Paul College: Diversity & Inclusion Resources: Marketing & Sales

In North America, Publicis will take charge of media strategy for the Disney Plus streaming service as well as Disney resorts and amusement parks.
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Amahl Williams, VP at Pluris Marketing, on "Applications Of Artificial Intelligence In B2B Marketing"
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Interview with CEO & Cofounder of Inkhouse, Beth Monaghan, on her profesisonal life and the future of marketing.
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Dharmesh Shah, co-founder and CTO of HubSpot, on customer-centered marketing
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Fernando Machado (Global CMO) discusses Burger King's creativity as a "dollar multiplier that differentiates the brand and boosts its ‘talkability factor’"
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Brian Lee, Digital Marketer, on "The Benefits Of Launching A Direct-To-Consumer Brand In 2020"
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Amahl Williams, VP at Pluris Marketing, on "Centralized Marketing Data: Streamlining Marketing ROI By Simplifying Data-Driven Marketing"
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Levitica Watts, CMO for Smith, Gambrell & Russell, LLP, on "Client Experience As A Competitive Advantage"
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Radhika Duggal, Head of Marketing: Students & Financal Inclusion for Chase, on consumer attitudes and purchase behavior.
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Amahl Williams, VP at Pluris Marketing, on "Creating Content? Make Sure You Have A Distribution Strategy First"
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Anshu Agarwal, CMO & VP Product for Cedexis, on "Digital Marketing Trends In An Era Of Constant Change"
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Atanu Shaw, VP Marketing for Roosterly, on "Digital Marketing Trends That Are Changing The Way We Market To Consumers.
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Rita Ferro, President of Advertising Sales & Partnerships for The Walt Disney Company, discusses unified ad sales and describes the company as a "house of brands"
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Equinox CMO Vimla Gupta Explains The Importance Of Delivering On Brand Promise.
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Antonio Lucio, Global CMO for Facebook, on his plan to rebuild “trust and value” in Facebook
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Antonio Lucio, Global CMO for Facebook, on the company's recent rebrand
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Ahmad Daher, VP of Marketing & Strategic Alliances, on "Five Ways Your Sales Team Can Win More Deals: A Marketer's Perspective"
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The chief marketer on the relevance and power of creativity today and the power of visibility and voice in driving the business agenda.
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Ahmad Daher, VP of Marketing & Strategic Alliances, on "Four Simple Steps To Winning In Content Marketing"
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Dana Córdova, CMO for Startup Institute, on "Four Steps For Creating A Marketing-Sales Metrics Model That Drives Growth"
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Interview with President of StubHub, Sukhinder Singh Cassidy, on marketing, sales, and data.
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PepsiCo's business model, performance, and revenue, under leadership of CEO, Indra Nooyi
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Chief Marketing Officer, Rick Gomez, of Target on the marketing vision for the company
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Kinjil Mathur, CMO of Squarespace, on her career path, daily responsibilities with Squarespace, and ways in which the company is bringing awareness to the issue of Equal Pay.
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Dana Baasiri, Director of Public Relations for AIC Hotel Group, on "How To Boost Your Brand Through An Effective Social Media Strategy"
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Amine Rahal, CEO of IronMonk Solutions, on "How To Improve Organic Traffic Without Ranking Your Website"
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Marketing Mix for Kohl's, under leadership of CEO, Michelle Gass
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Lowe's will redesign its website to improve customer experience and boost sales, under leadership of CEO, Marvin Ellison.
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Amahl Williams, VP at Pluris Marketing, on "Make The Most Of Your Customer Data With CDP"
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Alexian Chiavegato, CMO of Marfeel, on "One-Year Reflection On The GDPR: Who Really Benefits From Data Protection?"
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Pepsi expandng it's portfolio to include healthier products, under leadership of CEO, Indra Nooyi.
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Dana Córdova, CMO for Startup Institute, on "Four Steps For Creating A Marketing-Sales Metrics Model That Drives Growth"
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Interview with CEO, Michele Buck, on Hershey's initiatives, leadership, successes, challenges, and competitive advantage.
