The founder and chief executive officer (CEO) of the direct-to-consumer deodorant startup Native Deodorant (Native) had grown the brand to one million active users in about two years. The company was founded in 2015 in San Francisco and had disrupted the deodorant industry by offering all-natural deodorants direct to consumers through its website. By cutting off retailers from the value chain, the CEO had created a feedback loop that helped him have an agile and iterative approach to his business. In 2017, he received an offer from the Procter and Gamble Company to buy his one-and-a-half-year-old startup for US$100 million. He faced a tough predicament: he could continue to leverage the business model of Native and grow to the next million customers, or he could sell to P&G for a nine-figure payday. What should he do?
Native Deodorants: Sell or Swell? (Digital Learning Experience)
June Cotte
Product #:W35317
Supplier:Ivey
Discipline:Marketing
Setting:2017
Subjects:
Industries:
Your Price:$16.95
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Learning Objectives
- Define an organization’s DTC business model, and identify key drivers of success and competitive advantages.
- Understand the importance of consumer insights for successful DTC businesses.
- Integrate competitive understanding into effective DTC business model designs.
- Integrate digital DTC disruption with market-focused planning and strategies.
This Digital Learning Experience gives participants the fundamentals of the direct-to-consumer business model in the context of a fast-growing CPG manufacturer in the health and beauty space.