Jill J. Avery

7 Results

 

Pay Attention To Your ‘Extreme Consumers’

Jill Avery and Michael Norton explain what marketers can learn from consumers whose preferences lie outside of the mainstream. Open for comment; 5 Comments posted.

A Brand Manager’s Guide to Losing Control

Social media platforms have taken some of the marketing power away from companies and given it to consumers. Jill Avery discusses the landscape of "open source branding," wherein consumers not only discuss and disseminate branded content, they also create it. Closed for comment; 9 Comments posted.

Should Men’s Products Fear a Woman’s Touch?

Recent research shows that loyal customers often get upset when a brand associated with men expands to include products perceived as feminine. Senior Lecturer Jill J. Avery discusses the problem of "gender contamination." Closed for comment; 17 Comments posted.

HBS Cases: Clocky, the Runaway Alarm Clock

There had not been an innovative breakthrough in alarm clock design since the snooze button until entrepreneur Gauri Nanda created Clocky. Her runaway hit has been the inspiration for several cases written by Professor Elie Ofek. Closed for comment; 8 Comments posted.

The Consumer Appeal of Underdog Branding

Research by HBS professor Anat Keinan and colleagues explains how and why a "brand biography" about hard luck and fierce determination can boost the power of products in industries as diverse as food and beverages, technology, airlines, and automobiles. Closed for comment; 21 Comments posted.

HBS Introduces Marketing Analysis Tools for Managers

The tools can help managers inform decisions on market analysis, breakeven analysis, customer lifetime value, profit and pricing, and analyzing the competitive environment. Interview with Tom Steenburgh. Read More

Adding Bricks to Clicks: The Effects of Store Openings on Sales through Direct Channels

Consider a retailer who operates both brick-and-mortar stores and direct channels such as direct mail catalogs and an Internet Web site. What effect does the opening of a new retail store have on direct channel sales in the retail trading area surrounding the store? Does the existence of more opportunities for consumer contact with the brand increase the retailer's direct sales, or does intra-brand, inter-channel competition erode the retailer's direct sales? Does consumer response to the retailer's brand evolve over time, perhaps as consumers go through some process of trial-and-error learning about the relative merits of stores and direct channels, or is the impact of the new store relatively discrete? Does the answer depend on whether consumers in the retail trading area have had the opportunity for previous experience with the brand's stores? This research used a proprietary longitudinal dataset from a multichannel retailer to understand what happens and to probe the implications for channel management strategy. Read More