marketing case study objectives

Marketing case study 101 (plus tips, examples, and templates)

Summary/Overview

If you’re familiar with content lines like, “See how our fancy new app saved Sarah 10 hours a week doing payroll,” you’ve encountered a marketing case study. That’s because case studies are one of the most powerful marketing tools, showcasing real-world applications and customer success stories that help build trust with potential customers.

More than 42% of marketers use case studies in their marketing strategy. Let’s face it — we love testimonials and reviews. People love hearing customer stories and experiences firsthand. In fact, 88% of consumers view reviews before making a purchase decision. Case studies work similarly by providing prospective customers with real-life stories demonstrating the brand’s success.

Case studies provide a more in-depth view of how your product solves an existing problem — something potential buyers can relate to and learn from.

In this article, we take a closer look at what marketing case studies are, why they’re important, and how you can use them to improve your content marketing efforts. You’ll also learn the key elements of a successful case study and how to turn a good case study into a great case study.

What is a marketing case study?

A case study is a narrative that documents a real-world situation or example. A marketing case study is a detailed examination and analysis of a specific strategy, initiative, or marketing campaign that a business has implemented. It’s intended to serve as an all-inclusive narrative that documents a real-world business situation and its outcome.

Marketing case studies are tools businesses use to showcase the effectiveness of a particular tool, technique, or service by using a real-world example. Companies often use case studies as sales collateral on websites, email marketing, social media , and other marketing materials. They provide readers with a firsthand look into how your product or service has helped someone else and demonstrate the value of your offering while building trust with potential customers.

Some common key components of a marketing case study include:

• Context: A case study begins by describing the business’s situation or problem. This often includes challenges, opportunities, or objectives.
• Strategy: An outline of the tactics or strategy utilized to address the business’s situation. This includes details such as the target audience, messaging, channels used, and other unique aspects of the approach.
• Implementation: Provide information about how the strategy was implemented, including timeline, resources, and budget.
• Results: This is arguably the most crucial part of a marketing case study. Present the results through data, metrics, and key performance indicators (KPIs) to demonstrate the impact of the strategy. The results section should highlight both qualitative and quantitative data.
• Challenges and Solutions: A great case study not only focuses on the successes but addresses any obstacles faced during the campaign. Make sure to address any challenges and how they were overcome or mitigated.
• Customer Feedback: Including testimonials or quotes from satisfied clients is a great way to add credibility and authenticity to a case study. Choose customer feedback that reinforces the positive outcomes of the strategy taken.
• Visuals: Compelling case studies include visuals such as graphs, charts, images, videos, and infographics to make the information presented more engaging and easier to understand.
• Analysis: An optional way to conclude a case study includes discussing key takeaways, insights, and lessons learned from a campaign.

Case studies can help you connect your product to the customer’s needs by providing a real world examples of success and encouraging conversions.

Benefits of marketing case studies

Some of the key benefits of using case studies in your marketing efforts include the following:

• Building trust and credibility. You build trust and credibility with potential clients or customers by demonstrating real world success stories. In-depth looks at how your products or services have helped other businesses or people achieve success can increase customer loyalty and encourage repeat business.
• Learn best practices. Learn from strategies employed in successful case studies and apply similar approaches to future campaigns.
• Enhancing sales and conversions. By highlighting the real world results your products or services have delivered, case studies can be a powerful tool for boosting sales. They can help demonstrate the value of your offering and persuade your target audience to make a purchase.
• Explain how your business generates results. Case studies are a compelling way to share key takeaways with your target audience and showcase your brand.
• Use them as content marketing material. Use case studies as content for marketing purposes on websites, social media, and beyond.

Case studies can help your business stand out and achieve success. By highlighting the real world results you’ve delivered, you can use case studies to boost sales, build customer loyalty, and compellingly showcase your business.

Tips on how to write an effective marketing case study

Are you ready to write a compelling case study? Get started with these tips.

Develop a clear and compelling headline

You have about 10 seconds to communicate your value proposition to keep customer attention. Whether you’re designing a new landing page or making a long-term plan for your brand’s content marketing strategy , the headline is the most crucial part.

A compelling title should capture readers’ attention and make them want to read more. To craft a compelling headline:

• Understand your audience: Before crafting a headline, ensure you know your target audience — what are their pain points, interests, and needs?
• Highlight the most significant result: Focus on the most impactful result achieved in the case study. What was the primary outcome of the strategy implemented?
• Keep it brief: Keep your headline concise and to the point. Try to keep your headline under 12 words.
• Use action words: Incorporate action verbs such as “achieved,” “transformed,” or “boosted” to convey a sense of accomplishment.
• Include data: Numbers make your headline more credible. For example, if the case study achieved a 75% increase in sales, include that in the headline.
• Emphasize benefits: Focus on the positive changes or advantages the implemented strategy brought to the client or business. Use these as selling points in your headline.
• Make it unique and memorable: Avoid generic phrases to make your headline stand out from the competition.
• Use keywords wisely: Incorporate relevant keywords that align with the case study and your target audience’s search interest to improve search engine visibility through search engine optimization (SEO).
• Consider subheadings: If you cannot fit all the necessary information in a headline, consider adding a subheading to provide additional context or details.

Here are some examples of clear and convincing case study headlines:

• “Achieving a 150% ROI: How [XYZ] Strategy Transformed a Startup”
• “How Optimized SEO Tactics Skyrocketed Sales by 80%”
• “Mastering Social Media: How [ABC] Brand Increased Engagement by 50%”
• “The Power of Personalization: How Tailored Content Quadrupled Conversions”

Write relatable content

Almost 90% of Gen Z and millennial shoppers prefer influencers who they consider relatable. Relatability is part of building trust and connection with your target audience.

When writing your case study, make content that resonates with readers and speaks to their pain points. The best marketing doesn’t just increase conversion rates — it also serves your customers’ needs. To write content that really resonates with your target audience, make sure to:

• Understand your audience: To successfully write relatable content, you first need to understand your target audience — their interests, pain points, and challenges. The more you know about your target audience, the better you can tailor your content to their needs.
• Identify pain points: As mentioned above, identify challenges your target audience may face. Make sure to highlight how the product or service in the case study can effectively address these pain points.
• Tell a story: Create a narrative that follows a standard story arc. Start with a relatable struggle that the customer or business faced and describe its associated emotions.
• Use real customer feedback: Incorporate quotes or testimonials from actual customers or clients. Including authentic voices makes the content more relatable to readers because they can see real people expressing their experiences.
• Use relatable language: Write in a tone to which your audience can relate. Only include overly technical terms if your target audience solely consists of experts who would understand them.
• Use social proof: Mention any recognitions, awards, or industry acknowledgments that may have been received by the customer or business in the case study.
• Encourage engagement: Urge readers to share their own challenges or experiences related to the subject matter of the case study. This is a great way to foster a sense of community.

Outline your strategies with corresponding statistics

Whether you’re showing off the results your marketing team achieved with a new strategy or explaining how your product has helped customers, data and research make it easier to back up claims.

Include relevant statistics in your case study to provide evidence of the effectiveness of your strategies, such as:

• Quantitative data: Use numerical data to quantify results.
• Qualitative data: Use qualitative data, such as customer testimonials, to back up numerical results.
• Comparisons: Compare the post-campaign results with the pre-campaign benchmarks to provide context for the data.
• Case study metrics: Include specific metrics relevant to your industry or campaign if applicable. For example, in e-commerce, common metrics could include customer acquisition cost, average order value, or cart abandonment rate.

By incorporating relatable outcomes — such as cost savings from new automation or customer responsiveness from your new social media marketing campaign — you can provide concrete evidence of how your product or service has helped others in similar situations.

Use multiple formats of representation

People love visuals . It doesn’t matter if it’s an infographic for digital marketing or a graph chart in print materials — we love to see our data and results represented in visuals that are easy to understand. Additionally, including multiple representation formats is a great way to increase accessibility and enhance clarity.

When making a case study, consider including various forms of representation, such as:

• Infographics: Use infographics to condense critical information into a visually appealing, easy-to-understand graphic. Infographics are highly sharable and can be used across marketing channels.
• Charts: Use charts (bar charts, pie charts, line graphs, etc.) to illustrate statistical information such as data trends or comparisons. Make sure to include clear labels and titles for each chart.
• Images: Include relevant photos to enhance the storytelling aspect of your case study. Consider including “before and after” pictures if relevant to your case study.
• Videos: Short videos summarizing a case study’s main points are great for sharing across social media or embedding into your case study.
• Tables: Use tables to help organize data and make it easier for readers to digest.
• Data visualizations: Include data visualizations such as flowcharts or heatmaps to illustrate user journeys or specific processes.
• Screenshots: If your case study involves digital products, include screenshots to provide a visual walkthrough of how the product or service works.
• Diagrams: Use diagrams, such as a flowchart, to explain complex processes, decision trees, or workflows to simplify complicated information.
• Timelines: If your case study involves a timeline of specific events, present it using a timeline graphic.

Use a consistent design style and color scheme to maintain cohesion when incorporating multiple formats. Remember that each format you use should serve a specific purpose in engaging the reader and conveying information.

Get your case study in front of your intended audience

What good is a compelling case study and a killer call to action (CTA) if no one sees it? Once you’ve completed your case study, share it across the appropriate channels and networks your target audience frequents and incorporate it into your content strategy to increase visibility and reach. To get your case study noticed:

• Take advantage of your website. Create a dedicated section or landing page on your website for your case study. If your website has a blog section, consider including it here. Optimize the page for search engines (SEO) by including relevant keywords and optimizing the meta description and headers. Make sure to feature your case study on your homepage and relevant product or service pages.
• Launch email marketing campaigns. Send out the case study to your email subscriber list. Be specific and target groups that would most likely be interested in the case study.
• Launch social media campaigns. Share your case study on your social media platforms. Use eye-catching graphics and engaging captions to draw in potential readers. Consider creating teaser videos or graphics to generate interest.
• Utilize paid promotions. Use targeted social media and search engine ads to reach specific demographics or interests. Consider retargeting ads to re-engage visitors who have previously interacted with your website.
• Issue a press release. If your case study results in a significant industry impact, consider issuing a press release to share the exciting news with relevant media outlets or publications.
• Utilize influencer outreach. Collaborate with influencers who can share your case study with their followers to increase credibility and expand your reach.
• Host webinars and presentations. Discuss the case study findings and insights through webinars or presentations. Promote these events through your various marketing channels and make sure to encourage participation.
• Utilize networking events and conferences. Present your case study at industry-related conferences, trade shows, or networking events. Consider distributing printed or digital copies of the case study to attendees.
• Utilize online communities. Share the case study in relevant online forums and discussion groups where your target audience congregates.
• Practice search engine optimization (SEO). Optimize the SEO elements of your case study to improve organic search ranking and visibility.

Remember, the key to successfully promoting your case study is to tailor your approach to your specific target audience and their preferences. Consistently promoting your case study across multiple channels increases your chances of it reaching your intended audience.

Marketing case study examples

Let’s look at some successful marketing case studies for inspiration.

“How Handled Scaled from Zero to 121 Locations with HubSpot”

Right away, they lead with compelling metrics — the numbers don’t lie. They use two different formats: a well-made video accompanied by well-written text.

The study also addresses customer pain points, like meeting a higher demand during the pandemic.

“How AppSumo grew organic traffic 843% and revenue from organic traffic 340%”

This case study from Omniscient Digital leads with motivating stats, a glowing review sharing a real user experience, and a video review from the AppSumo Head of Content.

The case study information is broken down into clearly marked sections, explaining the benefits to their target audience (startups) and providing plenty of visuals, charts, and metrics to back it up.

“How One Ecommerce Business Solved the Omnichannel Challenge with Bitly Campaigns”

Download this Bitly case study from their site to see the details of how this company made an impact.

Not only is it well designed, but it also tackles customer challenges right away. The most compelling types of case studies serve their audience by showing how the product or service solves their problems.

Bitly nails it by listing obstacles and jumping right into how the brand can help.

Marketing case study template

Use this basic template to better understand the typical structure of a business case study and use it as a starting place to create your own:

Case Study Title

Date: [Date]

Client or Company Profile:

• Client/Company Name: [Client/Company Name]
• Industry: [Industry]
• Location: [Location]
• Client/Company Background: [Brief client or company background information.]

Introduction:

• Briefly introduce the client or company and any necessary context for the campaign or initiative.
• Problem statement: Describe the specific challenge or problem faced by the client or company before implementing the campaign or initiative.
• Strategy: Explain the strategy that was implemented to address the challenge. Include details such as target audience, objectives, goals, and tactics.
• Implementation: Provide a timeline of the strategy’s implementation, including key milestones and other notable considerations taken during execution.
• Outcomes: Present the qualitative and quantitative results achieved through the implemented strategy. Include relevant metrics, statistics, and key performance indicators (KPIs).
• Comparative data: Compare the post-campaign results to pre-campaign benchmarks or industry standards.

Analysis and Insights:

• Key insights: Summarize insights and lessons learned from the campaign and discuss the campaign's impact on the client or company’s goals.
• Challenges faced: Address any obstacles encountered during the campaign and how they were mitigated or overcome.

Conclusion:

• Conclusion: Summarize the campaign’s overall impact on the client or company. Highlight the value that was delivered by the implemented strategy and the success it achieved.
• Next Steps: Discuss potential follow-up actions, recommendations, or future strategies.

Testimonials:

• Include quotes or testimonials from the clients or customers who benefitted from the campaign.
• Incorporate relevant visuals to illustrate key points, findings, and results.

The above template is a great way to get started gathering your ideas and findings for a marketing case study. Feel free to add additional sections or customize the template to match your requirements.

Craft a compelling marketing case study for your business

Are you ready to make your marketing case study shine? With Adobe Express, you can make high-quality infographics and presentations that take your case studies to the next level.

Choose from our library of designed templates, or make it yourself with powerful tools and a library of ready-to-use graphic elements.

Get started with Adobe Express today to make compelling marketing case studies that engage your audience and drive conversions.

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How to Write a Case Study: Bookmarkable Guide & Template

Published: November 30, 2023

Earning the trust of prospective customers can be a struggle. Before you can even begin to expect to earn their business, you need to demonstrate your ability to deliver on what your product or service promises.

Sure, you could say that you're great at X or that you're way ahead of the competition when it comes to Y. But at the end of the day, what you really need to win new business is cold, hard proof.

One of the best ways to prove your worth is through a compelling case study. In fact, HubSpot’s 2020 State of Marketing report found that case studies are so compelling that they are the fifth most commonly used type of content used by marketers.

Below, I'll walk you through what a case study is, how to prepare for writing one, what you need to include in it, and how it can be an effective tactic. To jump to different areas of this post, click on the links below to automatically scroll.

Case Study Definition

Case study templates, how to write a case study.

• How to Format a Case Study

Business Case Study Examples

A case study is a specific challenge a business has faced, and the solution they've chosen to solve it. Case studies can vary greatly in length and focus on several details related to the initial challenge and applied solution, and can be presented in various forms like a video, white paper, blog post, etc.

In professional settings, it's common for a case study to tell the story of a successful business partnership between a vendor and a client. Perhaps the success you're highlighting is in the number of leads your client generated, customers closed, or revenue gained. Any one of these key performance indicators (KPIs) are examples of your company's services in action.

When done correctly, these examples of your work can chronicle the positive impact your business has on existing or previous customers and help you attract new clients.

Free Case Study Templates

Showcase your company's success using these three free case study templates.

• Data-Driven Case Study Template
• Product-Specific Case Study Template
• General Case Study Template

You're all set!

Click this link to access this resource at any time.

Why write a case study? 

I know, you’re thinking “ Okay, but why do I need to write one of these? ” The truth is that while case studies are a huge undertaking, they are powerful marketing tools that allow you to demonstrate the value of your product to potential customers using real-world examples. Here are a few reasons why you should write case studies. 

1. Explain Complex Topics or Concepts

Case studies give you the space to break down complex concepts, ideas, and strategies and show how they can be applied in a practical way. You can use real-world examples, like an existing client, and use their story to create a compelling narrative that shows how your product solved their issue and how those strategies can be repeated to help other customers get similar successful results.  

2. Show Expertise

Case studies are a great way to demonstrate your knowledge and expertise on a given topic or industry. This is where you get the opportunity to show off your problem-solving skills and how you’ve generated successful outcomes for clients you’ve worked with. 

3. Build Trust and Credibility

In addition to showing off the attributes above, case studies are an excellent way to build credibility. They’re often filled with data and thoroughly researched, which shows readers you’ve done your homework. They can have confidence in the solutions you’ve presented because they’ve read through as you’ve explained the problem and outlined step-by-step what it took to solve it. All of these elements working together enable you to build trust with potential customers.

4. Create Social Proof

Using existing clients that have seen success working with your brand builds social proof . People are more likely to choose your brand if they know that others have found success working with you. Case studies do just that — putting your success on display for potential customers to see. 

All of these attributes work together to help you gain more clients. Plus you can even use quotes from customers featured in these studies and repurpose them in other marketing content. Now that you know more about the benefits of producing a case study, let’s check out how long these documents should be. 

How long should a case study be?

The length of a case study will vary depending on the complexity of the project or topic discussed. However, as a general guideline, case studies typically range from 500 to 1,500 words. 

Whatever length you choose, it should provide a clear understanding of the challenge, the solution you implemented, and the results achieved. This may be easier said than done, but it's important to strike a balance between providing enough detail to make the case study informative and concise enough to keep the reader's interest.

The primary goal here is to effectively communicate the key points and takeaways of the case study. It’s worth noting that this shouldn’t be a wall of text. Use headings, subheadings, bullet points, charts, and other graphics to break up the content and make it more scannable for readers. We’ve also seen brands incorporate video elements into case studies listed on their site for a more engaging experience. 

Ultimately, the length of your case study should be determined by the amount of information necessary to convey the story and its impact without becoming too long. Next, let’s look at some templates to take the guesswork out of creating one. 

To help you arm your prospects with information they can trust, we've put together a step-by-step guide on how to create effective case studies for your business with free case study templates for creating your own.

Tell us a little about yourself below to gain access today:

And to give you more options, we’ll highlight some useful templates that serve different needs. But remember, there are endless possibilities when it comes to demonstrating the work your business has done.

1. General Case Study Template

Do you have a specific product or service that you’re trying to sell, but not enough reviews or success stories? This Product Specific case study template will help.

This template relies less on metrics, and more on highlighting the customer’s experience and satisfaction. As you follow the template instructions, you’ll be prompted to speak more about the benefits of the specific product, rather than your team’s process for working with the customer.

4. Bold Social Media Business Case Study Template

You can find templates that represent different niches, industries, or strategies that your business has found success in — like a bold social media business case study template.

In this template, you can tell the story of how your social media marketing strategy has helped you or your client through collaboration or sale of your service. Customize it to reflect the different marketing channels used in your business and show off how well your business has been able to boost traffic, engagement, follows, and more.

5. Lead Generation Business Case Study Template

It’s important to note that not every case study has to be the product of a sale or customer story, sometimes they can be informative lessons that your own business has experienced. A great example of this is the Lead Generation Business case study template.

If you’re looking to share operational successes regarding how your team has improved processes or content, you should include the stories of different team members involved, how the solution was found, and how it has made a difference in the work your business does.

Now that we’ve discussed different templates and ideas for how to use them, let’s break down how to create your own case study with one.

• Get started with case study templates.
• Determine the case study's objective.
• Establish a case study medium.
• Find the right case study candidate.
• Contact your candidate for permission to write about them.
• Ensure you have all the resources you need to proceed once you get a response.
• Download a case study email template.
• Define the process you want to follow with the client.
• Ensure you're asking the right questions.
• Layout your case study format.
• Publish and promote your case study.

1. Get started with case study templates.

Telling your customer's story is a delicate process — you need to highlight their success while naturally incorporating your business into their story.

If you're just getting started with case studies, we recommend you download HubSpot's Case Study Templates we mentioned before to kickstart the process.

2. Determine the case study's objective.

All business case studies are designed to demonstrate the value of your services, but they can focus on several different client objectives.

Your first step when writing a case study is to determine the objective or goal of the subject you're featuring. In other words, what will the client have succeeded in doing by the end of the piece?

The client objective you focus on will depend on what you want to prove to your future customers as a result of publishing this case study.

Your case study can focus on one of the following client objectives:

• Complying with government regulation
• Lowering business costs
• Becoming profitable
• Generating more leads
• Closing on more customers
• Generating more revenue
• Expanding into a new market
• Becoming more sustainable or energy-efficient

3. Establish a case study medium.

Next, you'll determine the medium in which you'll create the case study. In other words, how will you tell this story?

Case studies don't have to be simple, written one-pagers. Using different media in your case study can allow you to promote your final piece on different channels. For example, while a written case study might just live on your website and get featured in a Facebook post, you can post an infographic case study on Pinterest and a video case study on your YouTube channel.

Here are some different case study mediums to consider:

Written Case Study

Consider writing this case study in the form of an ebook and converting it to a downloadable PDF. Then, gate the PDF behind a landing page and form for readers to fill out before downloading the piece, allowing this case study to generate leads for your business.

Video Case Study

Plan on meeting with the client and shooting an interview. Seeing the subject, in person, talk about the service you provided them can go a long way in the eyes of your potential customers.

Infographic Case Study

Use the long, vertical format of an infographic to tell your success story from top to bottom. As you progress down the infographic, emphasize major KPIs using bigger text and charts that show the successes your client has had since working with you.

Podcast Case Study

Podcasts are a platform for you to have a candid conversation with your client. This type of case study can sound more real and human to your audience — they'll know the partnership between you and your client was a genuine success.

4. Find the right case study candidate.

Writing about your previous projects requires more than picking a client and telling a story. You need permission, quotes, and a plan. To start, here are a few things to look for in potential candidates.

Product Knowledge

It helps to select a customer who's well-versed in the logistics of your product or service. That way, he or she can better speak to the value of what you offer in a way that makes sense for future customers.

Remarkable Results

Clients that have seen the best results are going to make the strongest case studies. If their own businesses have seen an exemplary ROI from your product or service, they're more likely to convey the enthusiasm that you want prospects to feel, too.

One part of this step is to choose clients who have experienced unexpected success from your product or service. When you've provided non-traditional customers — in industries that you don't usually work with, for example — with positive results, it can help to remove doubts from prospects.

Recognizable Names

While small companies can have powerful stories, bigger or more notable brands tend to lend credibility to your own. In fact, 89% of consumers say they'll buy from a brand they already recognize over a competitor, especially if they already follow them on social media.

Customers that came to you after working with a competitor help highlight your competitive advantage and might even sway decisions in your favor.

5. Contact your candidate for permission to write about them.

To get the case study candidate involved, you have to set the stage for clear and open communication. That means outlining expectations and a timeline right away — not having those is one of the biggest culprits in delayed case study creation.

Most importantly at this point, however, is getting your subject's approval. When first reaching out to your case study candidate, provide them with the case study's objective and format — both of which you will have come up with in the first two steps above.

To get this initial permission from your subject, put yourself in their shoes — what would they want out of this case study? Although you're writing this for your own company's benefit, your subject is far more interested in the benefit it has for them.

Benefits to Offer Your Case Study Candidate

Here are four potential benefits you can promise your case study candidate to gain their approval.

Brand Exposure

Explain to your subject to whom this case study will be exposed, and how this exposure can help increase their brand awareness both in and beyond their own industry. In the B2B sector, brand awareness can be hard to collect outside one's own market, making case studies particularly useful to a client looking to expand their name's reach.

Employee Exposure

Allow your subject to provide quotes with credits back to specific employees. When this is an option for them, their brand isn't the only thing expanding its reach — their employees can get their name out there, too. This presents your subject with networking and career development opportunities they might not have otherwise.

Product Discount

This is a more tangible incentive you can offer your case study candidate, especially if they're a current customer of yours. If they agree to be your subject, offer them a product discount — or a free trial of another product — as a thank-you for their help creating your case study.

Backlinks and Website Traffic

Here's a benefit that is sure to resonate with your subject's marketing team: If you publish your case study on your website, and your study links back to your subject's website — known as a "backlink" — this small gesture can give them website traffic from visitors who click through to your subject's website.

Additionally, a backlink from you increases your subject's page authority in the eyes of Google. This helps them rank more highly in search engine results and collect traffic from readers who are already looking for information about their industry.

6. Ensure you have all the resources you need to proceed once you get a response.

So you know what you’re going to offer your candidate, it’s time that you prepare the resources needed for if and when they agree to participate, like a case study release form and success story letter.

Let's break those two down.

Case Study Release Form

This document can vary, depending on factors like the size of your business, the nature of your work, and what you intend to do with the case studies once they are completed. That said, you should typically aim to include the following in the Case Study Release Form:

• A clear explanation of why you are creating this case study and how it will be used.
• A statement defining the information and potentially trademarked information you expect to include about the company — things like names, logos, job titles, and pictures.
• An explanation of what you expect from the participant, beyond the completion of the case study. For example, is this customer willing to act as a reference or share feedback, and do you have permission to pass contact information along for these purposes?
• A note about compensation.

Success Story Letter

As noted in the sample email, this document serves as an outline for the entire case study process. Other than a brief explanation of how the customer will benefit from case study participation, you'll want to be sure to define the following steps in the Success Story Letter.

7. Download a case study email template.

While you gathered your resources, your candidate has gotten time to read over the proposal. When your candidate approves of your case study, it's time to send them a release form.

A case study release form tells you what you'll need from your chosen subject, like permission to use any brand names and share the project information publicly. Kick-off this process with an email that runs through exactly what they can expect from you, as well as what you need from them. To give you an idea of what that might look like, check out this sample email:

8. Define the process you want to follow with the client.

Before you can begin the case study, you have to have a clear outline of the case study process with your client. An example of an effective outline would include the following information.

The Acceptance

First, you'll need to receive internal approval from the company's marketing team. Once approved, the Release Form should be signed and returned to you. It's also a good time to determine a timeline that meets the needs and capabilities of both teams.

The Questionnaire

To ensure that you have a productive interview — which is one of the best ways to collect information for the case study — you'll want to ask the participant to complete a questionnaire before this conversation. That will provide your team with the necessary foundation to organize the interview, and get the most out of it.

The Interview

Once the questionnaire is completed, someone on your team should reach out to the participant to schedule a 30- to 60-minute interview, which should include a series of custom questions related to the customer's experience with your product or service.

The Draft Review

After the case study is composed, you'll want to send a draft to the customer, allowing an opportunity to give you feedback and edits.

The Final Approval

Once any necessary edits are completed, send a revised copy of the case study to the customer for final approval.

Once the case study goes live — on your website or elsewhere — it's best to contact the customer with a link to the page where the case study lives. Don't be afraid to ask your participants to share these links with their own networks, as it not only demonstrates your ability to deliver positive results and impressive growth, as well.

9. Ensure you're asking the right questions.

Before you execute the questionnaire and actual interview, make sure you're setting yourself up for success. A strong case study results from being prepared to ask the right questions. What do those look like? Here are a few examples to get you started:

• What are your goals?
• What challenges were you experiencing before purchasing our product or service?
• What made our product or service stand out against our competitors?
• What did your decision-making process look like?
• How have you benefited from using our product or service? (Where applicable, always ask for data.)

Keep in mind that the questionnaire is designed to help you gain insights into what sort of strong, success-focused questions to ask during the actual interview. And once you get to that stage, we recommend that you follow the "Golden Rule of Interviewing." Sounds fancy, right? It's actually quite simple — ask open-ended questions.

If you're looking to craft a compelling story, "yes" or "no" answers won't provide the details you need. Focus on questions that invite elaboration, such as, "Can you describe ...?" or, "Tell me about ..."

In terms of the interview structure, we recommend categorizing the questions and flowing them into six specific sections that will mirror a successful case study format. Combined, they'll allow you to gather enough information to put together a rich, comprehensive study.

Open with the customer's business.

The goal of this section is to generate a better understanding of the company's current challenges and goals, and how they fit into the landscape of their industry. Sample questions might include:

• How long have you been in business?
• How many employees do you have?
• What are some of the objectives of your department at this time?

Cite a problem or pain point.

To tell a compelling story, you need context. That helps match the customer's need with your solution. Sample questions might include:

• What challenges and objectives led you to look for a solution?
• What might have happened if you did not identify a solution?
• Did you explore other solutions before this that did not work out? If so, what happened?

Discuss the decision process.

Exploring how the customer decided to work with you helps to guide potential customers through their own decision-making processes. Sample questions might include:

• How did you hear about our product or service?
• Who was involved in the selection process?
• What was most important to you when evaluating your options?

Explain how a solution was implemented.

The focus here should be placed on the customer's experience during the onboarding process. Sample questions might include:

• How long did it take to get up and running?
• Did that meet your expectations?
• Who was involved in the process?

Explain how the solution works.

The goal of this section is to better understand how the customer is using your product or service. Sample questions might include:

• Is there a particular aspect of the product or service that you rely on most?
• Who is using the product or service?

End with the results.

In this section, you want to uncover impressive measurable outcomes — the more numbers, the better. Sample questions might include:

• How is the product or service helping you save time and increase productivity?
• In what ways does that enhance your competitive advantage?
• How much have you increased metrics X, Y, and Z?

10. Lay out your case study format.

When it comes time to take all of the information you've collected and actually turn it into something, it's easy to feel overwhelmed. Where should you start? What should you include? What's the best way to structure it?

To help you get a handle on this step, it's important to first understand that there is no one-size-fits-all when it comes to the ways you can present a case study. They can be very visual, which you'll see in some of the examples we've included below, and can sometimes be communicated mostly through video or photos, with a bit of accompanying text.

