising – the company was able to grow at an impressive pace. By the end of 2018, Lemonade was active in 24 U.S. states, had insured 425,000 customers and was expecting sales (gross premiums) of over $57 million.
  In an effort to sustain the spectacular growth momentum, the co-founders sought to pursue ambitious plans in 2019, including the launch of new insurance product lines as well as international expansion. But limited resources and scarce management bandwidth suggested that taking on both moves simultaneously could be highly risky. In deciding which path to take, the leadership team had to consider whether it was more important at this stage to scale globally with the current product lineup or to cover a breadth of insurance categories and stay in the U.S. for now. Assessing the relevance of the business model and the role of AI for each of these moves, understanding the nature of consumers in different markets, and foreseeing competitive pressures from both incumbents and startups were key in making the right call.

  Keywords: Business Startups; Insurance; Technological Innovation; Business Model; Disruption; Brands and Branding; Growth and Development Strategy; Global Strategy; Decision Making; Insurance Industry; Technology Industry;

  Citation:

  Ofek, Elie, and Danielle Golan. "Lemonade: Disrupting Insurance with Instant Everything, Killer Prices, and a Big Heart." Harvard Business School Case 520-020, August 2019.  View Details

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