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14 Market Research Examples

This article was originally published in the MarketingSherpa email newsletter .

Example #1: National bank’s A/B testing

You can learn what customers want by conducting experiments on real-life customer decisions using A/B testing. When you ensure your tests do not have any validity threats, the information you garner can offer very reliable insights into customer behavior.

Here’s an example from Flint McGlaughlin, CEO of MarketingSherpa and MECLABS Institute, and the creator of its  online marketing course .

A national bank was working with MECLABS to discover how to increase the number of sign-ups for new checking accounts.

Customers who were interested in checking accounts could click on an “Open in Minutes” link on the bank’s homepage.

Creative Sample #1: Anonymized bank homepage

After clicking on the homepage link, visitors were taken to a four-question checking account selector tool.

Creative Sample #2: Original checking account landing page — account recommendation selector tool

After filling out the selector tool, visitors were taken to a results page that included a suggested package (“Best Choice”) along with a secondary option (“Second Choice”). The results page had several calls to action (CTAs). Website visitors were able to select an account and begin pre-registration (“Open Now”) or find out more information about the account (“Learn More”), go back and change their answers (“Go back and change answers”), or manually browse other checking options (“Other Checking Options”).

Creative Sample #3: Original checking account landing page — account recommendation selector tool results page

After going through the experience, the MECLABS team hypothesized that the selector tool wasn’t really delivering on the expectation the customer had after clicking on the “Open in Minutes” CTA. They created two treatments (new versions) and tested them against the control experience.

In the first treatment, the checking selector tool was removed, and instead, customers were directly presented with three account options in tabs from which customers could select.

Creative Sample #4: Checking account landing page Treatment #1

The second treatment’s landing page focused on a single product and had only one CTA. The call-to-action was similar to the CTA customers clicked on the homepage to get to this page — “Open Now.”

Creative Sample #5: Checking account landing page Treatment #2

Both treatments increased account applications compared to the control landing page experience, with Treatment #2 generating 65% more applicants at a 98% level of confidence.

Creative Sample #6: Results of bank experiment that used A/B testing

You’ll note the Level of Confidence in the results. With any research tactic or tool you use to learn about customers, you have to consider whether the information you’re getting really represents most customers, or if you’re just seeing outliers or random chance.

With a high Level of Confidence like this, it is more likely the results actually represent a true difference between the control and treatment landing pages and that the results aren’t just a random event.

The other factor to consider is — testing in and of itself will not produce results. You have to use testing as research to actually learn about the customer and then make changes to better serve the customer.

In the video How to Discover Exactly What the Customer Wants to See on the Next Click: 3 critical skills every marketer must master , McGlaughlin discussed this national bank experiment and explained how to use prioritization, identification and deduction to discover what your customers want.

This example was originally published in Marketing Research: 5 examples of discovering what customers want .

Example #2: Consumer Reports’ market intelligence research from third-party sources

The first example covers A/B testing. But keep in mind, ill-informed A/B testing isn’t market research, it’s just hoping for insights from random guesses.

In other words, A/B testing in a vacuum does not provide valuable information about customers. What you are testing is crucial, and then A/B testing is a means to help better understand whether insights you have about the customer are either validated or refuted by actual customer behavior. So it’s important to start with some research into potential customers and competitors to inform your A/B tests.

For example, when MECLABS and MarketingExperiments (sister publisher to MarketingSherpa) worked with Consumer Reports on a public, crowdsourced A/B test, we provided a market intelligence report to our audience to help inform their test suggestions.

Every successful marketing test should confirm or deny an assumption about the customer. You need enough knowledge about the customer to create marketing messages you think will be effective.

For this public experiment to help marketers improve their split testing abilities, we had a real customer to work with — donors to Consumer Reports.

To help our audience better understand the customer, the MECLABS Marketing Intelligence team created the 26-page ConsumerReports Market Intelligence Research document (which you can see for yourself at that link).

This example was originally published in Calling All Writers and Marketers: Write the most effective copy for this Consumer Reports email and win a MarketingSherpa Summit package and Consumer Reports Value Proposition Test: What you can learn from a 29% drop in clickthrough .

Example #3: Virtual event company’s conversation

What if you don’t have the budget for A/B testing? Or any of the other tactics in this article?

Well, if you’re like most people you likely have some relationships with other human beings. A significant other, friends, family, neighbors, co-workers, customers, a nemesis (“Newman!”). While conducting market research by talking to these people has several validity threats, it at least helps you get out of your own head and identify some of your blind spots.