Here are the sections we suggest, which we'll cover in more detail down below:

• Title: Keep it short. Develop a succinct but interesting project name you can give the work you did with your subject.
• Subtitle: Use this copy to briefly elaborate on the accomplishment. What was done? The case study itself will explain how you got there.
• Executive Summary : A 2-4 sentence summary of the entire story. You'll want to follow it with 2-3 bullet points that display metrics showcasing success.
• About the Subject: An introduction to the person or company you served, which can be pulled from a LinkedIn Business profile or client website.
• Challenges and Objectives: A 2-3 paragraph description of the customer's challenges, before using your product or service. This section should also include the goals or objectives the customer set out to achieve.
• How Product/Service Helped: A 2-3 paragraph section that describes how your product or service provided a solution to their problem.
• Results: A 2-3 paragraph testimonial that proves how your product or service specifically benefited the person or company and helped achieve its goals. Include numbers to quantify your contributions.
• Supporting Visuals or Quotes: Pick one or two powerful quotes that you would feature at the bottom of the sections above, as well as a visual that supports the story you are telling.
• Future Plans: Everyone likes an epilogue. Comment on what's ahead for your case study subject, whether or not those plans involve you.
• Call to Action (CTA): Not every case study needs a CTA, but putting a passive one at the end of your case study can encourage your readers to take an action on your website after learning about the work you've done.

When laying out your case study, focus on conveying the information you've gathered in the most clear and concise way possible. Make it easy to scan and comprehend, and be sure to provide an attractive call-to-action at the bottom — that should provide readers an opportunity to learn more about your product or service.

11. Publish and promote your case study.

Once you've completed your case study, it's time to publish and promote it. Some case study formats have pretty obvious promotional outlets — a video case study can go on YouTube, just as an infographic case study can go on Pinterest.

But there are still other ways to publish and promote your case study. Here are a couple of ideas:

Lead Gen in a Blog Post

As stated earlier in this article, written case studies make terrific lead-generators if you convert them into a downloadable format, like a PDF. To generate leads from your case study, consider writing a blog post that tells an abbreviated story of your client's success and asking readers to fill out a form with their name and email address if they'd like to read the rest in your PDF.

Then, promote this blog post on social media, through a Facebook post or a tweet.

Published as a Page on Your Website

As a growing business, you might need to display your case study out in the open to gain the trust of your target audience.

Rather than gating it behind a landing page, publish your case study to its own page on your website, and direct people here from your homepage with a "Case Studies" or "Testimonials" button along your homepage's top navigation bar.

Format for a Case Study

The traditional case study format includes the following parts: a title and subtitle, a client profile, a summary of the customer’s challenges and objectives, an account of how your solution helped, and a description of the results. You might also want to include supporting visuals and quotes, future plans, and calls-to-action.

Image Source

The title is one of the most important parts of your case study. It should draw readers in while succinctly describing the potential benefits of working with your company. To that end, your title should:

• State the name of your custome r. Right away, the reader must learn which company used your products and services. This is especially important if your customer has a recognizable brand. If you work with individuals and not companies, you may omit the name and go with professional titles: “A Marketer…”, “A CFO…”, and so forth.
• State which product your customer used . Even if you only offer one product or service, or if your company name is the same as your product name, you should still include the name of your solution. That way, readers who are not familiar with your business can become aware of what you sell.
• Allude to the results achieved . You don’t necessarily need to provide hard numbers, but the title needs to represent the benefits, quickly. That way, if a reader doesn’t stay to read, they can walk away with the most essential information: Your product works.

The example above, “Crunch Fitness Increases Leads and Signups With HubSpot,” achieves all three — without being wordy. Keeping your title short and sweet is also essential.

2. Subtitle

Your subtitle is another essential part of your case study — don’t skip it, even if you think you’ve done the work with the title. In this section, include a brief summary of the challenges your customer was facing before they began to use your products and services. Then, drive the point home by reiterating the benefits your customer experienced by working with you.

The above example reads:

“Crunch Fitness was franchising rapidly when COVID-19 forced fitness clubs around the world to close their doors. But the company stayed agile by using HubSpot to increase leads and free trial signups.”

We like that the case study team expressed the urgency of the problem — opening more locations in the midst of a pandemic — and placed the focus on the customer’s ability to stay agile.

3. Executive Summary

The executive summary should provide a snapshot of your customer, their challenges, and the benefits they enjoyed from working with you. Think it’s too much? Think again — the purpose of the case study is to emphasize, again and again, how well your product works.

The good news is that depending on your design, the executive summary can be mixed with the subtitle or with the “About the Company” section. Many times, this section doesn’t need an explicit “Executive Summary” subheading. You do need, however, to provide a convenient snapshot for readers to scan.

In the above example, ADP included information about its customer in a scannable bullet-point format, then provided two sections: “Business Challenge” and “How ADP Helped.” We love how simple and easy the format is to follow for those who are unfamiliar with ADP or its typical customer.

4. About the Company

Readers need to know and understand who your customer is. This is important for several reasons: It helps your reader potentially relate to your customer, it defines your ideal client profile (which is essential to deter poor-fit prospects who might have reached out without knowing they were a poor fit), and it gives your customer an indirect boon by subtly promoting their products and services.

Feel free to keep this section as simple as possible. You can simply copy and paste information from the company’s LinkedIn, use a quote directly from your customer, or take a more creative storytelling approach.

In the above example, HubSpot included one paragraph of description for Crunch Fitness and a few bullet points. Below, ADP tells the story of its customer using an engaging, personable technique that effectively draws readers in.

5. Challenges and Objectives

The challenges and objectives section of your case study is the place to lay out, in detail, the difficulties your customer faced prior to working with you — and what they hoped to achieve when they enlisted your help.

In this section, you can be as brief or as descriptive as you’d like, but remember: Stress the urgency of the situation. Don’t understate how much your customer needed your solution (but don’t exaggerate and lie, either). Provide contextual information as necessary. For instance, the pandemic and societal factors may have contributed to the urgency of the need.

Take the above example from design consultancy IDEO:

“Educational opportunities for adults have become difficult to access in the United States, just when they’re needed most. To counter this trend, IDEO helped the city of South Bend and the Drucker Institute launch Bendable, a community-powered platform that connects people with opportunities to learn with and from each other.”

We love how IDEO mentions the difficulties the United States faces at large, the efforts its customer is taking to address these issues, and the steps IDEO took to help.

6. How Product/Service Helped

This is where you get your product or service to shine. Cover the specific benefits that your customer enjoyed and the features they gleaned the most use out of. You can also go into detail about how you worked with and for your customer. Maybe you met several times before choosing the right solution, or you consulted with external agencies to create the best package for them.

Whatever the case may be, try to illustrate how easy and pain-free it is to work with the representatives at your company. After all, potential customers aren’t looking to just purchase a product. They’re looking for a dependable provider that will strive to exceed their expectations.

In the above example, IDEO describes how it partnered with research institutes and spoke with learners to create Bendable, a free educational platform. We love how it shows its proactivity and thoroughness. It makes potential customers feel that IDEO might do something similar for them.

The results are essential, and the best part is that you don’t need to write the entirety of the case study before sharing them. Like HubSpot, IDEO, and ADP, you can include the results right below the subtitle or executive summary. Use data and numbers to substantiate the success of your efforts, but if you don’t have numbers, you can provide quotes from your customers.

We can’t overstate the importance of the results. In fact, if you wanted to create a short case study, you could include your title, challenge, solution (how your product helped), and result.

8. Supporting Visuals or Quotes

Let your customer speak for themselves by including quotes from the representatives who directly interfaced with your company.

Visuals can also help, even if they’re stock images. On one side, they can help you convey your customer’s industry, and on the other, they can indirectly convey your successes. For instance, a picture of a happy professional — even if they’re not your customer — will communicate that your product can lead to a happy client.

In this example from IDEO, we see a man standing in a boat. IDEO’s customer is neither the man pictured nor the manufacturer of the boat, but rather Conservation International, an environmental organization. This imagery provides a visually pleasing pattern interrupt to the page, while still conveying what the case study is about.

9. Future Plans

This is optional, but including future plans can help you close on a more positive, personable note than if you were to simply include a quote or the results. In this space, you can show that your product will remain in your customer’s tech stack for years to come, or that your services will continue to be instrumental to your customer’s success.

Alternatively, if you work only on time-bound projects, you can allude to the positive impact your customer will continue to see, even after years of the end of the contract.

10. Call to Action (CTA)

Not every case study needs a CTA, but we’d still encourage it. Putting one at the end of your case study will encourage your readers to take an action on your website after learning about the work you've done.

It will also make it easier for them to reach out, if they’re ready to start immediately. You don’t want to lose business just because they have to scroll all the way back up to reach out to your team.

To help you visualize this case study outline, check out the case study template below, which can also be downloaded here .

You drove the results, made the connection, set the expectations, used the questionnaire to conduct a successful interview, and boiled down your findings into a compelling story. And after all of that, you're left with a little piece of sales enabling gold — a case study.

To show you what a well-executed final product looks like, have a look at some of these marketing case study examples.

1. "Shopify Uses HubSpot CRM to Transform High Volume Sales Organization," by HubSpot

What's interesting about this case study is the way it leads with the customer. This reflects a major HubSpot value, which is to always solve for the customer first. The copy leads with a brief description of why Shopify uses HubSpot and is accompanied by a short video and some basic statistics on the company.

Notice that this case study uses mixed media. Yes, there is a short video, but it's elaborated upon in the additional text on the page. So, while case studies can use one or the other, don't be afraid to combine written copy with visuals to emphasize the project's success.

2. "New England Journal of Medicine," by Corey McPherson Nash

When branding and design studio Corey McPherson Nash showcases its work, it makes sense for it to be visual — after all, that's what they do. So in building the case study for the studio's work on the New England Journal of Medicine's integrated advertising campaign — a project that included the goal of promoting the client's digital presence — Corey McPherson Nash showed its audience what it did, rather than purely telling it.

Notice that the case study does include some light written copy — which includes the major points we've suggested — but lets the visuals do the talking, allowing users to really absorb the studio's services.

3. "Designing the Future of Urban Farming," by IDEO

Here's a design company that knows how to lead with simplicity in its case studies. As soon as the visitor arrives at the page, he or she is greeted with a big, bold photo, and two very simple columns of text — "The Challenge" and "The Outcome."

Immediately, IDEO has communicated two of the case study's major pillars. And while that's great — the company created a solution for vertical farming startup INFARM's challenge — it doesn't stop there. As the user scrolls down, those pillars are elaborated upon with comprehensive (but not overwhelming) copy that outlines what that process looked like, replete with quotes and additional visuals.

4. "Secure Wi-Fi Wins Big for Tournament," by WatchGuard

Then, there are the cases when visuals can tell almost the entire story — when executed correctly. Network security provider WatchGuard can do that through this video, which tells the story of how its services enhanced the attendee and vendor experience at the Windmill Ultimate Frisbee tournament.

5. Rock and Roll Hall of Fame Boosts Social Media Engagement and Brand Awareness with HubSpot

In the case study above , HubSpot uses photos, videos, screenshots, and helpful stats to tell the story of how the Rock and Roll Hall of Fame used the bot, CRM, and social media tools to gain brand awareness.

6. Small Desk Plant Business Ups Sales by 30% With Trello

This case study from Trello is straightforward and easy to understand. It begins by explaining the background of the company that decided to use it, what its goals were, and how it planned to use Trello to help them.

It then goes on to discuss how the software was implemented and what tasks and teams benefited from it. Towards the end, it explains the sales results that came from implementing the software and includes quotes from decision-makers at the company that implemented it.

7. Facebook's Mercedes Benz Success Story

Facebook's Success Stories page hosts a number of well-designed and easy-to-understand case studies that visually and editorially get to the bottom line quickly.

Each study begins with key stats that draw the reader in. Then it's organized by highlighting a problem or goal in the introduction, the process the company took to reach its goals, and the results. Then, in the end, Facebook notes the tools used in the case study.

Showcasing Your Work

You work hard at what you do. Now, it's time to show it to the world — and, perhaps more important, to potential customers. Before you show off the projects that make you the proudest, we hope you follow these important steps that will help you effectively communicate that work and leave all parties feeling good about it.

Editor's Note: This blog post was originally published in February 2017 but was updated for comprehensiveness and freshness in July 2021.

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How to Write a Marketing Case Study (With Examples)

Learn exactly what a marketing case study is, how to write one that stands out, and review some examples of existing, successful studies.

As any big brand like MailChimp, Spotify and IMB will tell you, case studies are a huge part of solidifying your brand as thought leaders.

A case study is a win: you share the success of a customer as a result of your company’s actions. At SimpleTexting we call them our Success Stories , but no matter the name, the structure is the same — how company A worked with B to achieve XYZ. 

In this article we’ll cover everything from the basics to real-life examples.What exactly is a marketing case study, what constitutes a good one, and most importantly, how do you build one?

Let’s get started.

What is a Marketing Case Study?

According to Curata , “a case study in the context of marketing is an analysis of a project, campaign or company that identifies a situation, recommended solutions, implementation actions, and identification of those factors that contributed to failure or success.”

Sure, it’s a bit wordy, but at its core marketing case studies share information with prospective customers or clients about how your product offered a solution.

It doesn’t need to be dry reading. It doesn’t even need to be a report (although it can be). The key with a case study is that it should read like a story—only the beginning, middle, and end are all replicable business takeaways.

Case studies are for businesses of all sizes. They can be just as effective for small and medium-sized businesses as they are for enterprise businesses. Here’s why you should be investing time in building case studies.

Why Write a Marketing Case Study?

Before we dive into the instructions, let’s take a second to explore why a business would invest the time and effort into writing a case study. After all, why share your big marketing secrets with the world, what do you get out of the deal?

Simply put, you get the chance to share your story. Case studies, after all, are just stories showcasing your products and methods. They make for pretty spectacular advertising because, to a reader, it doesn’t feel like they’re being marketed to.

92% of customers prefer that media messages sound like a story. By using case studies you’re appealing to the logical, casual consumer who wants to know the “who, what, where, when, and why” that drives them to buy without any of the extra fuss. Case studies are the perfect medium to package it all.

How to Write a Marketing Case Study

As mentioned, every good case study maintains one singular focus: how one company used another to achieve its goal(s). This means most marketing case studies tend to take on an easily understandable problem-solution structure.

Let’s take a look at what you need to create a successful case study.

Components of a Marketing Case Study

Using the ingredients above, assemble them in this order to create a basic marketing case study:

• Write a title : Don’t worry about spoiling the ending. With case studies you want your title to let readers know right away how a campaign ended.  A case study title should include the name of the company or brand being examined, if their campaign went well or poorly for them and a solid metric that demonstrates exactly how well or how poorly they performed. For example: “ SimpleTexting Cut Down Product Onboarding Process by 30% Through Video Instruction. “
• Introduce the subject: Every marketing case study should open with a brief historical overview of the company. What have they struggled with in the past that led to them developing this campaign? Who is their target audience, what do they sell?  Even if your subject is obscure, you want to build a sense of relatability to your readers: so be sure to structure from general to specific. After all, you want readers outside just your industry to take away value.
• Identify your subject’s problems : Avoid leaving your readers feeling underwhelmed by presenting your subject’s problems early on in your case study. What are they trying to build, fix, or change? These problems are what will ultimately establish the subject’s goal, a one or two-sentence overview of the outcomes they’d like to see.
• Spell out your strategies and tactics : The real meat to your case study occurs here. This portion of your study is where you describe what actions you specifically took to try and reach your goals: What did you expect to happen when you tried “X, Y, and Z”?  Your case study can write this all out in paragraph form if you want it to read with some fluidity, or you can simply bullet out your strategies below each goal. Examples of good strategies for a common marketing pain point, such as building a social media following, include: connecting with influencers, developing original creative content, and developing paid advertising parameters.
• Share your results with visuals : At this point, you’ll want to follow up with the preview you set in your title and share with readers how things went. If you saw success, how much and where? If you didn’t were you able to pinpoint where things went wrong? Spare no detail as you write out what worked and what didn’t, and be sure to provide replicable detail (it may be what inspires your reader to become a customer!). Some common metrics commonly found in case studies include: web analytics and traffic, backlinks generated, keyword rankings, shares or other social interactions. Graphics like charts, bolded quotes, and graphs are good opportunities to visually demonstrate your data.
• Wrap it up with a conclusion : Know the difference between reemphasizing and repeating. When writing a conclusion you shouldn’t sound like an echo, repeating exactly what you said in your introduction. Instead, you want to draw emphasis back to your key points and call your readers to action. Let them know what they can do right now to get connected and see this same success (or avoid its failure).  If you’re writing a case study for marketing purposes, this is where you sell yourself and your product.

Marketing Case Study Examples

You’ve certainly heard enough from us to this point. Now it’s time to see what all of these tips and tricks look like in action. `

A plethora of marketing case study examples are out there, each one with a different objective: educational, sales-driven, industry leadership, and more.

To give you a well-rounded picture, we’ll share some of our favorite marketing case studies with you so you can see it all in action for yourself.

1. Surf Live Saving Foundation

The Surf Life Saving Foundation rolled out an innovative new framework for their brand known as the surf lottery. Despite the size of the initiative they were able to break down their process on a share of voice campaign with a great deal of clarity. Why we like this case study : It provides actionable and replicable examples of how their objectives were received.

2. StyleHaul & Asana

Organizational application Asana also finds itself in a competition-heavy environment. They are one of many SaaS productivity programs available. They needed to give their brand more of a voice to edge out against competitors offering near-identical products. The problem that needed solving in this success story is relatable to businesses all around the world, and ASANA’s use of it is a showcase of why they’re leaders in what they do.

Why we like this case study : It’s storytelling at its finest and perfectly demonstrates the subtle advertising concept.

3. Red Sox and CTP

This is a great example of a marketing agency showcasing its history of work with a high-profile client (the Boston Red Sox). It explores their entire body of work on a dynamic landing page. Why we like this case study : It demonstrates what a multi-media approach to a digital case study should strive to be.

4. SimpleTexting & U.S. Hunger

We couldn’t talk the talk without walking the walk. We have a range of varied case studies on our Success Stories page, but one of our absolute favorites is the results from U.S. Hunger.

U.S. Hunger was looking for a way to reach those who need them most – including those without internet access.

Why we like this case study: Not only does it highlight the incredible work of U.S. Hunger, it also shows how much can be accomplished through SMS. It spins a new light on SMS marketing and shows the wider impact of accessible communication. 

Marketing Case Studies are Key to Brand Trust

As a business looking to grow, you need to prove to prospective customers and clients why they should invest in you. Whether it’s a service or a product, case studies are viable ways of showing that what you do works and discussing how you achieved it.

The most impactful case studies aren’t always the ones with big names attached to them. They’re the best stories, the best solutions, and the ones that the most people can relate to.

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Meghan Tocci

Meghan Tocci is a content strategist at SimpleTexting. When she’s not writing about SaaS, she’s trying to teach her puppy Lou how to code. So far, not so good.

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Lessons from the Field: Analyzing Successful Marketing Case Studies

Discover valuable insights and strategies from real-life marketing case studies in this informative article.

In the ever-evolving world of marketing, success stories serve as valuable lessons. Case studies, in particular, provide real-world examples and insights that can shape marketing strategies, campaigns, and tactics. They offer a window into the strategies employed by successful brands, allowing marketers to extract valuable insights and apply them to their own endeavors. In this article, we will delve into the importance of case studies in marketing, identify key elements of successful case studies, explore how to extract valuable insights from them, and discuss the application of those insights to improve marketing strategies.

Understanding the Importance of Case Studies in Marketing

Case studies play a vital role in the development of marketing strategy. They provide marketers with evidence of what works in real-world scenarios, allowing them to learn from others' successes and avoid their mistakes. Additionally, case studies offer an opportunity to understand the challenges faced by various organizations and how they overcame them.

The role of case studies in marketing strategy development

Case studies serve as a foundation for marketing strategy development. By analyzing successful marketing case studies, marketers can gain a deeper understanding of the tactics and approaches that have proven effective in the past. This knowledge enables them to make informed decisions and craft strategies that are more likely to succeed.

For example, let's consider a case study on a popular clothing brand that successfully launched a new product line. By examining the marketing strategies employed, such as influencer collaborations and targeted social media campaigns, marketers can draw valuable insights. They can learn about the importance of creating a buzz around the launch, leveraging the power of social media influencers, and engaging with their target audience in a meaningful way.

Furthermore, case studies provide marketers with a comprehensive view of the marketing landscape. They showcase different industries, markets, and target audiences, allowing marketers to broaden their perspective. This exposure to diverse case studies helps marketers identify innovative strategies and adapt them to their specific business needs.

How case studies provide real-world examples and insights

Case studies bring marketing theories and concepts to life by showcasing their application in real-world scenarios. They provide concrete examples of marketing strategies, tactics, and campaigns that have achieved measurable success. Whether it's a social media campaign that went viral or a targeted content marketing strategy, case studies offer a wealth of insights into what works and how it can be replicated.

Let's delve into a case study on a startup that successfully disrupted the market with a unique marketing approach. This case study highlights the importance of thinking outside the box and taking calculated risks. By analyzing the strategies employed by the startup, marketers can gain valuable insights into unconventional marketing methods that can create a buzz and differentiate their brand from competitors.

Furthermore, case studies provide an opportunity to learn from failures as well. By examining unsuccessful marketing campaigns, marketers can identify pitfalls to avoid and gain a deeper understanding of what does not work in certain contexts. This knowledge is invaluable in refining marketing strategies and avoiding costly mistakes.

Moreover, case studies offer a glimpse into the ever-evolving digital landscape. With the rapid advancement of technology, marketers need to stay updated on the latest trends and tools. By studying case studies that showcase successful digital marketing campaigns, marketers can gain insights into emerging platforms, innovative techniques, and effective ways to engage with digitally-savvy consumers.

In conclusion, case studies are an essential tool for marketers to enhance their understanding of successful marketing strategies and gain insights into real-world examples. By analyzing case studies, marketers can make informed decisions, craft effective marketing strategies, and stay ahead in the dynamic and competitive marketing landscape.

Identifying Key Elements of Successful Marketing Case Studies

To truly benefit from analyzing case studies, it is essential to identify their key elements. By understanding what makes a case study successful, marketers can find valuable lessons and apply them to their own marketing initiatives.

Case studies are a powerful tool for marketers to gain insights and learn from the successes of others. They provide a real-life example of how a marketing strategy was implemented and the results that were achieved. However, not all case studies are created equal. Some are more effective than others in conveying the key lessons and inspiring marketers to take action.

Defining the objectives and target audience of the case study

Successful case studies clearly define their objectives and target audience. These two factors shape the entire narrative of the case study, ensuring that it aligns with the intended lessons and resonates with the readers who can benefit from it.

When defining the objectives of a case study, marketers should consider what specific insights they want to gain and what actions they hope to inspire. This clarity of purpose will guide the selection of case study subjects and the analysis of their strategies.

Similarly, identifying the target audience is crucial for crafting a case study that speaks directly to the right people. Marketers should consider who will benefit the most from the lessons shared in the case study and tailor the language, examples, and recommendations accordingly.

Selecting the right case study subjects for analysis

The choice of case study subjects is crucial. Marketers should select case studies that closely align with their industry, target market, or specific marketing challenges they face. By analyzing case studies that are relevant and relatable, marketers can extract insights that are directly applicable to their own marketing strategies.

When selecting case study subjects, marketers should consider not only the industry or market segment but also the specific challenges or goals they are facing. For example, if a marketer is struggling with social media engagement, analyzing a case study of a successful social media campaign can provide valuable insights and inspiration.

Furthermore, it is important to consider the credibility and reliability of the case study subjects. Marketers should look for case studies that have been well-documented and have credible sources of information. This ensures that the insights gained from the analysis are based on accurate and trustworthy data.

Analyzing the structure and format of successful case studies

Case studies have a distinct structure and format. Successful case studies often follow a storytelling approach, clearly outlining the problem, the strategy employed, the tactics used, and the results achieved. Analyzing the structure and format of successful case studies can help marketers present their own strategies in a compelling and engaging manner.

When analyzing the structure and format of successful case studies, marketers should pay attention to the flow of the narrative. Is the story easy to follow? Does it build tension and create anticipation? Is the resolution satisfying? These elements contribute to the overall impact of the case study and can make it more memorable and persuasive.

In addition, marketers should consider the use of visuals and supporting data in successful case studies. Visuals such as charts, graphs, and images can help illustrate key points and make the case study more visually appealing. Supporting data, such as statistics and metrics, can add credibility and provide evidence of the effectiveness of the strategies employed.

By analyzing the structure and format of successful case studies, marketers can gain insights into how to present their own strategies in a way that captures the attention of their audience and effectively communicates the key lessons.

Extracting Valuable Insights from Marketing Case Studies

Once marketers have identified successful case studies, the next step is to extract valuable insights that can inform their own marketing initiatives. This involves examining the strategies employed, understanding the impact of market research and data analysis, and learning from innovative and creative marketing campaigns.

Identifying successful marketing strategies and tactics

Case studies provide an opportunity to identify successful marketing strategies and tactics that have proven effective in specific scenarios. By analyzing these strategies, marketers can gain inspiration and adapt them to their own campaigns to achieve similar results.

Understanding the impact of market research and data analysis

Market research and data analysis play a crucial role in successful marketing case studies. These studies often highlight the importance of gathering and analyzing relevant data to inform marketing decisions. By understanding how market research and data analysis contribute to successful marketing, marketers can leverage these tools to enhance their own strategies.

Learning from innovative and creative marketing campaigns

Successful case studies often showcase innovative and creative marketing campaigns that have captured audience attention. By analyzing these campaigns, marketers can learn valuable lessons about creativity, resourcefulness, and out-of-the-box thinking. These insights can then be applied to their own marketing initiatives to create impact and differentiate their brands.

Applying Lessons Learned to Improve Marketing Strategies

Deriving insights from case studies is only valuable if they can be effectively applied to improve marketing strategies. This involves implementing successful case study findings into marketing plans, adapting strategies to fit different industries and target markets, and measuring the effectiveness of marketing strategies based on case study insights.

Implementing successful case study findings into marketing plans

Successful case study findings should not remain mere insights but should be transformed into actionable plans. Marketers should incorporate these findings into their marketing strategies and campaigns, adapting them to suit their own unique circumstances. By implementing successful case study findings, marketers can increase the likelihood of achieving desirable outcomes.

Adapting strategies to fit different industries and target markets

While case studies provide valuable insights, it's crucial to adapt them to fit different industries and target markets. What works for one brand may not necessarily work for another. Marketers should carefully consider the nuances of their own industry and target market and tailor strategies accordingly. By intelligently integrating case study learnings with industry context, marketers can maximize effectiveness.

Measuring the effectiveness of marketing strategies based on case study insights

An effective marketing strategy is one that can be measured and evaluated. Once marketers have applied case study insights to their own strategies, they should establish clear metrics to assess their effectiveness. By measuring the impact of their strategies, marketers can continuously refine and optimize their marketing efforts based on the lessons learned from the case studies they have analyzed.

Storing Templates in the HIVO Platform

In addition to analyzing case studies for insights, marketers can also streamline their marketing processes by utilizing digital asset management platforms like HIVO. One valuable feature of HIVO is the ability to store templates.

Templates provide marketers with a consistent and efficient way to execute marketing campaigns. With HIVO, marketing teams can easily access and use pre-designed templates for various marketing materials, such as landing pages, social media ads, email campaigns, and more.

By storing templates in the HIVO platform, marketers can ensure brand consistency, save time on design iterations, and maintain quality control over the marketing materials. The ability to store templates simplifies the marketing workflow, enhances collaboration among team members, and allows for better scalability in marketing campaigns.

In conclusion, analyzing successful marketing case studies is a valuable practice for marketers seeking to improve their strategies. By understanding the importance of case studies, identifying key elements of successful case studies, extracting valuable insights, and applying those lessons learned, marketers can enhance their marketing outcomes and drive success in their campaigns. Additionally, leveraging digital asset management platforms like HIVO, with features such as template storage, can further streamline marketing processes and improve efficiency.

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Blog Business How to Present a Case Study like a Pro (With Examples)

How to Present a Case Study like a Pro (With Examples)

Written by: Danesh Ramuthi Sep 07, 2023

Okay, let’s get real: case studies can be kinda snooze-worthy. But guess what? They don’t have to be!

In this article, I will cover every element that transforms a mere report into a compelling case study, from selecting the right metrics to using persuasive narrative techniques.

And if you’re feeling a little lost, don’t worry! There are cool tools like Venngage’s Case Study Creator to help you whip up something awesome, even if you’re short on time. Plus, the pre-designed case study templates are like instant polish because let’s be honest, everyone loves a shortcut.

Click to jump ahead: 

What is a case study presentation?

What is the purpose of presenting a case study, how to structure a case study presentation, how long should a case study presentation be, 5 case study presentation examples with templates, 6 tips for delivering an effective case study presentation, 5 common mistakes to avoid in a case study presentation, how to present a case study faqs.

A case study presentation involves a comprehensive examination of a specific subject, which could range from an individual, group, location, event, organization or phenomenon.

They’re like puzzles you get to solve with the audience, all while making you think outside the box.

Unlike a basic report or whitepaper, the purpose of a case study presentation is to stimulate critical thinking among the viewers. 

The primary objective of a case study is to provide an extensive and profound comprehension of the chosen topic. You don’t just throw numbers at your audience. You use examples and real-life cases to make you think and see things from different angles.

The primary purpose of presenting a case study is to offer a comprehensive, evidence-based argument that informs, persuades and engages your audience.

Here’s the juicy part: presenting that case study can be your secret weapon. Whether you’re pitching a groundbreaking idea to a room full of suits or trying to impress your professor with your A-game, a well-crafted case study can be the magic dust that sprinkles brilliance over your words.

Think of it like digging into a puzzle you can’t quite crack . A case study lets you explore every piece, turn it over and see how it fits together. This close-up look helps you understand the whole picture, not just a blurry snapshot.