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Dharmesh Shah, co-founder and CTO of HubSpot, on customer-centered sales and marketing
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Almitra Karnik, Head of Marketing for CleverTap, on "The Rise Of The Data-Driven Marketer: Why It's Beneficial And How To Hire One"
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Almitra Karnik, Head of Marketing for CleverTap, on "The Secret To A Successful E-Commerce App: Design Thinking"
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Almitra Karnik, Head of Marketing for CleverTap, on "Seven Customer Retention Strategies That Drive Growth For Mobile Apps"
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Corie Barry, CEO of Best Buy, on Best Buy's competitive advantage
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Use of data to drive marketing strategy, under leadership of Angela Watts, VP Marketing and Communications for Spotify
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Radhika Duggal, Head of Marketing: Students & Financal Inclusion for Chase, on benefits of, and suggestions for, consumer market research.
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Angela Hsu, SVP of Marketing and eCommerce for Lamps Plus, on "Stop, Look and Listen: Five Lessons On Customer Feedback"
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Atanu Shaw, VP Marketing for Roosterly, on "Three Social Media Best Practices For Business Development.
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Almitra Karnik, Head of Marketing for CleverTap, on "Tips On Creating Engaging Experiences With Personalized Product Recommendations"
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Josh Ong, Director of Marketing & Communications for Cheetah Mobile, on "What's The ROI On Brand Awareness?"
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Aakriti Srikanth, CMO of Red Hat, on "What Does It Take To Be An Influential Woman In AI And Technology Marketing?"
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Atanu Shaw, VP Marketing for Roosterly, on "What Marketers Can Learn From The Fyre Festival's Influencer Marketing Fiasco"
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Josh Ong, Director of Marketing & Communications for Cheetah Mobile, on "What Tesla's Valuation Says About The Power Of Branding"
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Levitica Watts, CMO for Smith, Gambrell & Russell, LLP, on "When Brand Strategy And Corporate Culture Collide"
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Mayur Gupta, former VP Growth and Marketing for Spotify, on Marketing and CRM
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Amine Rahal, CEO of IronMonk Solutions, on "White Hat SEO Techniques To Boost Your Website's Ranking In 2020"
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Mayur Gupta, former VP of Marketing & Growth at Spotify on company growth and building a brand that matters
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Amine Rahal, CEO of IronMonk Solutions, on "Why Marketers Should Integrate Video Marketing Into Their Content Strategy"
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Feaures the evolution of Equinox as a luxury-lifestyle hotel (CMO is Vilma Gupta)
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Mayur Gupta, CMO for Freshly on how marketing teams can build a foundational strategy to create an always-on marketing machine
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Use of data to drive marketing strategy, under leadership of former VP Growth and Marketing, Mayur Gupta
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Kinjil Mathur, CMO of Squarespace, on the evolution of design through technological innovation (how it's shaping brands of the future)
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Michelle Gass, CEO of Kohl's, on strategic partnerships with Amazon and Planet Fitness, key priorities of the company, and KPI's
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Vilma Black Gupta, CMO of Equinox, on Equinox’s evolution beyond a fitness brand and the importance of a personalized customer experience in growing a brand
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Holiday campaign for Sesame Workshop, hosted by Squarespace (related article by Kinjil Mathur, CMO of Squarespace, here: https://blog.squarespace.com/blog/squarespace-sesamestreet)
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Ukonwa Ojo, Senior Vice President for Global Marketing, on the importance of building inclusive teams and finding what unites people to drive marketing strategy
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Christopher Penn on identifying your business' core competency
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Synopsis: Away, a direct-to-consumer, digital native e-commerce seller of travel luggage, is debating how to invest its latest round of venture funding. How quickly could and should Away scale and what were the most promising growth trajectories to maximize its potential? Three decisions face the founders. Should Away continue to invest in driving growth in suitcases and other travel bags or was it time to begin to expand into other adjacent travel categories? How should they use the results of the company's first customer segmentation study to select target segments and quantify their growth aspirations? What were the right distribution strategies moving forward following a series of pilots that included company-owned stores, temporary airport kiosks, and pop-up experiences with retailer partners?
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Synopsis: In December 2013, music superstar Beyoncé is about to surprise her fans with the release of her self-titled album. The team at her company Parkwood Entertainment, which general manager Lee Anne Callahan-Longo described as "a management, music, and production company that is owned and at the highest level operated by an artist," had chosen to release the entire album at once and exclusively via the Apple iTunes Store, without any prior promotion-a significant, and potentially very risky, departure from how music was traditionally released. Sony Music's label Columbia Records, with whom Parkwood partnered on recorded-music activities, shared the costs-and therefore also the risk-of the album, which had been one-and-a-half years in development and was a particularly expensive proposition because of the many videos. How would fans and music industry insiders react to the daring launch, unveiled via Beyoncé's Facebook and Instagram accounts? Would the album be able to find a large enough audience even without traditional promotional activities? And would there be any adverse reactions, for instance from traditional music retailers refusing to carry the physical album later?