WebBabyShower.com’s lead magnet is a PDF download of a baby shower thank you card ‘swipe file’ plus some extras. “Women want to print it out and have it where they are writing cards, not have a laptop open constantly,” said Kurt Perschke, owner, WebBabyShower.com.

That is not a throwaway quote from Perschke. That is a brilliant insight, so I want to make sure we don’t overlook it. By better understanding customer behavior, you can better serve customers and increase results.

However, you are not your customer. So you must bridge the gap between you and them.

Often you hear marketers or business leaders review an ad or discuss a marketing campaign and say, “Well, I would never read that entire ad” or “I would not be interested in that promotion.” To which I say … who cares? Who cares what you would do? If you are not in the ideal customer set, sorry to dent your ego, but you really don’t matter. Only the customer does.

Perschke is one step ahead of many marketers and business leaders because he readily understands this. “Owning a business whose customers are 95% women has been a great education for me,” he said.

So I had to ask him, how did he get this insight into his customers’ behavior? Frankly, it didn’t take complex market research. He was just aware of this disconnect he had with the customer, and he was alert for ways to bridge the gap. “To be honest, I first saw that with my wife. Then we asked a few customers, and they confirmed it’s what they did also. Writing notes by hand is viewed as a ‘non-digital’ activity and reading from a laptop kinda spoils the mood apparently,” he said.

Back to WebBabyShower. “We've seen a [more than] 100% increase in email signups using this method, which was both inexpensive and evergreen,” Perschke said.

This example was originally published in Digital Marketing: Six specific examples of incentives that worked .

Example #4: Spiceworks Ziff Davis’ research-informed content marketing

Marketing research isn’t just to inform products and advertising messages. Market research can also give your brand a leg up in another highly competitive space – content marketing.

Don’t just jump in and create content expecting it to be successful just because it’s “free.” Conducting research beforehand can help you understand what your potential audience already receives and where they might need help but are currently being served.

When Spiceworks Ziff Davis (SWZD) published its annual State of IT report, it invested months in conducting primary market research, analyzing year-over-year trends, and finally producing the actual report.

“Before getting into the nuts and bolts of writing an asset, look at market shifts and gaps that complement your business and marketing objectives. Then, you can begin to plan, research, write, review and finalize an asset,” said Priscilla Meisel, Content Marketing Director, SWZD.

This example was originally published in Marketing Writing: 3 simple tips that can help any marketer improve results (even if you’re not a copywriter) .

Example #5: Business travel company’s guerilla research

There are many established, expensive tactics you can use to better understand customers.

But if you don’t have the budget for those tactics, and don’t know any potential customers, you might want to brainstorm creative ways you can get valuable information from the right customer target set.

Here’s an example from a former client of Mitch McCasland, Founding Partner and Director, Brand Inquiry Partners. The company sold a product related to frequent business flyers and was interested in finding out information on people who travel for a living. They needed consumer feedback right away.

“I suggested that they go out to the airport with a bunch of 20-dollar bills and wait outside a gate for passengers to come off their flight,” McCasland said. When people came off the flight, they were politely asked if they would answer a few questions in exchange for the incentive (the $20). By targeting the first people off the flight they had a high likelihood of reaching the first-class passengers.

This example was originally published in Guerrilla Market Research Expert Mitch McCasland Tells How You Can Conduct Quick (and Cheap) Research .

Example #6: Intel’s market research database

When conducting market research, it is crucial to organize your data in a way that allows you to easily and quickly report on it. This is especially important for qualitative studies where you are trying to do more than just quantify the data, but need to manage it so it is easier to analyze.

Anne McClard, Senior Researcher, Doxus worked with Shauna Pettit-Brown of Intel on a research project to understand the needs of mobile application developers throughout the world.

Intel needed to be able to analyze the data from several different angles, including segment and geography, a daunting task complicated by the number of interviews, interviewers, and world languages.

“The interviews were about an hour long, and pretty substantial,” McClard says. So, she needed to build a database to organize the transcripts in a way that made sense.

Different types of data are useful for different departments within a company; once your database is organized you can sort it by various threads.

The Intel study had three different internal sponsors. "When it came to doing the analysis, we ended up creating multiple versions of the presentation targeted to individual audiences," Pettit-Brown says.

The organized database enabled her to go back into the data set to answer questions specific to the interests of the three different groups.

This example was originally published in 4 Steps to Building a Qualitative Market Research Database That Works Better .

Example #7: National security survey’s priming

When conducting market research surveys, the way you word your questions can affect customers’ response. Even the way you word previous questions can put customers in a certain mindset that will skew their answers.