It’s also your chance to showcase how you analyze things, step by step, until you reach a conclusion. It’s all about being open and honest about how you got there.

Besides, presenting a case study gives you an opportunity to connect data and real-world scenarios in a compelling narrative. It helps to make your argument more relatable and accessible, increasing its impact on your audience.

One of the contexts where case studies can be very helpful is during the job interview. In some job interviews, you as candidates may be asked to present a case study as part of the selection process.

Having a case study presentation prepared allows the candidate to demonstrate their ability to understand complex issues, formulate strategies and communicate their ideas effectively.

The way you present a case study can make all the difference in how it’s received. A well-structured presentation not only holds the attention of your audience but also ensures that your key points are communicated clearly and effectively.

In this section, let’s go through the key steps that’ll help you structure your case study presentation for maximum impact.

Let’s get into it. 

Open with an introductory overview 

Start by introducing the subject of your case study and its relevance. Explain why this case study is important and who would benefit from the insights gained. This is your opportunity to grab your audience’s attention.

Explain the problem in question

Dive into the problem or challenge that the case study focuses on. Provide enough background information for the audience to understand the issue. If possible, quantify the problem using data or metrics to show the magnitude or severity.

Detail the solutions to solve the problem

After outlining the problem, describe the steps taken to find a solution. This could include the methodology, any experiments or tests performed and the options that were considered. Make sure to elaborate on why the final solution was chosen over the others.

Key stakeholders Involved

Talk about the individuals, groups or organizations that were directly impacted by or involved in the problem and its solution. 

Stakeholders may experience a range of outcomes—some may benefit, while others could face setbacks.

For example, in a business transformation case study, employees could face job relocations or changes in work culture, while shareholders might be looking at potential gains or losses.

Discuss the key results & outcomes

Discuss the results of implementing the solution. Use data and metrics to back up your statements. Did the solution meet its objectives? What impact did it have on the stakeholders? Be honest about any setbacks or areas for improvement as well.

Include visuals to support your analysis

Visual aids can be incredibly effective in helping your audience grasp complex issues. Utilize charts, graphs, images or video clips to supplement your points. Make sure to explain each visual and how it contributes to your overall argument.

Pie charts illustrate the proportion of different components within a whole, useful for visualizing market share, budget allocation or user demographics.

This is particularly useful especially if you’re displaying survey results in your case study presentation.

Stacked charts on the other hand are perfect for visualizing composition and trends. This is great for analyzing things like customer demographics, product breakdowns or budget allocation in your case study.

Consider this example of a stacked bar chart template. It provides a straightforward summary of the top-selling cake flavors across various locations, offering a quick and comprehensive view of the data.

Not the chart you’re looking for? Browse Venngage’s gallery of chart templates to find the perfect one that’ll captivate your audience and level up your data storytelling.

Recommendations and next steps

Wrap up by providing recommendations based on the case study findings. Outline the next steps that stakeholders should take to either expand on the success of the project or address any remaining challenges.

Acknowledgments and references

Thank the people who contributed to the case study and helped in the problem-solving process. Cite any external resources, reports or data sets that contributed to your analysis.

Feedback & Q&A session

Open the floor for questions and feedback from your audience. This allows for further discussion and can provide additional insights that may not have been considered previously.

Closing remarks

Conclude the presentation by summarizing the key points and emphasizing the takeaways. Thank your audience for their time and participation and express your willingness to engage in further discussions or collaborations on the subject.

Well, the length of a case study presentation can vary depending on the complexity of the topic and the needs of your audience. However, a typical business or academic presentation often lasts between 15 to 30 minutes. 

This time frame usually allows for a thorough explanation of the case while maintaining audience engagement. However, always consider leaving a few minutes at the end for a Q&A session to address any questions or clarify points made during the presentation.

When it comes to presenting a compelling case study, having a well-structured template can be a game-changer. 

It helps you organize your thoughts, data and findings in a coherent and visually pleasing manner. 

Not all case studies are created equal and different scenarios require distinct approaches for maximum impact. 

To save you time and effort, I have curated a list of 5 versatile case study presentation templates, each designed for specific needs and audiences. 

Here are some best case study presentation examples that showcase effective strategies for engaging your audience and conveying complex information clearly.

1 . Lab report case study template

Ever feel like your research gets lost in a world of endless numbers and jargon? Lab case studies are your way out!

Think of it as building a bridge between your cool experiment and everyone else. It’s more than just reporting results – it’s explaining the “why” and “how” in a way that grabs attention and makes sense.

This lap report template acts as a blueprint for your report, guiding you through each essential section (introduction, methods, results, etc.) in a logical order.

Want to present your research like a pro? Browse our research presentation template gallery for creative inspiration!

2. Product case study template

It’s time you ditch those boring slideshows and bullet points because I’ve got a better way to win over clients: product case study templates.

Instead of just listing features and benefits, you get to create a clear and concise story that shows potential clients exactly what your product can do for them. It’s like painting a picture they can easily visualize, helping them understand the value your product brings to the table.

Grab the template below, fill in the details, and watch as your product’s impact comes to life!

3. Content marketing case study template

In digital marketing, showcasing your accomplishments is as vital as achieving them. 

A well-crafted case study not only acts as a testament to your successes but can also serve as an instructional tool for others. 

With this coral content marketing case study template—a perfect blend of vibrant design and structured documentation, you can narrate your marketing triumphs effectively.

4. Case study psychology template

Understanding how people tick is one of psychology’s biggest quests and case studies are like magnifying glasses for the mind. They offer in-depth looks at real-life behaviors, emotions and thought processes, revealing fascinating insights into what makes us human.

Writing a top-notch case study, though, can be a challenge. It requires careful organization, clear presentation and meticulous attention to detail. That’s where a good case study psychology template comes in handy.

Think of it as a helpful guide, taking care of formatting and structure while you focus on the juicy content. No more wrestling with layouts or margins – just pour your research magic into crafting a compelling narrative.

5. Lead generation case study template

Lead generation can be a real head-scratcher. But here’s a little help: a lead generation case study.

Think of it like a friendly handshake and a confident resume all rolled into one. It’s your chance to showcase your expertise, share real-world successes and offer valuable insights. Potential clients get to see your track record, understand your approach and decide if you’re the right fit.

No need to start from scratch, though. This lead generation case study template guides you step-by-step through crafting a clear, compelling narrative that highlights your wins and offers actionable tips for others. Fill in the gaps with your specific data and strategies, and voilà! You’ve got a powerful tool to attract new customers.

Related: 15+ Professional Case Study Examples [Design Tips + Templates]

So, you’ve spent hours crafting the perfect case study and are now tasked with presenting it. Crafting the case study is only half the battle; delivering it effectively is equally important. 

Whether you’re facing a room of executives, academics or potential clients, how you present your findings can make a significant difference in how your work is received. 

Forget boring reports and snooze-inducing presentations! Let’s make your case study sing. Here are some key pointers to turn information into an engaging and persuasive performance:

• Know your audience : Tailor your presentation to the knowledge level and interests of your audience. Remember to use language and examples that resonate with them.
• Rehearse : Rehearsing your case study presentation is the key to a smooth delivery and for ensuring that you stay within the allotted time. Practice helps you fine-tune your pacing, hone your speaking skills with good word pronunciations and become comfortable with the material, leading to a more confident, conversational and effective presentation.
• Start strong : Open with a compelling introduction that grabs your audience’s attention. You might want to use an interesting statistic, a provocative question or a brief story that sets the stage for your case study.
• Be clear and concise : Avoid jargon and overly complex sentences. Get to the point quickly and stay focused on your objectives.
• Use visual aids : Incorporate slides with graphics, charts or videos to supplement your verbal presentation. Make sure they are easy to read and understand.
• Tell a story : Use storytelling techniques to make the case study more engaging. A well-told narrative can help you make complex data more relatable and easier to digest.

Ditching the dry reports and slide decks? Venngage’s case study templates let you wow customers with your solutions and gain insights to improve your business plan. Pre-built templates, visual magic and customer captivation – all just a click away. Go tell your story and watch them say “wow!”

Nailed your case study, but want to make your presentation even stronger? Avoid these common mistakes to ensure your audience gets the most out of it:

Overloading with information

A case study is not an encyclopedia. Overloading your presentation with excessive data, text or jargon can make it cumbersome and difficult for the audience to digest the key points. Stick to what’s essential and impactful. Need help making your data clear and impactful? Our data presentation templates can help! Find clear and engaging visuals to showcase your findings.

Lack of structure

Jumping haphazardly between points or topics can confuse your audience. A well-structured presentation, with a logical flow from introduction to conclusion, is crucial for effective communication.

Ignoring the audience

Different audiences have different needs and levels of understanding. Failing to adapt your presentation to your audience can result in a disconnect and a less impactful presentation.

Poor visual elements

While content is king, poor design or lack of visual elements can make your case study dull or hard to follow. Make sure you use high-quality images, graphs and other visual aids to support your narrative.

Not focusing on results

A case study aims to showcase a problem and its solution, but what most people care about are the results. Failing to highlight or adequately explain the outcomes can make your presentation fall flat.

How to start a case study presentation?

Starting a case study presentation effectively involves a few key steps:

• Grab attention : Open with a hook—an intriguing statistic, a provocative question or a compelling visual—to engage your audience from the get-go.
• Set the stage : Briefly introduce the subject, context and relevance of the case study to give your audience an idea of what to expect.
• Outline objectives : Clearly state what the case study aims to achieve. Are you solving a problem, proving a point or showcasing a success?
• Agenda : Give a quick outline of the key sections or topics you’ll cover to help the audience follow along.
• Set expectations : Let your audience know what you want them to take away from the presentation, whether it’s knowledge, inspiration or a call to action.

How to present a case study on PowerPoint and on Google Slides?

Presenting a case study on PowerPoint and Google Slides involves a structured approach for clarity and impact using presentation slides :

• Title slide : Start with a title slide that includes the name of the case study, your name and any relevant institutional affiliations.
• Introduction : Follow with a slide that outlines the problem or situation your case study addresses. Include a hook to engage the audience.
• Objectives : Clearly state the goals of the case study in a dedicated slide.
• Findings : Use charts, graphs and bullet points to present your findings succinctly.
• Analysis : Discuss what the findings mean, drawing on supporting data or secondary research as necessary.
• Conclusion : Summarize key takeaways and results.
• Q&A : End with a slide inviting questions from the audience.

What’s the role of analysis in a case study presentation?

The role of analysis in a case study presentation is to interpret the data and findings, providing context and meaning to them. 

It helps your audience understand the implications of the case study, connects the dots between the problem and the solution and may offer recommendations for future action.

Is it important to include real data and results in the presentation?

Yes, including real data and results in a case study presentation is crucial to show experience,  credibility and impact. Authentic data lends weight to your findings and conclusions, enabling the audience to trust your analysis and take your recommendations more seriously

How do I conclude a case study presentation effectively?

To conclude a case study presentation effectively, summarize the key findings, insights and recommendations in a clear and concise manner. 

End with a strong call-to-action or a thought-provoking question to leave a lasting impression on your audience.

What’s the best way to showcase data in a case study presentation ?

The best way to showcase data in a case study presentation is through visual aids like charts, graphs and infographics which make complex information easily digestible, engaging and creative. 

Don’t just report results, visualize them! This template for example lets you transform your social media case study into a captivating infographic that sparks conversation.

Choose the type of visual that best represents the data you’re showing; for example, use bar charts for comparisons or pie charts for parts of a whole. 

Ensure that the visuals are high-quality and clearly labeled, so the audience can quickly grasp the key points. 

Keep the design consistent and simple, avoiding clutter or overly complex visuals that could distract from the message.

Choose a template that perfectly suits your case study where you can utilize different visual aids for maximum impact. 

Need more inspiration on how to turn numbers into impact with the help of infographics? Our ready-to-use infographic templates take the guesswork out of creating visual impact for your case studies with just a few clicks.

Related: 10+ Case Study Infographic Templates That Convert

Congrats on mastering the art of compelling case study presentations! This guide has equipped you with all the essentials, from structure and nuances to avoiding common pitfalls. You’re ready to impress any audience, whether in the boardroom, the classroom or beyond.

And remember, you’re not alone in this journey. Venngage’s Case Study Creator is your trusty companion, ready to elevate your presentations from ordinary to extraordinary. So, let your confidence shine, leverage your newly acquired skills and prepare to deliver presentations that truly resonate.

Go forth and make a lasting impact!

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02 Apr 35 TOP MARKETING CASE STUDIES

In the dynamic world of marketing, success often hinges on innovation, creativity, and strategic thinking. While theories and concepts provide a foundation, it’s the real-world applications and success stories that truly inspire and inform marketers around the globe. Marketing case studies offer invaluable insights into the strategies, tactics, and campaigns that have propelled brands to new heights, showcasing the power of creativity, data-driven decision-making, and consumer-centric approaches.

From iconic brand revitalizations to groundbreaking digital campaigns, marketing case studies provide a window into the minds of industry leaders and innovators. These stories not only celebrate achievements but also offer valuable lessons and inspiration for marketers seeking to navigate the ever-evolving landscape of consumer behavior, technology, and competition.

In this comprehensive guide, we delve into 35 top marketing case studies from various industries and sectors. Each case study highlights the exceptional strategies, tactics, and executions that set them apart and contributed to their success. From timeless classics to modern-day triumphs, these case studies offer a roadmap for marketers looking to make their mark and drive results in an increasingly competitive marketplace.

Join us as we explore the stories behind some of the most iconic and influential marketing case studies of all time. From Coca-Cola’s innovative storytelling to Airbnb’s disruptive brand building, these case studies exemplify the ingenuity, adaptability, and creativity that define exceptional marketing in the 21st century.

Get ready to be inspired, informed, and empowered as we uncover the secrets behind the success of these 35 top marketing case studies. Whether you’re a seasoned marketer seeking fresh ideas or a budding enthusiast eager to learn, this journey promises to be enlightening and enriching. So, without further ado, let’s dive into the world of marketing excellence and discover what makes these case studies truly exceptional.

35 Top Marketing Case Studies and What Makes Them Exceptional

1. BEN & JERRY’S “PINT SLICE SOCIAL” MARKETING CASE STUDY

2. BLENDECT’S “WILL IT BLEND?” MARKETING CASE STUDY

3. RED BULL’s STRATOS JUMP MARKETING CASE STUDY

4. BUDWEISER’S “WHASSUP?” MARKETING CASE STUDY

5. OLD SPICE’S “THE MAN YOUR MAN COULD SMELL LIKE” MARKETING CASE STUDY

6. PEPSI: “IS PEPSI OK?” MARKETING CASE STUDY

7. APPLE’S “THINK DIFFERENT” MARKETING CASE STUDY

8. COCA COLA’S “SHARE A COKE” MARKETING CASE STUDY

9. NIKE’S “JUST DO IT” MARKETING CASE STUDY

10. APPLE’S “1984” MARKETING CASE STUDY

11. AXE’S “FIND YOUR MAGIC” MARKETING CASE STUDY

12. BURGER KING’S “RECLAIM THE FLAME” MARKETING CASE STUDY

13. GUINNESS’S “SURFER” MARKETING CASE STUDY

14. MCDONALD’S “I’M LOVIN’ IT” MARKETING CASE STUDY

15. AIRBNB’S “LIVE THERE” MARKETING CASE STUDY

16. LAY’S “DO US A FLAVOR” MARKETING CASE STUDY

17. AMAZON’S “AMAZON PRIME” MARKETING CASE STUDY

18. GOPRO’S “BE A HERO” MARKETING CASE STUDY

19. VOLVO TRUCKS’ “THE EPIC SPLIT” MARKETING CASE STUDY

20. DOVE’S “REAL BEAUTY SKETCHES” MARKETING CASE STUDY

21. SPOTIFY’S “WRAPPED” MARKETING CASE STUDY

22. ICELAND’S GROCERIES MARKETING CASE STUDY

23. HEALTH-ADE’S MARKETING CASE STUDY

24. ALWAYS’ “LIKE A GIRL” MARKETING CASE STUDY

25. COCA-COLA’S “SMALL WORLD MACHINES” MARKETING CASE STUDY

26. BURGER KING’S “WHOPPER DETOUR” MARKETING CASE STUDY

27. AMAZON’S PRIME DAY MARKETING CASE STUDY

28. MCDONALD’S “OUR FOOD, YOUR QUESTIONS” MARKETING CASE STUDY

29. AIRBNB’S “EXPERIENCES” LAUNCH MARKETING CASE STUDY

30. PIZZA HUT’S “HUT REWARDS” LOYALTY PROGRAM MARKETING CASE STUDY

31. BMW’S “THE ULTIMATE DRIVING MACHINE” MARKETING CASE STUDY

32. THE MOST INTEREST MAN IN THE WORLD MARKETING CASE STUDY

33. APPLE’S “GET A MAC” MARKETING CASE STUDY

34. PROCTER AND GAMBLE’S “THANK YOU, MOM” MARKETING CASE STUDY

35. METRO TRAINS “DUMB WAYS TO DIE” MARKETING CASE STUDY

What is a Marketing Case Study?

A marketing case study is a detailed examination of a specific marketing strategy, campaign, or initiative that showcases its implementation, outcomes, and impact on business objectives. It typically includes a comprehensive analysis of the target audience, market conditions, competitive landscape, marketing tactics used, and the results achieved.

In a marketing case study, key components often include the background information to set the context, such as the company’s industry, size, and goals; the challenges or opportunities that led to the marketing initiative; the strategy or approach employed, including the marketing channels, messaging, and creative elements; the execution and implementation phase; and the measurable outcomes, such as increased sales, brand awareness, customer engagement, or other relevant metrics. Additionally, a well-crafted marketing case study may also highlight lessons learned, best practices, and recommendations for future marketing efforts based on the experience and results of the case study.

What Does a Marketing Case Study Consist of?

A marketing case study typically consists of several key elements that provide a comprehensive view of a marketing initiative’s success or failure.

Firstly, it includes a detailed description of the company or brand involved, including its industry, target market, and business objectives. This sets the context for the marketing campaign or strategy being studied.

Secondly, the case study outlines the specific marketing challenge or opportunity that prompted the initiative. This could be anything from entering a new market segment to revamping an existing product’s branding. Understanding the initial problem or goal helps readers grasp the significance of the marketing efforts undertaken.

Thirdly, the case study delves into the strategy and tactics employed to address the challenge or opportunity. This includes details such as the chosen marketing channels (e.g., digital, traditional, social media), messaging, creative assets, budget allocation, and timeline. The rationale behind these decisions and how they align with the company’s overall marketing strategy are typically discussed.

Additionally, a marketing case study often includes measurable outcomes and results. This can encompass various metrics such as increased sales, brand awareness, customer engagement, return on investment (ROI), and market share growth. Data-driven insights and analysis are crucial here, as they demonstrate the effectiveness and impact of the marketing efforts on achieving the stated objectives.

Lastly, a well-rounded marketing case study may also include lessons learned, challenges faced, and recommendations for future strategies based on the experiences and insights gained from the case study. This adds depth and practical value to the document, making it not just a retrospective analysis but also a learning tool for marketers and businesses looking to optimize their marketing efforts.

35 Top Marketing Case Studies

1. ben & jerry’s “pint slice social” campaign.

Ben & Jerry’s, a beloved ice cream brand known for its quirky flavors and social activism, aimed to engage its audience and drive sales of its new product, the Pint Slice, through a creative and interactive marketing campaign.

Ben & Jerry’s launched the “Pint Slice Social” campaign marketing case study, which combined social media engagement with real-world activations to generate excitement and buzz around its new product. The campaign aimed to leverage user-generated content and encourage consumers to share their experiences with the Pint Slice on social media platforms.

The “Pint Slice Social” campaign featured a series of experiential events held in various cities, where consumers could sample the new product and participate in fun activities like photo booths and ice cream-themed games. Ben & Jerry’s also encouraged consumers to share their experiences on social media using the hashtag #PintSliceSocial for a chance to win prizes and be featured on the brand’s official channels.

The marketing case study interactive and experiential elements helped Ben & Jerry’s connect with its audience on a deeper level, fostering brand loyalty and driving repeat purchases. The numbers speak for themselves: 

• 100% sample redemption
• 220% increase in customer traction when compared to existing campaigns
• 68% conversion rate

What Makes it Exceptional:

Ben & Jerry’s “Pint Slice Social” campaign marketing case study is exceptional for its combination of real-world activations and social media engagement, which effectively bridged the gap between online and offline experiences. By creating opportunities for consumers to interact with the brand in person and share their experiences online, Ben & Jerry’s successfully amplified its message and generated excitement around its new product. 

The PR campaign’s focus on user-generated content and community participation reinforced Ben & Jerry’s brand values of fun, inclusivity, and social activism, making it a standout example of effective marketing in the ice cream industry.

2. Blendtec’s “Will It Blend?” Campaign

Blendtec’s “Will It Blend?” campaign marketing case study emerged as a groundbreaking marketing phenomenon, showcasing the extraordinary power and durability of Blendtec blenders through a series of captivating videos. The campaign’s premise was simple yet ingenious: Blendtec founder Tom Dickson demonstrated the blender’s capabilities by blending unconventional items, ranging from iPhones to golf balls, in a series of entertaining videos.

The campaign’s impact was nothing short of extraordinary. Blendtec’s “Will It Blend?” videos quickly captured the attention of online audiences, garnering millions of views on platforms like YouTube. In fact, the videos became a viral sensation, catapulting Blendtec to internet stardom and earning them the accolade of the 33rd most-viewed series ever on YouTube.

But the success of the campaign wasn’t just limited to online views. The “Will It Blend?” videos had a tangible impact on Blendtec’s bottom line. Sales of the company’s high-end consumer blenders skyrocketed, with figures soaring by an astonishing 500% in 2008 alone. The campaign’s blend of humor, creativity, and product demonstration resonated with consumers, driving both brand awareness and sales.

Blendtec’s “Will It Blend?” marketing case study stands out as a shining example of effective content marketing and brand storytelling. By showcasing the blender’s capabilities in a fun and unconventional way, Blendtec created engaging content that captured the attention of consumers and earned widespread recognition.

Blendtec’s initial “Will It Blend?” videos soared to become the 33rd most-watched series in YouTube history, contributing to a remarkable surge in sales of the company’s $399 premium home blender, with figures skyrocketing by 500% in 2008.

Moreover, the campaign demonstrated the power of viral marketing and user-generated content. The “Will It Blend?” videos sparked conversations and sharing across social media platforms, amplifying Blendtec’s reach and attracting new customers to the brand.

3. Red Bull’s Stratos Jump Campaign

Red Bull’s Stratos Jump campaign marked a pivotal moment in extreme sports history, as Austrian skydiver Felix Baumgartner embarked on a death-defying mission to jump from the edge of space. The audacious stunt not only captivated the world but also propelled Red Bull into the stratosphere of brand recognition and solidified its reputation as a trailblazer in the realm of daring and innovation.

The campaign’s concept was as ambitious as it was awe-inspiring: Felix Baumgartner ascended to the edge of space in a helium balloon before free-falling back to Earth, breaking the sound barrier in the process. The entire event was meticulously planned and executed, with Red Bull leveraging cutting-edge technology and expert precision to ensure Baumgartner’s safety and success.

But the Stratos Jump campaign was more than just a publicity stunt; it was a masterful demonstration of brand storytelling and experiential marketing. By pushing the boundaries of human achievement and showcasing the spirit of adventure, Red Bull tapped into universal themes of courage, determination, and human potential, resonating deeply with audiences worldwide.

With an estimated total cost exceeding $30 million, the investment was worth it. Felix’s jump led to $500+ million in sales.

Red Bull’s Stratos Jump campaign stands out as a shining example of experiential marketing and brand storytelling at its finest. By orchestrating a monumental feat of human achievement and capturing it live for the world to see, Red Bull created an unforgettable moment that resonated with audiences on a visceral level.

4. B udweiser’s “Whassup?” Campaign

Budweiser’s iconic “Whassup?” campaign emerged as a cultural phenomenon in the late 1990s, capturing the essence of friendship, camaraderie, and everyday moments shared over a cold beer. The campaign, which featured a group of friends casually greeting each other with the now-famous phrase “Whassup?”, struck a chord with audiences worldwide and catapulted Budweiser to the forefront of pop culture.

At its core, the “Whassup?” campaign was a celebration of the simple joys of friendship and connection. The ads depicted relatable scenarios of friends catching up over the phone, at work, or while watching sports, punctuated by the exuberant and infectious “Whassup?” greeting. The campaign’s humor and authenticity resonated with viewers, making it an instant hit and spawning countless parodies and cultural references.

But what truly set the “Whassup?” campaign apart was its ability to transcend traditional advertising and become a cultural touchstone. The phrase “Whassup?” became a ubiquitous part of popular lexicon, with people of all ages and backgrounds adopting it as a playful greeting. From late-night talk shows to Hollywood movies, the campaign’s influence extended far beyond the realm of advertising, cementing Budweiser’s place in the zeitgeist.

The impact of the “Whassup?” campaign marketing case study on Budweiser’s brand cannot be overstated.

Budweiser unveiled the campaign in 1999, effectively ushering in what could be termed as the “Whassup Generation.” As a result, their sales surged by 2.4 million barrels, and it was approximated that “Whassup” garnered $20 million worth of complimentary publicity , gauged by the frequency of the phrase’s appearance in television news segments and print media articles.

Budweiser’s “Whassup?” campaign is exceptional for its ability to capture the spirit of a generation and become a cultural phenomenon. By embracing humor, authenticity, and the power of shared experiences, Budweiser created an advertising campaign that resonated with audiences on a deeply personal level.

5. Old Spice’s “The Man Your Man Could Smell Like” Campaign

Old Spice’s “The Man Your Man Could Smell Like” campaign revolutionized the world of men’s grooming products, captivating audiences with its humor, charm, and over-the-top masculinity. Launched in 2010, the campaign featured actor Isaiah Mustafa as the suave and confident “Old Spice Guy,” who effortlessly showcased the brand’s range of body washes and deodorants in a series of witty and memorable commercials.

At its core, the “The Man Your Man Could Smell Like” campaign was a masterclass in comedic storytelling and brand positioning. The ads humorously depicted Mustafa as the epitome of masculinity, effortlessly transitioning from one absurd scenario to the next while delivering clever and memorable lines. The campaign’s irreverent humor and tongue-in-cheek approach to advertising resonated with audiences of all ages, making it a viral sensation and earning it a permanent place in pop culture.

But the success of the “The Man Your Man Could Smell Like” campaign marketing case study extended beyond just laughs and entertainment. The campaign effectively repositioned Old Spice as a modern and relevant brand, shedding its outdated image and appealing to a new generation of consumers. By embracing humor and creativity, Old Spice differentiated itself from competitors and carved out a unique identity in the crowded men’s grooming market.

The objective was to boost body wash sales by 15%, but by May 2010, sales of Old Spice Red Zone Body Wash had surged by 60% compared to the previous year. By July 2010, sales had doubled.

Old Spice’s “The Man Your Man Could Smell Like” campaign stands out as a prime example of how humor and creativity can elevate a brand and resonate with consumers. By embracing absurdity and pushing the boundaries of traditional advertising, Old Spice created a campaign that captured the attention and imagination of audiences worldwide.

6. Pepsi: The “Is Pepsi OK?” Campaign

Pepsi’s “Is Pepsi OK?” campaign aimed to address the common question posed by consumers when offered a Pepsi instead of its rival, Coca-Cola. The campaign sought to reframe this question as a playful affirmation of Pepsi’s unique flavor and appeal.

The campaign featured a series of commercials and digital content showcasing celebrities and ordinary people confidently affirming that Pepsi is more than just “OK” – it’s delicious, refreshing, and the perfect choice for any occasion. The ads humorously acknowledged the perception that Pepsi may not always be the first choice but emphasized its undeniable taste and quality.

The impact of the “Is Pepsi OK?” campaign marketing case study on Pepsi’s brand image and sales was significant. The campaign helped shift consumer perceptions and generate buzz around the brand, driving increased sales and market share for Pepsi. By embracing humor and authenticity, Pepsi effectively engaged with its audience and reinforced its position as a leading beverage choice in the market.

Pepsi recorded a 4% sales increase in the weeks following the campaign, showcasing the efficacy of their marketing endeavors in converting brand perception into tangible outcomes in the market.

Pepsi’s “Is Pepsi OK?” campaign stands out for its clever approach to addressing a common consumer concern. By acknowledging the question head-on and turning it into a positive affirmation of the brand, Pepsi effectively repositioned itself as a confident and desirable choice for consumers.

Moreover, the campaign’s use of humor and relatable situations resonated with audiences, making it memorable and shareable. By creating content that people wanted to engage with and share with others, Pepsi was able to extend the reach and impact of the campaign beyond traditional advertising channels.

7. Apple’s “Think Different” Campaign

Apple, a pioneering technology company, aimed to differentiate itself in the competitive tech market and establish its brand identity as innovative and forward-thinking.

Apple’s strategy with the “Think Different” campaign was to celebrate creativity, individuality, and innovation. The campaign aimed to position Apple as a brand that valued unconventional thinking and challenged the status quo.

The “Think Different” campaign featured television commercials, print advertisements, and digital content that celebrated iconic figures who embodied the spirit of creativity and innovation, such as Albert Einstein, Martin Luther King Jr., and Mahatma Gandhi. 

The “Think Different” campaign marketing case study helped redefine Apple’s brand identity and establish its reputation as a leader in innovation and design. The campaign resonated with consumers who valued creativity and originality, driving increased brand loyalty and preference for Apple products. Apple saw significant growth in sales and market share, solidifying its position as a top choice for consumers seeking cutting-edge technology and design.

iPods made up 21.6 percent of the global digital music player market in 2003, and sales accounted for nearly half of Apple’s $7.1 billion in first-quarter revenue in 2007. By 2010, Apple had sold over 297 million iPods and had a 70% market share, reconstructing the digital music player industry in the process.

