More from the Author

• Case | HBS Case Collection | January 2018 (Revised May 2019)

  Adeo Health Science: Turning a Product into a Brand

  Elizabeth A. Keenan and Jill Avery

  For decades, American parents were warned to avoid introducing potential allergens to their babies prior to their first birthday. But two influential clinical studies caused the medical establishment to radically reverse its position. Parents were now warned that delaying the introduction of these types of foods increased a baby's risk of food allergies. Adeo Health Science was ready, with patents filed for a baby food that made it simple for parents to introduce allergens. Now, the new company had to turn its product into a brand and map its go-to-market strategy, including creating a compelling value proposition, choosing a path to market that was either direct-to-consumer, through grocery retailers, or via the physician channel, and planning its marketing communications and sales strategy. As a new startup with constrained resources, the company knew its marketing decisions would make or break the new product.

  Keywords: marketing; Startup; entrepreneurship; health care; consumer; consumer products; branding; brands and branding; marketing strategy; Marketing communications; Distribution; retailing; go to market strategy; Marketing; Marketing Channels; Marketing Communications; Brands and Branding; Marketing Strategy; Entrepreneurship; Health Care and Treatment; Consumer Products Industry; Health Industry; United States; North America;

  Citation:

  Keenan, Elizabeth A., and Jill Avery. "Adeo Health Science: Turning a Product into a Brand." Harvard Business School Case 518-065, January 2018. (Revised May 2019.)  View Details

  CiteView DetailsEducatorsPurchase

  Related

• Case | HBS Case Collection | January 2018 (Revised May 2019)

  Christie's and Leonardo da Vinci's Salvator Mundi: The Value of a Brand

  Jill Avery

  A 16th century Renaissance masterpiece, missing for 137 years, believed by many to have been destroyed and then rediscovered less than a decade ago, becomes the most expensive painting ever sold, all the while surrounded by controversy. Did the buyer of Leonardo da Vinci's painting pay too much? Was it real? Did it matter? The sale of Leonardo's painting allows students to reengineer brand equity to understand from what it is derived and how marketing actions influence changes in it. Methods for brand valuation can be discussed and issues related to branding in contemporary times, such as authenticity, legitimacy, authorship, craftsmanship, and storytelling can be used to show how brand value is built and destroyed. Brand partnerships, particularly between and among Leonardo, Christie's auction house, the sellers, the experts who attributed the painting to Leonardo, and the celebrities used to market it, are dissected to understand how brand meaning and value transfer from one partner to another.

  Keywords: marketing; Brands; brands and branding; marketing strategy; brand valuation; art collector; arts marketing; value; auction house; auctions; luxury brand; luxury consumers; Luxury Goods; Marketing; Valuation; Marketing Strategy; Arts; Luxury; Value; Brands and Branding; Fine Arts Industry; Italy; United Kingdom; Europe; United States; United Arab Emirates;

  Citation:

  Avery, Jill. "Christie's and Leonardo da Vinci's Salvator Mundi: The Value of a Brand." Harvard Business School Case 518-066, January 2018. (Revised May 2019.)  View Details

  CiteView DetailsEducatorsPurchase

  Related

• Case | HBS Case Collection | June 2018 (Revised May 2019)

  Global Brand Management of Anheuser Busch InBev's Budweiser

  Jill Avery

  Brian Perkins, chief architect of the $6 billion Budweiser brand, was excited about 2018, in which the company would launch Budweiser into several new markets in Africa and Latin America. He was also feeling the pressure to finalize a global brand strategy that would define Budweiser’s value proposition and guide its development and execution around the world. The problem was that Budweiser actually had two distinct brand realities that differed across geographies and that often interfered with each other. He worried whether the company could keep selling a premium brand proposition abroad as the brand's reputation faced challenges at home in the U.S. and whether he needed to force a monolithic global brand strategy everywhere or allow for local market customization. Could Budweiser simultaneously accommodate two or more brand realities?

  Keywords: brand management; global brands; brand positioning; brand extension; Marketing; Marketing Strategy; Brands and Branding; Advertising; Global Strategy; Cross-Cultural and Cross-Border Issues; Consumer Behavior; Marketing Communications; Consumer Products Industry; Food and Beverage Industry; Advertising Industry; Africa; China; United States; North America; South Africa; Nigeria; Kenya; Cameroon; Canada;

  Citation:

  Avery, Jill. "Global Brand Management of Anheuser Busch InBev's Budweiser." Harvard Business School Case 518-105, June 2018. (Revised May 2019.)  View Details

  CiteView DetailsEducators

  Related