For example, when people were asked if they thought the U.S. government should spend money on an anti-missile shield, the results appeared fairly conclusive. Sixty-four percent of those surveyed thought the country should and only six percent were unsure, according to Opinion Makers: An Insider Exposes the Truth Behind the Polls .

But when pollsters added the option, "...or are you unsure?" the level of uncertainty leaped from six percent to 33 percent. When they asked whether respondents would be upset if the government took the opposite course of action from their selection, 59 percent either didn’t have an opinion or didn’t mind if the government did something differently.

This is an example of how the way you word questions can change a survey’s results. You want survey answers to reflect customer’s actual sentiments that are as free of your company’s previously held biases as possible.

This example was originally published in Are Surveys Misleading? 7 Questions for Better Market Research .

Example #8: Visa USA’s approach to getting an accurate answer

As mentioned in the previous example, the way you ask customers questions can skew their responses with your own biases.

However, the way you ask questions to potential customers can also illuminate your understanding of them. Which is why companies field surveys to begin with.

“One thing you learn over time is how to structure questions so you have a greater likelihood of getting an accurate answer. For example, when we want to find out if people are paying off their bills, we'll ask them to think about the card they use most often. We then ask what the balance was on their last bill after they paid it,” said Michael Marx, VP Research Services, Visa USA.

This example was originally published in Tips from Visa USA's Market Research Expert Michael Marx .

Example #9: Hallmark’s private members-only community

Online communities are a way to interact with and learn from customers. Hallmark created a private members-only community called Idea Exchange (an idea you could replicate with a Facebook or LinkedIn Group).

The community helped the greeting cards company learn the customer’s language.

“Communities…let consumers describe issues in their own terms,” explained Tom Brailsford, Manager of Advancing Capabilities, Hallmark Cards. “Lots of times companies use jargon internally.”

At Hallmark they used to talk internally about “channels” of distribution. But consumers talk about stores, not channels. It is much clearer to ask consumers about the stores they shop in than what channels they shop.

For example, Brailsford clarified, “We say we want to nurture, inspire, and lift one’s spirits. We use those terms, and the communities have defined those terms for us. So we have learned how those things play out in their lives. It gives us a much richer vocabulary to talk about these things.”

This example was originally published in Third Year Results from Hallmark's Online Market Research Experiment .

Example #10: L'Oréal’s social media listening

If you don’t want the long-term responsibility that comes with creating an online community, you can use social media listening to understand how customers talking about your products and industry in their own language.

In 2019, L'Oréal felt the need to upgrade one of its top makeup products – L'Oréal Paris Alliance Perfect foundation. Both the formula and the product communication were outdated – multiple ingredients had emerged on the market along with competitive products made from those ingredients.

These new ingredients and products were overwhelming consumers. After implementing new formulas, the competitor brands would advertise their ingredients as the best on the market, providing almost magical results.

So the team at L'Oréal decided to research their consumers’ expectations instead of simply crafting a new formula on their own. The idea was to understand not only which active ingredients are credible among the audience, but also which particular words they use while speaking about foundations in general.

The marketing team decided to combine two research methods: social media listening and traditional questionnaires.

“For the most part, we conduct social media listening research when we need to find out what our customers say about our brand/product/topic and which words they use to do it. We do conduct traditional research as well and ask questions directly. These surveys are different because we provide a variety of readymade answers that respondents choose from. Thus, we limit them in terms of statements and their wording,” says Marina Tarandiuk, marketing research specialist, L'Oréal Ukraine.

“The key value of social media listening (SML) for us is the opportunity to collect people’s opinions that are as ‘natural’ as possible. When someone leaves a review online, they are in a comfortable environment, they use their ‘own’ language to express themselves, there is no interviewer standing next to them and potentially causing shame for their answer. The analytics of ‘natural’ and honest opinions of our customers enables us to implement the results in our communication and use the same language as them,” Tarandiuk said.

The team worked with a social media listening tool vendor to identify the most popular, in-demand ingredients discussed online and detect the most commonly used words and phrases to create a “consumer glossary.”

Questionnaires had to confirm all the hypotheses and insights found while monitoring social media. This part was performed in-house with the dedicated team. They created custom questionnaires aiming to narrow down all the data to a maximum of three variants that could become the base for the whole product line.

“One of our recent studies had a goal to find out which words our clients used to describe positive and negative qualities of [the] foundation. Due to a change in [the] product’s formula, we also decided to change its communication. Based on the opinions of our customers, we can consolidate the existing positive ideas that our clients have about the product,” Tarandiuk said.

