This case examines the strategic choices and business model with regards to branding at Mavi, a leading Turkish apparel retailer. The case is presented from the perspective of the company CEO and its global brand director who is also part owner. In 2015, Mavi had sales of $419 million, up 20% from the previous year. Growth rates like these were becoming routine at Mavi. But, the path to growth was getting more challenging, and Turkven, Mavi's private equity partner, was planning its options after seven years of investment. There were four growth levers Mavi could pull, but each involved selecting one growth path while neglecting another. Should the company invest in growth domestically or internationally? Should they change the price positioning of the brand to move upmarket or down market? Which value proposition offered the most future promise: functional differentiation, lifestyle differentiation, or celebrity endorsement? Should the company continue to serve both men and women of all ages, or were there specific consumer targets that offered the most promise? Managers realized that these choices would not only determine the company's short-term growth trajectory, but also shape the longer-term value of the Mavi brand.
- प्रतिलिपि अधिकार:
- 2017 HBS
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