Apple’s “Think Different” campaign is exceptional for its bold celebration of creativity and innovation. By honoring iconic figures who dared to think differently and make a difference, the campaign inspired consumers to see Apple as more than just a technology company but as a symbol of creativity, empowerment, and progress. The campaign’s powerful message and iconic imagery helped Apple establish a strong emotional connection with consumers, driving loyalty and affinity for the brand.

8. Coca-Cola’s “Share a Coke” Campaign

Coca-Cola’s “Share a Coke” campaign revolutionized the beverage industry by personalizing its iconic soda bottles with popular names and phrases. The campaign aimed to create a deeper emotional connection with consumers and encourage them to share Coca-Cola with friends and family.

By featuring names like “John,” “Sarah,” and “Emily” on Coke bottles, Coca-Cola transformed the act of drinking soda into a personalized experience. Consumers were excited to find their own names or the names of loved ones on Coke bottles, making the product feel uniquely theirs and fostering a sense of belonging.

The “Share a Coke” campaign was launched through various channels, including television commercials, print advertisements, and digital content. Coca-Cola also encouraged consumers to share photos of themselves with personalized Coke bottles on social media using the hashtag #ShareACoke, sparking a wave of user-generated content and online conversations.

Coca-Cola saw increased sales as consumers sought out personalized Coke bottles, and the #ShareACoke hashtag trended on social media platforms, generating millions of impressions and interactions.

Coca-Cola’s “Share a Coke” campaign marketing case study is exceptional for its innovative approach to marketing and its ability to create a personal connection with consumers on a mass scale. By leveraging the power of personalization and social sharing, Coca-Cola transformed its product into a platform for self-expression and social connection.

The campaign also demonstrated Coca-Cola’s willingness to embrace new trends and technologies to engage with consumers. By integrating social media into its marketing strategy, Coca-Cola encouraged consumers to become active participants in the campaign, driving organic growth and word-of-mouth promotion.

This campaign drove dramatic increases in sales:

Volume (+11% versus previous year) Revenue (+11% versus previous year) Share (+1.6% versus previous year) Velocity (+10% versus previous year)

9. Nike’s “Just Do It” Campaign

Nike, a global leader in athletic footwear and apparel, aimed to reinvigorate its brand image and inspire a new generation of athletes to pursue their goals with passion and determination.

Nike’s strategy with the “Just Do It” campaign was to celebrate the spirit of determination, resilience, and perseverance embodied by athletes around the world. The campaign aimed to position Nike as a champion of athletic excellence and a catalyst for personal empowerment and achievement.

The “Just Do It” campaign was launched with a series of television commercials, print advertisements, and digital content featuring athletes from various sports and backgrounds overcoming obstacles and pushing their limits. The campaign emphasized the idea of taking action and embracing challenges with courage and determination, resonating with individuals seeking motivation and inspiration to pursue their dreams.

The “Just Do It” campaign became an iconic symbol of Nike’s brand ethos and a rallying cry for athletes and individuals striving for greatness. The campaign’s message of empowerment and perseverance resonated with consumers worldwide, driving increased brand awareness, loyalty, and sales for Nike. The “Just Do It” slogan became synonymous with Nike’s commitment to excellence and innovation, solidifying the brand’s position as a leader in the athletic industry.

Nike’s “Just Do It” campaign marketing case study is exceptional for its ability to tap into the universal human desire for achievement, empowerment, and self-expression. By celebrating the spirit of determination and resilience, the campaign inspired individuals to push their limits and pursue their goals fearlessly. The “Just Do It” slogan transcended marketing to become a cultural phenomenon, embodying Nike’s brand ethos and influencing popular culture for decades. Nike’s commitment to empowering athletes and individuals to reach their full potential has made the “Just Do It” campaign one of the most iconic and enduring advertising campaigns of all time.

This marketing initiative proved to be a pivotal moment for Nike, catapulting the company’s sales from $877 million to an impressive $9.2 billion. The campaign’s resounding success solidified Nike’s position as the premier brand in the global sportswear industry.

10. Apple’s “1984” Commercial

In 1984, Apple aimed to launch its revolutionary Macintosh computer with a groundbreaking advertisement that would challenge the status quo of the tech industry and establish Apple as a visionary brand.

Apple’s strategy with the “1984” commercial was to create a cinematic and thought-provoking advertisement that would generate buzz and intrigue surrounding the launch of the Macintosh.

The commercial aimed to position Apple as a company that defied convention and empowered individuals to think differently.

Directed by Ridley Scott, the “1984” commercial aired during the Super Bowl XVIII and depicted a dystopian future where conformity and uniformity were enforced by a Big Brother-like figure. A rebellious heroine, representing the spirit of individuality, hurled a sledgehammer at a giant screen, symbolizing the liberation brought by the Macintosh computer. The commercial concluded with the tagline, “On January 24th, Apple Computer will introduce Macintosh. And you’ll see why 1984 won’t be like ‘1984’.”

The “1984” commercial generated significant buzz and became an instant cultural phenomenon. It captured the imagination of viewers and sparked conversations about the future of technology and the power of individual expression. The commercial effectively positioned Apple as an innovative and disruptive force in the tech industry, setting the stage for the successful launch of the Macintosh computer.

Fortunately, the advertisement proved to be a success, as it garnered attention from all the nearby cinemas and television stations. Within a span of 100 days, Apple managed to sell 72,000 computers.

Apple’s “1984” commercial marketing case study is exceptional for its boldness, creativity, and impact. By challenging the conventions of traditional advertising and delivering a powerful message of individual empowerment, the commercial captured the attention of audiences worldwide and solidified Apple’s reputation as a visionary brand.

The commercial’s cinematic quality, provocative imagery, and memorable tagline made it one of the most iconic and influential advertisements of all time, demonstrating Apple’s ability to harness the power of storytelling to connect with consumers on a deeper level.

11. Axe’s “Find Your Magic” Campaign

Axe, a leading men’s grooming brand, sought to evolve its brand image and messaging to resonate with modern consumers and challenge traditional notions of masculinity.

Axe’s strategy with the “Find Your Magic” campaign was to celebrate individuality, self-expression, and confidence, encouraging men to embrace their unique qualities and reject societal pressures to conform to traditional stereotypes of masculinity. The campaign ai

med to position Axe as a brand that empowers men to express themselves authentically and confidently.

The “Find Your Magic” campaign featured a series of advertisements and digital content showcasing a diverse range of men pursuing their passions, expressing their personalities, and defying stereotypes. The campaign celebrated moments of self-discovery, self-expression, and confidence, highlighting the idea that there is no one-size-fits-all definition of masculinity.

The campaign helped reposition Axe as a brand that celebrates diversity and empowers men to be true to themselves, driving brand loyalty and attracting new customers.

The team pointed to the 12% organic reach of the campaign as being crucial to its success.

The campaign accumulated over 39.3 million digital views and garnered four billion media impressions within the initial quarter of its launch. However, its most noteworthy impact was the initiation of a global discourse on masculinity, evident through 225,411 direct engagements with the film and over 12,000 comments across various platforms.

Coupled with a significant increase in overall positive sentiment towards Axe from 14.74% to 41.35%. Since its inception, consumers have undergone substantial reevaluation of the brand, as reflected in YouGov studies indicating a rise in purchase consideration among men in the US from 16% to 20%.

Axe’s “Find Your Magic” campaign marketing case study is exceptional for its bold reimagining of masculinity and its commitment to celebrating diversity and individuality. By challenging traditional stereotypes and promoting a message of inclusivity and self-confidence, Axe distinguished itself from competitors in the men’s grooming market. The campaign’s positive message resonated with consumers and helped strengthen Axe’s brand identity, positioning the brand as a champion of authenticity and self-expression.

12. Burger King’s “Reclaim the Flame” Campaign

Burger King’s “Reclaim the Flame” campaign ignited a fiery spirit of rebellion against its fast-food rival, McDonald’s. Launched as a bold marketing maneuver during the 2008 Beijing Olympics, the campaign sought to reclaim the iconic flame-grilled taste that set Burger King apart from its competitors.

The campaign centered around a series of provocative advertisements that directly challenged McDonald’s by emphasizing Burger King’s commitment to flame-grilling its burgers for superior taste and quality. Through witty slogans and visually striking imagery, Burger King positioned itself as the champion of authentic, flame-grilled flavor in the fast-food industry.

The impact of the “Reclaim the Flame” campaign was palpable, as it sparked a renewed interest in Burger King’s flame-grilled offerings and reignited consumer loyalty. The campaign’s bold messaging and innovative promotions resonated with audiences, driving increased foot traffic to Burger King restaurants and boosting sales of its signature flame-grilled burgers.

Consolidated comparable sales increased 10%, with system-wide sales up 15% year-over-year, and net restaurant growth was 4.2%.

The Burger King international business grew system-wide sales by 19%, adding more than $400 million of incremental sales year-over-year.

Burger King’s “Reclaim the Flame” campaign marketing case study stands out for its audacious approach to marketing and its unapologetic challenge to its biggest competitor. By leveraging bold messaging and provocative promotions, Burger King effectively positioned itself as the antithesis to McDonald’s, appealing to consumers who sought a more authentic and flavorful fast-food experience.

13. Guinness’s “Surfer” Advertisement

Guinness, an iconic Irish stout beer brand, aimed to reinvigorate its image and appeal to a younger demographic while staying true to its heritage and values.

Guinness launched the “Surfer” advertisement, a visually stunning and emotionally resonant commercial that showcased the brand’s commitment to quality, craftsmanship, and authenticity. The advertisement aimed to evoke a sense of awe and admiration while also conveying the message that Guinness is more than just a beer—it’s a symbol of strength, resilience, and the pursuit of excellence.

The “Surfer” advertisement featured breathtaking footage of waves crashing against a rocky coastline, interspersed with scenes of a lone surfer navigating the tumultuous waters with skill and determination. As the surfer reaches the shore and takes a sip of Guinness, the tagline “Good things come to those who wait” appears on the screen, reinforcing the brand’s message of patience, perseverance, and reward.

The commercial helped rejuvenate Guinness’s brand image and appeal to a younger audience while also resonating with existing fans of the brand. The advertisement’s message of patience and perseverance struck a chord with viewers, reinforcing Guinness’s reputation as a beer worth waiting for.

The ad led to a 12% uplift in Guinness’s sales. It was a commercial success, beating all its internal targets, helped by the launch of a new product at the same time – Guinness Extra Cold.

Guinness’s “Surfer” advertisement is exceptional for its ability to capture the essence of the brand’s heritage and values while also appealing to contemporary sensibilities. By celebrating the beauty of nature, the power of human determination, and the rewards of patience, the advertisement transcended traditional beer commercials and created a powerful emotional connection with viewers. The “Surfer” advertisement exemplifies Guinness’s commitment to quality, craftsmanship, and authenticity, reaffirming its status as one of the world’s most iconic beer brands.

14. McDonald’s “I’m Lovin’ It” Campaign

McDonald’s “I’m Lovin’ It” campaign epitomizes the fast-food giant’s ability to connect with consumers on a global scale through catchy slogans and memorable advertising. Launched in 2003, this campaign marked a significant shift in McDonald’s marketing strategy, aiming to evoke positive emotions and create a sense of love and affinity for the brand among customers worldwide.

At the heart of the “I’m Lovin’ It” campaign was a series of television commercials featuring upbeat music, vibrant visuals, and relatable scenarios showcasing people of all ages enjoying McDonald’s menu items. The catchy jingle, composed by music producer Pharrell Williams, became instantly recognizable and synonymous with the McDonald’s brand, further solidifying its place in popular culture.

The impact of the “I’m Lovin’ It” campaign on McDonald’s brand perception and sales was profound. The campaign helped rejuvenate McDonald’s image, positioning it as a modern and relevant brand that resonated with consumers of all ages. By emphasizing the emotional connection between customers and the brand, McDonald’s fostered loyalty and affinity among its customer base, driving increased foot traffic and sales at its restaurants worldwide.

Thanks to the advertising initiative, McDonald’s achieved its most robust quarterly sales growth in nearly two decades, witnessing a remarkable 8.2% surge in global sales during the first quarter of 2004. The “I’m Lovin’ It” campaign played a pivotal role in driving this growth. Additionally, the company experienced a notable 9% increase in sales within the United States during the corresponding period.

McDonald’s “I’m Lovin’ It” campaign marketing case study stands out for its ability to create a universal and enduring brand message that transcends cultural and linguistic barriers. By tapping into the universal human desire for happiness and satisfaction, McDonald’s crafted a campaign that resonated with consumers around the world, regardless of age, background, or location.

15. Airbnb’s “Live There” Campaign

In 2016, Airbnb aimed to differentiate itself in the travel industry and emphasize its unique offering of local experiences.

Airbnb launched the “Live There” campaign, focusing on the idea that staying in an Airbnb property allows travelers to experience destinations like a local.

The campaign featured ads showcasing authentic local experiences, such as dining with locals or exploring hidden gems. It aimed to evoke a sense of belonging and immersion in the destination. The campaign resonated with travelers seeking authentic and immersive travel experiences, contributing to Airbnb’s continued growth and market leadership.

The campaign’s effect on return on investment (ROI) was notable. The “Live There” initiative enabled Airbnb to attain a 51% surge in bookings and an impressive 127% rise in revenue. Through adept utilization of digital marketing channels and prioritizing genuine travel experiences, Airbnb effectively engaged their intended demographic, resulting in substantial business outcomes.

Airbnb’s “Live There” campaign marketing case study is exceptional for its focus on authentic and immersive travel experiences. By highlighting the unique aspects of staying in an Airbnb property, the campaign differentiated Airbnb from traditional accommodations and appealed to travelers seeking more meaningful connections with destinations and communities.

16. Lay’s “Do Us a Flavor” Campaign

Lay’s, a popular snack brand, aimed to engage consumers and drive sales by crowdsourcing new and innovative flavor ideas through its “Do Us a Flavor” campaign.

Lay’s strategy with the “Do Us a Flavor” campaign was to tap into consumer creativity and generate excitement around its brand by inviting consumers to submit their own flavor ideas. The campaign aimed to leverage user-generated content and community participation to create a sense of ownership and anticipation among consumers.

The “Do Us a Flavor” campaign encouraged consumers to submit their flavor ideas online, with the chance to win cash prizes and see their creations turned into actual Lay’s potato chip flavors. Lay’s promoted the campaign through social media, advertising, and in-store promotions, encouraging consumers to participate and vote for their favorite submissions.

The competition began in July 2012 with the unveiling of a temporary store situated in the heart of Times Square, offering visitors the opportunity to sample all 22 Lay’s flavors available in the U.S., explore flavors from around the globe, engage with celebrity spokespeople Eva Longoria and chef Michael Symon, and even catch a glimpse of what $1 million in cash looked like.

Initially aiming to amass 1.2 million flavor submissions, Lay’s surpassed expectations by receiving an astounding 3.8 million entries. Throughout the nearly 10-month campaign duration, its Facebook page witnessed an average of over 22.5 million visits each week. Moreover, sales experienced a remarkable surge of 12% year-on-year during the campaign, far surpassing the initially projected three percent increase.

Lay’s “Do Us a Flavor” campaign marketing case study is exceptional for its innovative approach to product development and its ability to engage consumers in a fun and interactive way. By crowdsourcing flavor ideas from consumers, Lay’s not only generated excitement and buzz around its brand but also created a sense of community and collaboration among its customers. 

The campaign’s success demonstrated Lay’s commitment to listening to its consumers and delivering products that resonate with their preferences and tastes.

17. Amazon’s “Amazon Prime” Campaign

Amazon’s “Amazon Prime” campaign revolutionized the e-commerce industry by introducing a subscription service that offered unparalleled convenience, savings, and benefits to customers. The campaign aimed to promote Amazon Prime as more than just a shipping service, but as a comprehensive membership program that encompasses a wide range of perks and services.

At the core of the “Amazon Prime” campaign is the promise of fast, free shipping on millions of items, allowing members to enjoy expedited delivery on their purchases with no minimum order requirement. Additionally, Prime members gain access to a plethora of exclusive benefits, including streaming of movies, TV shows, and music through Prime Video and Prime Music, unlimited photo storage with Prime Photos, and early access to Lightning Deals on Amazon’s platform.

Amazon Prime has quite recently introduced ads into their campaign. The company’s analysts estimate that revenue generated from Prime Video advertisements will reach $1.3 billion in 2024, with projections indicating a rise to $2.3 billion the following year. However, that’s just the beginning: According to the analysts’ forecasts, the e-commerce giant could potentially accrue an additional $500 million annually in 2024 and 2025 from Prime members who opt to bypass ad viewing.

Amazon’s “Amazon Prime” campaign marketing case study stands out for its ability to redefine the e-commerce landscape and create a loyal and engaged customer base. By bundling a wide range of benefits into a single membership program, Amazon has transformed the way people shop online, making Prime membership synonymous with convenience, value, and innovation.

18. GoPro’s “Be a Hero” Campaign

GoPro’s “Be a Hero” campaign embodies the adventurous spirit and passion for storytelling that defines the brand’s identity. The campaign encourages users to capture and share their most epic moments using GoPro cameras, empowering them to become heroes of their own stories.

At the core of the “Be a Hero” campaign is GoPro’s belief that everyone has the potential to live a life worth recording.

The campaign leverages social media platforms, such as Instagram and YouTube, to showcase the incredible footage captured by GoPro users in various extreme sports, outdoor adventures, and everyday moments. By highlighting the versatility and durability of its cameras, GoPro positions itself as the ultimate tool for capturing life’s most exhilarating experiences.

The impact of the “Be a Hero” campaign on GoPro’s brand perception and sales has been significant. By encouraging users to become content creators and ambassadors for the brand, GoPro has cultivated a loyal fan base and differentiated itself from competitors in the action camera market. The campaign has also helped GoPro maintain its position as a leader in the industry and drive continued growth and innovation.

This campaign was a huge success nearly doubling its revenue throughout the following years; from $234.2 million in 2011 to $526 million in 2012 and $985.7 million in 2013.

GoPro’s “Be a Hero” campaign marketing case study stands out for its ability to tap into the aspirational desires of its target audience and inspire them to live life to the fullest. By empowering users to capture and share their most epic moments, GoPro has created a powerful brand narrative that resonates with adventurers, athletes, and storytellers around the world.

 19. Volvo Trucks’ “The Epic Split” Campaign

Volvo Trucks’ “The Epic Split” campaign featuring Jean-Claude Van Damme is one of the most iconic and memorable marketing stunts in recent history. The campaign aimed to showcase the precision and stability of Volvo Trucks’ dynamic steering system through a jaw-dropping demonstration performed by the legendary action star, Jean-Claude Van Damme.

At the heart of the campaign is a mesmerizing video that captures Van Damme performing an incredible split between two moving Volvo Trucks. Set to the haunting melody of Enya’s “Only Time,” the video showcases Van Damme’s unparalleled agility and balance as he maintains a perfect split position while suspended between the two trucks as they reverse along a deserted runway.

The video quickly went viral, garnering millions of views within days of its release and sparking widespread admiration and discussion among viewers worldwide.

In addition to the viral video, the campaign was supported by a comprehensive digital and social media strategy that amplified its reach and impact. Through strategic partnerships with influencers and media outlets, Volvo Trucks ensured that “The Epic Split” reached a wide audience and generated maximum buzz and engagement.

This video was part of Volvo Trucks’ Live Test film, which between June 2012 and May 2014  generated 100m+ YouTube views and were shared nearly 8 million times.

According to the agency, the campaign generated 20,000 media reports worldwide which gives an estimated $172.6m.

Volvo Trucks’ “The Epic Split” campaign marketing case study stands out for its sheer audacity and creativity. By enlisting Jean-Claude Van Damme to perform an awe-inspiring stunt that perfectly showcased the capabilities of its trucks, Volvo Trucks created a marketing masterpiece that captured the imagination of millions.

20. D ove’s “Real Beauty Sketches” Campaign

Dove aimed to challenge beauty stereotypes and promote self-esteem among women.

Dove launched the “Real Beauty Sketches” campaign, featuring an FBI-trained sketch artist creating composite sketches of women based on their own descriptions and those of strangers.

The campaign’s video highlighted the stark difference between how women perceive themselves and how others see them, emphasizing the negative impact of self-criticism on self-esteem. It went viral, sparking conversations about beauty standards and generating widespread media coverage.

As a result of the Real Beauty campaign, sales for Dove jumped from $2.5 to $4 billion in the campaign’s first ten years. The corporation boosted its revenues by 10% within a year. Nearly two decades later, the promotional endeavor continues to be active, with intentions to extend its reach into the digital realm.

Dove’s “Real Beauty Sketches” campaign is exceptional for its emotional resonance and societal impact. By shedding light on the issue of self-esteem and body image, Dove struck a chord with audiences and sparked a global conversation about beauty, confidence, and self-acceptance.

21. Spotify’s “Wrapped” Campaign

Spotify’s “Wrapped” campaign has become an annual phenomenon that celebrates the unique music tastes and listening habits of its users. The campaign offers personalized insights and highlights into each user’s year of listening on the platform, including their most-streamed songs, artists, and genres.

At the core of the “Wrapped” campaign is the idea of music as a deeply personal and emotive experience. By curating and presenting users with a personalized summary of their year in music, Spotify aims to foster a sense of connection and nostalgia while also showcasing the diversity and richness of its music library.

The campaign unfolds across various touchpoints, including the Spotify app, social media platforms, and digital advertisements. Users are encouraged to share their “Wrapped” summaries with friends and followers, sparking conversations and debates about music preferences and discoveries.

One of the key strengths of the “Wrapped” campaign is its ability to tap into the power of data and personalization.

The impact of the “Wrapped” campaign on Spotify’s brand perception and user engagement has been profound. The number of posts on X about  Spotify Wrapped in 2021 jumped 461% from the previous year. A popular marketing firm found that Spotify’s 2020 Wrapped campaign led to a 21% increase in app downloads that December.

Spotify’s “Wrapped” campaign marketing case study stands out for its ability to transform data into meaningful and emotional experiences for users. By curating personalized summaries that celebrate the diversity and individuality of each user’s music tastes, Spotify creates a sense of connection and belonging that resonates deeply with its audience.

22. Iceland Groceries Campaign

Iceland, a UK-based supermarket chain, embarked on a groundbreaking marketing campaign to challenge misconceptions and revolutionize perceptions surrounding frozen food. The campaign aimed to redefine the narrative around frozen groceries by highlighting their quality, convenience, and sustainability.

At the heart of the Iceland Groceries campaign is a commitment to transparency and authenticity. By showcasing the sourcing and production processes behind its frozen food offerings, Iceland sought to reassure consumers about the freshness and nutritional value of its products.

One of the key strengths of the Iceland Groceries campaign is its focus on education and empowerment. By providing consumers with information about the benefits of frozen food and debunking common myths, Iceland empowers them to make informed choices and embrace frozen groceries as a convenient and sustainable option.

By showcasing a diverse range of everyday people using their products, Iceland saw a 55% retention rate on Facebook videos, a 59% on Youtube and their approval rating increased from 10% to 70%.

The Iceland Groceries campaign marketing case study stands out for its boldness and innovation in challenging industry norms and stereotypes. By tackling misconceptions head-on and championing the benefits of frozen food, Iceland has sparked meaningful conversations and changed perceptions among consumers.

23. Health-Ade’s Marketing Campaign

Health-Ade, a leading kombucha brand in the United States, embarked on an innovative marketing campaign to promote its products and differentiate itself in the competitive beverage market. The campaign aimed to position Health-Ade as a premium and health-conscious choice for consumers seeking natural and nutritious beverages.

At the core of the Health-Ade marketing campaign is a commitment to authenticity and quality. Unlike many mass-produced beverages, Health-Ade kombucha is handcrafted in small batches using only the highest quality ingredients, including organic tea and natural flavors. The campaign highlights Health-Ade’s dedication to traditional brewing methods and its unwavering commitment to producing the best-tasting and most nourishing kombucha on the market.

Through vibrant imagery, engaging storytelling, and compelling messaging, Health-Ade showcases the unique flavor profiles and health benefits of its kombucha, inviting consumers to join the “Health-Ade family” and embrace a healthier lifestyle.

Thanks to their campaign, Health-Ade generated 1.6 million impressions, all done with influencer marketing. They generated $11.200 worth of impressions using only a fraction of the cost.

The Health-Ade marketing campaign marketing case study stands out for its authenticity, quality, and commitment to promoting health and wellness. By prioritizing transparency and education, Health-Ade has earned the trust and loyalty of consumers, distinguishing itself from competitors and driving strong sales growth.

Moreover, the campaign’s focus on creating a sense of community and belonging has been instrumental in building brand affinity and advocacy. Through engaging storytelling and experiential activations, Health-Ade has fostered connections with consumers and established itself as not just a beverage brand, but a lifestyle choice.

24. Always’ “Like a Girl” Campaign

Always sought to challenge societal perceptions of what it means to do something “like a girl” and empower girls and women.

Always launched the “Like a Girl” campaign, featuring a video highlighting the negative connotations associated with the phrase “like a girl” and showcasing the confidence and strength of young girls.

The video aimed to change the meaning of “like a girl” to represent strength, confidence, and capability. It sparked a global conversation about gender stereotypes and garnered widespread praise for its empowering message. Always continued the campaign with initiatives to support girls’ confidence and self-esteem.

The results of Always #LikeAGirl campaign led to 4.4bn+ media impressions and 177,000 #LikeAGirl tweets in the first three months. After the campaign, 50% of women chose to purchase Always brand over competitors.

Always ‘ “Like a Girl” campaign marketing case study is exceptional for its impact on cultural perceptions and empowerment. By challenging ingrained stereotypes and celebrating the strength and potential of girls, Always inspired positive change and fostered a more inclusive and supportive environment for girls and women worldwide.

25. Coca-Cola’s “Small World Machines”

Coca-Cola aimed to foster connections between people from India and Pakistan, two neighboring countries with a history of tension.

Coca-Cola created “Small World Machines,” special vending machines placed in public areas in India and Pakistan, allowing people from both countries to interact with each other via live video feeds.

Participants could see and interact with each other in real-time, completing tasks together and sharing moments of joy. The initiative aimed to break down barriers and promote peace and understanding between the two nations. 

It was a real success: over 10,000 Cokes were distributed during the campaign, Coca-Cola garnered more than 58 million media impressions, it received 4,000+ unique mentions on news websites, TV broadcasts, blogs, and forums and even became a big hit at the Cannes Film Festival in 2013.

During the campaign, posts about “Coke” or “Coca-Cola” increased by 25%,  earning their account over 34,000 new followers within 15 days.

Coca-Cola’s “Small World Machines” campaign marketing case study is exceptional for its efforts to bridge divides and promote unity through technology and shared experiences. By facilitating interactions between individuals from countries with historical tensions, Coca-Cola demonstrated the power of human connection and the potential for brands to promote social good and understanding on a global scale.

26. Burger King’s “Whopper Detour” Campaign

Burger King, a global fast-food chain, aimed to increase customer engagement and drive traffic to its restaurants through an innovative marketing campaign.

Burger King launched the “Whopper Detour” campaign, which leveraged geolocation technology to offer customers a steep discount on its signature burger, the Whopper, but with a catch: they could only claim the deal by ordering through the Burger King app while physically inside or near a McDonald’s restaurant.

Using geofencing technology, Burger King targeted customers who were within 600 feet of a McDonald’s restaurant. When these customers opened the Burger King app, they were prompted to “unlock” the Whopper deal by navigating to the nearest Burger King location. The campaign generated buzz and curiosity among consumers, driving them to download the Burger King app and visit Burger King restaurants to claim their discounted Whoppers.

The “Whopper Detour” campaign was a success, generating millions of app downloads and significantly increasing foot traffic to Burger King restaurants. 

Burger King experienced a notable surge, with a 53.7% rise in monthly active users (MAUs) for its mobile app. The percentage of users opting to share their location data with Burger King skyrocketed by 143%. Remarkably, the total return on investment (ROI) from the Whopper Detour campaign reached an impressive 37-1.

Burger King’s “Whopper Detour” campaign marketing case study is exceptional for its creativity, innovation, and effectiveness in driving customer engagement and foot traffic to its restaurants. By leveraging geolocation technology and gamifying the customer experience, Burger King created a memorable and engaging campaign that resonated with consumers and generated excitement around its brand. 

The campaign’s success demonstrates Burger King’s willingness to push the boundaries of traditional marketing and its ability to connect with consumers in new and unexpected ways.

27. Amazon’s Prime Day

Amazon sought to drive sales and boost Prime membership subscriptions during typically slower shopping periods. Amazon launched Prime Day, a one-day shopping event exclusive to Prime members, offering discounts on a wide range of products.

Prime Day featured limited-time deals, flash sales, and exclusive product launches, creating a sense of urgency and excitement among shoppers. The event generated record-breaking sales, surpassing even Black Friday and Cyber Monday numbers. Additionally, Prime membership sign-ups increased significantly during Prime Day.

In the U.S., spending increased by 6.1% to $12.7 billion compared to the previous year. Prime members purchased over 375 million items worldwide and saved more than $2.5 billion with Prime Day discounts .

Amazon’s Prime Day marketing case study is exceptional for its ability to create a shopping frenzy and drive sales while also incentivizing Prime membership subscriptions. By offering exclusive deals and benefits to Prime members, Amazon not only boosted revenue but also strengthened customer loyalty and engagement, solidifying Prime as a must-have subscription service for millions of shoppers.

28. McDonald’s “Our Food, Your Questions” Campaign

McDonald’s aimed to address misconceptions and concerns about the quality and sourcing of its food ingredients.