To find the related mentions, the team monitored not only the products made by L'Oréal but also the overall category. “The search query contained both brand names and general words like foundation, texture, smell, skin, pores, etc. The problem was that this approach ended up collecting thousands of mentions, not all of which were relevant to the topic,” said Elena Teselko, content marketing manager, YouScan (L'Oréal’s social media listening tool).

So the team used artificial intelligence-based tagging that divided mentions according to the category, features, or product type.

This approach helped the team discover that customers valued such foundation features as not clogging pores, a light texture, and not spreading. Meanwhile, the most discussed and appreciated cosmetics component was hyaluronic acid.

These exact phrases, found with the help of social media monitoring, were later used for marketing communication.

Creative Sample #7: Marketing communicating for personal care company with messaging based on discoveries from market research

“Doing research and detecting audience’s interests BEFORE starting a campaign is an approach that dramatically lowers any risks and increases chances that the campaign would be appreciated by customers,” Teselko said.

This example was originally published in B2C Branding: 3 quick case studies of enhancing the brand with a better customer experience .

Example #11: Levi’s ethnographic research

In a focus group or survey, you are asking customers to explain something they may not even truly understand. Could be why they bought a product. Or what they think of your competitor.

Ethnographic research is a type of anthropology in which you go into customers’ homes or places of business and observe their actual behavior, behavior they may not understand well enough to explain to you.

While cost prohibitive to many brands, and simply unfeasible for others, it can elicit new insights into your customers.

Michael Perman, Senior Director Cultural Insights, Levi Strauss & Co. uses both quantitative and qualitative research on a broad spectrum, but when it comes to gathering consumer insight, he focuses on in-depth ethnographic research provided by partners who specialize in getting deep into the “nooks and crannies of consumer life in America and around the world.” For example, his team spends time in consumers’ homes and in their closets. They shop with consumers, looking for the reality of a consumer’s life and identifying themes that will enable designers and merchandisers to better understand and anticipate consumer needs.

Perman then puts together multi-sensory presentations that illustrate the findings of research. For example, “we might recreate a teenager’s bedroom and show what a teenage girl might have on her dresser.”

This example was originally published in How to Get Your Company to Pay Attention to Market Research Results: Tips from Levi Strauss .

Example #12: eBags’ ethnographic research

Ethnographic research isn’t confined to a physical goods brand like Levi’s. Digital brands can engage in this form of anthropology as well.

While usability testing in a lab is useful, it does miss some of the real-world environmental factors that play a part in the success of a website. Usability testing alone didn’t create a clear enough picture for Gregory Casey, User Experience Designer and Architect, eBags.

“After we had designed our mobile and tablet experience, I wanted to run some contextual user research, which basically meant seeing how people used it in the wild, seeing how people are using it in their homes. So that’s exactly what I did,” Gregory said.

He found consumers willing to open their home to him and be tested in their normal environment. This meant factors like the television, phone calls and other family members played a part in how they experienced the eBags mobile site.

“During these interview sessions, a lot of times we were interrupted by, say, a child coming over and the mother having to do something for the kid … The experience isn’t sovereign. It’s not something where they just sit down, work through a particular user flow and complete their interaction,” Gregory said.

By watching users work through the site as they would in their everyday life, Gregory got to see what parts of the site they actually use.

This example was originally published in Mobile Marketing: 4 takeaways on how to improve your mobile shopping experience beyond just responsive design .

Example #13: John Deere’s shift from product-centric market research to consumer-centric research

One of the major benefits of market research is to overcome company blind spots. However, if you start with your blind spots – i.e., a product focus – you will blunt the effectiveness of your market research.

In the past, “they’d say, Here’s the product, find out how people feel about it,” explained David van Nostrand, Manager, John Deere's Global Market Research. “A lot of companies do that.” Instead, they should be saying, “Let's start with the customers: what do they want, what do they need?”

The solution? A new in-house program called “Category Experts” brings the product-group employees over as full team members working on specific research projects with van Nostrand’s team.

These staffers handle items that don’t require a research background: scheduling, meetings, logistics, communication and vendor management. The actual task they handle is less important than the fact that they serve as human cross-pollinators, bringing consumer-centric sensibility back to their product- focused groups.

For example, if van Nostrand’s team is doing research about a vehicle, they bring in staffers from the Vehicles product groups. “The information about vehicle consumers needs to be out there in the vehicle marketing groups, not locked in here in the heads of the researchers.”

