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• Case | HBS Case Collection | November 2019

  Purple Innovation, Inc.: The Online to Offline Marketing Challenge

  Elie Ofek and Nakisha Williams

  This case focuses on Purple Innovation Inc. (Purple), a company that started out in the Direct to Consumer (DTC) mattress space. After a successful launch and IPO, with sales predominantly originating from its website, in late 2018 Purple was looking to sustain its growth momentum by partnering with traditional bricks & mortar players, such as Mattress Firm and Bed Bath and Beyond. Although the move had the promise of expanding the relevant customer base, it presented a marketing challenge: Could the company continue to rely on its previous digital advertising approach to drive offline sales? If so, how, and, if not, what other media outlets and messaging should be considered? The case forces students to analyze the digital strategy the company had previously used to generate hundreds of millions of dollars in online sales, and then propose a communication plan for generating 30% of sales offline. In doing so, students grapple with delineating the customer journey for buying a mattress online and in stores. The case can also serve as a vehicle to discuss the scaling challenges many disruptor DTC brands face.

  Keywords: digital marketing; offline sales; Marketing Strategy; Online Advertising; Growth and Development Strategy; Consumer Products Industry; Retail Industry;

  Citation:

  Ofek, Elie, and Nakisha Williams. "Purple Innovation, Inc.: The Online to Offline Marketing Challenge." Harvard Business School Case 520-040, November 2019.  View Details

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• Teaching Note | HBS Case Collection | August 2019

  Autonomous Vehicles: Smooth or Bumpy Ride Ahead?

  Elie Ofek

  Teaching Note for HBS No. 520-008.

  Citation:

  Ofek, Elie. "Autonomous Vehicles: Smooth or Bumpy Ride Ahead?" Harvard Business School Teaching Note 520-027, August 2019.  View Details

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• Case | HBS Case Collection | August 2019

  Huawei and the U.S.-China Trade War

  Elie Ofek and John Masko

  In 2019, Chinese smartphone maker and telecommunications empire Huawei was preparing to launch its new flagship smartphone series, the Mate 30. After years of explosive growth, the previous 18 months had been a challenge for the company. In early 2018, Huawei’s planned smartphone launch in the U.S. had failed due to pressure from regulators who cited concerns about the company facilitating Chinese spying. Over the following months, a trade war between the U.S. and China had broken out, with Huawei at its epicenter. By mid-2019, after months of U.S. pressure and restrictions, Huawei found its supply chain for computer parts and software under siege and several governments around the world threatened to ban its 5G network equipment from their countries. In this unpredictable climate, Huawei founder Ren Zhengfei and his management team had to figure out not only how to successfully launch Mate 30 phones in the upcoming fall, but also how to ensure the company’s long-term viability.

  Keywords: Trade; Global Strategy; International Relations; National Security; Mobile Technology; Hardware; Volatility; Adaptation; Telecommunications Industry; China; United States; European Union;

  Citation:

  Ofek, Elie, and John Masko. "Huawei and the U.S.-China Trade War." Harvard Business School Case 520-017, August 2019.  View Details

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