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

  JUUL and the Vaping Revolution

  Michael W. Toffel, John Masko and Sarah Mehta

  In the summer of 2018, San Francisco-based electronic cigarette (e-cigarette) maker JUUL Labs, was experiencing exponential growth. Sales of its JUUL e-cigarette had increased by 783% over the preceding year, projected revenues for 2018 topped $940 million, and the company had captured over 72% of the U.S. e-cigarette market. The company’s success had thrust it into the spotlight, and JUUL Labs found itself at the center of considerable controversy. Whereas the company’s stated goal was to provide tobacco smokers with a less harmful e-cigarette alternative, JUUL Labs’s products had proven widely popular with teenage high school students who had never smoked. Some advocacy groups and public policy makers speculated that the company had purposefully marketed its products to minors—an allegation JUUL Labs’s executives strongly denied. The company now faced an FDA probe and investigations by at least two state attorney generals. It needed a strategy to deal with its mounting regulatory and public relations problems.

  Keywords: electronic cigarettes; E-Cigarettes; vaping; Nicotine Replacement; JUUL; Juuling; Advertising; Online Advertising; Customers; Innovation and Invention; Marketing; Ethics; Brands and Branding; Marketing Communications; Marketing Strategy; Product Marketing; Corporate Social Responsibility and Impact; Social Issues; Technology; Technology Industry;

  Citation:

  Toffel, Michael W., John Masko, and Sarah Mehta. "JUUL and the Vaping Revolution." Harvard Business School Case 619-006, November 2018. (Revised February 2019.)  View Details

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• Supplement | HBS Case Collection | April 2018 (Revised February 2019)

  Improving Worker Safety in the Era of Machine Learning (B)

  Michael W. Toffel, Dan Levy, Astrid Camille Pineda, Jose Ramon Morales Arilla and Matthew S. Johnson

  Supplements the (A) case.

  Citation:

  Toffel, Michael W., Dan Levy, Astrid Camille Pineda, Jose Ramon Morales Arilla, and Matthew S. Johnson. "Improving Worker Safety in the Era of Machine Learning (B)." Harvard Business School Supplement 618-064, April 2018. (Revised February 2019.)  View Details

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• Case | HBS Case Collection | January 2019

  New Balance: Managing Orders and Working Conditions

  Michael W. Toffel, Eileen McNeely and Matthew Preble

  New Balance Athletics, Inc., a major U.S.-based athletic footwear and apparel brand, sources most of its footwear products from independent suppliers whose factories are located in China, Indonesia, and Vietnam. Monica Gorman, vice president of responsible leadership and global compliance, is seeking to combine data sets collected by different parts of the organization to see whether she and her colleagues in the company’s order management function can make a clear connection between the corporate social responsibility (CSR) results that her function tracks at the supplier level, with New Balance’s order placement practices.

  Keywords: Footwear; Athletic Footwear; manufacturing; CSR; Operations; Management; Production; Working Conditions; Corporate Social Responsibility and Impact; Apparel and Accessories Industry;

  Citation:

  Toffel, Michael W., Eileen McNeely, and Matthew Preble. "New Balance: Managing Orders and Working Conditions." Harvard Business School Case 619-002, January 2019.  View Details

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