This example was originally published in How John Deere Increased Mass Consumer Market Share by Revamping its Market Research Tactics .

Example #14: LeapFrog’s market research involvement throughout product development (not just at the beginning and the end)

Market research is sometimes thought of as a practice that can either inform the development of a product, or research consumer attitudes about developed products. But what about the middle?

Once the creative people begin working on product designs, the LeapFrog research department stays involved.

They have a lab onsite where they bring moms and kids from the San Francisco Bay area to test preliminary versions of the products. “We do a lot of hands-on, informal qualitative work with kids,” said Craig Spitzer, VP Marketing Research, LeapFrog. “Can they do what they need to do to work the product? Do they go from step A to B to C, or do they go from A to C to B?”

When designing the LeapPad Learning System, for example, the prototype went through the lab “a dozen times or so,” he says.

A key challenge for the research department is keeping and building the list of thousands of families who have agreed to be on call for testing. “We've done everything from recruiting on the Internet to putting out fliers in local schools, working through employees whose kids are in schools, and milking every connection we have,” Spitzer says.

Kids who test products at the lab are compensated with a free, existing product rather than a promise of the getting the product they're testing when it is released in the future.

This example was originally published in How LeapFrog Uses Marketing Research to Launch New Products .

Related resources

The Marketer’s Blind Spot: 3 ways to overcome the marketer’s greatest obstacle to effective messaging

Get Your Free Test Discovery Tool to Help Log all the Results and Discoveries from Your Company’s Marketing Tests

Marketing Research: 5 examples of discovering what customers want

Online Marketing Tests: How do you know you’re really learning anything?

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28 Case Study Examples Every Marketer Should See

Published: March 08, 2023

Putting together a compelling case study is one of the most powerful strategies for showcasing your product and attracting future customers. But it's not easy to create case studies that your audience can’t wait to read.

In this post, we’ll go over the definition of a case study and the best examples to inspire you.

What is a case study?

A case study is a detailed story of something your company did. It includes a beginning — often discussing a conflict, an explanation of what happened next, and a resolution that explains how the company solved or improved on something.

A case study proves how your product has helped other companies by demonstrating real-life results. Not only that, but marketing case studies with solutions typically contain quotes from the customer. This means that they’re not just ads where you praise your own product. Rather, other companies are praising your company — and there’s no stronger marketing material than a verbal recommendation or testimonial. A great case study is also filled with research and stats to back up points made about a project's results.

There are myriad ways to use case studies in your marketing strategy . From featuring them on your website to including them in a sales presentation, a case study is a strong, persuasive tool that shows customers why they should work with you — straight from another customer. Writing one from scratch is hard, though, which is why we’ve created a collection of case study templates for you to get started.

Fill out the form below to access the free case study templates.

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

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Click this link to access this resource at any time.

There’s no better way to generate more leads than by writing case studies . But without case study examples to draw inspiration from, it can be difficult to write impactful studies that convince visitors to submit a form.

Marketing Case Study Examples

To help you create an attractive and high-converting case study, we've put together a list of some of our favorites. This list includes famous case studies in marketing, technology, and business.

These studies can show you how to frame your company offers in a way that is both meaningful and useful to your audience. So, take a look, and let these examples inspire your next brilliant case study design.

These marketing case studies with solutions show the value proposition of each product. They also show how each company benefited in both the short and long term using quantitative data. In other words, you don’t get just nice statements, like "This company helped us a lot." You see actual change within the firm through numbers and figures.

You can put your learnings into action with HubSpot's Free Case Study Templates . Available as custom designs and text-based documents, you can upload these templates to your CMS or send them to prospects as you see fit.

1. " How Handled Scaled from Zero to 121 Locations with the Help of HubSpot ," by HubSpot

What's interesting about this case study is the way it leads with the customer. That reflects a major HubSpot cornerstone, which is to always solve for the customer first. The copy leads with a brief description of why the CEO of Handled founded the company and why he thought Handled could benefit from adopting a CRM. The case study also opens up with one key data point about Handled’s success using HubSpot, namely that it grew to 121 locations.

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

Key Learnings from the HubSpot Case Study Example

• Give the case study a personal touch by focusing on the CEO rather than the company itself.
• Use multimedia to engage website visitors as they read the case study.

2. " The Whole Package ," 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, they’re greeted with a big, bold photo and the title of the case study — which just so happens to summarize how IDEO helped its client. It summarizes the case study in three snippets: The challenge, the impact, and the outcome.

