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How SHEIN and Temu Conquered Fast Fashion—and Forged a New Business Model

by John Deighton

The platforms SHEIN and Temu match consumer demand and factory output, bringing Chinese production to the rest of the world. The companies have remade fast fashion, but their pioneering approach has the potential to go far beyond retail, says John Deighton.

Why TikTok Is Beating YouTube for Eyeball Time (It’s Not Just the Dance Videos)

by John Deighton and Leora Kornfeld

Quirky amateur video clips might draw people to TikTok, but its algorithm keeps them watching. John Deighton and Leora Kornfeld explore the factors that helped propel TikTok ahead of established social platforms, and where it might go next.

Can Gimlet Turn a Podcast Network into a Disruptive Platform?

Re: John A. Deighton & Jeffrey F. Rayport

John Deighton and Jeffrey Rayport discuss how two former public radio producers launched the Gimlet Media podcast network, entering the last frontier of digital media. Can they turn a content supplier into a disruptive platform? Open for comment; 0 Comments.

Learning to Become a Taste Expert

by Kathryn A. Latour and John A. Deighton

How should we learn to discriminate a fine wine or chocolate? Tradition says use a flavor wheel and map the taste into vocabulary. We find that works for novices, but, beyond a point, it is counterproductive. Enthusiasts perform more like experts when they abandon language and just “draw the shape” of the taste.

'Likes' Lead to Nothing—and Other Hard-Learned Lessons of Social Media Marketing

by Dina Gerdeman

A decade-and-a-half after the dawn of social media marketing, brands are still learning what works and what doesn't with consumers. Open for comment; 0 Comments.

Companies Love Big Data But Lack the Strategy To Use It Effectively

by Dina Gerdeman

Big data is a critical competitive advantage for companies that know how to use it. Harvard Business School faculty share insights that they teach to executives. Open for comment; 0 Comments.

The Revolution in Advertising: From Don Draper to Big Data

Re: John A. Deighton

The Mad Men of advertising are being replaced by data scientists and analysts. In this podcast, marketing professor John Deighton and advertising legend Sir Martin Sorrell discuss the positives and negatives of digital marketing. Open for comment; 0 Comments.

5 Lessons I Hope Marketers Don’t Learn from Donald Trump

by John A. Deighton

Donald Trump's election should not serve as a model of marketing success, argues John A. Deighton. Open for comment; 0 Comments.

Sharpening Your Skills: Social Media

Re: Multiple Faculty

Sharpening Your Skills culls the HBS Working Knowledge archive to deliver insights around important business topics. This week: developing a social media strategy. Open for comment; 0 Comments.

Advertisers Get Serious About Playing With Their Brands

by Dina Gerdeman

In social media marketing, companies often try to engage consumers with a playful approach. But play is serious business that can backfire if not done correctly. John Deighton and Leora Kornfeld discuss three "rules of play." Open for comment; 0 Comments.

Users Love Ello, But What’s the Business Model?

Re: John A. Deighton & Sunil Gupta

Social network upstart Ello is generating terrific buzz among users, but can its ad-free approach compete against Facebook? Professors John Deighton and Sunil Gupta provide insights into what drives social media success. Closed for comment; 0 Comments.

Why the ALS Ice Bucket Challenge is a Social Media Blockbuster

by John Deighton

Most companies should envy the financial and brand awareness brought about by the ALS Ice Bucket Challenge. The campaign's key ingredient, says John Deighton, is that participants enhance their personal capital in performance of a good deed. Open for comment; 0 Comments.

New Winners and Losers in the Internet Economy

by Dina Gerdeman

In a stressed US economy, employment in the Internet ecosystem is growing at an impressive rate, with small companies especially benefiting, according to a new study by Professor John A. Deighton and research associate Leora D. Kornfeld. Open for comment; 0 Comments.

United Breaks Guitars

by Julia Hanna

A new case coauthored by HBS marketing professor John Deighton and research associate Leora Kornfeld offers an object lesson in the dangers social media can bring for big, recognizable companies and their brands. From the HBS Alumni Bulletin. Open for comment; 0 Comments.

