Area of Study
Includes Teaching Notes
The Electronic Gaming Federation (EGF) is putting all of its energy into developing the market with their services to high schools and colleges to create esports programs. This infrastructure is the foundation of what EGF hopes to accomplish. However, the core and longevity of EGF depends not only on market capture but also sustained league governance, their second operating division. However, the burden weighs heavy with an ethical responsibility to the students and programs served and slow movement toward regulation in the professional esports arena. Collegiate esports needs a central governing body, but on what terms?
NOTE: The case video begins with the section, A Dynamic Business Model: Organizing Ops to Meet Needs [0:09 - 3:39]. This section is also used in the following case videos: Developing the Ecosystem: Media, and Developing the Ecosystem: Platform & Program Infrastructure.
The ThinkFoodGroup mission is to change the world through the power of food. Beefsteak is uniquely positioned to make good on that mission in Food Deserts--communities struggling to afford or even find healthy food options. This is because Beefsteak mainly serves healthful vegetables, and its base-level price point is competitive in the fast-casual space. The Beefsteak team would like to capitalize on a corporate social responsibility (CSR) campaign to improve nutrition for people in the local community. Could Beefsteak help an underserved community, where some of their own staff may live, to make healthier food decisions?
Doneff explains that any ThinkFoodGroup brand building campaign has an imperative to create a personal emotional connection that relates to
community engagement. Doneff’s goal in building the Beefsteak brand is to resonate with customers on the level of personal identification such that they feel part of a “tribe.” How does a company develop a fast-casual brand like Beefsteak that people want to identify with and espouse, allowing it to become embedded in the community?
Positioning the firm’s mission and vision to appeal to the culture and values of the millennial generation
Eduardo Sanabia, ThinkFoodGroup’s Chief People Officer, notes that millennials differ from older generations in the way they care about a business’s purpose and mission, and what impact they have on the world. The TFG mission is to change the world through the power of food. That means something different to each individual in the company. How can Eduardo utilize the TFG mission and strong culture to attract customers and, perhaps most importantly, retain employees to evangelize that mission and develop into the future leaders of the organization? How can TFG get millennials engaged to actively help contribute to the mission?
ESports athletes often begin their careers before they are legally adults. Due in part to loss of rapid reaction time with age, these careers then only span between 2-7 years, leaving athletes with much of their lives ahead of them. With the industry struggling to catch up to its own growth and form governing bodies, Steve Arhancet intends to influence the course the industry takes with its players. He also wants to position Team Liquid as the ethical standard for human capital management. Steve wonders about the extent of his ethical responsibility for his players’ futures, and how to best prepare them.
How can Steve better understand the needs of his players? How can he best support their future career choices, when they themselves do not know what they are?
Team Liquid’s (TL) CEO Steve Arhancet needs to unlock brand value from intangible property such as player likenesses and the team logo. Currently, the company has taken initial steps such as placing the TL logo on hats and other apparel to gross $150k monthly. However, TL’s treasure trove of rights to the likeness of each of its ~70 players remains an under-utilized asset which could be deployed to significant effect.
To unlock revenue generation, what opportunities should TL pursue through merchandising or licensing partnerships?
Although Wolf Trap is one of the most popular venues in the nation by ticket sales, statistics show that most of their concert-goers do not know about Wolf Trap's larger philanthropic and educational missions. Consequently, they are struggling to convert regular ticket-buyers to be donors and members of the Wolf Trap Foundation, even after promoting this message on flyers and signage around the grounds. Wolf Trap knows that once individuals become a member, they enjoy the benefits that come with membership. They just need to identify how to encourage transactional customers to play a larger role in Wolf Trap's educational mission as donors and members. Furthermore, they need your help understanding the catalyst that makes ticket-buyers decide to donate for the first time.
KIND Healthy Snacks is a company that started with a focus on doing more than just selling nutritional snacks. In fact, that's one of the key reasons why founder Daniel Lubetzky named the company KIND. One of KIND's newest initiatives is called the KIND Movement. Essentially, the KIND Movement allows their employees to reward acts of kindness with special KIND Rewards Cards. The company (and their employees) love this program and it's been very successful so far. This case comes down to analyzing whether this is a corporate social responsibility initiative, a marketing initiative, or a blend of both. Additionally, this case encourages students to dive deeper into Corporate Social Responsibility initiatives and explore how they are blended with public relations and marketing practices.
RedPeg Marketing is an experiential marketing firm based in the DC Metro Area. They have worked with many blue chip clients, which is a testament to the quality of their work and their ability to deliver results. Lately, RedPeg has run into an ethical issue with one of their high-value clients. After RedPeg developed a fully comprehensive proposal based on their experience, resources, creative energy, and knowledge of the market, their client wanted to start a bidding war with competing firms to lower the cost of the campaign. CEO Brad Nierenberg is having a difficult time conveying to the client that their service encompasses everything from creative ideation to implementation of their campaigns.
Greg Alvo, Founder and CEO, has tied OrderGroove’s success to the complementary needs of retailers and their consumers by offering integrative subscription services and the metrics to improve offerings on both accounts. To extend this complementary mentality, Greg is interested in developing a Triple Bottom Line for OrderGroove through their OrderGroove Cares CSR initiative.
What type of program can Greg introduce in line with OrderGroove’s purpose that gives back to the community and the environment?