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• Case | HBS Case Collection | October 2016 (Revised April 2019)

  Dwayne 'The Rock' Johnson

  Anita Elberse

  In June 2016, Dwayne ‘The Rock’ Johnson is planning for the upcoming launch of an endeavor that is a first for a Hollywood actor with superstar status—a digital channel. The channel (named “Seven Bucks Digital Studios”) will be a new part of film and television production company Seven Bucks Productions, which Johnson co-owns with his business partner and former wife, Dany Garcia. Under Garcia’s guidance, Johnson has made a successful transition from being a top wrestler with World Wrestling Entertainment to also climbing the ranks in Hollywood, becoming one of its most bankable and highest-paid actors. The two stand out for pursuing an ambitious slate of projects as producers as well, making Seven Bucks Productions a force to be reckoned with in the world of entertainment. Are Johnson and Garcia right to bet on a new digital channel, which is scheduled to make its debut on YouTube in the next month, and do they have the best approach to making that channel a success?

  Keywords: entertainment; film; motion picutres; digital strategy; superstar; innovation; Creative Industries; Talent; general management; celebrities; Management; Technology; Strategy; Talent and Talent Management; Creativity; Marketing; Personal Development and Career; Film Entertainment; Innovation and Invention; Entertainment and Recreation Industry; Motion Pictures and Video Industry;

  Citation:

  Elberse, Anita. "Dwayne 'The Rock' Johnson." Harvard Business School Case 517-059, October 2016. (Revised April 2019.)  View Details

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• Case | HBS Case Collection | April 2019

  American Ballet Theatre

  Anita Elberse, Tsubasa Nakajima and Melissa Rodman

  Kara Medoff Barnett, executive director of American Ballet Theatre (ABT), widely regarded as one of the world’s premier ballet companies, faces several challenges. It is June 2018. Despite its prestige, the company’s $45 million annual budget and $22 million endowment are far below those of peers like New York City Ballet, Paris Opera Ballet, and The Royal Ballet in London. Also, although those institutions rely heavily on talent developed in-house, ABT has traditionally mostly attracted dancers who had been trained elsewhere. Known for having featured some of the world’s most high-profile stars, ABT’s biggest current star arguably is Misty Copeland. What can Barnett learn about Copeland’s rise to fame that could help her have ABT’s other dancers’ stories resonate? Looking to the future of the ballet company more generally, how could Barnett promote a “constellation of stars,” as she puts it, rather than bank on one or two individual superstars? And what is the right balance for ABT between developing and acquiring talent?

  Keywords: performing arts; media; superstars; Talent; talent development; non-profit; contracts; labor economics; general management; Arts; Entertainment; Talent and Talent Management; Nonprofit Organizations; Marketing; Strategy;

  Citation:

  Elberse, Anita, Tsubasa Nakajima, and Melissa Rodman. "American Ballet Theatre." Harvard Business School Case 519-085, April 2019.  View Details

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• Case | HBS Case Collection | November 2018 (Revised April 2019)

  Nike: Changing the Sneakers Game

  Anita Elberse, Bryce Aiken and Howard Johnson

  “Our goal is to be the kind of start-up that would terrify Nike—if Nike didn’t already own us.” Ron Faris, general manager of S23NYC, a Manhattan-based digital studio owned by sports apparel giant Nike, is on the phone with Adam Sussman, Nike’s chief digital officer. It is June 1, 2018. Two years earlier, Sussman was behind Nike’s push to acquire Virgin Mega, a startup comprising Faris and his small team, which has since morphed into a studio that plays a pivotal role in Nike’s digital strategy. With the studio’s mobile app, SNKRS (pronounced “sneakers”), specifically, Nike seeks to strengthen its connection with the most fanatical of its fans—the sneakerheads—and “bring back the fun and emotion of buying,” as Sussman put it. Is Nike on the right path with its digital strategy and, in particular, with how it seeks to change the sneakers game and compete with rivals such as Adidas and Puma? Does it make sense for the company to pursue the kinds of innovations featured in the SNKRS app? And what kind of campaigns and activations should it prioritize in the future?

  Keywords: digital strategy; Digital technology; Apparel; fashion; superstar; innovation; general management; Mobile Technology; Strategy; Marketing Strategy; Innovation and Invention; Management; Sports; Entertainment; Apparel and Accessories Industry;

  Citation:

  Elberse, Anita, Bryce Aiken, and Howard Johnson. "Nike: Changing the Sneakers Game." Harvard Business School Case 519-039, November 2018. (Revised April 2019.)  View Details

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