They launched the “Our Food, Your Questions” campaign, inviting customers to ask any questions they had about McDonald’s food via social media and other channels.

McDonald’s responded transparently to customer inquiries, providing detailed information about its food sourcing, preparation methods, and quality standards. The campaign helped demystify McDonald’s food and build trust with customers by demonstrating the company’s commitment to transparency and quality.

McDonald’s witnessed a notable uptick, with a 29% increase in its food quality perception score and a 35% boost in the company’s trust score. Throughout the campaign period, McDonald’s experienced a commendable 14% growth in sales. Undoubtedly, honesty emerged as the most effective strategy.

McDonald’s “Our Food, Your Questions” campaign marketing case study is exceptional for its transparency and engagement with customers. By openly addressing concerns and providing clear information about its food, McDonald’s strengthened its relationship with consumers and demonstrated a willingness to listen and respond to their feedback.

29. Airbnb’s “Experiences” Launch

Airbnb aimed to expand its offerings beyond accommodations and provide travelers with unique, immersive experiences.

Airbnb launched “Experiences,” a platform where hosts could offer activities, tours, and workshops to travelers, allowing them to engage with local culture and communities.

They curated a diverse range of experiences, from cooking classes to outdoor adventures, and promoted them to travelers worldwide. The platform quickly gained popularity, attracting both hosts and guests seeking authentic and personalized travel experiences.

The UK-based brand tracker BrandIndex showed an increase in ad awareness for Airbnb, rising from 2.8 to 14.1 over six months after the campaign’s launch. Altogether, Airbnb’s strategy resulted in an increase of 172K followers.

Airbnb’s “Experiences” launch is exceptional for its innovation and ability to tap into the growing demand for experiential travel. By leveraging its existing platform and network of hosts, Airbnb expanded its offerings to include activities and experiences, further enhancing its value proposition and solidifying its position as a leader in the travel industry.

30. Pizza Hut’s “Hut Rewards” Loyalty Program

Pizza Hut, a leading pizza restaurant chain, aimed to increase customer retention and drive repeat business in a competitive market.

Pizza Hut’s strategy with the “Hut Rewards” loyalty program was to incentivize customers to return to their restaurants by offering rewards and discounts for frequent purchases. The program aimed to build customer loyalty and increase customer lifetime value by rewarding customers for their continued patronage.

The “Hut Rewards” loyalty program allowed customers to earn points for every dollar spent on Pizza Hut purchases, including online orders, delivery, and dine-in. Customers could redeem their points for free pizzas, sides, and other menu items, providing an incentive for repeat visits. 

The loyalty program proved to be successful in driving customer engagement and loyalty for Pizza Hut. It attracted new customers and encouraged existing customers to increase their frequency of visits and spending.

Pizza Hut saw an increase in customer retention and repeat business, leading to higher sales and revenue for the company.

The conversion rates were impressive, with a remarkable 75% of email subscribers transitioning to Hut Rewards within the initial nine months of the launch. Pizza Hut experienced a notable 5% surge in the American Customer Satisfaction Index (ACSI), marking the most significant industry advancement of the year and securing the top position among national pizza chains.

Pizza Hut’s “Hut Rewards” loyalty program marketing case study is exceptional for its ability to effectively incentivize customer loyalty and drive repeat business. By offering tangible rewards for frequent purchases, Pizza Hut created a strong incentive for customers to choose Pizza Hut over competitors and return to their restaurants regularly. 

The program’s simplicity and accessibility made it easy for customers to participate, further enhancing its effectiveness in building brand loyalty and increasing customer lifetime value.

31. BMW’s “The Ultimate Driving Machine” Campaign

BMW’s “Ultimate Driving Machine” campaign, introduced in the early 1970s, remains one of the most iconic and enduring advertising campaigns in the automotive industry. The campaign aimed to redefine the perception of BMW automobiles by emphasizing the brand’s commitment to delivering unparalleled performance, precision engineering, and driving pleasure.

Through a series of television commercials, print advertisements, and digital content, BMW positioned itself as the premier choice for drivers who demanded more than just transportation – they sought an exhilarating driving experience unlike any other.

The campaign leveraged innovative storytelling techniques and striking visuals to showcase BMW’s vehicles in action, highlighting their agility, responsiveness, and dynamic performance on the road.

BMW has employed the tagline “Ultimate Driving Machine” for over three decades. Over this period, its sales in the U.S. have surged from 15,007 units in 1974, the year preceding the inception of the ad slogan, to an impressive 266,200 units in 2005.

BMW’s “Ultimate Driving Machine” campaign marketing case study is exceptional for its longevity, consistency, and effectiveness in communicating the brand’s core values and identity. By focusing on the driving experience and performance capabilities of its vehicles, BMW differentiated itself from competitors and established a unique position in the automotive market.

32. “The Most Interesting Man in the World” Campaign

Dos Equis launched its iconic “The Most Interesting Man in the World” campaign to redefine the beer industry’s advertising landscape. The campaign aimed to position Dos Equis as the beer of choice for discerning and adventurous consumers seeking sophistication and worldly experiences.

The campaign was about the enigmatic and charismatic character of “The Most Interesting Man in the World.” Portrayed by actor Jonathan Goldsmith, this suave and debonair figure embodied the epitome of sophistication, charm, and adventure. Through a series of memorable television commercials, print advertisements, and digital content, Dos Equis brought the character to life, regaling viewers with tales of his extraordinary exploits and remarkable accomplishments.

The campaign’s success was built on the strength of its storytelling and the allure of its central character. With his distinctive catchphrase, “I don’t always drink beer, but when I do, I prefer Dos Equis,” “The Most Interesting Man in the World” captured the imagination of audiences worldwide, becoming a cultural phenomenon in the process.

In 2009 Dos Equis saw an increase of 22% in sales, even while other brands were seeing a deep fall (beer imported into the U.S. flagged significantly as craft beer took over, and sales fell about 4%).

Dos Equis’ “The Most Interesting Man in the World” campaign marketing case study stands out for its boldness, creativity, and enduring appeal. By creating a compelling character and narrative that transcended traditional beer advertising, Dos Equis captured the hearts and minds of consumers, elevating its brand to iconic status.

The campaign’s success was driven by its ability to tap into universal themes of adventure, intrigue, and sophistication. By positioning Dos Equis as the beer of choice for those who embrace life’s extraordinary moments, the campaign resonated with consumers across demographics.

33. Apple’s “Get a Mac” Campaign

Apple’s “Get a Mac” campaign was a series of television commercials that aimed to highlight the superiority of Mac computers over PCs in a humorous and relatable manner. The campaign featured two characters: a young, casually dressed man representing a Mac computer (played by actor Justin Long) and an older, more formal man representing a PC (played by actor John Hodgman).

Each commercial followed a similar format, with the two characters engaging in witty banter as they discussed various aspects of computer usage and functionality. The Mac character would typically showcase the ease of use, reliability, and innovative features of Mac computers, while the PC character would struggle with technical issues, viruses, and compatibility problems.

The brilliance of the “Get a Mac” campaign lay in its simplicity and effectiveness. By personifying the two types of computers and highlighting the differences between them in a lighthearted and entertaining manner, Apple effectively communicated the benefits of choosing a Mac over a PC to consumers.

The effects were immediate. Apple experienced a surge of 200,000 additional Mac sales within just one month following the campaign’s debut. By year-end, sales figures exhibited a remarkable 39% increase compared to the previous year.

Apple’s “Get a Mac” campaign marketing case study is exceptional for its ability to effectively communicate complex technical concepts in a simple and engaging manner. By using humor and relatable characters, Apple made the benefits of Mac computers accessible to a wide audience, driving increased interest and adoption of its products.

Moreover, the campaign’s emphasis on user experience and innovation resonated with consumers who were increasingly seeking technology solutions that were intuitive, reliable, and stylish. By positioning Mac computers as the superior choice for creative professionals, students, and everyday users alike, Apple successfully differentiated itself from competitors and established a loyal customer base.

34. Procter & Gamble’s “Thank You, Mom” Campaign

Procter & Gamble’s “Thank You, Mom” campaign was a heartwarming and emotionally resonant tribute to the mothers of Olympic athletes. The campaign aimed to celebrate the unwavering support and sacrifices made by mothers in nurturing their children’s dreams and aspirations, particularly as they pursued excellence in sports on the global stage.

The centerpiece of the campaign was a series of television commercials and digital content that showcased the intimate and poignant moments between Olympic athletes and their mothers. These emotionally charged vignettes depicted the mothers’ role as pillars of strength, encouragement, and inspiration throughout their children’s athletic journeys, from their earliest beginnings to the pinnacle of their success on the Olympic stage.

By highlighting the profound bond between mothers and their children, the “Thank You, Mom” campaign struck a chord with audiences worldwide, eliciting a range of emotions from nostalgia and admiration to gratitude and reverence. It served as a powerful reminder of the pivotal role that mothers play in shaping their children’s lives and fostering their dreams, both on and off the field of competition.

Thank You, Mom was the biggest and most successful global campaign in P&G’s 175-year history with $500 million in global incremental P&G sales, 76 billion global media impressions, and over 74,000,000 global views.

Procter & Gamble’s “Thank You, Mom” campaign marketing case study is exceptional for its emotional resonance and universal appeal. By celebrating the selfless love and sacrifice of mothers, the campaign struck a chord with audiences of all ages and backgrounds, fostering a deep and lasting connection with the brand.

Moreover, the campaign’s alignment with the Olympic Games provided a powerful platform to amplify its message of gratitude and appreciation on a global scale. Through its partnership with the world’s premier sporting event, Procter & Gamble was able to reach audiences around the world and inspire millions with its heartfelt tribute to mothers.

35. Metro Trains – Dumb Ways to Die

Metro Trains’ “Dumb Ways to Die” campaign was a groundbreaking and innovative public safety initiative aimed at promoting railway safety in Melbourne, Australia. The campaign sought to raise awareness about the dangers of reckless behavior around trains and railway tracks in a creative and engaging manner.

At the heart of the campaign was a catchy song and colorful animation featuring a cast of quirky characters engaging in various foolish and dangerous activities, such as standing too close to the edge of the platform or playing on railway tracks. The song’s upbeat melody and humorous lyrics served to captivate audiences of all ages, while delivering a serious message about the potential consequences of risky behavior near trains.

In addition to the animated video, the “Dumb Ways to Die” campaign was accompanied by a range of educational materials and interactive experiences, including posters, social media content, and mobile games. These elements helped to reinforce the campaign’s safety message and encourage audiences to take positive actions to prevent accidents and injuries on and around railway tracks.

Thanks to this campaign, , Metro Trains found around a 20% reduction in train station incidents.

Within 24 hours of launch, the  Dumb Ways to Die song was ranked in the iTunes top 10. In just 48 hours it became number 6 in the singer/songwriter category globally. Many covers were produced by different artists and the song was used in school as an effective method for teaching safety.

Metro Trains’ “Dumb Ways to Die” campaign marketing case study is exceptional for its ability to tackle a serious and important issue with creativity, humor, and humanity. By using animation, music, and storytelling to deliver its safety message, the campaign transcended traditional public service announcements and connected with audiences on a deeper level.

The Future of Marketing Case Studies 

The exploration of these 35 top marketing case studies unveils a diverse array of strategies, executions, and exceptional results achieved by brands across various industries. From innovative product launches to impactful social campaigns, each case study exemplifies the power of creativity, strategic thinking, and consumer-centric approaches in driving success.

What stands out in these case studies is the emphasis on authenticity, engagement, and addressing consumer needs and aspirations. Brands that dared to be bold, transparent, and empathetic resonated deeply with their audiences, fostering lasting connections and loyalty.

Moreover, these case studies underscore the importance of adaptability and innovation in navigating rapidly evolving market landscapes. Brands that embraced change, leveraged emerging technologies, and responded effectively to shifting consumer behaviors emerged as leaders in their respective industries.

Ultimately, the success of these marketing case studies lies in their ability to capture hearts, minds, and market share through compelling storytelling, genuine human connections, and a relentless pursuit of excellence.

As brands continue to navigate the ever-changing marketing landscape, these case studies serve as valuable lessons and inspiration for creating impactful campaigns that stand the test of time and leave a lasting impression on consumers.

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App Marketing Case Studies (2024)

Artem Dogtiev | May 2, 2024

The best way to plan and execute your app marketing campaign is to start with mobile app marketing case studies, examples of how apps from the same category were promoted previously. In other words, to learn what app marketing strategies did work and were fruitful. In this article, we will highlight 10 examples of app marketing campaigns for mobile apps from 5 categories – Shopping, Games, Finance, Photo & Video, and Health & Fitness. Each case study consists of an objective, solution, and results, keep in mind all case studies are taken from open sources which don’t provide too much detail about each case but we want to give you a general understanding of what marketing techniques were effective.

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Let’s start with case studies for mobile apps for shopping. For a number of years, eCommerce has been one of the fastest-growing verticals for mobile. Multiple factors such as the big screen, advanced hardware of smartphones in hands of billions of people around the globe, and robust mobile payment systems enabled mobile to become a platform for people to shop. The COVID-19 pandemic has tremendously accelerated the growth of mobile shopping apps when people had to shop from home worldwide. As of this article writing, we’re still living under the influence of the pandemic, it turned out many people found shopping from home to be convenient even when they don’t necessarily have to stay home under lockdowns.

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Shopping app marketing case studies

Let’s take a look at two marketing case studies for shopping apps and how various app marketing techniques are allowed these app brands to achieve specific marketing objectives.

Case Study #1 “Shopkick: Cash Back Rewards” app

The leading shopping rewards app that allows shoppers to earn rewards along shopping, both online and offline. Using the app, shoppers can earn rewards for the items they buy via scanning receipts. Shopkick is supported by all major retail chains and brands, including Amazon, Starbucks, Walmart, eBay, Groupon, Nike, Best Buy, and more.

Shopkick: Cash Back Rewards app screenshot

Source: Moburst digital marketing agency

App marketing campaign objective

In 2020, because of lockdowns, people couldn’t visit stores and so in-store shopping was really low. For an app like Shopkick to grow it required people to do shopping in person and as a consequence, the app’s CPI, aka Cost Per Install, went high.

To reduce the Shopkick CPI it was decided to plan and execute a TikTok app user acquisition campaign. The first attempt failed but, after additional tuning of the videos to match TikTok’s visual style, a new campaign succeeded.

During the two months since the TikTok ad campaign was launched, the agency managed to decrease CPI by 87%, on top of that the Cost Per Registration decreased by 89%, and the Cost Per Acquisition dropped by 86%. Aside from achieving the primary objective – to decrease expenses and acquire users for the Shopkick app for less money, the company got access to a young generation of shoppers who use TikTok to discover new products.

Switching to the second case study featuring a British app that was launched during the inception of the e-Commerce aggregator apps for online shopping in the United Kingdom.

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Case Study #2 “Mallzee” shopping app

Mallzee is a UK non-retail shopping app that pioneered a non-retailer fashion shopping app concept back in 2013. Available on both iOS And Android, the app helps users to buy clothing with more than 100s high-street brands.

Mallzee app screenshot

Source: SplitMetrics mobile app growth agency

By the time an app marketing intervention was needed, the app had already enjoyed strong visibility on the app stores, as well as a very robust paid user acquisition campaign. The key component that required optimization was the Conversion Rate . That is to say that despite the fact that the app had a steady supply of traffic to its page on app stores, the number of people who actually downloaded the app was less than a desirable number.

To improve the Conversion Rate for the app, a number of A / B tests were conducted to test multiple changes for the app’s icon, title, subtitle, description, and screenshots. The Decision to apply A/B testing in conjunction with a standard App Store Optimization was made to avoid possible negative effects and actually further decrease the existing Conversion Rate.

As a result of multiple carefully executed App Store Optimization A/B tests, the Conversion Rate was increased by 10%.

From shopping apps to mobile games that command the bulk of revenue generated on both the iOS App Store and Google Play store.

Game app marketing case studies

As hard as the marketing of non-gaming apps is, mobile game marketing is always harder and more complicated. Let’s shed some light on two specific case studies for mobile games.

Case Study #1 “Kingdom Rush – Tower Defence TD” mobile game app

Kingdom Rush is one of the most popular Tower Deference, aka TD, games, which was published back in 2011 by Armor Games. TD is a sub-category of a strategy game and its gameplay is based on the deference of territories and possessions.

Kingdom Rush – Tower Defence TD app screenshot

Source: App Radar  App Store Optimization Tools & Services

Armor Games had been looking for app marketing support to help with the game’s growth, which after the game’s many years on the market began to wane.

The App Store Optimization was chosen as a marketing tool to reinvigorate the Kingdom Rush’s growth.  The ASO updates were conducted on a monthly basis and consisted of keyword research, title, subtitle, icon, and screenshots optimization. Every update of the visuals was performed in conjunction with A/B testing to avoid any negative impact on the app’s native traffic.

As a result of applying ASO to the game, the team of marketers managed to achieve a 300% increase in organic installs and a 1,000% increase in ROI.

Case Study #2 “World of Warships Blitz” mobile game app

World of Warships Blitz is an online multiplayer naval war simulator and action game. It immerses players into the world of visually authentic WWII warships and lets them be in the seat of their captain.

World of Warships Blitz 3D War app screenshot

Two major goals were set for the app marketing campaign for the game – grow exposure and raise brand awareness in multiple countries on both Apple’s App Store and Google Play Store. A big part of the project was doing ASO for the game on 12 markets – French, Italian, Korean, Portuguese (Brazil), Russian, Spanish (Spain), Turkish, Chinese (Traditional), Chinese (Simplified), German, Japanese, and English (US). Running a successful App Store Optimization campaign on a single market is not an easy feat but to do it on multiple markets is extremely hard.

To meet the challenge of doing ASO for the game on a such big scale, the app marketing team applied a combination of AI-powered ASO tools and in-house expert knowledge. The team identified untapped opportunities to drive more traffic for the game with keywords it wasn’t ranked for at the moment across all 12 local versions of the iOS app store.

As the result, a 35% average increase in app store impressions across all 12 markets was achieved. Among the most competitive markets this result was achieved for were South Korea, Russia, and Japan, in some locations the increase reached 90%, in Spain in particular, the average growth was 73% and in Turkey, the increase was the highest – 91%.

Moving on from mobile games to Finance apps. Today mobile apps that help people to do their finance on the go are booming. The market has passed the moment when people didn’t trust enough mobile apps to be their tool to do finance, hundreds of millions of people buy products and services, pay their mortgages, and send money to their relatives and friends every second 24/7 worldwide.

Finance app marketing case studies

Among other app categories, finance apps face a unique challenge – many people don’t realize how versatile they can be and how many benefits it’s actually possible to cram into a single app.

Case Study #1 “Providers” mobile app

The Providers app is the ultimate safe and secure app to manage all family finances, including banking, savings, benefits, EBT balance & spending, as well as a job search.

Providers: EBT, debit, & more app screenshot

Source: Bamboo app marketing agency

In this case, the most challenging part of the app marketing campaign was finding a new way to grab people’s attention and show the app’s value on a quite crowdy social media landscape.

It was decided to use a combination of user-generated video testimonials on top of other app marketing channels. The marketing team launched a user-generated content campaign on Meta to capture the attention of more qualified users within the pool of the existing Android user acquisition campaigns. To ensure the success of the campaign the following activities were performed:

• 2-week A/B test through Meta’s experiments function
• Evergreen Android campaign that was our top performant at the time
• Demographic audience targeting that attempted to reach our core persona

Thanks to the launch of UGC, aka user-generated content, the app’s Cost-Per-Registration was decreased by 68%, and also 15% increase was achieved for the ad campaign Click Through Rate.

Case Study #2 “iCash” mobile app

The app provides an easy way for Canadians to apply for a loan right from their smartphone. It features an easy application form that doesn’t require any documents, as well as provides access to a wide range of financial rewards and membership advantages.

iCASH.ca app screenshot

Source: Start.io mobile marketing platform

In this case, the major marketing goal was to regain the attention of the app’s users who didn’t complete their loan purchase process or invite people who previously purchased the loan to return and therefore become loyal customers. The important financial KPI for the campaign was to keep the campaign’s Cost of Acquisition per user within the $20 – $30 range.

To achieve the goal, a re-targeting mobile app user acquisition campaign was launched.

As a result, 300 new loans were sold per month and the Cost of Acquisition of new users was held at the $17 / per user level, which was below the agreed threshold.

From Financial apps to Photo & Video apps, yet another popular app category is filled with apps people use to capture photos and videos and apply sophisticated filters to enhance them.

Photo & Video app marketing case studies

The Photo & Video apps category is one of the both iOS and Android app categories that directly benefit from the smartphone camera’s advance to deliver more features and help people with being more creative. Because Apple, Samsung, HUAWEI, and other OEMs all provide native apps for photography and video capturing, app developers are in fierce competition to beat these default apps and win consumers’ hearts and wallets.

Case Study #1 “PhotoSi” mobile app

The PhotoSi app is one of the leading apps in Europe to print photos, and compose photobooks, as well as other photographic products.

PhotoSi app screenshot

Source: Replug mobile marketing consulting agency

The app marketing campaign was launched to resolve quite common roadblocks app brands are facing when they decide to go outside of the  Google and Meta’s ad platforms duopoly.  Specifically, the issues to address were:

• What acquisition channels should the PhotoSi brand be using to reach the existing audiences beyond what the Google + Meta duopoly offered?
• How could their marketing team keep the cost of acquisitions under control without eroding the bottom line?
• How long would it take for the PhotoSi marketing team to effectively scale those new channels?
• Was there a hidden opportunity in promoting their services to a whole new target audience?

After multiple discussions, the TikTok Ads advertising platform was chosen as the means to more app users outside of the exposure that Google and Meta provided. The stages of the marketing campaign were:

• testing multiple channels to choose the most efficient channel
• a search for the right micro-influencers to reach and work together on the app’s promotion
• A/B test creative messages and types
• campaign performance optimization
• audience identification.

Compared with Facebook Ads CPI, Cost Per Install was lowered on average by 75% meanwhile an average eCPA was decreased by 54%. Video ads impressions increased by 363.2%, the number of the app’s installs went up by 676.2%, while CPI decreased by 17.%

Case Study #2 “ProCamera” mobile app

ProCamera is a photography app that allows professional photographers to work with photos in .RAW format, retaining the high quality of images intact and achieving results not feasible with regular photo apps.

ProCamera app screenshot

Because of the COVID-19 travel restrictions, people were traveling less, and hence the demand for the ProCamera app went down as well. The app development team required help to compensate for that drop in demand.

The hired app marketing agency team decided to implement a combination of a full-scale App Store Optimization along with Apple’s Search Ads paid advertising campaign.

Upon the ASO campaign implementation, the number of downloads raised by 4%, as well as a 200% increase in the number of keywords the app was ranked in the Top 10 search results on the iOS App Store. Also after the first couple of months as the ASO & ASA campaign was launched, the marketing agency team managed to achieve a 28% increase in the app’s Conversion Rate and a 36% increase in the number of organic installs.

And finally, the last app category that hosts apps that help people around the globe to steady fit and healthy – the Health & Fitness.

Health & Fitness app marketing case studies

With the advent of smartwatches, fitness trackers, and other hardware to monitor people’s health condition, Health & Fitness apps’ popularity skyrocketed. In the following section, we want to review a couple of apps that help people with their mental help, which is – no doubt – a vital part of a human’s health.

Case Study #1 “Headspace” mobile app

Source: Phiture award-winning mobile growth consultancy

Several years ago the Headspace marketing team approached a mobile growth consultancy with the problem of building a strategy to grow over existing back then 6 million app users. The ultimate goal was pretty ambitious – to become the best and most recognized meditation and mindfulness app in the world.

The App Store Optimization campaign, launched by the hired app marketing agency, consisted of the audit stage to assess the app’s current ranking back then which was already strong but still allowed plenty of room for growth. The ASO-managed execution phase lasted for 6 months and included a series of experiments to pin out the best strategy to follow. The agency’s internal ASO tools and in-depth analysis were deployed to allow the app to continue to grow rapidly.

As a result of the performed ASO campaign, the Headspace app received a 40% increase in visibility and an 18% increase in installs acquired via search.

Case Study #2 “ThinkUp” mobile app

ThinkUp is one of the leading daily affirmations apps to help people with the right mindset to be happy.

Source: App Growth Network app marketing agency

The goal of the app marketing campaign was to achieve higher efficiency with how much money was spent to acquire more users for the app.

The provided solution consisted of an in-depth analysis to understand user sentiment and values within the meditation/affirmation space by performing market and competitor research, as well as ASA campaign testing, weekly optimization, setting up automation, campaign-level optimizations, and more.

The major result achieved during the course of a four-month app marketing campaign was increasing the Return On Advertising Spend by 83%.

Final Thoughts

Hopefully, you will find these app marketing case studies helpful to market your own app. The success of every app marketing campaign hinges on a choice of specific marketing channels to use, the effectiveness of messaging, seasonal effects, the market fit, and more. Every app marketing project requires a custom approach but we can identify a few app marketing channels / techniques that have a high potential to help the app to succeed on the market. These are paid advertising platforms such as Facebook Ads, Google Ads, TikTok Ads, Influencer marketing campaigns and App Store Optimization.

There is one more thing to mention at the end, these app marketing case studies mention only major contributors that allowed app marketing teams to succeed but there are always other marketing channels that are involved but those impact is hard to measure and hence present in these case studies.

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Nike Marketing Strategy 2024 - 7 Effective Findings from Case Studies

• 38 Comments
• Published on Sep 20 2023

Table of Contents

Nike marketing strategy: top effective findings from case studies, history of nike, goals and objectives - nike marketing strategy, nike’s target audience, nike marketing strategy: challenges, solutions, and its approaches, how nike’s marketing strategy evolved, how to apply the nike’s marketing strategy to your brand, growth and market reach, what to take.

Nike has taken an image of an athleisure company and an American multinational corporation, but, the brand has taken way the world with inspiration, emotion, diversity, and unity with its simple marketing campaigns.

The core purpose of Nike marketing strategy is to keep moving the world forward. Over the years, it has launched and introduced various stylish and sustainable services from remembering the Swoosh, and the tagline ” Just Do It” which does not only come into our mind.

Enlisting the action of Nike's marketing strategies is remarkable. What makes it so special to get the products?

There are multiple reasons why people buy Nike products in this case study explained, but, one absolutely convincing means is that it is more than a brand that builds communities, planet protection, and makes sports accessible beyond diverse horizons. We have also discussed the top Nike Marketing Strategies that you can learn in 2024.

Purpose of the Article

The main aim of this article by Sprintzeal caters to information as social proof from various case studies about a process, product, or service that can resolve marketing issues.

Known as one of the largest athletic apparel companies,  Nike (Nike, Inc.)  is an American multinational association that deals with the design, development, manufacture, and global marketing and sales of footwear, accessories, apparel, equipment, and services. Began with a mission to, “bring inspiration and innovation to every athlete” in the world It is based in Beaverton, Oregon, NIKE, Inc. includes the Nike, Converse, and Jordan brands, and many more. 

It was founded by Bill Bowerman and his former student Phil Knight in 1964.

Nike plans to build a 3.2 million square foot expansion to its World Headquarters in Beaverton.

The Nike brand strategy focuses on bringing the culture of the invention to today’s athletes while solving issues for the upcoming generation.

Nike has acquired and sold several footwear and apparel companies over the years. It has also acquired Starter, Zodiac, Celect, and Datalogue and purchased RTFKT Studios.

It was founded in 1964 by Bill Bowerman, a track-and-field coach at the University of Oregon, and his former student Phil Knight as Blue Ribbon Sports. The brand was rebranded in the 60s, their company was relaunched as Nike in 1971.

In 1972, Blue Ribbon sports which later became Nike unveils "Moon Shoes

In 1974, the Waffle Trainer was patented, featuring Bill's famous Waffle outsole.

In 1982, introduced the Air Force 1 basketball shoe.

In 1994, Nike signs LeBron James

In 2000, launched Nike Shox in the market.

In 2008, introduced the Flyware shoe and signs Derek Jeter

In 2018, introduced React Element 87. Nike launched a new "Just do it" ad campaign featuring Colin Kaepernick.

In 2020, Nike Air-max 97G "Peace and love" was introduced. It also reveals uniforms for the 2020 Tokyo Olympics.

The main priorities and objectives of Nike marketing strategy,

• It includes promoting diversity, equity, and inclusion.
• Innovations that create sustainable materials and approaches to tackle environmental impact.
• Towards advancing a transparent and responsible supply chain.
• To build community by investing in organizations that pay efforts on economic empowerment, education, and equality.
• Uplifts unity with the current generation through sport and encourages an active lifestyle to reach their potential future.

To truly understand the effectiveness of Nike's marketing strategy, it's crucial to dissect the various segments within their vast target audience. Nike's ability to connect with different consumer groups is a central theme in this Nike marketing strategy case study. Let's delve deeper into these segments:

Athletes, Professionals, and Enthusiasts: Nike casts a wide net, catering to athletes at all levels, from elite professionals to passionate enthusiasts. Their product range is meticulously designed to enhance athletic performance, making Nike the preferred choice for athletes worldwide.

Running Enthusiasts: Nike's dominance in the running domain is unparalleled. They offer an extensive selection of running shoes, apparel, and accessories tailored to the specific needs of runners, whether they're seasoned marathoners or occasional joggers.

Sports Enthusiasts: Beyond athletes, Nike appeals to anyone with a fervent passion for sports. Their marketing efforts invite individuals to adopt the mindset of an athlete, whether they actively engage in sports or simply lead an active lifestyle.

Women in Sports: Recognizing the growing influence of women in sports, Nike has dedicated a significant portion of their marketing efforts to empower female athletes and sports enthusiasts.