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Synopsis: 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.
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Synopsis: On Friday, February 22, 2019, following an unexpected and disappointing earnings report, The Kraft Heinz Company's stock price fell 27%, wiping out $16 billion in market value. CEO Bernardo Hees had announced that the company had taken a $15.4 billion asset write-down, that the company would be cutting its annual dividend from $2.50 to $1.60 and that it was under SEC investigation for accounting irregularities related to its procurement process. $8.3 billion of the asset write-down was related to a loss in value of the firm's intangible assets, specifically its Kraft and Oscar Mayer brands. As Kraft Heinz looked ahead to the future, it was time to recalibrate its brand management strategies. With $50 billion in brand assets remaining on its balance sheet, effectively managing its brands going forward was critical to avoiding another brand asset write-down and to regaining the $8 billion brand value the company had just lost. Was Kraft Heinz's brand asset write-down the beginning of the end of the market dominance of "Big Food" brands across the board or was it idiosyncratic and a result of the firm's brand management resources, capabilities, and strategies?
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Synopsis: In September 2009, Troy Carter, manager of up-and-coming pop star Lady Gaga, has to decide on a new course of action now that his artist's planned co-headlining arena tour with hip-hop superstar Kanye West has been canceled. Carter knows that continuing the tour solo comes with huge risks, but scaling it back to smaller theaters or postponing the tour altogether has disadvantages as well. Making matters more complicated, Carter also has to consider the implications for Gaga's partners, including the concert promoter Live Nation and the William Morris Endeavor agency. What is the best strategy? This case is designed to help students understand the decisions that helped propel Lady Gaga into one of the entertainment world's biggest names. Written from the perspective of her manager, the case provides rich insights into the artist's touring, recorded-music, and socialmedia activities, as well as supporting economic data.
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Synopsis: In 2005, to the astonishment of many sports industry insiders, superstar basketball player LeBron James fired his agent and established his own firm, LRMR, to handle all aspects of his business ventures and marketing activities and named his childhood friend Maverick Carter as the CEO. LRMR is tasked with turning James into a global icon as well as helping him reach his personal goal of becoming basketball's first billionaire. In late 2008, James has entered various lucrative endorsement deals and is considering three exclusive videogame endorsement opportunities from Electronic Arts, 2K Games, and Xbox Live to add to his portfolio. Allows for a rich discussion about how superstar athletes and other celebrities can create and capture value from their brands as well as what role talent agencies and other intermediaries play in that process. Provides in-depth information on three endorsement opportunities that each represents a common way in which talent can (choose to) get compensated: through a fixed-fee payment, a bonus payment structure, or a revenue-sharing agreement.
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Synopsis: Gauri Nanda, the inventor of Clocky, the alarm clock that rolls off the bed stand and forces its owner to find it, has to make critical decisions regarding the future of her nascent company. As sales of Clocky show signs of declining, she must decide whether to continue her focus on the alarm clock category or to branch out into new categories. If the former, the question is which segments to pursue and what features to develop, and, if the latter, the question is whether the concept of "humanizing technology" is something consumers would value in other domains. In addition, Nanda must decide how to continue marketing Clocky and its successors, given the potential for cannibalization. Clocky's success was largely attributable to the media's intense interest and coverage, and it is not clear such attention would carry over to other new product endeavors. Students are presented with a number of new product concepts and the findings from both qualitative and quantitative market research. This allows for a rich discussion of how managers can think creatively about consumer experiences to inform their innovation strategies.
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HBS Case titled: Paez. Synopsis: Paez, an Argentine start-up fashion brand, sold traditional alpargatas, a sleepy shoe category that suddenly woke up when U.S. company TOMS borrowed the traditional alpargata design, covered it with fashionable colors and prints, and tied it to a social cause. Paez's founders were keenly aware of the present and future challenges they faced due to the resources and capabilities of their well-capitalized and marketing-savvy competitor. How could a small brand compete against a company that had captured the hearts and minds of consumers? Which brand positioning concept should Paez choose to best capture consumers' attention and interest and compete against TOMS? How would the choice of positioning affect the rollout of Paez' distribution strategy and its product line strategy?
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Synopsis: 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?
