Away: Scaling a DTC Travel Brand
Away, a direct-to-consumer, digital native e-commerce seller of travel luggage, is debating how to invest its latest round of venture funding. How quickly could and should Away scale and what were the most promising growth trajectories to maximize its potential? Three decisions face the founders. Should Away continue to invest in driving growth in suitcases and other travel bags or was it time to begin to expand into other adjacent travel categories? How should they use the results of the company’s first customer segmentation study to select target segments and quantify their growth aspirations? What were the right distribution strategies moving forward following a series of pilots that included company-owned stores, temporary airport kiosks, and pop-up experiences with retailer partners?
Keywords: brands and branding; brand management; DTC; e-commerce; marketing; marketing strategy; entrepreneurship; venture capital; Consumer Products Industry; travel industry; brand extension; lifestyle brand; consumer behavior; customer segmentation; retailing; Scaling and Growth; Startup; Brands and Branding; Marketing Strategy; Marketing Channels; Entrepreneurship; Venture Capital; Consumer Products Industry; Travel Industry; United States; North America;
Citation:
Avery, Jill, and Joseph B. Fuller. "Away: Scaling a DTC Travel Brand." Harvard Business School Case 520-051, November 2019. View Details