Young Athletes: Nike understands the importance of cultivating brand loyalty from a young age. Their marketing strategies are crafted to inspire and engage young athletes, nurturing a lifelong connection to the brand.

Sustainability Advocates: In recent years, Nike has expanded its reach to consumers who prioritize sustainability and ethical practices. Their marketing seamlessly integrates these values, resonating with the environmentally conscious audience.

This diverse and inclusive approach to their target audience has been a pivotal factor in the success of Nike's marketing strategy. It showcases their ability to resonate with a wide range of consumers, from professional athletes to environmentally conscious individuals.

Striving to create more eco-friendly materials as possible, bioplastic for their sneakers is used as a replacement for plastic, leather, and other materials.

Well known for the fact that Nike promotes its products through sponsorship agreements with influencing athletes, professional teams, and athletic teams.

- High level competition of Nike with Adidas and Reebok and other companies with the closely similar product line and common target markets. 

- Limited exports of Nike products due to legal restrictions can be one reason for fewer sales or revenues.

- The economic and political situation of those countries manufacturing Nike products is also one main challenge.

- Being a global brand, controversies are sensitive to the company image.

Hence, these is some of the reasons why strategies are relevant for Nike.

The questions still arise, why do people go after Nike products even if several brands apply the same approach? Does Nike market segmentation do it differently?

With being able to pull effective  Nike marketing plan  guidelines over past years; the other part also had faced consequences and drove up on solutions-making with,

1) Advertising

One of the key parts of the  Nike advertising strategy  is advertising through television ads and other social media forms with affiliate marketing.

In 1982, Nike aired its first three national television ads during the broadcast of the New York Marathon.

2) New Media Marketing

Having to understand the importance of having different mediums along with display advertising, content marketing, and social media promotions, boosts Nike global marketing strategy in the right direction.

Nike is risk-taker, with the way to early application of internet marketing, email management technologies, narrowcast communication technologies, and broadcast to build multimedia marketing campaigns.

3) Emotional Branding

How undeniable that Nike always puts powerful emotions through the brand! The advertisement seldomly briefs on its products and services.

A few of the best ads and commercials from Nike quotes for motivation, inspiration, and greatness can be:

“We gave up giving up”,

“All you have to do is pick up your feet.”

“My better is better than your better.”

“Don’t believe you have to be like anybody to be somebody.”

The building of the right emotions by Nike effortlessly comes through curated content and narrative that again narrates a story; a tale of inspiration applicable to anyone to combat their challenges and meet their victory.

Instead, Nike emotional branding has been impactive followed as an effective strategy in the world of marketing at present. It inturns invokes emotions related to success, morale, victory, and self-improvement which makes it a powerful product.

4) Nike Target Market Segmentation

One thing marketers should learn from  nike segmentation targeting and positioning 

is understanding their customer.

And, Nike focuses very well on their main target markets for their product and services i.e., athletes, runners, and sports enthusiasts.

In the running years, it enlarges strategies to lead precise market segments for runners, women, and young athletes. 

An observation is taken into action to create that meets the custom interests as per customer requirements.

5) Convey a Story

To have been accompanied by a global audience, another marketing strategy applies by conveying the story in simple and effective points rather than using descriptive or jargon with their brand voice.

In this way, they connect and try to encourage the masses to chase their dreams and “Just do it”.

An instance as shown in the above image; another excellent technique is their tagline which builds an emotional marketing story that relates to anyone to catch their dream and build customer loyalty,

6) Newsworthiness

This brand strategy uses newsworthiness to impact and appeal to a story. In most cases, it uses recent events or happenings about what people need or want to know.

It is also tricky to decide what stories to cover, but Nike evaluates and continues with newsworthy stories before the release to avoid controversies or false information.

This pattern could be applied based on events that impact your readers all over the world

7) Invest in Customer Loyalty

In Nike, it associates with diverse masses apart from the target audience. Does it have good customer loyalty? Yes. 

With less loyal customers, the challenge to come up with anticipatory decisions and effectively plan your finances can be scary.

One of the reasons the brand is irresistible globally till current which is less surprising is sole because of customer loyalty. The precise, well-executed product and service not only attract new customers but retain customers with good profit margins.

- Nike is releasing “No Finish Line,” a new book that celebrates and figures Nike’s 50 years of game-changing design and innovation in the favor of athletes and sports. It lay down a design vision for the next 50 years.

- It applies measures to create a better future by investing in active and inclusive communities. Nike Community Impact Fund (NCIF), an employee-led and neighborhood-focused approach 

in aid of local community organizations globally for a positive, effective, and making a play for all the kids.

- Nike made about 35% digital and aims to achieve 50% by 2025.

One of the best ephemeral approaches is that a part of Nike’s success goes to influencing and inspirational athletes such as Michael Jordan, Mia Hamm, Roger Federer, Tiger Woods, Kobe Bryant, Lebron James, and many others.

To truly appreciate the efficacy of Nike's marketing strategy, it's essential to trace the evolutionary path it has taken over the years. This retrospective analysis of Nike's marketing strategy is integral to our Nike marketing strategy case study. Here is a comprehensive exploration of the evolution of Nike's marketing approach:

The Early Years: Nike's origins can be traced back to its predecessor, Blue Ribbon Sports, which primarily served as a distributor of Japanese running shoes. During this nascent phase, Nike's strategy was firmly rooted in performance and innovation.

The Birth of Nike: In 1971, Nike emerged as a distinct entity, drawing inspiration from the Greek goddess of victory. This marked the inception of Nike's emphasis on empowerment and achievement, an approach that would become central to their branding.

Celebrities Take Center Stage: The 1980s heralded a new era for Nike, marked by the strategic use of celebrity endorsements, most notably with basketball icon Michael Jordan. These high-profile endorsements solidified a deep emotional connection between Nike and consumers.

The "Just Do It" Era: In 1988, Nike introduced its iconic "Just Do It" slogan, encapsulating the ethos of personal determination and resilience. Swiftly, it became synonymous with the brand's identity and mission.

Digital Transformation: Nike was an early adopter of digital marketing, recognizing the potential of the internet and social media. They harnessed these platforms to engage consumers through multimedia campaigns and create a digital presence that mirrored their innovative spirit.

Emotional Branding: Nike's pivot towards emotional branding represented a pivotal moment in their marketing evolution. Rather than simply showcasing products, they focused on evoking powerful emotions, such as success, motivation, and self-improvement. This shift solidified Nike as a potent and influential brand.

Sustainability and Inclusivity: In recent years, Nike has demonstrated a commitment to sustainability and inclusivity, both in their products and marketing. They aim to create eco-friendly products and promote social responsibility, aligning with the evolving values of today's consumers.

This journey of evolution highlights Nike's remarkable adaptability and capacity to align their strategy with changing consumer landscapes. From their roots in performance and innovation to their current focus on emotional branding, sustainability, and inclusivity, Nike's marketing strategy has continued to resonate with a diverse and ever-changing audience.

To harness the power of Nike's potent marketing strategy for your own brand, it's essential to follow a well-defined blueprint. This section of our Nike marketing strategy case study provides a step-by-step guide on how to apply Nike's principles to your brand effectively:

Know Your Audience Inside Out: Much like Nike, start by conducting thorough market research to understand your target audience's specific needs, preferences, and aspirations. Tailor your products and marketing strategies accordingly.

Forge an Emotional Connection: Take a page from Nike's playbook and aim to create profound emotional connections with your audience. Share compelling stories that resonate with your brand's mission and values, inspiring and motivating your customers.

Embrace the Digital Realm: Leverage the expansive digital landscape, including social media, content marketing, and multimedia campaigns, to amplify your brand's reach. Follow Nike's lead in utilizing these platforms effectively to engage and captivate your audience.

Champion Sustainability and Social Responsibility: If your brand aligns with sustainability and social causes, make them integral to your strategy. Showcase your commitment to positive change through sustainable practices and support for relevant social issues.

Consistency is Key: Maintain a consistent brand image and message across all marketing channels. This consistency not only reinforces your brand identity but also leaves a lasting impression on your audience.

Prioritize Innovation: Continuous innovation should be at the heart of your strategy, much like Nike's dedication to pushing the boundaries. Innovate your products and marketing strategies to stay relevant and capture the full attention of your audience.

Leverage Influencers and Celebrities: Collaborate with influencers or celebrities whose values align seamlessly with your brand's mission. This partnership can help expand your reach and enhance your brand's credibility, similar to Nike's successful partnerships with iconic athletes.

By following these steps, you can effectively incorporate the power of Nike's marketing strategy into your own brand. Building a successful brand, as exemplified in this Nike marketing strategy case study, requires a strategic approach, unwavering dedication, and a profound understanding of your audience's aspirations and needs.

Don't Wait, Just Do It

In the ever-changing field of marketing, the key to success is action. Much like Nike urges you to take action; we encourage you to propel your digital marketing career forward by enrolling in Sprintzeal's Digital Marketing Course. Don’t let your hesitation cost you your opportunities.

Equip yourself with the skills, knowledge, and confidence excel in the digital marketing domain. We curate and design our courseware to ensure you're well-prepared for the dynamic world of digital marketing. So, why delay? Enroll now , and allow us to help you make your career in digital marketing.

As per  Wikipedia , During the Q1 of 2020, the company's online sales have grown by 36%. While the net income in mil. is $6,046 and revenue is $46,710 in 2022. 

As per the Forbes report, Nike's Financial Summary for 2022, the revenue is $46.9 billion with assets of $38.6 billion and profits of $6.1 billion.

The following image gives a glance at the percentage growth with the approaches.

Image Source:  Nike

Final Results

During the article study, we also found that problems may occur subsequently with changes made to the distribution, marketing, and management strategies of Nike.

Companies can refer to Nike's marketing strategy to influence the four Ps i.e, price, product, promotion, and place. New features may expand the changes to higher growth of the product and might develop a new market.

Source 1:  Nike-A Case Study Just Do It

Source 2:  Nike Marketing Case Study

Source 3:  An Investment Analysis Case Study: Nike - NYU Stern

Research Details

This article emphasizes curated study from three case studies apart from Nike’s official website.

Therefore, all the effective strategies are presented for information and education means for readers in response to the current marketing issues along with the given references in this article.

Winning the market is one technique that Nike has been doing so well since its implementation till date. What’s even interesting is having to market its products under its various brands and subsidiaries.

The subsidiaries like Nike+, Nike Golf, Nike Blazers, Nike Pro, Air Jordan, Air Max, and other brands like  Hurley Int., Jordan, and Converse.

In the field of such marketing, digital marketing plays a dominant role. To pursue a career in digital marketing training, choosing from a globally recognized ATO (An accredited training organization) from  Sprintzeal  accelerates your career of interest.

To explore more courses, consider visiting  Sprintzeal’s all courses  and earn a certification to level up your career.

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Nchumbeni is a content writer who creates easy-to-read educational blogs, articles, varying client request, and social media content helping millions of learners meet their career goals.

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Table of Contents

The 4ps of amazon's marketing strategy, amazon marketing channel types, amazon's digital marketing strategy, become a digital marketer in 2022, amazon marketing strategy 2024: a case study.

Amazon is the largest online store in the world based on sales and market value. This online business has changed how people all over the world do business. Jeff Bezos started the company in Washington, USA on July 05, 1994. He was the CEO of the company till July 2021. Andy Jassy took over as the President and CEO of Amazon on July 05 2021. 

The first success for Amazon came along very quickly. It began as an online bookstore and kept adding to what it could do. In 1997, the company went public and is now on the NASDAQ in the US. Without help from the press, the company could sell books in 45 countries in less than two months. Amazon is now in more than 200 countries, and its website sells almost everything. Its subsidiaries include Audible, Twitch, IMDb, and Amazon Web Services.

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Amazon looks at the " marketing mix " of a company or brand, which comprises the 4Ps - 

Here is a comprehensive explanation of each factor's function.

Amazon used only to sell books online, but now it sells millions of different products in many categories. Shoes, jewelry, clothes, toys, home and kitchen appliances, electronics, books, the great outdoors, sports, car accessories, and works of art are some of the most popular products. Amazon sells goods from small businesses and shops but promotes its brand , Amazon Basics.

A company can price its products in several different ways. Here are some to remember: 

• Cost-plus pricing 
• Value pricing 
• Competitor pricing 
• Price discrimination

Amazon often uses a pricing strategy called "competitive pricing," in which it looks at the prices of its competitors and bases its prices on those. It helps keep costs low and gives customers a lot of choices.

Amazon also uses the following methods to set prices:

• Promotional pricing
• Behavioral pricing

Amazon can change its products daily because of how it runs its business. This is its best feature, making it hard for other companies to compete with Amazon.

Amazon's online store has grown over the past few years in many parts of the world. Millions of products are now more accessible to customers worldwide to get. Even if you live in a remote part of the world, you can get packages quickly from Amazon. Part of the company's success comes from the fact that it ships fast and has fulfillment hubs.

4. Promotion

When it comes to marketing, Amazon knows how important communication is. It uses a lot of different kinds of advertising to reach people who might buy or use its products. Amazon has a lot of sales and discounts, which is a great way to build its brand. It has regular ads on websites, newspapers, TV, billboards, and social media , among other places. There are also affiliate sites that work with Amazon.

Also Read - What are the 7 Ps of Marketing? Read this article and find out! 

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PPC advertising on Amazon can be put into three groups:

1. Headline Search Ads

If you want to get your brand out there, it's best to use headline search ads. Amazon now has two ways to promote brands, especially during the holiday season:

• Headline Search Ads
• Amazon Stores

Title and Amazon Stores Together, Search Ads can help people know more about your brand and the products you sell. It also builds trust with customers and makes sure that your products are shown in the right way.

By combining Headline Search Ads, Amazon Stores, and Sponsored Products into a single Pay-Per-Click (PPC) marketing campaign, you can easily reach many shoppers in less time.

2. Product Display Ads

Another type of effective PPC ad is a "Product Display Ad," which is placed next to the product or in the "similar items" section on the product page. This kind of ad is only meant to be self-service. It is linked to the ASINs of the products, which gives sellers many options for focusing on different types of customers based on how they act.

3. Sponsored Product Ads

One of the best ways to get more people to see and buy your product is to pay for an advertisement. Sponsored product ads appear on the top when you search for something on Amazon.

Amazon's digital marketing strategy is comprehensive, and they reach the customers through digital marketing. Today, everyone uses social media. Amazon advertises its products on social media, taking advantage of those who use those sites and sending them to their product pages to help them sell more. It has teamed up with several big and small influencers in the country to reach its audience more effectively. It uses Twitter, Instagram, YouTube, Pinterest, and Facebook.

Amazon on Facebook

There are 10 million people who follow Amazon India on Facebook . It primarily uses Facebook to share company news and advertising. It uses strong advertising to get the word out about its Sale Days. It also stays up-to-date by publishing posts on different topics.

Amazon on Instagram

Interviews with artists from different backgrounds and key advertising are the main parts of Amazon's Instagram marketing plan. It has more than 2.8 million Instagram followers. The company's strategies for Instagram and Facebook are very similar, except that it doesn't post updates about company news on either platform. Both platforms have posts from the company that are very similar. 

Amazon on Twitter

Amazon India has a different plan for getting new customers through Twitter. It stays in touch with its followers, using a wide range of content, holding contests to get new customers, and following and creating trends. It is one of the biggest in its field, with two million Twitter followers. Twitter content makes it sound less like advertising and more like personal recommendations. 

Amazon on YouTube

The best thing about Amazon's YouTube ads is that they immediately grab people's attention. Amazon makes sure that its ads are always interesting and valuable. Most of the time, it does this by trying to make the customer feel special. 

Amazon on Pinterest

More than a million people follow Amazon on Pinterest. They use Pinterest to promote their products based on a wide range of themes to grab people's attention.

The way Amazon uses digital marketing is unparalleled. To stay competitive, they should keep making more exciting content and putting it out in the best way possible. Amazon Marketing Strategy gets updated periodically to stay ahead of the curve. Competing in the retail industry is complex, and Amazon's marketing strategy has helped the company stay ahead of the competition.

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Open Access

Peer-reviewed

Research Article

Customer Profitability Analysis in decision-making–The roles of customer characteristics, cost structures, and strategizing

Contributed equally to this work with: Rainer Lueg, Dima Ilieva

Roles Conceptualization, Formal analysis, Investigation, Methodology, Project administration, Software, Supervision, Validation, Visualization, Writing – review & editing

* E-mail: [email protected]

Affiliations Institute of Management, Accounting & Finance, Leuphana University, Lüneburg, Germany, Department of Business and Economics, University of Southern Denmark, Kolding, Denmark

Roles Data curation, Formal analysis, Investigation, Software, Writing – original draft

Affiliation Department of Business and Economics, University of Southern Denmark, Kolding, Denmark

• Rainer Lueg, 
• Dima Ilieva

• Published: May 22, 2024
• https://doi.org/10.1371/journal.pone.0296974
• Reader Comments

This study investigates the interplay between strategic goals and calculative practices, specifically Customer Profitability Analysis (CPA). Drawing on practice-based theories, the research aims to understand how managers strategize with CPA, including the balancing of financial and strategic objectives and the interplay of institutionalized practices with individual practitioners’ actions.

The study uses a qualitative, revelatory, and exploratory case study approach at the sub-organizational level in a manufacturing company. The researchers compare CPA practices across six departments, guided by a phenomenological research design. Data collection methods include informal conversations, qualitative observations, written documentation, numerical evidence from the accounting system, and interviews.

The study offers four novel findings to the field. First, it highlights how managers employ procedural and interactive strategizing to reframe CPA practices. The sophistication of CPA practices increases with unevenly distributed customer volume, high customer-specific, controllable overhead, customer-to-customer interaction, and service complexity. Conversely, the sophistication of cost-focused CPA practices tends to decrease with diverse strategic goals. Additionally, CPA become more effective through the utilization of non-financial information, employee empowerment, localization, and strategic alignment. Second, CPA can be adapted through integrative strategizing where managers avoid using it as a financial benchmark for strategic initiatives. Third, accountants actively seek intermediary roles to incorporate arguments from strategy and marketing to balance strategic objectives–contrary to their portrayal as myopic guardians of profitability. Fourth, the localization of CPA practices to front-line employees compensates for a lack of sophisticated CPA practices.

Future research

Future research should, investigate the adaptation of calculative practices in different cultures, and industries. Exploring additional contextual factors such as uncertainty, management characteristics, and linguistic framing of practices would be beneficial. Examining the interactions in utilizing CPA practices between front-line staff and customers would shed light on their effectiveness. Lastly, investigating the role of consultants in diffusing such practices would offer valuable perspectives.

Citation: Lueg R, Ilieva D (2024) Customer Profitability Analysis in decision-making–The roles of customer characteristics, cost structures, and strategizing. PLoS ONE 19(5): e0296974. https://doi.org/10.1371/journal.pone.0296974

Editor: Alejandro Vega-Muñoz, Universidad Central de Chile, CHILE

Received: November 16, 2022; Accepted: December 25, 2023; Published: May 22, 2024

Copyright: © 2024 Lueg, Ilieva. This is an open access article distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.

Data Availability: All relevant data are within the paper and its Supporting Information files.

Funding: The author(s) received no specific funding for this work.

Competing interests: The authors have declared that no competing interests exist.

1 Introduction

1.1 Motivation and theoretical frame

The motivation of this study is to investigate the interplay between calculative practices and strategic goals, based on the example how managers leverage Customer Profitability Analysis (CPA) practices for pursuing strategic objectives. For this, practice-based theories have become established analytical frameworks for understanding why management practices vary across organizational contexts [ 1 ]. These theories purport that practitioners intend to pursue strategic goals of their organization by developing and legitimizing suitable practices, such as articulating targets, enforcing controls, or engaging in social interaction ( strategizing ) [ 2 ]. Strategizing describes how (non-top) managers try to aim their operative decision-making toward the achievement of long-term strategic goals. It is particularly interesting in relation to operative decision making with calculative practices [ 3 ]. Practices such as budgets or costing are often taken for granted as a legitimate structural context in many organizations. Thereby, these practices are the basis of procedural strategizing. They are a vehicle and sometimes even a driver of enacting strategy in daily operations [ 1 ].

1.2 Problem statement and working hypothesis

The problem statement of this study is the limited understanding of how practitioners perceive CPA as either a facilitator or an obstacle in achieving strategic goals. This hinders their ability to effectively strategize with CPA. Yet, the literature provides little evidence on strategizing, i.e., how calculative practices are engaged in strategy praxis [ 4 ], such as balancing financial and strategic objectives [ 5 ], the interplay of institutionalized practices with individual practitioners’ actions [ 1 ], or variations among groups [ 6 ]. In this regard, it is not only relevant for research to understand the pattern of how practices adapt to contexts, but to uncover how practitioners problematize the practice itself as either a tool or a handicap in achieving strategic objectives. This is particularly relevant for practices related to accounting. It is tempting to take their output at face value, since “ factual calculations ” lend them the legitimacy of being ‘impartial’ [ 7 , p. 206]. However, the profitability of a product, a customer etc. can also be seen as a social construction that depends on the—possibly politically motivated—allocation of revenues and costs [ 4 ]. From this perspective, calculative practices are not impartial representations of reality [ 8 ]. Rather, they are persistent, historically embedded activities and discourse, to which powerful top management teams as well as accounting-and-finance-educated managers have better access [ 1 , 9 ]. Especially in organizations with multiple strategies, the prevalence of these ostensibly ‘objective’ practices might lead to an imbalance of strategic objectives [ 10 ]. So far, only a few studies have addressed the relevance and ambivalence of calculative practices for strategizing. Practice research can still contribute more to explaining how these “ taken-for-granted ” calculative practices “ may legitimate and naturalize short-term profit-orientation ”, and how “ such practices can be resisted locally or more widely ” by reflective practitioners [ 6 , p. 316–317]. Practices that span several fields (such as strategy, accounting, and marketing) address multiple strategies, and are hence expedient examples for such investigations [ 11 ]. Especially practices like CPA inherently confront financial with long-term strategic goals, and should cause constructive conflict among the practitioners in the departments that guard their achievement [ 12 , 13 ]. It is the goal of this study to following the calls for more research on such calculative practices [ 5 , 6 , 13 , 14 ]. It poses the research question:

How do managers employ CPA practices to pursue strategic objectives (‘strategizing’)?

The working hypothesis to approach this research question is that the pursuit of strategic goals and the interaction of organizational context will shape the sophistication of CPA practices.

1.3 Research approach

This research is a qualitative, revelatory, and exploratory case study conducted at the sub-organizational level. The study focuses on a manufacturing company and compares CPA practices across six units. Data collection methods include informal conversations, qualitative observations, written documentation, numerical evidence from the company’s accounting system, and interviews. The authors followed a phenomenological research design, involving bracketing, intuiting, analyzing, and describing, to explore managers’ use of CPA practices.

1.4 Novelty of this research and contributions

The study offers four novelties to this field of research. First, managers used procedural and interactive strategizing to reframe the practice suggested by the consultants. More specifically, the study suggests that the sophistication of CPA practices increases when there is unevenly distributed customer volume, high customer-specific, controllable overhead, customer-to-customer interaction, and service complexity. On the other hand, the sophistication of cost-focused CPA practices tends to decrease when there are diverse strategic goals. Furthermore, the effectiveness of CPA practices is generally enhanced through the utilization of non-financial information, employee empowerment, localization, and strategy alignment. The second novelty of this research is that CPA was not a dogmatic, financial benchmark to assess customer relationships as assumed by standard textbooks [ 15 ]. This prevented goal-mean displacement and increased the legitimacy of the practice. Even managers at lower levels in the organization kept stabilizing the practice through integrative strategizing. As a result, the authors did not observe a conflict between profitability and other strategic goals of growth and customer intimacy. Third, the study sheds light on the active involvement of accountants in intermediary roles within the organization, challenging the conventional perception of them solely as guardians of profitability. In this capacity, accountants effectively harmonize the company’s multifaceted strategic goals, particularly when financial performance data falls short of expectations. While the general manager indeed plays a pivotal role in overseeing strategic decisions, accountants prove instrumental in providing valuable insights and recommendations when addressing discrepancies in profitability outcomes. Fourth, the authors noted that a lack of sophisticated calculative practices was compensated by further localizing CPA to front line employees, which has not been documented before. This study’s insights are company-specific, but should still be comparable across many organizations in which managers use calculative practices to balance strategic objectives [ 3 ].

2 Theoretical background

2.1 practice theory and calculative practices.

Practice theory outlines how management practices are produced, reinforced, and changed in an organizational context. The theory purports that that strategy does not exist by itself, but that practitioners enact strategy through operational, situated, structurally embedded practices (“ strategizing ”). Practitioners combine and extend practices in episodes of praxis [ 6 ] and try to use them for the achievement of organizational objectives [ 1 ]. A practice consists of interconnected elements, specifically flows of activities (e.g., contemplation; discourse; routinized behavior) and structures (e.g., valuation policies/rules; infrastructures; software; budgets; general understanding of the business model, i.e., teleoaffective means-ends-relationships) [ 1 ]. The term calculative practice suggests that these practices are embedded in separately identifiable tools, such as algorithms, frameworks, or software applications [ 1 , 3 ]. Jarzabkowski [ 16 ] classifies strategizing in more detail: Procedural strategizing depicts the use of calculative practices to shape strategy through diagnostic controls. This activity confers structural legitimacy to a practice. Interactive strategizing describes the continuous reinterpretation and reframing of meaning for a calculative practice. This activity lends interactive legitimacy to a practice by establishing normative controls of behavior. She refers to integrative strategizing as creating both types of legitimacy at the same time. Strategizing acknowledges that managers possess agency for “ localized exercise of judgment ” [ 16 , p. 32] that puts the outcomes of a calculative practice in context with strategic goals.

Research in the field of accounting has followed the management researchers’ turn toward practice theories. The emergence of strategic management accounting (SMA) acknowledges that management accounting does not exist independently, but that it consists of calculative practices that evolve to serve strategic ends [ 5 ]. As a consequence, new calculative practices emerged that specifically aim at implementing strategies, such as customer accounting, the Balanced Scorecard, or Value-based Management [ 11 , 17 ]. This development in calculative practices carries implications for the field of strategy. Vaara and Whittington [ 6 , p. 316] denote that “ management accounting systems […] may become “obligatory passage points” in strategy-making ”.

2.2 Calculative practices: Empirical evidence in case studies

So far, several case studies have used practice theories to demonstrate how actors use calculative practices for strategizing: Jørgensen and Messner [ 18 , p. 184] assess accounting practices in new product development (NPD). NPD is subject to uncertainty, limited calculability, long periods between decisions and observed outcomes, and diverse demands of various stakeholders. The authors conclude that actors strategized by going beyond the accounting information and “ mobilising different strategic objectives to which these practices are supposed to contribute ”. Perna et al. [ 19 ] also investigate NPD. They suggest that the monetization of the NPD process serves five very different purposes beyond the mere measurement of profitability: financing NPD; valuing the resources employed; enabling; as well as blocking possible development paths; and finally, distributing the value created from NPD. Wouters and Kirchberger [ 8 ] illustrate that calculations of customer value are not merely neutral representation of profitability, but reciprocally frame managers’ perceptions of customers to a degree that the case companies adjusted their offerings. Ezzamel and Willmott [ 7 ] suggest that managers saw accounting information as the most faithful representation of abstract strategic concepts. Therefore, accounting information became significant in the strategic discourse. The new roles of calculative practices resulted in a change of the identities of accountants, which turned from bookkeepers to customer-focused management advisors. Seal and Mattimoe [ 12 ] illustrate how three case companies in the hospitality industry control their strategies. Accounting practices initiated discussions among organizational units and helped in adjusting strategies to environmental changes. Specifically drawing on the conflict between the finance and the marketing functions, accountants assumed various roles such as custodians, or watchdogs of organizational objectives. Sundquist et al. [ 20 ] analyze three settings of make-or-buy decisions. They highlight that many relevant aspects to such a decision are hard to quantify, and that the design of make-or-buy practices needs to be customized to the setting in which they are used. Keränen and Liozu [ 21 ] investigate how calculative practices become implemented. They propose four role configurations for implementers (“ value champions ”) and explain the rationales and positive consequences for each. Fish et al. [ 22 ] present a complementary case to the former. They explain how a CPA adoption failed due to managers that use power over argument, reject subjective judgments of others, but then prefer their own intuition to data-driven analyses. In the same vein, the case study of van der Steen and Tillema [ 23 ] illustrates how overly ridged calculative accounting practices can prevent effective use of lean manufacturing, leaving the organization with a fragmented implementation. Nielsen et al. [ 24 ] investigate how calculable practices influence strategic outsourcing decisions. The authors find that accounting information (such as customer profitability) served as an analytical decision algorithm and lent vetoing power over future strategic options. Alternatively, accounting can be one of many information sources for building discourse, without any vetoing power. The latter allowed actors to reach higher levels of strategizing. Balboni and Terho [ 25 ] show how companies can measure and manage future customer value potentials based on realized sales and non-statistical information from the sales force. They show how this approach reaches beyond internal, historical data, and accounts for customer portfolio dynamics in B2B settings. Güldenpfenning et al.’s [ 13 ] case study explains how management control systems interact in performance improvement programs, and structure them in the three mechanisms of communication, internalization, and socialization of practices. Whittle and Mueller [ 4 ] illustrate how future strategy was benchmarked against accounting information as a forceful “ obligatory point of passage ” instead of one among many information sources. In response, actors used political tactics manipulate or circumvent accounting benchmarks.

2.3 Classifications of Customer Profitability Analysis

CPA is a calculative practice that can be used for decision making [ 11 , 17 ]. In its most basic form, CPA estimates the profits (gross margin as revenue minus direct cost) from customer transactions during a period [ 15 ]. CPA helps managers allocate costs to individual or segmented customers [ 15 ]. Thereby, CPA acknowledges that revenue and resource consumption do not equally spread across customers, even if the latter purchase the same product.