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Synopsis: In January 2015, superstar television creator Shonda Rhimes, whose production company ShondaLand dominates American television's most competitive and lucrative night with three shows in primetime on network ABC's Thursday night, is plotting the future. One challenge she faces is to, as she put it, "solve the problem of writing and producing serialized dramas for broadcast network television." What changes could she propose to ABC to make the creative process more manageable? A second challenge is to figure out how to further expand ShondaLand. How could Rhimes best build her portfolio and further cement ShondaLand's place in television history?
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Synopsis: Priya Paul, chairperson of The Park Hotels, an award-winning portfolio of thirteen boutique hotels scattered across India, was in the midst of a brand revitalization program. Landor Associates, a leading brand consultancy had identified three areas of concern: the shrinking differentiation opportunity provided by the boutique hotel positioning, consumers' negative perceptions of The Park's properties, and a lack of consistency across the hotel properties in the brand portfolio. Competition was heating up and Paul had a goal to expand her hotel portfolio to twenty properties in the next ten years. Paul knew that she had to make some major changes to her brand, including changing her positioning, choosing a new logo, and selecting the right products and services that enhanced her revitalized brand. And, she had to decide where to site the new hotel properties to best compete against global behemoths, Starwood, Marriott, Hyatt and Intercontinental. How could she best revitalize her brand to stand out in a crowded marketplace, while preserving its rich heritage? Which changes would best propel The Park Hotels into the future?
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Synopsis: In 2010, for the first time in 23 years, PepsiCo did not invest in Superbowl advertising for its iconic brand. Instead, the company diverted this $20 million to the social media-fueled Pepsi Refresh Project: PepsiCo's innovative cause-marketing program in which consumers submitted ideas for grants for health, environmental, social, educational, and cultural causes. Consumers voted for their favorite ideas, and PepsiCo funded the winners with grants ranging from $5,000 to $250,000. The case highlights the benefits and risks of traditional branding and social media branding, including a discussion of how the Pepsi Refresh Project fits with Pepsi's previous brand positioning. The case discussion focuses on how the brand team should evaluate the initiative's return on investment (from sales to social media engagement), whether they should continue the initiative for 2011, and whether Pepsi is the right brand for this kind of initiative.
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Synopsis: Tyra Banks, an American model and internationally recognized celebrity, built a strong personal brand over the course of her career. Since her debut, she tried her hand at high fashion and commercial modeling, fiction writing, and she hosted two very different television shows, the reality show "America's Next Top Model" and a daily talk show "The Tyra Banks Show." Banks also founded a non-profit organization, T-Zone, dedicated to helping young girls build self-esteem. Banks successively built a successful platform for each venture, and once established, moved on to her next venture, leaving many of her successful projects while they still seemed to have promising futures. By 2013, she faced a crossroads. She had retired from modeling and ended her television talk show. What was the best way to continue to develop her brand? What kinds of projects should she take on next? In some ways, Banks needed to take herself out of the equation-the brand needed to evolve past Tyra herself and her numerous fans to embody something more expansive. How could she achieve this?
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Synopsis: The Inside the Case video that accompanies this case includes teaching tips and insight from the author.

Under the leadership of artistic director Wynton Marsalis, Jazz at Lincoln Center (JALC) hosts performances and education events year-round for audiences in New York and across the U.S. Despite the popularity of JALC's events, however, the U.S. audience for jazz is small and aging relative to other music genres. This case asks students to apply marketing principles to the challenge that JALC faces in seeking to expand the reach of and appreciation for jazz music despite a shrinking audience. The case features a multimedia format of audio and video clips in order to engage students directly with JALC protagonists and with jazz music-the real protagonist of the case. The case is ideal for a first year Marketing course and is also suitable for courses in branding, nonprofit management, and arts and culture management.
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On joining the Gap Foundation, Bobbi Silten saw an opportunity to tie Gap Inc.’s philanthropic strategy more closely to its business interests, expertise, people, and assets. When looking at the communities from which it sourced its products, Gap Inc. saw strong evidence that the biggest impact came from increasing women’s access to education and improving their career prospects. In investing in female workers’ welfare, Gap Inc. realized it could use its experience in managing global supply chains and its partnerships with vendors to maximize the impact of its social programs. Thus, the company launched the P.A.C.E. (Personal Advancement & Career Enhancement), program in India in 2007 with a goal to improve the lives of female garment workers and their families. In addition to achieving this goal, P.A.C.E. also reduced turnover and absenteeism, improved managerial skills, and led to closer relationships with suppliers.
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