Tela, a Lima-based company that uses local, sustainable materials to make fashionable ponchos, has a formidable competitor--a large U.S. firm with a globally recognized brand that markets its ponchos as "of Peruvian design" (although they are made in Bangladesh). Alejandra Chirinos, Tela's founder, has gathered her team to decide how Tela can best position itself against the U.S. company. She believes in Tela's social mission of employing and teaching weaving skills to underprivileged women, but her competitor has a simpler story to tell: Like TOMS with shoes and Warby Parker with glasses, it has a "buy one, give one" model whereby purchases support donations to people in need. In this context, can Tela successfully market its social mission? Or should it emphasize the authenticity of its products or its lower prices? Mark Rampolla (founder and former CEO of Zico coconut water) and Tomas Pando (cofounder and president of the Argentine footwear company Paez) offer expert commentary on Chirinos's dilemma. For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is reprint R1610Z. The complete case study and commentary is reprint R1610L.

【書誌情報】

ページ数：5ページ

サイズ：A4

商品番号：HBSP-R1610X

発行日：2016/10/1

登録日：2016/9/21