The extensive literature review of Matsuoka [ 11 ] still sees ample opportunities for research, specifically on understanding the value creation processes such as CPA [ 15 ]. One major CPA research stream is normative and offers prescriptions on cost measurement and allocations. Another major stream of research investigates the performance consequences of CPA. Yet, there are few examples from companies of how CPA-practices are generally used for strategizing [ 5 ], and in which contexts they are more sophisticated [ 3 , 17 ]. The literature offers several options based on which CPA-practices can be structured, e.g., based on strategic success factors [ 3 ], or arithmetic accuracy , which improves with the number of cost drivers and cost pools. The authors categorize CPA-practices by their level of hierarchical integration from marginal toward full costing. This appears to be the dominant theoretical perspective on CPA [ 15 ], and also concurs with the understanding of CPA that the practitioners of this study have. The authors classify CPA-practices from pragmatic (CPA-type I) to sophisticated (CPA-type III).

2.3.1 CPA-type I: Marginal costing.

CPA-type I uses only financial information for assessing customer profitability. It deducts the direct costs of the customer relationship from the revenue incurred by the customer. The resulting gross margin ignores the customer-specific overhead costs. CPA-type I can support strategizing when managers discuss which course of action to take in order to maintain/improve customer profitability (i.e., Activity-based Management : ABM) [ 15 ]. For CPA-type I, ABM could include improving customer profitability through adjusting internal operations to customer needs (such as smaller batch sizes), and discussing contracts, pricing, and discount policies [ 15 ]. These activities imminently link to revenues and direct costs, but would involve complementary, non-financial information related to operations, legal, or strategic positioning.

2.3.2 CPA-type II: Additional non-financial information.

Many costs in a customer relationship do not vary with volume. Instead, they mostly link to non-financial drivers (i.e., operational activities) that consume already committed resources [ 14 ]. Hence, two customers who incur the same direct costs are probably not equally profitable, if the levels of service provided to them differ. CPA-type II extends CPA-type I by including such non-financial complexity drivers. Managers can use the information of how many activities have been performed to initiate ABM, even without knowing the exact cost of an individual activity. Examples of complexity drivers include the degree of customization, order size, predictability of orders, provision of service and advice, transportation, inventory, bargaining power of customers, shared cultural understanding of conducting business, and customer satisfaction/ loyalty/ willingness to recommend [ 15 ].

2.3.3 CPA-type III: Allocation of customer-specific overhead costs.

CPA-type III is a CPA-type II that additionally allocates customer-specific overhead costs and hence estimates profit margins [ 14 ]. Managers must gain a detailed understanding of the cause-and-effect relationships that determine how serving complex customers at the operative level incurs indirect costs. As a result, the number of cost pools and cost drivers is highest for CPA-type III [ 26 ]. CPA-type III allows managers a well-directed use of ABM, such as temporarily exempting new/strategically important customers from being profitable; convincing marginally profitable customers to carry over more business; or deferring customers that have little prospect to add value in the long term. CPA-practices also include that (non)-financial data are elaborated in ongoing customer profiles, or in periodic CPA reports.

3 Research design

3.1 case study methodology.

The authors conducted a qualitative, revelatory and exploratory case study at the sub-organizational level for three reasons. First, it provides a holistic perspective on practices and their application [ 3 ]. The authors compare CPA-practices at six units of a manufacturing division (the ‘company’). This single-company-case-approach lowers confounding effects of a cross-sectional sample, while still being able to explain variance across the units [ 1 ]. Since advanced CPA-practices are most likely to be found in the manufacturing industry [ 14 ], the authors chose a manufacturer. Second, it gave the authors the opportunity to constantly augment their understanding of practices by corroborating the fit of the data with theoretical perspectives. Third, investigating calculative practices matches well with a case study, especially since it provides “[…] richer insight into explaining why , and under what circumstances , some organizations adopt simplistic systems and others do not” [ 26 , p. 421]. Relevant CPA-related information is not fully quantifiable, not publicly available, and warrants detailed contextual insights for interpretations [ 11 , 17 ]. Therefore, the approach is qualitative and based on multiple sources of data. The study uses anonymized data and, therefore, did not require ethics committee consent from Aarhus University and Leuphana University, where the study was conducted. Informed consent was secured and obtained verbally from all participants for their inclusion in the study.

3.2 The case company

The authors chose this company with its specific divisions due to the five reasons of its openness to diversity (and hence practice variation); the existence of multiple, possibly conflicting strategic goals; the high managerial discretion to apply or reject CPA at the division level; the complex matrix structure that required the mindful balancing of operational objectives; and the elimination of confounding effects across companies.

3.2.1 Strategic objectives and ownership.

The parent of the case company is a listed corporation with a long history of pioneering manufacturing. It had won several prizes for the diversity of its workforce and valued its staff’s opinion as an antecedent to innovation and customer intimacy. This openness to diversity provides a fertile soil for variations in management practices [ 1 ], which was the first reason why this company was chosen for this research. The parent corporation’s primary mission was to create long-term shareholder value, subject to diligent corporate governance. Hence, it followed multiple strategies that are of particular interest to this field of research [ 1 ], which was the second reason for choosing this company. The two objectives profitability and growth add up to profitable growth . These objectives reflected the financial interests of shareholders who were mainly institutional investors from the U.K. and the U.S.. Employees equally aligned with this strategic direction, since approximately one third of them owned shares in the corporation. The third strategic priority of the parent corporation was customer intimacy . This gave an indication of the corporate mindset, which was both technology-based and strongly orientated towards marketing technologies.

3.2.2 Organizational structure.

The parent corporation coordinated semi-autonomous divisions that corresponded to its main product families. It allowed these divisions’ headquarters to delegate decision making power to their SBUs. The research focused on the largest division that comprises most of both corporate sales and personnel. The authors refer to this division as ‘the company’ or ‘CIG’ (for consumer and industrial goods). CIG operated predominantly in the business-to-business (B2B) market and served most of its end consumers via distributers. Its B2B-customers differ substantially in volume, product mix, and level of service complexity. CIG had discretion on the pricing of products and services independently of its parent corporation, which constituted the third reason to investigate this company. The SBUs mirrored the product groups of CIG. They ranged from products for end customers to industrial products. All SBUs were structured as matrices that combine the vertical management hierarchies with horizontal functions and allowed CIG to simultaneously focus on several dimensions, i.e., on customers, products, regions, and functional excellence. This need for balancing diverse objectives was the fourth reason why this company was suitable for this kind of research. Fifth, the authors chose a single company to avoid confounding effects: a single company strengthens the argument that contextual factors are strong enough to cause different CPA-sophistication even among units of the same company. At the same time, a single company case eliminates confounding effects of a cross-sectional sample. The authors refer to the six units as SBU1 to SBU5 , and CCU (central controlling unit of CIG).

3.3 Data sources

We followed CIG over a total of 12 months, during which time the authors had an office in CIG’s headquarters. The authors conducted a CPA project during the last seven months and avoided intervention with the CPA-practices. CIG’s top management granted the authors access due to its interest in knowledge exchange with academia. It cooperated with several university-based research teams like the authors’ to facilitate academic, customer-related research as an independent complement to CIG’s consultants. CIG let the authors choose their research focus and was supportive of their requests for data access. The main contact was the Senior Vice President of supply chain, operations, and R&D controlling, who reported directly to the CFO of CIG. Four of the SBU-headquarters were located nearby, which facilitated personal contact with most managers involved.

The primary sources of data are informal conversation, qualitative observations, written documentation, and numerical evidence drawn from the company’s accounting system. The authors reviewed the CPA-reports of all units as well as guidelines and manuals for their regular update. As expected, the authors observed that that the units with more sophisticated CPA-practices exhibited more formalized CPA-manuals and CPA-reports. The authors had access to the ERP-systems and customized spreadsheets. Additionally, the authors could perform analyses with customer data to support their research (cf. section 4.3).

We corroborated these data with interviews. Since the authors had at least weekly interaction and informal conversations with the owners of CPA, the authors developed an emic understanding of their practices. The authors scheduled official interviews towards the middle of their project to clarify issues raised from their observations and interactions with managers. The authors did not predetermine the number of formal interviews, but adjusted their research to considerations such as saturation (due to redundant information) or the time constraints of their participants. The authors interviewed 14 managers from CIG and one consultant during a two-month period in 14 formal sessions. With the exception of one phone interview, the authors conducted all of the interviews in person. The authors prepared a protocol of open-ended questions for discussion and provided these to the interviewees in advance (please see the appendix for the development and list of questions). The questions guided the conversations in the areas of CPA as a calculative practice, and the context of the embedded practice. The semi-structured character of the interviews allowed the authors to clarify how CPA links to decision-making, reporting, and mindsets of the units’ managers. The authors adjusted their basic list of questions to the interviewees based on their responsibilities, but the authors always covered all main topics. Topics included, for example, definition of customer profitability; characteristics of the CPA currently used (e.g. content/sophistication/quality of information); CPA-owners; CPA-users; CPA-usage (e.g. decision making, performance evaluation, monitoring); initial expectations upon CPA-adoption; further applications and requirements of CPA-output (e.g. further areas of interest and future developments); CPA-challenges and constraints; additional information needs and alternative sources of information; customer characteristics; business model; controllability. All interviews were transcribed and approved by the interviewees (cf. Table 1 ). The authors used informal meetings and further phone calls to address additional questions toward the end of their research project. The authors are confident that their emic understanding of CIG’s CPA-practices can inform this case, of which the complementary interviews only form a minor part.

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https://doi.org/10.1371/journal.pone.0296974.t001

3.4 Data evaluation (phenomenological design)

To ensure a rigorous exploration of the managers’ experiences and perceptions regarding the implementation of CPA practices, the authors adopted a phenomenological research design consisting of four key steps: bracketing, intuiting, analyzing, and describing. In the bracketing phase, the authors consciously set aside their preconceived notions, for instance, that a highly profitable customer (according to CPA) is always preferable to a less profitable customer. This allowed the authors to delve into the managers’ accounts without imposing their own interpretations.

During the intuiting phase, the authors engaged in a process contemplation, seeking to grasp the underlying meanings and essences inherent in the participants’ lived experiences. For this first cycle of structural coding [ 27 ] the authors used the two constructs of ‘profitable growth’ and ‘customer intimacy’ that the authors derived from the analysis of the corporate strategy. This helped the authors in categorizing managers’ decision-making processes with CPA according to the corporate strategy. As a result, the authors also structured their findings section based on the strategic goals of profitable growth (section 4.2) and customer intimacy (section 4.3).

The subsequent analyzing phase of re-coding [ 27 ] involved systematically organizing, categorizing, and synthesizing the data to identify common themes, patterns, and insights that emerged from the managers’ narratives. The authors first catalogued decision-making processes for each strategic goal to systematize the CPA and make it comparable across the units. Common themes emerged that related to traits of overheads (section 4.2.1), future orientation (4.2.2), customer volume (4.3.1), customer-to-customer interaction (4.3.2), customer service complexity (4.3.3), and balancing the two main strategic goals of profitable growth with customer intimacy (4.3.4). Second, the authors created cross-case displays to facilitate comparisons across units (see any figure or table in this article).

Finally, in the describing phase, the authors articulated a comprehensive and vivid portrayal of the managers’ experiences with CPA practices, capturing the nuances, complexities, and contextual factors that influenced their perceptions and decision-making processes. By following this phenomenological research design, the authors aimed to provide an in-depth understanding of the subjective realities and subjective meaning attributed to the implementation of CPA practices within the organization. The design of this study is depicted on the left-hand side of Fig 1 . For orientation purposes, the right-hand side of Fig 1 already depicts the realized post-study design.

https://doi.org/10.1371/journal.pone.0296974.g001

4 Findings on CPA-practices for strategizing

While the strategic objectives of CIG were universal ( profitable growth and customer intimacy ), the six units dealt with particular strategic contexts in terms of cost structures and opportunities for pricing (relating to the objective of profitability ), markets ( growth ), and customer characteristics. Therefore, the units strategized based on different CPA-practices. The authors first describe the basic sophistications of CPA-practices. The authors continue by explaining how strategic objectives shaped CPA, and how managers balanced the multiple strategic objectives. The authors structure their findings by strategic objectives.

4.1 Variations in CPA-practices across the six units

CIG wanted to follow the suggestions of a consulting firm to implement CPA-type III across the division. The company opted for a decentralized implementation strategy [(specifically for value-based marketing, cf. 21]. Corporate top management localized the practice to the divisions, who further localized it to their units. Once the consultants had left, CIG’s units considered implementing CPA-type III by running pilot tests. Eventually, SBU1, SBU2, SBU3, and CCU decided in favor of a ‘pragmatic’ implementation that reframed the practice. Managers argued that the complexity of CPA-type III outweighed the improvements in decision usefulness:

“In the past , we have tried to implement a concept similar to the profit margin but have… ‘failed’? Well , actually not . It would be more appropriate to say that the concept just didn’t work so well here . ” (Director Controlling , SBU2)

CIG’s top management interest in this development initiated their research project. SBU1, SBU2, and CCU used gross margins to assess the profitability of their largest 10–100 customers. Ad hoc analyses of extreme cases included a more detailed assessment of profitability for individual top accounts. In addition, CCU performed a monthly overdue analysis and initiated ABM if appropriate.

SBU3 implemented CPA-type II which extended CPA-type I by including non-financial information, particularly order patterns. This information did not support a numerical allocation of customer-specific overhead costs. Yet, the knowledge of these patterns enabled managers to initiate ABM, e.g., to improve order predictability.

SBU4 applied CPA-type III that allocated customer-specific overhead costs to calculate profit margins on customers. The cost drivers were related to differently priced employee hours [time-driven ABC: 15]. CPA covered the whole customer base rather than just top accounts, clustering smaller customers into segments. SBU4 accounted for non-financial drivers of profitability, especially customization requirements, customers’ business focus (cost saving vs. innovation), and sporadically the key customers’ willingness to recommend (‘word of mouth’). To accommodate the shortsighted and risk-neutral view of CPA, SBU4 was also contemplating to implement CLV analysis to assess the future profitability of customers, but had not finished this process. Due to the specificity of their products, managers regarded order patterns as hardly manageable, and did not track them.

SBU5 also allocated customer-specific overheads (CPA-type III). As in SBU4, this added to the comprehensive customer profiles, which stemmed from hundreds of customer interviews. Additionally, CPA evaluated customization requirements and order patterns. SBU5 clustered smaller customers in groups. SBU4 and SBU5 updated much of their information monthly, as opposed to the quarterly/annual updates of the other units.

All six units use ERP modules to record and report revenues and costs. SBU3, SBU4, and SBU5 stored additional non-financial information in spreadsheet software. Table 2 summarizes the sophistication of the calculative practice at the units.

https://doi.org/10.1371/journal.pone.0296974.t002

4.2 Decision-making with CPA for profitable growth

Decision-making with CPA-practices adjusted to strategic objectives ( strategizing ). Profitable growth linked to the size and controllability of customer-specific overhead costs (4.2.1), and balanced current with future profitability (4.2.2).

4.2.1 Size and controllability of customer-specific overhead costs.

Precursors of customer profitability, like Atkinson, Kaplan [ 15 ], argue that cost structures have shifted toward a higher relative amount of overheads during the 20 th century. The authors propose that higher relative overhead costs should lead to the deployment of sophisticated customer accounting. The authors found partial evidence for this thinking at CIG.

CIG had consistent definitions for customer-specific overhead costs, including cost of the field sales force, order fulfillment, regional and central supply chain offices, marketing, (technical) service, and key account management. CIG treated customer-specific overhead as fixed in the short term, but saw them as avoidable in the mid-term. CIG monitored such ‘avoidable fixed costs’ and initiated ABM if some customer relationships fell short of achieving long-term profitability. The authors considered customer-related overheads as ‘relatively high’ if they exceeded CIG’s average (cf. Fig 2 ).

https://doi.org/10.1371/journal.pone.0296974.g002

SBU4 and SBU5 practiced the most sophisticated CPA-type III that allocates all customer-specific overhead costs. Based on Atkinson, Kaplan [ 15 ], the authors did not expect that SBU5 had such sophisticated CPA-practices, given their low overhead costs. Likewise, the authors were surprised that SBU2 had the highest relative customer-specific overhead costs but the lowest CPA-sophistication. A manager reasoned:

“Basically , about 83% of sales come from customers where it takes too much effort to first calculate and then allocate overhead costs […] . It is hard to acquire such data in a manner that is both reliable and doesn’t consume too much time . ” (Director Controlling , SBU2)

Similarly, managers in SBU5 accepted this ‘misfit’ as they saw customer characteristics as more determining for the optimal sophistication of CPA-practices than cost structures.

As to the controllability of overhead costs, SBU1 and CCU were active in an end consumer-oriented business. Standardization of products and services was high, which lowered the controllability of costs. Any change in overheads affected the profit margins of all customers in a given unit equally. Hence, managers in these units did not see much sense in tracking overheads:

“Sometimes it is , however , impossible or difficult to change their ordering behavior , e . g ., if the whole market behaves like this , or if the customer is really big and has a lot of influence . It’s not only an issue if we can detect the order pattern but also if we are able to do something about it . ” (Regional Key Account Manager , SBU1)

SBU3-5 employed CPA-practices that were more sophisticated. They were active in the industrial-oriented business, where overheads are scalable to customer demands. Again, SBU2 did not fit their expected pattern. CPA-practices were not very sophisticated even though the unit was in the industrial-oriented business where customer-specific overheads were mainly controllable. As quoted above, managers at SBU2 argued that customers characteristics were determining for CPA-practices, and cost structures were a secondary criterion. From these findings, the general propositions can be derived:

Proposition 1a: Relatively high customer-specific overhead costs are positively associated with the sophistication of CPA practices.

Proposition 1b: Controllability of customer-specific overhead costs are positively associated with the sophistication of CPA practices.

4.2.2 Balancing past profitability and profitable growth.

Managers showed awareness that CPA did not contain information on future profitability. The authors observed that managers did not see CPA as the unquestioned yardstick that evaluated customer relationships. Instead, they simultaneously considered achieving the objective of profitable growth . Managers mainly used CPA for procedural strategizing [ 3 ] that involved diagnostic controls, such as variance analyses. Especially managers from units with less sophisticated CPA-practices alerted that the numerical analyses should not be overemphasized. They highlighted that gross margins did not contain any information relevant for future profitability or attaining strategic goals. Even the more sophisticated SBU4 and SBU5 acknowledged that many allocations were arbitrary, and that they needed to strategize beyond the calculative practice to achieve strategic objectives:

“We are very careful about what we include in the overhead costs . But still , it involves a lot of approximation and guessing when allocating these costs to customers . ” (Business Unit Controller , SBU 4) “We did not really base any decision on changing the portfolio on this [CPA] . Monitoring yes , but not more . Because we think it is normal to have a portfolio where some customers are below average . And that is OK , for the purposes of scale and so on . Also it is very dangerous to base decision only on this [CPA] . We need different types of information to be able to make such drastic changes . ” (Director Controlling , SBU5)

The incomplete information offered by this calculative practice was also the reason why all managers opposed the idea of the consulting firm to trigger generic actions based on CPA, such as refusing service to less profitable customers:

“If it was implemented , this would have meant to transform the whole organization according to this new logic and new method of calculation . […] Suddenly , some actually profitable customers would be told: ‘We are sorry; we no longer provide this service to you , because you are not amongst our most profitable customers’ … and so on . Should we cut customers that we have served for many years only based on one CPA? How do we justify this to top management?” (Senior Vice President Controlling , CCU)

From these findings, the general proposition can be derived:

Proposition 2: Relatively diverse strategic goals are negatively associated with the sophistication of CPA practices.

4.3 Decision-making with CPA for customer intimacy

Decision-making with CPA for customer intimacy related to different customer characteristics across units, and the counterbalance of profitability and growth .

4.3.1 Customer volume.

The extant literature prompts that CPA is most conducive for managing customer portfolios that contain relatively large customers by sales volume. This is because the high absolute positive/negative contribution margins make the largest customers either the most or least profitable in a portfolio [ 15 ]. CIG classified customers from A to D based on annual revenue. The authors analyzed the relative amount of A to D customers in each unit ( Fig 3 ) as well as the revenue structures they created ( Fig 4 ):

https://doi.org/10.1371/journal.pone.0296974.g003

https://doi.org/10.1371/journal.pone.0296974.g004

SBU3-5 had relatively many large customers in their portfolio, and correspondingly employed sophisticated CPA-practices. SBU1 and SBU2 had fewer large but many small customers, and they practiced only CPA-type I. Managers across units indicated that sophisticated CPA-practices appeared most sensible if the large customers generated a relatively big share of revenues. At the same time, the authors realized that reliable data for CPA was often not available if the customer portfolio contained many small customers. This was especially true for non-financial, strategic information. The CPA-type I users explained to the authors that atomized customer structures quickly revealed the limits of calculative practices:

“We know which archetypes of customers buy our products , but […] their behavior is very individual . The customer groups are mostly so small that it is practically impossible and very impractical to be looking into each single one of them . […] . One problem with this analysis is that the data might be a little unreliable . ” (Director Controlling , SBU1)

Proposition 3: Unevenly distributed customer volume (i.e., presence of notably large customers) are positively associated with the sophistication of CPA practices.

4.3.2 Customer-to-customer interaction.

SBU4 and SBU5 managers had high customer-to-customer interaction. It was important that their customers were treated the same way (e.g., in terms of discounts) if they communicated with each other. Managers saw validity problems in having a single definition of this customer-to-customer interaction. Yet, this information was too crucial to ignore it. Based on practices beyond the calculative CPA (e.g., customer profiles, conversations, and observations), the authors identified several complimentary approaches to assess customer-to-customer interaction: First, managers relied on their knowledge of partnerships between customers. A second indicator was if customers produced complementary products that an end consumer would use in combination. Third, certain characteristics of customer products indicated possible buyer-supplier relationships. If the products were subject to further processing down the industry value chain, they attributed a higher probability of customer-to-customer interaction. Such strategic, non-financial KPIs were hard to translate into customer profitability. Yet, they contained strategically relevant information. Therefore, managers found it acceptable that even fuzzy knowledge of customer-to-customer interaction could overrule an unfavorable CPA-assessment:

“However , rebalancing our portfolio is tricky even if we have the necessary information to do it . We cannot simply accept what the CPA says and cut out a chunk from our portfolio . […] . For example , we might find out that a small customer is unprofitable and decide to get rid of him . But he can be a key supplier of one of our big , important customers . [So] by cutting out this one , we might actively force other customers to end their business relations with us . ” (Business Unit Controller , SBU4)

It is remarkable that SBU4 and SBU5 exhibited this caution, given that their CPA-practices were the most sophisticated. Managers understood that a lack of strategic information in CPA was a major shortcoming and that only complementary strategizing avoided goal-mean-displacement. From these findings, the general proposition can be derived:

Proposition 4: Relatively high customer-to-customer interaction is positively associated with the sophistication of CPA practices.

4.3.3 Customer service complexity.

Holm et al. [ 14 ] reason that the sophistication of CPA-practices can be related to customer service complexity , i.e., the variation in service needs that trigger the number and duration of customer-related activities. At CIG, customer service complexity comprised product customization and product-related services. The units with more sophisticated CPA-practices (SBU3, SBU4, and SBU5) supplied products that needed to be specifically fitted—or even newly developed—for their customers’ needs. Therefore, managers constantly invested in exploring and profiling customers to understand and track the related overhead costs.

“After we generate the necessary financial information , we also want to know some other ‘qualitative’ factors: what is the complexity of the customer? For example , the number of people which service them . Or the delivery terms; if we deliver to only one plant or if the customer has five different plants and so on . […] Our employees go there and work with the customer . Sometimes even after the product is in use , they ask us to remain present there for monitoring , for support , for service . ” (Director Controlling , SBU4)

SBU4 was a particularly prominent in terms of customer complexity. The unit did not push products into the market. Instead, managers used non-financial accounting information on customers as a source of innovation and adjusted, customized or upgraded recent technologies to generate fit with customer needs [similar: 19, 24]. Thereby, the sophisticated CPA-practices went beyond financial information and were mobilized for interactive strategizing [ 3 , 25 ]. This eventually led SBU4 to adjust its business model:

“Basically we start by this so called ‘audit of the customer’ . We go to the customer and start asking . We want to understand their business , what they need , and expect . Then we go to our lab and try to make that . Usually , we should try to use an existing application or product , but often we are actually trying to invent new products . Then we start testing . First we perform small scale tests in the lab . Then we go to the customer and run the tests there . […] It is one thing to sample , but it is totally different if we have to produce large quantities . There are a lot of trials and testing on site with the customer . ” (Director Controlling , SBU4)

Contrary, managers in SBU1 and SBU2 perceived customer expectations as an exogenous factor. The units followed a push-approach in sales and a resource-based approach to innovation that focused on raising brand awareness through pioneer technologies. The involvement of the customer was rather one-directional and only included procedural strategizing. Managers saw limited opportunities for product customization or additional services. This made qualitative customer information or the allocation of overheads less relevant:

“We don’t approach the business by looking at customers , mainly because of their fragmentation . […] . Instead , we focus on products and technologies . Our starting point is a target price . Then we look into product segments , then into technologies , then into our latest innovations . Only then we—sometimes—look at the specific customer groups of each product . ” (Director Controlling , SBU2)

This statement shows that the fit CPA-practices depended on several customer characteristics that might conflict: the interviewee argued in favor of low CPA-sophistication due to low service complexity. Before, he raised the concern that low customer volume would have prevented CPA-practices that are more sophisticated, even if service complexity would have been high. The authors observed a similar example where the setting was opposite: even though a customer had a large volume, sophisticated CPA-practices were not necessary, as service complexity was low.

“For example , we have [global discounter] , where the contribution margin is very low , but so are the costs of servicing them . They buy the standard product in the standard way and require the standard support and service . ” (Regional Key Account Manager , SBU1)

Proposition 5: Relatively high service complexity is positively associated with the sophistication of CPA practices.

4.4 Balancing profitable growth and customer intimacy

Compared to the complexity of a customer relationship, CPA is a rather simplistic calculative practice that might lead to overemphasizing past profitability. Managers in this study did not follow the goal of profitability to an extent that it would have led to goal-mean-displacement. They strategized in several ways to balance profitability with growth and customer intimacy . First, they put results from the historic CPA in the context future profitability (cf. section 4.2.2). They mobilized calculative CPA information in a procedural way for profitability decisions, and the related to non-financial information for interactive strategizing. The latter influenced more tactical and strategic practices, such as building relationships with customers:

“Customer profitability means a lot of things to me . First of all , it is connected to how our company handles pricing with the customers . […] Secondly , it is connected to the business model of our company . I especially refer to the general analysis of the market situation outside the company . ”(Business Unit Controller , SBU4)

Second, managers mobilized CPA for strategizing by complementing it with non-financial information in the CPA reports:

“Let’s not look at the CPA as an analysis in itself , but at the strategic objectives of such an analysis: these are mainly managing our customer portfolio and employing our sales force in an efficient manner . For achieving those goals , we are using other means than a pure CPA . For instance , we track the targets of the sales force , both at the product level and the sales plans for our top 10 customers . ” (Director Controlling , SBU2)

Some non-financial information was not formally documented, e.g., customer bargaining power, customer satisfaction, and customer proximity. Managers were concerned about a valid definition and measurement of these complex constructs, and did hence not want to include them in the formal CPA reports. They found it most appropriate if such factors entered discussions on an ad hoc basis. A management accountant emphasized how important he found such informal knowledge. He highlighted how front-line employees accounted for knowledge that unsophisticated CPA-practices did not formally record, such as unfavorable order patterns:

“However—for many of the sales people—a lot is based on their gut feeling and their relationship with the customer . They can tell if a customer is profitable based on the manner he places orders over the phone , and so on . ” (Business Unit Controller , CCU)

Third, the authors observed that all units delegated strategizing to front-line employees ( localization ). This helped specifically the units that employed only the most basic calculative practices. The authors encountered this strategy-oriented mindset at lower hierarchical levels. Regional sales staff strategized both procedurally and interactively on CPA, and overruled low profitability in favor of customer intimacy:

“Having a customer with low margin does not necessarily mean that we have to get rid of him immediately . Sometime it makes sense to keep such customers . […] The low-margin customer we might want to cut might be the reason why we have 50% market share . Giving this customer to the competition can’t be a good idea . Plus , we can claim to be market leader in that technology . ” (Regional Key Account Manager , SBU1)

Managers rationalized why units could perform equally irrespective of CPA-sophistication. Local staff was encouraged to strategize interactively, instead of being bound to rigid policies as suggested by the external consultants:

“The aim [of implementing CPA] was to give responsibility to our marketing and sales people . We want to empower them with their share of information , so they can make decisions based on it . Giving them this tool [CPA] should help them to take responsibility . ”(Director Controlling , SBU5) “All the marketing and sales people should be looking into more detail on this , because they are the ones who deal directly with customers . […] The centralized controlling department [of SBU1] doesn’t need to know specifics in terms of sales and purchasing behavior and so on . ” (Director Controlling , SBU1)

From these findings, these general propositions can be derived:

Proposition 6a: The effectiveness of sophisticated CPA practices increases with the use of non-financial, strategic information.

Proposition 6b: The effectiveness of sophisticated CPA practices increases with empowerment of managers.

Proposition 6c: The effectiveness of sophisticated CPA practices increases with localization of the practice.

Proposition 6d: When factors conflict that are related to the effectiveness of sophisticated CPA practices, those factors should prevail that are most closely linked to the attainment of balanced strategic objectives.

