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

  Mavi: Fashioning a Path to Brand Growth

  Jill Avery and Gamze Yucaoglu

  This case examines the strategic choices and business model with regards to branding at Mavi, a leading Turkish apparel retailer. The case is presented from the perspective of the company CEO and its global brand director who is also part owner. In 2015, Mavi had sales of $419 million, up 20% from the previous year. Growth rates like these were becoming routine at Mavi. But, the path to growth was getting more challenging, and Turkven, Mavi’s private equity partner, was planning its options after seven years of investment. There were three growth levers Mavi could pull, but each involved selecting one growth path while neglecting another. Should the company invest in growth domestically or internationally? Should they change the price positioning of the brand to move upmarket or down market? Which value proposition offered the most future promise: functional differentiation, lifestyle differentiation, or celebrity endorsement? Managers realized that these choices would not only determine the company’s short-term growth trajectory, but also shape the longer-term value of the Mavi brand.

  Keywords: marketing; marketing strategy; brands and branding; brand management; brand architecture; brand portfolio strategy; brand positioning; international expansion; Turkey; retailing; fashion; pricing; fast fashion; emerging economies; growth and development strategy; brand extension; Marketing; Marketing Strategy; Brands and Branding; Emerging Markets; Growth and Development Strategy; Expansion; Decision Choices and Conditions; Fashion Industry; Retail Industry; Turkey; Europe; Asia;

  Citation:

  Avery, Jill, and Gamze Yucaoglu. "Mavi: Fashioning a Path to Brand Growth." Harvard Business School Case 517-075, May 2017. (Revised 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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