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May 2020
Teaching Note

Danone: Changing the Food System

By: David E. Bell, Federica Gabrieli, Daniela Beyersdorfer, Amy Klopfenstein and Aldo Sesia

Teaching Note for HBS No. 520-053.
This is a teaching note for the case “Danone: Changing the Food System?” The case examines the efforts of one of the world’s largest food and beverage companies to resolve the social, environmental, and economic issues within... View Details

Keywords: Food; Goods and Commodities; Agribusiness; Animal-Based Agribusiness; Plant-Based Agribusiness; Strategy; Corporate Strategy; Environmental Management; Environmental Sustainability; Climate Change; Agriculture and Agribusiness Industry; Food and Beverage Industry; Europe; France; Paris

May 2020 (Revised March 2022)
Case

The Coronavirus (COVID-19) Pandemic and the Global Economy (A)

By: Alberto Cavallo and Christian Godwin

In April 2020, the world struggled to contain the exponential escalation of the coronavirus (COVID-19) pandemic. Dozens of countries had imposed restrictions on travel, work, and social gatherings. A large share of the global population was under lockdowns and... View Details

April 2020 (Revised October 2020)
Case

Unilever's Response to the Future of Work

By: William R. Kerr, Emilie Billaud and Mette Fuglsang Hjortshoej

In February 2020, Nick Dalton, executive vice president HR business transformation at Unilever, reflected on the changing nature of work marked by rapid advances in artificial intelligence, machine learning, and automation. Launched in 2016, Unilever’s Future of Work... View Details

Keywords: Change Management; Human Capital; Organizational Change and Adaptation; Mission and Purpose; Organizational Structure; Transformation; Human Resources; Consumer Products Industry; Europe

January 2020 (Revised April 2020)
Teaching Note

Brandless: Disrupting Consumer Packaged Goods

Brandless, an online direct-to-consumer seller of upscale private-label consumer packaged goods (CPG), offered consumers a limited assortment of values-conscious products delivered directly to their homes with the simplicity of one fixed $3.00 price point that promised... View Details

Keywords: Brand; Brand Management; DTC; Private Label; Groceries; Packaged Food; Personal Care; Startups; Retailing; Amazon; Brands and Branding; Marketing; Marketing Strategy; Business Startups; Disruption; E-commerce; Consumer Products Industry; Consumer Products Industry; United States

January 2020
Case

The June Oven

By: Leonard A. Schlesinger and Christian Godwin

The June Oven was a smart oven which was capable of identifying food and cooking it accordingly. This type of smart oven represented the next step in the long history of oven and stove development. Due to the widespread use of traditional ovens, the market for the June... View Details

December 2019 (Revised June 2021)
Case

Mãe Terra and Unilever (A)

By: Lynn S. Paine, Ruth Costas and Priscilla Zogbi

The case concerns the sale of Mãe Terra, one of Brazil's leading brands for packaged organic foods, to the consumer goods giant Unilever in 2017. Working with Unilever management, Mãe Terra’s CEO Alexandre Borges must determine whether and how to keep Mãe Terra's B... View Details

Keywords: Mergers ＆ Acquisitions; Brand Management; Sustainability; Mergers and Acquisitions; Mission and Purpose; Social Enterprise; Corporate Governance; Governing and Advisory Boards; Environmental Sustainability; Organizational Culture; Food and Beverage Industry; Agriculture and Agribusiness Industry; Brazil; Latin America

October 2019 (Revised February 2023)
Case

Gupta Media: Performance Marketing in the Digital Age

By: V. Kasturi Rangan and Courtney Han

Gupta Media is a Digital Marketing firm started in 2005 that places advertisements and marketing promotions for its clients in digital media, mainly social media such as Facebook and Google. Over the years it had built its expertise in promoting music labels, artists... View Details

Keywords: Marketing; Digital Marketing; Performance; Measurement and Metrics; Social Media; Advertising Industry

