Native Deodorants: Sell or Swell?
商品編號：9B20A073
出版日期：2020/08/27
再版日期：
商品來源：
商品主題：Entrepreneurship; Marketing
商品類型：Case (Pub Mat)
涵蓋議題：direct-to-consumer;disruptive;CPG
難易度：4 - Undergraduate/MBA
內容長度：9 頁
地域：United States
產業：Manufacturing; Retail Trade
事件年度：2017
AVAILABLE AS A DIGITAL LEARNING EXPERIENCE
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?
教學手冊：Native Deodorants: Sell or Swell? - Teaching Note
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