But, It's For a Good Cause

Elizabeth  Keenan; John  Gourville

Case | HBS Case Collection | November 2016

But, It's For a Good Cause

Abstract

Companies have long tried to enhance consumers’ perceptions of their firms and the products they sell in a variety of ways. Such efforts include the development of a brand image that the public views favorably, as in the case of Apple. It extends to the development of memorable advertising, as with Nike's “Just Do it” campaign. It includes associations with famous individuals (e.g., Michael Jordan) or with charitable entities (e.g., the Ronald McDonald House). And it encompasses efforts to be environmentally conscious, as when Starbucks buys from sustainable sources or when S’well encourages the purchase of its reusable water bottle to reduce the use of plastic drinking containers.

Keywords: social change; marketing and society; Social Marketing; Brands and Branding; Customers; Perception;

Language: English

Format: Print

8 pages

Educators

Citation:

Keenan, Elizabeth, and John Gourville. "But, It's For a Good Cause." Harvard Business School Case 517-062, November 2016.

Email mking@hbs.edu for a courtesy copy.

Back to the Roots (BTTR) is a start-up with a social mission to “undo food”—to reconnect people to where their food comes from. In late 2017, Back to the Roots cofounders Nikhil Arora and Alex Velez were contemplating their next move. The company had an eclectic portfolio of products, including ready-to-grow products, which included gardens in a can, and ready-to-eat products, which included cereals, and was being courted by two major players in each category. With an award-winning cereal-based snack bar in their hands, the duo was debating whether they should delve further into the ready-to-eat category. But it was a competitive space. They wondered whether they were ready to launch yet another new product and, if so, what this move would mean for their ready-to-grow product line. Which path would enable them to best achieve their growth goals?

Email mking@hbs.edu for a courtesy copy.

This Teaching Note explains the theory of the case and teaching plan for the case: Back to the Roots HBS case No. 518-073. Back to the Roots (BTTR) is a start-up with a social mission to “undo food”—to reconnect people to where their food comes from. In late 2017, Back to the Roots cofounders Nikhil Arora and Alex Velez were contemplating their next move. The company had an eclectic portfolio of products, including ready-to-grow products, which included gardens in a can, and ready-to-eat products, which included cereals, and was being courted by two major players in each category. With an award-winning cereal-based snack bar in their hands, the duo was debating whether they should delve further into the ready-to-eat category. But it was a competitive space. They wondered whether they were ready to launch yet another new product and, if so, what this move would mean for their ready-to-grow product line. Which path would enable them to best achieve their growth goals?

Faculty & Research

But, It's For a Good Cause

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