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• Case | HBS Case Collection | August 2020

  1928 Diagnostics: Fighting Antibiotics Resistance

  Ariel D. Stern and Daniela Beyersdorfer

  In 2019, the co-founders of the Swedish medical start-up 1928 Diagnostics, CEO Dr. Kristina Lagerstedt and COO Dr. Susanne Staaf, had to pick the right business model to commercialize their novel technology to hospitals and health care providers. Developed in partnership with research hospitals to help fight the global antibiotic resistance crisis, the firm’s cloud-based technology platform helped partners identify resistant genes and mutations in bacteria more quickly and accurately, allowing for easier outbreak cluster tracking in support of hospital infection control management, as well as better diagnostics and antibiotic selection. By 2019, they had raised $5 million, employed 16 people, and had their tool deployed at 24 partner sites in 10 different countries. Their decisions on which markets to focus on and with which business model would crucially impact the young firm’s chances at successfully converting existing users and attracting new clients.

  Keywords: Health Care and Treatment; Entrepreneurship; Leadership; Science-Based Business; Growth and Development Strategy; Business Growth and Maturation; Business Model; Technology; Health Industry; Medical Devices and Supplies Industry; Technology Industry; Europe; Sweden;

  Citation:

  Stern, Ariel D., and Daniela Beyersdorfer. "1928 Diagnostics: Fighting Antibiotics Resistance." Harvard Business School Case 621-025, August 2020.  View Details

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• Case | HBS Case Collection | January 2012 (Revised August 2020)

  The Swatch Group

  Rohit Deshpandé, Karol Misztal and Daniela Beyersdorfer

  In March 2011, Nicolas Hayek, the CEO of the leading Swiss watch manufacturer Swatch Group, reflected on the positioning of Omega, its revived flagship brand. Which marketing strategy would best allow it to confront its main competitor Rolex? And how would potential adjustments to Omega's product, pricing, distribution, and promotion strategies impact the sales of the Swatch Group's other 18 watch brands?

  Keywords: Marketing Strategy; Brands and Branding; Segmentation; Product Positioning; Manufacturing Industry; Consumer Products Industry; Apparel and Accessories Industry;

  Citation:

  Deshpandé, Rohit, Karol Misztal, and Daniela Beyersdorfer. "The Swatch Group." Harvard Business School Case 512-052, January 2012. (Revised August 2020.)  View Details

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• Case | HBS Case Collection | May 2020 (Revised August 2020)

  Brand Storytelling at Shinola

  Jill Avery, Giana M. Eckhardt and Michael B. Beverland

  Detroit, Michigan, aka “The Motor City,” is most known as the birthplace of most of the American classic automotive brands. It is a city filled with the rich history of the industrial age, the pride of American manufacturing, and of the soulful sounds of Motown music. It is also a place that more recently has become synonymous worldwide with rustbelt urban decay, characterized by abandoned factories, commercial buildings, and homes, soaring unemployment and homelessness, and a sense of despair since the city’s declaration of bankruptcy in 2013, which led to its other nickname, “America’s Warzone”. It was a surprising place to find the headquarters of a new luxury brand.
  Shinola, a luxury watchmaker and purveyor of stylized, retro-chic, and hipster-cool products, had aggressive goals to grow to 75-100 stores and consumers and store employees, many of whom had never been to Detroit, would need to become familiar with the Shinola brand narrative. Recent expansions of the brand into lower price point timepieces and the hospitality sector would have to be monitored, and future brand extensions and brand partnership opportunities evaluated to support an evolving new luxury lifestyle brand positioning. As they continued to expand the Shinola brand into international markets, the brand’s story, rooted in Detroit’s imagery, history, and lore, might have to be reconsidered to appeal to non-American audiences. Finally, the company found itself the subject of legal and cultural critique. A “RETHINK SHINOLA” artist movement was questioning its commitment to Detroit. The U.S. Federal Trade Commission had recently fined Shinola for unfairly claiming that its products were “made in Detroit,” putting its brand storytelling under the microscope.

  Keywords: Marketing; Brands and Branding; Marketing Communications; Advertising; Luxury; Consumer Products Industry; Apparel and Accessories Industry; Retail Industry; Detroit; United States; North America;

  Citation:

  Avery, Jill, Giana M. Eckhardt, and Michael B. Beverland. "Brand Storytelling at Shinola." Harvard Business School Case 520-102, May 2020. (Revised August 2020.)  View Details

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