October 2019 (Revised August 2022)
Case

Nehemiah Mfg. Co.: Providing a Second Chance

By: Michael Chu, Brian Trelstad and John Masko

In 2009, Dan Meyer and Richard Palmer, two veterans of the fast-moving consumer goods (FMCG) industry, founded Nehemiah Manufacturing to build FMCG brands while providing jobs to Cincinnati, Ohio’s beleaguered urban core. Two years later, the pair made their first... View Details

Keywords: Fast Moving Consumer Goods; Social Entrepreneurship; Retention; Selection and Staffing; Employment; Human Capital; Growth Management; Brands and Branding; Social Marketing; Mission and Purpose; Prejudice and Bias; City; Urban Scope; Consumer Products Industry; Consumer Products Industry; Ohio; United States

2019
Working Paper

Real Exchange Rate Behavior: New Evidence from Matched Retail Goods

By: Alberto Cavallo, Brent Neiman and Roberto Rigobon

We use a dataset containing daily prices for thousands of matched retail products in nine countries to study tradable-goods real exchange rates. Prices were collected from the websites of large multi-channel retailers and then carefully matched into narrowly-deﬁned... View Details

Keywords: Purchasing Power Parity; Online Prices; Real Exchange Rate; Macroeconomics; Currency Exchange Rate; Price; Internet and the Web

September 2019 (Revised May 2020)
Case

Keroche (A): Fighting for Share in the Kenyan Alcoholic Drinks Market

By: Ramon Casadesus-Masanell and Pippa Tubman Armerding

This case discusses the challenges faced by Kenyan alcoholic drinks producer Keroche Industries Limited in 2003, when the Kenyan government accused the company of manufacturing and selling substandard alcoholic drinks, revoked its liquor licenses, and shut down its... View Details

Keywords: Keroche; Alcohol; Wine; Manufacturing; Informal Market; Regulation; Illicit; Illegal; Shutdown; Factory; Low-income Consumers; Multinational; Local; Government; Allegations; Accusations; Negative Press; EABL; Tusker; Beer; SAB; Chang'aa; Naivasha; Rift Valley; East Africa; Lawsuit; Legal Battle; Business Ventures; Business Exit or Shutdown; Business Growth and Maturation; Business Startups; Production; Safety; Quality; Distribution; Small Business; Family Business; Crime and Corruption; Customer Focus and Relationships; Decisions; Income; Demographics; Geographic Scope; Geographic Location; Goods and Commodities; Government Legislation; Growth and Development; Business History; Lawsuits and Litigation; Laws and Statutes; Lawfulness; Goals and Objectives; Consumer Behavior; Market Entry and Exit; Problems and Challenges; Social Issues; Poverty; Strategy; Competition; Entrepreneurship; Manufacturing Industry; Food and Beverage Industry; Kenya; Nairobi; Africa

September 2019
Supplement

Keroche (B): Considering Entry into the Kenyan Beer Market

By: Ramon Casadesus-Masanell and Pippa Tubman Armerding

This case discusses the situation of the Kenyan alcoholic drinks producer Keroche in July 2004, when co-founder Tabitha Karanja was debating whether to enter the Kenyan beer market. Doing so would mean direct competition with the multinational EABL in an industry and... View Details

Keywords: Keroche; Alcohol; Alcoholic Drinks; Alcoholic Beverages; Beverages; Drinks; Wine Industry; Wine; Fortified Wine; Viena; Beer; Beer Market; Manufacturing; Production Capacity; Capacity; Growth; Regulated; Unregulated; Informal; Informal Market; Regulation; Illicit; Illegal; Substandard; Dangerous; Shutdown; Factory; Safe; Affordable; Low-income Consumers; Business Growth and Maturation; Business Startups; Production; Investment; Safety; Quality; Small Business; Family Business; Crime and Corruption; Customer Focus and Relationships; Decisions; Income; Demographics; Geographic Scope; Geographic Location; Goods and Commodities; Government Legislation; Growth and Development; Business History; Lawsuits and Litigation; Laws and Statutes; Lawfulness; Goals and Objectives; Consumer Behavior; Market Entry and Exit; Problems and Challenges; Social Issues; Poverty; Strategy; Competition; Entrepreneurship; Marketing; Manufacturing Industry; Food and Beverage Industry; Kenya; Nairobi; Africa