5 Concluding discussion

This study responds to the call for more research on decision making with calculative practices and strategizing [ 5 , 6 ]. The authors explain variations in calculative practices (CPA) that arise from strategizing in six contextually different units of a global manufacturing company. The propositions derived from the findings suggest that the sophistication of CPA practices increases with unevenly distributed customer volume, as well as with relatively high, controllable customer-specific overhead, customer-to-customer interaction, and service complexity. The sophistication of merely cost-focused CPA practices decreases with relatively diverse strategic goals. Their effectiveness generally increases with use of non-financial information, employee empowerment, and strategic alignment [ 28 – 30 ]. This study adds to the literature by illustrating how managers use decision-making beyond the numerical limits of calculative practices, and mobilize their practical intelligence to balance multiple strategic objectives [ 6 ].

5.1 Comparison of results to previous evidence

The additional insights gained in this study align at large with more basic insights from the studies reviewed in section 2. Jørgensen and Messner [ 18 ] also highlight the importance of mobilizing different strategic objectives beyond accounting information. Likewise, findings corresponds to the ideas of Nielsen et al. [ 24 ] and Perna et al. [ 19 ] to connect social-material and monetary information for decision making. Just as Sundquist et al. [ 20 ], the authors of this study see the problem of quantifying individual information on the customers as a reason why non-financial information should enter decision making in an unfiltered manner. This study confirms Ezzamel and Willmott [ 7 ] as well as Seal and Mattimoe [ 12 ], who also documented that accountants increase their strategic thinking when provided with or asked to deal with non-financial information that relates to the strategic goals of a company. The findings of this study indicate that strategizing with non-financial CPA information is more relevant than making the quantitative information from CPA an “ obligatory point of passage ” as reported by Whittle and Mueller [ 4 ]. In line with Keränen and Liozu [ 21 ], but opposed to Fish et al. [ 22 ], this study promotes the idea that the ways CPA practices are implemented should differ according to the organizational setting where they are applied. The view of this study view is strengthened when considering that overly standardized CPA practices may fail in the implementation phase, such as in van der Steen and Tillema [ 23 ]. While Balboni and Terho [ 25 ] and Wouters and Kirchberger [ 8 ] focused more on the revenue-related aspects of customer profitability, this study adds deeper insights to the cost-related aspects. Overall, CPA practices do affect performance of a company, as also suggested by Güldenpfenning et al.’s [ 13 ].

These findings underline the dynamic nature of CPA-practices within CIG. While the overarching strategic objectives remained constant, the units’ ability to contextualize their practices showcased the importance of flexibility in strategic decision-making. The study’s insights offer valuable lessons for companies seeking to align their CPA-practices with their strategic goals and optimize customer profitability. It is worth noting that one effective strategy for reducing total costs is by decreasing the unit variable cost, which leads to an increase in profitability, provided other variables remain constant. Additionally, strategic improvements can be achieved through the development of a new business plan, which can further enhance profitability and guide decision-making in a dynamic business environment.

5.2 Contributions to theory

Our results carry several implications for strategizing with calculative practices at the levels of praxis, practitioners, and the practice itself. First, this study helps to understand an episode of praxis where calculative practices gained legitimacy because managers reframed them. The process in this study resembles the three steps of “ reframing ” suggested by Jarzabkowski [ 16 , p. 164]: In a first step, practitioners countered the consultants’ generic-action CPA. They understood CPA’s “ limits of calculability ” [ 18 , p. 184], and anticipated goals-means-displacements (procedural strategizing). Specifically, accounting-trained managers would not accept that the original CPA gained a structural legitimacy where short-term profitability would overpower the strategic goal of customer intimacy [ 23 ]. This reframing was partly possible because top management valued diversity and wanted its managers to strategize with suggested practices ( localization ) [ 21 ]. In a second step, managers strategized interactively and reinterpreted the practice, so it could address multiple strategic objectives [ 20 ]. In a third step, the reframed practice gained both structural and interactive legitimacy, and managers actively stabilized the practice (integrative strategizing). In the reframed versions, CPA did not have if-then policies to eliminate service to customers. It became a legitimate practice in all units, because it offered managers possibilities for alternative ABM-initiatives instead [also cf. 24].

Second, this study helps to understand another episode of praxis where calculative practices were stabilized [ 1 ]. Managers upheld several principles that ensured CPA’s ongoing legitimacy. One principle was that CPA did not become an “ obligatory passage point ” to assess customer relationships [ 6 , p. 316]. This is opposite to observations where calculative practices have vetoing power [ 24 ], are contested [ 10 ], manipulated, or bypassed [ 4 , 22 ]. For instance, there was no obligation that tracking order patterns had to result in a detailed translation into monetary amounts for an order. Yet, managers mobilized these order patterns as a reminder of profitability that linked to the strategic objectives. CPA possessed high interpretive viability and framed strategizing through a general understanding of customer relationships, not through rigid rules [ 11 ]. A second principle was to complement the calculative practices (procedural strategizing) with non-financial information (interactive strategizing) that was explicitly stated in the CPA reports, e.g., order patterns, or implicitly entered the discourse on the CPA reports, e.g., customer bargaining power [ 24 ]. This acknowledged the limitations of the purely financial, periodic view of CPA [also cf. 20]. Non-financial information also helped to balance the short-term ( profitability ) with the long-term goals of CIG ( growth ), as well as these financial with the strategic goals ( customer intimacy ). Managers in this study contextualized CPA-practices on a case-to-case basis. They achieved an appropriate enactment of multiple strategic objectives [ 3 ]. Similar to the case study of Woods, Taylor [ 31 ], the authors find that managers used a calculative practice to focus on profitability, while simultaneously considering customer-related strategic objectives. This study enhances a general understanding, why and how quantitative customer measures are used less in informal, interpersonal communication [ 11 ]. Interactive strategizing took the form of personal interactions, where managers discussed CPA numbers. CPA was then often overruled by relevant other strategic indicators such as customer size or customer-to-customer interactions. There were no specified levels of customer profitability. As a result, CPA became subject to interpretation and negotiations among managers [ 8 , 11 , 17 ]. Discussions supported managers in aligning their operative decisions with strategic objectives [ 1 ]. This interactive strategizing helped to interpret strategic goals of the units and adjust the business model over time [ 1 , 3 ]. The changes to the business model and the products of some units offers similarities to studies claiming that accounting discourse influences strategic positioning [ 2 ], growth [ 3 ], strategic outsourcing decisions [ 20 , 24 ], or a shift from push toward pull marketing [ 8 ]. It is also in line with Jørgensen and Messner [ 18 ] who show that calculative practices can be mobilized together with strategic objectives. A third principle was that CIG’s managers admitted to the information gaps they faced. They responded with localizing CPA even further to front line employees [ 21 ]. This is consistent with Jørgensen and Messner’s [ 18 ] study, where the absence of defined accounting practices allowed R&D engineers to strategize. The authors suggest that accounting practices are predestined for localization since their numerical nature allows an inter-subjective, explicit format. This format makes it easier for staff to draw upon the structural legitimacy of numbers in communications with superiors to gain interpretive legitimacy for their activities [ 2 ]. In addition, these calculative practices are relatively simple and hence understandable for managers without specific training in accounting. This extends previous research on the use of calculative practices by staff [ 11 , 17 ].

Third, this study sheds light on the roles of practitioners strategizing with calculative practices. The authors observed that the accounting/finance-innate strategic goal of profitability had to balance with strategic goals that are rather akin to strategy and management ( growth ), and marketing and sales ( customer intimacy ). It is remarkable that most of the collaboration partners had an educative affiliation with accounting, but strongly mobilized arguments related to strategy and marketing when overruling negative CPA assessments [cf. 7]. Like Jørgensen and Messner [ 18 ] and Güldenpfenning et al. [ 13 ], the authors do not encounter political conflicts between marketing (customer) and accounting (profitability)-related strategizing. The accountants were not “ policemen ” that exploited CPA to discipline colleagues from strategy, marketing, and sales [ 12 ]. Rather, managers drew upon both calculative practices as well as the related non-financial knowledge [ 11 , 17 , 20 ].

Fourth, the authors propose a classification of CPA as a practice (type I-III) and propositions for future research. Specifically Holm et al. [ 32 ] have pointed out in their field study that a lack of such framework has so far complicated large empirical studies on CPA at the population level. The authors identify a—sometimes ambiguous—pattern that sophisticated CPA-practices emerged where customer portfolios contain large, interlinked, and complex customers (marketing perspective) that consume relatively large amounts of avoidable overheads (accounting perspective). The fact that CIG employed a calculative practice that focused on customers was—most likely—responsible for the observations that managers focused on topics such as pricing and profits instead of, typically, budgets and costs [ 25 ]. In the same vein, the authors find it sensible that managers felt nudged to mobilize arguments from marketing and strategy—instead of research and engineering if product profitability had been the focus. Thereby, CPA established formal structures that forced managers to think about profitability, what drove it, and which of the relevant profitability drivers were neglected [ 2 ]. The study’s findings link to studies that found relations between customer accounting and competitive market orientation [ 3 ], cost structures [ 17 ], customer relationships [ 11 ], and the realized strategy [ 2 ]. The authors do not propose optimal calibrations of CPA-practices and their context as contingency theory would. The authors rather intend to illuminate how multiple strategic objectives create variation in accounting practices [ 18 , 24 ], and how these practices then again support strategizing once they gained legitimacy [ 2 , 4 ].

5.3 Implications for practice

First, the fact that CIG’s top management let the calculative practice develop locally helped embedding CPA and avoided resistance. CPA is a crude reflection of both the profitability and the strategic importance of a customer. Yet, the managers did not fundamentally reject CPA, because they were not forced to use it as the ultimate benchmark for customer relationships [ 6 ]. They rather appreciated the (limited) possibilities of this calculative practice [similar: 2]. Thereby, CPA became a starting point for informed reflections on the role of the customer for reaching strategic objectives [ 18 , 24 , 33 ]. The authors also add these insights on customer accounting in a B2B setting, which is often relatively complex and still under-researched.

Second, this study critically assesses the unthoughtful pursuit of fashionable, highly sophisticated best-practices [ 34 ]. The consultants promoted a generic CPA that would have ignored the multi-dimensionality of strategic objectives. Managers feared that structurally embedding such a CPA could have led to means-goals-displacements [ 1 ]. While some units accepted some of the consultants’ suggested practices, others adopted a reduced version. And all units complemented the practice beyond its calculative approach [ 11 , 17 , 18 ]. Even the units with simple CPA-practices initiated situated managerial action (ABM) when the CPA indicated overly negative outcomes. Hence, the authors studied a process of first reframing and then stabilizing adapted CPA-practices, not cases of resistance or failed implementations [ 1 ]. This case is an encouragement for managers make sense of fashionable practices in their strategic context, instead of blindly following ‘best practices’ and generic ‘if-then’ activities.

5.4 Limitations and future research

Our findings are subject to several limitations that raise issues for future research. First, even calculative practices such as CPA contain much more than the financial output of the ERP system. Hence, they are fuzzy to delimit. This study cannot give a full account of CPA at a company as large as CIG, and the authors’ writings can only reflect (representative) episodes of praxis.

Second, calculative practices may be transferable across organizations, but they will still develop differently according to other cultures, strategic objectives, and industries [ 3 ]. Future researchers could broaden their focus beyond CPA and study such practices in different contexts. Researchers could look at further contextual factors, such as uncertainty [ 11 , 35 ], management characteristics [ 9 ], or linguistic framing of practices [ 34 ].

Third, the authors only look at strategic applications to CPA and mainly interview high-ranking and middle managers that are often associated with accounting. This is the case because they had the authority to administer CPA in this company, and the authors intended to investigate the top-level strategic applications. Future studies could shed more light on the various ways front-line staff interacts with customers on an operative level.

Fourth, the authors only investigated the praxis of stabilizing the practice over several months, while the authors only heard reports about the reframing of the practice. There could be an ownership bias evident in the key informants, who convey to the authors the ex-post rationalization of why they reframed and stabilized CPA in a way that they initially might not have intended. Future studies could look at further episodes of praxis, such as the early emergence of CPA in a company setting, and analyze the actual meetings and argumentations of managers while practices are still being customized [ 3 ]. Last, future research could take a closer look at the supply-side of practices and understand the motivation of external consultants in recommending full implementations [ 1 ].

Supporting information

S1 dataset..

https://doi.org/10.1371/journal.pone.0296974.s001

Acknowledgments

We appreciate the helpful comments on earlier versions of our work by Trond Bjørnenak, Simon Čadež, Morten Jakobsen, Katarina Kaarbøe, Kalle Kraus, Martin Messner, Bill Nixon, Hanne Nørreklit, Bill Rees, Robin Roslender, Evelyn van der Hauwaert, and Pauline Weetman. The paper was also presented at Aarhus University School of Business and Social Sciences, University of Dundee, Edinburgh University Business School, and NHH Ber-gen, as well at the EIASM 8th Conference on New Directions in Management Accounting in Brussels, and the 36th EAA Annual Conference in Paris.

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Artificial intelligence in strategy

Can machines automate strategy development? The short answer is no. However, there are numerous aspects of strategists’ work where AI and advanced analytics tools can already bring enormous value. Yuval Atsmon is a senior partner who leads the new McKinsey Center for Strategy Innovation, which studies ways new technologies can augment the timeless principles of strategy. In this episode of the Inside the Strategy Room podcast, he explains how artificial intelligence is already transforming strategy and what’s on the horizon. This is an edited transcript of the discussion. For more conversations on the strategy issues that matter, follow the series on your preferred podcast platform .

Joanna Pachner: What does artificial intelligence mean in the context of strategy?

Yuval Atsmon: When people talk about artificial intelligence, they include everything to do with analytics, automation, and data analysis. Marvin Minsky, the pioneer of artificial intelligence research in the 1960s, talked about AI as a “suitcase word”—a term into which you can stuff whatever you want—and that still seems to be the case. We are comfortable with that because we think companies should use all the capabilities of more traditional analysis while increasing automation in strategy that can free up management or analyst time and, gradually, introducing tools that can augment human thinking.

Joanna Pachner: AI has been embraced by many business functions, but strategy seems to be largely immune to its charms. Why do you think that is?

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Yuval Atsmon: You’re right about the limited adoption. Only 7 percent of respondents to our survey about the use of AI say they use it in strategy or even financial planning, whereas in areas like marketing, supply chain, and service operations, it’s 25 or 30 percent. One reason adoption is lagging is that strategy is one of the most integrative conceptual practices. When executives think about strategy automation, many are looking too far ahead—at AI capabilities that would decide, in place of the business leader, what the right strategy is. They are missing opportunities to use AI in the building blocks of strategy that could significantly improve outcomes.

I like to use the analogy to virtual assistants. Many of us use Alexa or Siri but very few people use these tools to do more than dictate a text message or shut off the lights. We don’t feel comfortable with the technology’s ability to understand the context in more sophisticated applications. AI in strategy is similar: it’s hard for AI to know everything an executive knows, but it can help executives with certain tasks.

When executives think about strategy automation, many are looking too far ahead—at AI deciding the right strategy. They are missing opportunities to use AI in the building blocks of strategy.

Joanna Pachner: What kind of tasks can AI help strategists execute today?

Yuval Atsmon: We talk about six stages of AI development. The earliest is simple analytics, which we refer to as descriptive intelligence. Companies use dashboards for competitive analysis or to study performance in different parts of the business that are automatically updated. Some have interactive capabilities for refinement and testing.

The second level is diagnostic intelligence, which is the ability to look backward at the business and understand root causes and drivers of performance. The level after that is predictive intelligence: being able to anticipate certain scenarios or options and the value of things in the future based on momentum from the past as well as signals picked in the market. Both diagnostics and prediction are areas that AI can greatly improve today. The tools can augment executives’ analysis and become areas where you develop capabilities. For example, on diagnostic intelligence, you can organize your portfolio into segments to understand granularly where performance is coming from and do it in a much more continuous way than analysts could. You can try 20 different ways in an hour versus deploying one hundred analysts to tackle the problem.

Predictive AI is both more difficult and more risky. Executives shouldn’t fully rely on predictive AI, but it provides another systematic viewpoint in the room. Because strategic decisions have significant consequences, a key consideration is to use AI transparently in the sense of understanding why it is making a certain prediction and what extrapolations it is making from which information. You can then assess if you trust the prediction or not. You can even use AI to track the evolution of the assumptions for that prediction.

Those are the levels available today. The next three levels will take time to develop. There are some early examples of AI advising actions for executives’ consideration that would be value-creating based on the analysis. From there, you go to delegating certain decision authority to AI, with constraints and supervision. Eventually, there is the point where fully autonomous AI analyzes and decides with no human interaction.

Because strategic decisions have significant consequences, you need to understand why AI is making a certain prediction and what extrapolations it’s making from which information.

Joanna Pachner: What kind of businesses or industries could gain the greatest benefits from embracing AI at its current level of sophistication?

Yuval Atsmon: Every business probably has some opportunity to use AI more than it does today. The first thing to look at is the availability of data. Do you have performance data that can be organized in a systematic way? Companies that have deep data on their portfolios down to business line, SKU, inventory, and raw ingredients have the biggest opportunities to use machines to gain granular insights that humans could not.

Companies whose strategies rely on a few big decisions with limited data would get less from AI. Likewise, those facing a lot of volatility and vulnerability to external events would benefit less than companies with controlled and systematic portfolios, although they could deploy AI to better predict those external events and identify what they can and cannot control.

Third, the velocity of decisions matters. Most companies develop strategies every three to five years, which then become annual budgets. If you think about strategy in that way, the role of AI is relatively limited other than potentially accelerating analyses that are inputs into the strategy. However, some companies regularly revisit big decisions they made based on assumptions about the world that may have since changed, affecting the projected ROI of initiatives. Such shifts would affect how you deploy talent and executive time, how you spend money and focus sales efforts, and AI can be valuable in guiding that. The value of AI is even bigger when you can make decisions close to the time of deploying resources, because AI can signal that your previous assumptions have changed from when you made your plan.

Joanna Pachner: Can you provide any examples of companies employing AI to address specific strategic challenges?

Yuval Atsmon: Some of the most innovative users of AI, not coincidentally, are AI- and digital-native companies. Some of these companies have seen massive benefits from AI and have increased its usage in other areas of the business. One mobility player adjusts its financial planning based on pricing patterns it observes in the market. Its business has relatively high flexibility to demand but less so to supply, so the company uses AI to continuously signal back when pricing dynamics are trending in a way that would affect profitability or where demand is rising. This allows the company to quickly react to create more capacity because its profitability is highly sensitive to keeping demand and supply in equilibrium.

Joanna Pachner: Given how quickly things change today, doesn’t AI seem to be more a tactical than a strategic tool, providing time-sensitive input on isolated elements of strategy?

Yuval Atsmon: It’s interesting that you make the distinction between strategic and tactical. Of course, every decision can be broken down into smaller ones, and where AI can be affordably used in strategy today is for building blocks of the strategy. It might feel tactical, but it can make a massive difference. One of the world’s leading investment firms, for example, has started to use AI to scan for certain patterns rather than scanning individual companies directly. AI looks for consumer mobile usage that suggests a company’s technology is catching on quickly, giving the firm an opportunity to invest in that company before others do. That created a significant strategic edge for them, even though the tool itself may be relatively tactical.

Joanna Pachner: McKinsey has written a lot about cognitive biases  and social dynamics that can skew decision making. Can AI help with these challenges?

Yuval Atsmon: When we talk to executives about using AI in strategy development, the first reaction we get is, “Those are really big decisions; what if AI gets them wrong?” The first answer is that humans also get them wrong—a lot. [Amos] Tversky, [Daniel] Kahneman, and others have proven that some of those errors are systemic, observable, and predictable. The first thing AI can do is spot situations likely to give rise to biases. For example, imagine that AI is listening in on a strategy session where the CEO proposes something and everyone says “Aye” without debate and discussion. AI could inform the room, “We might have a sunflower bias here,” which could trigger more conversation and remind the CEO that it’s in their own interest to encourage some devil’s advocacy.

We also often see confirmation bias, where people focus their analysis on proving the wisdom of what they already want to do, as opposed to looking for a fact-based reality. Just having AI perform a default analysis that doesn’t aim to satisfy the boss is useful, and the team can then try to understand why that is different than the management hypothesis, triggering a much richer debate.

In terms of social dynamics, agency problems can create conflicts of interest. Every business unit [BU] leader thinks that their BU should get the most resources and will deliver the most value, or at least they feel they should advocate for their business. AI provides a neutral way based on systematic data to manage those debates. It’s also useful for executives with decision authority, since we all know that short-term pressures and the need to make the quarterly and annual numbers lead people to make different decisions on the 31st of December than they do on January 1st or October 1st. Like the story of Ulysses and the sirens, you can use AI to remind you that you wanted something different three months earlier. The CEO still decides; AI can just provide that extra nudge.

Joanna Pachner: It’s like you have Spock next to you, who is dispassionate and purely analytical.

Yuval Atsmon: That is not a bad analogy—for Star Trek fans anyway.

Joanna Pachner: Do you have a favorite application of AI in strategy?

Yuval Atsmon: I have worked a lot on resource allocation, and one of the challenges, which we call the hockey stick phenomenon, is that executives are always overly optimistic about what will happen. They know that resource allocation will inevitably be defined by what you believe about the future, not necessarily by past performance. AI can provide an objective prediction of performance starting from a default momentum case: based on everything that happened in the past and some indicators about the future, what is the forecast of performance if we do nothing? This is before we say, “But I will hire these people and develop this new product and improve my marketing”— things that every executive thinks will help them overdeliver relative to the past. The neutral momentum case, which AI can calculate in a cold, Spock-like manner, can change the dynamics of the resource allocation discussion. It’s a form of predictive intelligence accessible today and while it’s not meant to be definitive, it provides a basis for better decisions.

Joanna Pachner: Do you see access to technology talent as one of the obstacles to the adoption of AI in strategy, especially at large companies?

Yuval Atsmon: I would make a distinction. If you mean machine-learning and data science talent or software engineers who build the digital tools, they are definitely not easy to get. However, companies can increasingly use platforms that provide access to AI tools and require less from individual companies. Also, this domain of strategy is exciting—it’s cutting-edge, so it’s probably easier to get technology talent for that than it might be for manufacturing work.

The bigger challenge, ironically, is finding strategists or people with business expertise to contribute to the effort. You will not solve strategy problems with AI without the involvement of people who understand the customer experience and what you are trying to achieve. Those who know best, like senior executives, don’t have time to be product managers for the AI team. An even bigger constraint is that, in some cases, you are asking people to get involved in an initiative that may make their jobs less important. There could be plenty of opportunities for incorpo­rating AI into existing jobs, but it’s something companies need to reflect on. The best approach may be to create a digital factory where a different team tests and builds AI applications, with oversight from senior stakeholders.

The big challenge is finding strategists to contribute to the AI effort. You are asking people to get involved in an initiative that may make their jobs less important.

Joanna Pachner: Do you think this worry about job security and the potential that AI will automate strategy is realistic?

Yuval Atsmon: The question of whether AI will replace human judgment and put humanity out of its job is a big one that I would leave for other experts.

The pertinent question is shorter-term automation. Because of its complexity, strategy would be one of the later domains to be affected by automation, but we are seeing it in many other domains. However, the trend for more than two hundred years has been that automation creates new jobs, although ones requiring different skills. That doesn’t take away the fear some people have of a machine exposing their mistakes or doing their job better than they do it.

Joanna Pachner: We recently published an article about strategic courage in an age of volatility  that talked about three types of edge business leaders need to develop. One of them is an edge in insights. Do you think AI has a role to play in furnishing a proprietary insight edge?

Yuval Atsmon: One of the challenges most strategists face is the overwhelming complexity of the world we operate in—the number of unknowns, the information overload. At one level, it may seem that AI will provide another layer of complexity. In reality, it can be a sharp knife that cuts through some of the clutter. The question to ask is, Can AI simplify my life by giving me sharper, more timely insights more easily?

Joanna Pachner: You have been working in strategy for a long time. What sparked your interest in exploring this intersection of strategy and new technology?

Yuval Atsmon: I have always been intrigued by things at the boundaries of what seems possible. Science fiction writer Arthur C. Clarke’s second law is that to discover the limits of the possible, you have to venture a little past them into the impossible, and I find that particularly alluring in this arena.

AI in strategy is in very nascent stages but could be very consequential for companies and for the profession. For a top executive, strategic decisions are the biggest way to influence the business, other than maybe building the top team, and it is amazing how little technology is leveraged in that process today. It’s conceivable that competitive advantage will increasingly rest in having executives who know how to apply AI well. In some domains, like investment, that is already happening, and the difference in returns can be staggering. I find helping companies be part of that evolution very exciting.

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Navigating the data maze: ai's role in strategic decision-making.

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Gaurav Tewari, founder and Managing Partner of Omega Venture Partners .

From corporate boardrooms to manufacturing floors, the exponential growth of data is impacting businesses everywhere. In just three years, the total amount of data generated worldwide has almost doubled—growing from 64 to 120 zettabytes .

This increase in available data creates both challenges and opportunities when it comes to leveraging information for strategic business decisions. According to a study by Oracle and author Seth Stephens-Davidowitz, over 70% of business leaders admit being hampered by the sheer volume; however, forward-thinking executives are leveraging artificial intelligence (AI) to help navigate the data maze and unlock actionable insights.

As a leader in the AI investment space, I have seen firsthand how AI is revolutionizing data analysis and business decision-making across industries.

The Rise Of AI In Strategic Decision-Making

While some business executives are successfully leveraging the growing availability of data to make more informed decisions, others have not been able to handle information effectively. According to the earlier cited study, 33% cite missed opportunities due to data overload, and 29% cite unnecessary spending driven by inconclusive data projects. Yet, the study also found that a striking 94% of business leaders have restructured their decision-making frameworks over the past three years, reflecting the urgency to align with new technological capabilities.

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This shift is also driven by external forces. Nearly four in five consumers believe that organizations that use technology to make data-driven decisions are more trustworthy and more likely to be successful. The ability to ground business decisions in robust data analysis has become a competitive differentiator, prompting executives to embrace AI-powered solutions that can swiftly parse vast informational volumes and surface actionable insights.

AI’s Multi-Faceted Decision Support

While AI's decision-support capabilities span numerous functional areas, I see four key application domains emerging as particularly transformative.

1. Strategic Planning

AI is particularly well suited for descriptive and diagnostic analysis, forecasting future scenarios and performing robust risk assessments. This can allow your organization to develop more robust scenario planning and informed strategies.

2. Operational Efficiency

AI can also optimize operational processes, including logistics and production schedules. In a recent McKinsey survey, 25% to 30% of respondents claim they are already using AI to drive results in supply chain management and service operations. Similarly, the technology can be used to assist in finding alternative suppliers, discover more about existing suppliers and even negotiate more effectively .

3. Marketing And Sales

Generative AI models are expected to amplify marketing productivity to the tune of $460 billion annually over the coming years. This will be accomplished by improving both the efficiency and effectiveness of marketing spend via improved customer targeting, granular segmentation and highly personalized customer engagement.

4. Risk Management

With unprecedented capabilities to quickly and objectively analyze a vast array of potential outcomes, AI has the potential to redefine how businesses assess risks from financial or operational changes. AI tools can allow executives and corporations to pursue innovation confidently while mitigating collateral damage.

Driving Results: Case Studies Of Successful AI-Powered Decisions

Verizon is one of many companies using AI-powered VR training to enhance customer service skills. By simulating realistic customer service scenarios, employees were able to practice and improve their empathy, understanding and de-escalation techniques in a controlled environment. The company concluded that the training resulted in marked improvements in employees' poise, verbal fluency and confidence during difficult conversations, contributing to higher customer satisfaction and more effective management of service challenges.

Decision-Making

The world’s largest ports, including Los Angeles, Rotterdam and Singapore, are using AI to enhance decision-making to optimize the functionality of the global supply chain. The ports of Los Angeles and Long Beach (L.A. port complex), for example, which handle a third of all American imports , utilize an AI-powered application called Port Optimizer that helps streamline operations. Globally, I see AI tools increasingly being leveraged to revolutionize vessel scheduling, cargo transfers and congestion prevention.

Customer Preference

Netflix, the video-streaming pioneer, uses AI to analyze the preferences and behavior of each individual consumer and subsequently craft individualized, bespoke recommendations for a superior user experience. AI-driven models continuously nudge users to discover content they are most likely to enjoy, and 80% of all media viewed on the platform today is a result of these personalized recommendations.

Navigating Ethics: AI Augmentation

Ultimately, AI is an extraordinarily powerful paradigm for business applications that can effectively parse vast troves of data, suggest novel solutions and forecast future scenarios. And it can do so at a speed and scale that transcends human capabilities in order to efficiently augment human ingenuity and judgment. However, there are valid concerns regarding how much power the technology should have when it comes to actually making unsupervised and autonomous decisions.

I believe we stand at the dawn of the era where artificial and human intelligence will increasingly intersect and amplify each other's strengths. To mitigate the known limitations of contemporary AI systems (e.g., bias, hallucination, explainability) while leveraging their formidable capabilities, AI systems today should be viewed as assistants— informed, intelligent and rapidly improving assistants—but not yet ready to be promoted to the role of fully autonomous decision-makers. Those organizations that understand this limitation and how to navigate the best of both humans and AI stand to reap formidable rewards in this new era.

As of last year, a mere 7% of companies said they use AI in large strategic decisions, yet 75% of leaders believe access to robust AI systems can supercharge their ability to make informed decisions for a competitive advantage.

As AI's decision-support capabilities continue advancing at an astonishing pace, our ability to wield this power prudently and ethically will determine its ultimate impact. The road ahead requires fusing the ability of people to analyze context, think creatively and exercise moral judgment alongside AI's tremendous dexterity and scalable pattern recognition.

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