Authenticity over Exaggeration: The New Rule in Advertising

by Julia Hanna

Advertisers thought technology was their friend in identifying and creating new customers. Funny thing happened along the way, though: Now consumers are using the Internet to blunt traditional commercial messages. Time for companies to rethink their strategy, says HBS professor John A. Deighton. Key concepts include: In today's media-rich world, traditional advertising models are breaking down. Now, the consumer runs the show. Successful advertising campaigns today are self-parodying and spark discussions rather than blatantly sell products. As digital interactivity increases the contexts in which people use new media, it becomes less and less productive to think of people as consumers alone. Closed for comment; 0 Comments.

Digital Interactivity: Unanticipated Consequences for Markets, Marketing, and Consumers

by John A. Deighton & Leora Kornfeld

For digital marketing practice and theory, the last decade has brought two related surprises: the rise of social media and the rise of search media. Marketing has struggled to find its place on these new communication pathways. Old paradigms have been slow to die. This paper reviews early beliefs about interactive marketing, then identifies 5 discrete roles for interactive technology in contemporary life and 5 ways that firms respond. It concludes that the new media are rewarding more participatory, more sincere, and less directive marketing styles than the old broadcast media rewarded. Key concepts include: Successful interactive marketing may be less a matter of domination and control, and more a matter of fitting in. There is a human need to assert and present to the world a self-serving identity and to manage one's personal reputation. The form of interactivity most attractive to marketing is one that facilitates people's ability to construct their identity and contribute to the making of meaning. Closed for comment; 0 Comments.

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

by Jill Avery, Mary Caravella, John Deighton & Thomas Steenburgh

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. Key concepts include: Adding a physical retail store to existing direct sales channels increases firm sales in the long run, as sales from the new store are incremental to sales from direct channels, which show little long term damage from channel competition. Adding channels produces both cannibalizing and complementary effects which operate in tandem and vary over time. Cannibalization occurs in the short term following the addition of a new channel, while complementarity takes time to manifest itself. Retail store openings cannibalize direct channel sales in the short term if physical stores do not already exist in the retail trading area, but produce complementary effects which overcome the losses from cannibalization in the long run. Our results suggest the underlying consumer shopping behavior driving this result. The opening of a retail store may induce some existing direct channel customers to switch their purchases to the retail store; simultaneously, new customers are attracted to the direct channels, perhaps due to a branding effect stemming from the publicity surrounding the new store which makes customers more aware of and more comfortable with the firm's direct channel operations. Use caution extrapolating these results to other retailers. This study involved only store openings by a single retailer with a well established and respected brand into markets where the retailer did not previously have stores. Direct retailers with less established brands may benefit even more than this retailer from branding effects by opening a new store. Closed for comment; 0 Comments.

Is MySpace.com Your Space?

by Sean Silverthorne

Social networking sites such as MySpace.com have demographics to die for, but PR problems with parents, police, and policymakers. Are they safe for advertisers? A Q&A with Professor John Deighton. Key concepts include: Social networking sites such as MySpace.com are emerging as powerful advertising platforms reaching millions of desirable consumers. They will be advertising rivals to established Internet sites such as Google and Yahoo. Although MySpace has been the subject of some community criticism, MySpace advertisers don't seem frightened off. Closed for comment; 0 Comments.

The Presentation of Self in the Information Age

by John A. Deighton

In the past, we knew a lot about the seller of a product (through ads, marketing, or reputation) but little about the individual buyer. Times have changed. From the Internet to store loyalty cards, technology has made the marketplace into an interactive exchange where the buyer is no longer anonymous. The future market will likely be one in which personal information is shared and leveraged. Consumers who are willing to share their information will be more attractive to sellers and more sought-after than those who have bad reputations or refuse to participate. Key concepts include: Consumers will play an increasingly leveraged role in the marketplace by "branding" themselves and sharing personal information with sellers. Technology is making the idea of consumer branding a reality, but it is unclear how personal information will be used in the marketplace, or which uses will be the most beneficial to both buyers and sellers. Look deeper into loyalty programs for the societal and commercial, and positive and negative effects of sharing personal information in the marketplace. Closed for comment; 0 Comments.

The Case of the Mystery Writer’s Brand

by Julia Hanna

A look behind how professor John Deighton developed a case study of mystery writer James Patterson. From the HBS Alumni Bulletin. Closed for comment; 0 Comments.