September 2019 (Revised May 2020)
Supplement

Keroche (C): The Excise Tax Increase

By: Ramon Casadesus-Masanell and Pippa Tubman Armerding

This case discusses the Kenyan government’s decision to increase excise taxes on wines in 2007. The tax increase would cause an average increase in price of 367% on Keroche’s fortified wines. Meanwhile, Keroche’s competitor EABL had effectively lobbied the government... View Details

September 2019 (Revised May 2020)
Supplement

Keroche (D): Transforming the Core Business

By: Ramon Casadesus-Masanell and Pippa Tubman Armerding

This case describes Keroche co-founder Tabitha Karanja’s decision to exit the wine business following the Kenyan government’s 2007 increase in excise taxes on wine. In August 2007, Keroche introduced the vodka drink Viena Ice as a replacement for its fortified wines,... View Details

September 2019 (Revised May 2020)
Supplement

Keroche (E): Considering Additional Capacity

By: Ramon Casadesus-Masanell and Pippa Tubman Armerding

This case describes Keroche’s growth after entering the beer business in 2008. Although the company was operating at full capacity and not able to fulfill all of its orders, Tabitha Karanja had set a goal of growing Keroche’s share of the Kenyan beer market from... View Details

September 2019 (Revised May 2020)
Supplement

Keroche (F): Future Growth Plans

By: Ramon Casadesus-Masanell and Pippa Tubman Armerding

This case describes Keroche co-founder Tabitha Karanja’s 2012 decision to invest in additional production capacity. In November 2012, with a loan from Barclay’s bank, Keroche began constructing a new state-of-the-art beer brewery using German technology. The new plant,... View Details

August 2019 (Revised February 2020)
Case

New Hope Liuhe: Building an Integrated Agri-Food Business

By: Forest L. Reinhardt, Shu Lin, Natalie Kindred and Nancy Hua Dai

In October 2018, LIU Chang (Angela), chairman of Beijing-based New Hope Liuhe (NHL), was considering the strategy of the firm. With $9 billion in sales and a presence in nearly 20 countries, NHL was China’s largest animal feed producer and a major pork and poultry... View Details

July 2019
Case

Four Products: Predicting Diffusion (2019)

By: John Gourville

One job of product managers, marketers, strategic planners, and other corporate executives is to predict what the demand will be for a new product. This task is easier for certain classes of new products than for others. For new consumer package goods, for instance,... View Details

Keywords: Diffusion Processes; Product Adoption; Marketing; Forecasting and Prediction; Demand and Consumers; Product; Adoption; Product Launch

April 2019 (Revised April 2021)
Case

Wayfair

By: Jeffrey F. Rayport, Susie L. Ma and Matthew G. Preble

In 2016 Niraj Shah and Steve Conine, founders of online home goods retailer Wayfair, are faced with a decision about how to improve user experience on their e-commerce sites. A key driver of consumer interest and conversion to purchase in the home category is visual... View Details

Keywords: Visual Assets; Corporate Entrepreneurship; Decision Making; Business or Company Management; Growth Management; Innovation and Invention; Operations; Strategy; Technology; Retail Industry; Service Industry; United States; Massachusetts

March 2019
Case

Dabur India: Growing Professional Management from Family Roots

By: Suraj Srinivasan, Namrata Arora and Jonah Goldberg

The case opens in December of 2018, with Sunil Duggal, the CEO of Dabur India (a multinational consumer goods conglomerate with a focus in Ayurvedic products) contemplating who should succeed him at the head of the company. The new CEO will have been the first since... View Details

Keywords: Family Business; Management Succession; Multinational Firms and Management; Business Growth and Maturation

January 2019
Supplement

Understanding the Brand Equity of Nestlé Crunch Bar (B): Data Analysis

By: Jill Avery and Gerald Zaltman

In early 2018, Nestlé announced the sale of its U.S. candy-making division and a select collection of 20 of its confectionery brands, including the Nestlé Crunch Bar, to Ferrero SpA for $2.8 billion. Luckily, an old consumer research study on the Nestlé Crunch Bar... View Details

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