More from the Author

• Teaching Note | HBS Case Collection | March 2018

  Mavi: Fashioning a Path to Brand Growth

  Jill Avery and Gamze Yucaoglu

  Mavi, a leading Turkish apparel retailer, had sales of $419 million in 2015, up 20%. Growth rates like these were becoming routine at Mavi. But, its path to growth was getting more challenging, and Turkven, Mavi’s private equity partner, was planning its exit 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 its brand to move up-market and/or down-market? Which type of brand value proposition offered the most future promise for brand extension: 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 as it was extended into new areas. Teaching Note for HBS No. 517-075.

  Keywords: marketing; marketing strategy; retailing; fashion; brand; brands and branding; brand management; brand extension; Brand equity; private equity; Marketing; Marketing Strategy; Brands and Branding; Growth and Development Strategy; Decision Choices and Conditions; Retail Industry; Fashion Industry; Turkey; Europe;

  Citation:

  Avery, Jill, and Gamze Yucaoglu. "Mavi: Fashioning a Path to Brand Growth." Harvard Business School Teaching Note 518-094, March 2018.  View Details

  CiteView DetailsPurchase

  Related

• Case | HBS Case Collection | February 2017 (Revised March 2018)

  BIM: Finding New Ways to Grow

  Michael Chu and Gamze Yucaoglu

  BIM, Turkey’s giant retailer with a hard-discount model for the popular segments, must decide whether to launch a brand-new format challenging the modern supermarkets. Since its founding in 1995, BIM has adhered to a business model based on a relentless focus on costs and operational efficiency, built on private labels and an unswerving limit on SKUs. Unprecedented in Turkey, the success of this retail concept propelled BIM to an IPO in the Istanbul Stock Exchange and to being the country’s largest retail company by market capitalization. Seeing an opportunity to pioneer the format internationally, the company was now also in Morocco and Egypt. While the hard-discount format was still growing, in 2014 Haluk Dortluoglu, the company’s CFO, began to develop an entirely new retail model for Turkey—FILE, a discount supermarket. FILE would carry many more SKUs in larger stores and compete head-to-head with national and local supermarkets. Throughout the year, in their various executive committee meetings, the senior executives of the company have debated the many issues posed by a totally different retail format and the advisability of launching it. Finally, in its first meeting of 2015, the company’s board of directors are set on reaching a decision on FILE.

  Keywords: Turkey; emerging markets; private sector; for-profit firms; business model; Business Strategy; competitive advantage; growth and development strategy; value creation; change management; decision; growth management; Emerging Markets; Private Sector; For-Profit Firms; Business Model; Business Strategy; Competitive Advantage; Growth and Development Strategy; Value Creation; Change Management; Decisions; Growth Management; Retail Industry; Turkey;

  Citation:

  Chu, Michael, and Gamze Yucaoglu. "BIM: Finding New Ways to Grow." Harvard Business School Case 317-097, February 2017. (Revised March 2018.)  View Details

  CiteView DetailsEducatorsPurchase

  Related

• Case | HBS Case Collection | February 2018

  EmQuest: Travel Distribution in the Digital Era

  Karim R. Lakhani and Gamze Yucaoglu

  EmQuest, Emirates Group’s travel distribution company, must decide what to do with its contract with the global distribution system it uses, Sabre. Since its founding in 1988, EmQuest was servicing travel agents in the MENA region by providing a connection to over 400 airlines as well as numerous other travel suppliers. EmQuest mainly relied on Sabre to provide this service to the agents, and its contract was coming to an end.
  In the last decade years, since the beginning of EmQuest’s Sabre contract, while EmQuest grew, a lot happened in the travel industry: the Internet transformed customer habits, low-cost carriers emerged, and the Middle East experienced a boom in tourism. The conditions under which EmQuest had first signed its contract with Sabre a decade before were much different in 2017.
  With change happening so rapidly and impacting the fundamentals of the travel business model so dramatically, it was a real challenge to predict where the industry would be in the next decade. Yet the management needed to make a decision regarding the Sabre contract in 2017, amidst such a whirlwind in the market.

  Keywords: UAE; emerging markets; for-profit firms; business model; Business Strategy; competitive advantage; growth and development strategy; value creation; change management; decision; Business Model; Competitive Strategy; Growth and Development Strategy; Decision Choices and Conditions; Travel Industry; United Arab Emirates;

  Citation:

  Lakhani, Karim R., and Gamze Yucaoglu. "EmQuest: Travel Distribution in the Digital Era." Harvard Business School Case 618-040, February 2018.  View Details

  CiteView DetailsEducators

  Related