Branding and Politics: Nike and Colin Kaepernick

Jill  Avery; Koen  Pauwels

Case | HBS Case Collection | December 2018

Branding and Politics: Nike and Colin Kaepernick

by Jill Avery and Koen Pauwels

Abstract

Nike's selection of politically polarizing Colin Kaepernick as the spokesperson for the thirtieth anniversary of its iconic "Just Do It" campaign catapulted the brand into the media spotlight and made it a political flashpoint for consumers across America. Would the choice of Kaepernick positively or negatively affect Nike's business results or just generate a lot of social media chatter? As Nike's management team watched some people burn their sneakers in protest on YouTube and others applaud the company's behavior on Facebook, they wondered whether inserting Nike into the middle of a heated political debate was the right thing to do or the most reckless action Nike's brand stewards had ever taken, putting Nike's $30 billion brand asset at risk? After all, on social media, it was easy to say that one would boycott or buycott a brand due to one's political beliefs, but in the marketplace, other purchase criteria often reigned supreme.

Keywords: social media; digital marketing; entertainment; politics; activism; Brand equity; Marketing; Marketing Strategy; Brands and Branding; Marketing Communications; Sports; Advertising; Apparel and Accessories Industry; Sports Industry; Consumer Products Industry; United States; North America;

Language: English

Format: Print

35 pages

Educators

Citation:

Avery, Jill, and Koen Pauwels. "Branding and Politics: Nike and Colin Kaepernick." Harvard Business School Case 519-046, December 2018.

Case | HBS Case Collection | January 2019

Glossier: Co-Creating a Cult Brand with a Digital Community

Jill Avery

Glossier’s proclaimed strategy was “born from content, fueled by community”. The digital-first, direct-to-consumer beauty brand had experienced rapid growth, with sales up 600% in 2017 and a customer portfolio that grew by threefold. But, its founder, Emily Weiss, was not complacent. Instead, she dreamed of creating the world’s first socially-driven brand that inserted its community into the buying experience so that the company was merchandising people, their opinions, and their content, just as much as they were merchandising products. As her team debates marketing strategies for 2018, they recognize the opportunities and challenges associated with managing Glossier’s rapidly scaling brand community. While the community’s support had emerged organically in the past, the team was now debating whether the company’s next phase of growth would need to be fueled by a greater emphasis on paid peer-to-peer sales representatives, professional influencer marketing, paid media, and a physical market presence.

Keywords: Brands; brand management; brand communication; retailing; e-commerce; DTC; influencer; digital marketing; social media; Startup; internet marketing; big data; crowdsourcing; Marketing; Marketing Channels; Marketing Communications; Brands and Branding; Marketing Strategy; Entrepreneurship; Venture Capital; Consumer Behavior; Distribution; Growth and Development Strategy; Consumer Products Industry; Beauty and Cosmetics Industry; Retail Industry; United States; North America;

Citation:

Avery, Jill. "Glossier: Co-Creating a Cult Brand with a Digital Community." Harvard Business School Case 519-022, January 2019. View Details

Cite View Details Educators

Shiseido was in the midst of a six year corporate turnaround, trying to reverse the effects of decades of under-investment in R&D and marketing which had led to a cycle of declining customer support and brand value. Would the CEO’s VISION 2020 plan, centered on four strategies: 1.) increasing R&D spending from 1.8% to 3% of sales, 2.) investing an incremental ¥120 billion in brand-building marketing, 3.) moving to a “think global-act local” matrixed brand management structure, and 4.) rethinking brand portfolio strategy, be enough to achieve aggressive 8% per year sales goals while simultaneously increasing the company’s operating margin from 8% to 10% in the highly competitive and slow growing beauty industry?

The one day a year when consumers not only tolerate but actually eagerly anticipate ads is during the NFL's Super Bowl. In sharp contrast to their behavior on the other 364 days of the year, consumers watch an average of 89 commercials per Super Bowl game for an average of 46 minutes. Why are consumers willing to spend 3.5x more time watching commercials on the Super Bowl than on any other day of the year? Perhaps because they have come to expect the best, most creative, most engaging storytelling of the year from advertisers. With one out of every three Americans glued to the game, advertisers know they have a captive audience and they go to great lengths to stand out in what is somewhat akin to a battle of the brands. However, at a cost of more than $5 million for a 30-second spot, is Super Bowl advertising worth it? And, which types of Super Bowl stories are more and less likely to "win" on the Super Bowl?

Faculty & Research

Branding and Politics: Nike and Colin Kaepernick

Abstract

Citation:

About the Author

More from the Author