Immediately, IDEO communicates its impact — the company partnered with H&M to remove plastic from its packaging — but it doesn't stop there. As the user scrolls down, the challenge, impact, and progress are elaborated upon with comprehensive (but not overwhelming) copy that outlines what that process looked like, replete with quotes and intriguing visuals.

Key Learnings from the IDEO Case Study Example

• Split up the takeaways of your case studies into bite-sized sections.
• Always use visuals and images to enrich the case study experience, especially if it’s a comprehensive case study.

3. " Rozum Robotics intensifies its PR game with Awario ," by Awario

In this case study, Awario greets the user with a summary straight away — so if you’re feeling up to reading the entire case study, you can scan the snapshot and understand how the company serves its customers. The case study then includes jump links to several sections, such as "Company Profile," "Rozum Robotics' Pains," "Challenge," "Solution," and "Results and Improvements."

The sparse copy and prominent headings show that you don’t need a lot of elaborate information to show the value of your products and services. Like the other case study examples on this list, it includes visuals and quotes to demonstrate the effectiveness of the company’s efforts. The case study ends with a bulleted list that shows the results.

Key Learnings from the Awario Robotics Case Study Example

• Create a table of contents to make your case study easier to navigate.
• Include a bulleted list of the results you achieved for your client.

4. " Chevrolet DTU ," by Carol H. Williams

If you’ve worked with a company that’s well-known, use only the name in the title — like Carol H. Williams, one of the nation’s top advertising agencies, does here. The "DTU," stands for "Discover the Unexpected." It generates interest because you want to find out what the initials mean.

They keep your interest in this case study by using a mixture of headings, images, and videos to describe the challenges, objectives, and solutions of the project. The case study closes with a summary of the key achievements that Chevrolet’s DTU Journalism Fellows reached during the project.

Key Learnings from the Carol H. Williams Case Study Example

• If you’ve worked with a big brand before, consider only using the name in the title — just enough to pique interest.
• Use a mixture of headings and subheadings to guide users through the case study.

5. " How Fractl Earned Links from 931 Unique Domains for Porch.com in a Single Year ," by Fractl

Fractl uses both text and graphic design in their Porch.com case study to immerse the viewer in a more interesting user experience. For instance, as you scroll, you'll see the results are illustrated in an infographic-design form as well as the text itself.

Further down the page, they use icons like a heart and a circle to illustrate their pitch angles, and graphs to showcase their results. Rather than writing which publications have mentioned Porch.com during Fractl’s campaign, they incorporated the media outlets’ icons for further visual diversity.

Key Learnings from the Fractl Case Study Example

• Let pictures speak for you by incorporating graphs, logos, and icons all throughout the case study.
• Start the case study by right away stating the key results, like Fractl does, instead of putting the results all the way at the bottom.

6. " The Met ," by Fantasy

What's the best way to showcase the responsiveness and user interface of a website? Probably by diving right into it with a series of simple showcases— which is exactly what Fantasy does on their case study page for the Metropolitan Museum of Art. They keep the page simple and clean, inviting you to review their redesign of the Met’s website feature-by-feature.

Each section is simple, showing a single piece of the new website's interface so that users aren’t overwhelmed with information and can focus on what matters most.

If you're more interested in text, you can read the objective for each feature. Fantasy understands that, as a potential customer, this is all you need to know. Scrolling further, you're greeted with a simple "Contact Us" CTA.

Key Learnings from the Fantasy Case Study Example

• You don’t have to write a ton of text to create a great case study. Focus on the solution you delivered itself.
• Include a CTA at the bottom inviting visitors to contact you.

7. " Rovio: How Rovio Grew Into a Gaming Superpower ," by App Annie

If your client had a lot of positive things to say about you, take a note from App Annie’s Rovio case study and open up with a quote from your client. The case study also closes with a quote, so that the case study doesn’t seem like a promotion written by your marketing team but a story that’s taken straight from your client’s mouth. It includes a photo of a Rovio employee, too.

Another thing this example does well? It immediately includes a link to the product that Rovio used (namely, App Annie Intelligence) at the top of the case study. The case study closes with a call-to-action button prompting users to book a demo.

Key Learnings from the App Annie Case Study Example

• Feature quotes from your client at the beginning and end of the case study.
• Include a mention of the product right at the beginning and prompt users to learn more about the product.

8. " Embracing first-party data: 3 success stories from HubSpot ," by Think with Google

Google takes a different approach to text-focused case studies by choosing three different companies to highlight.

The case study is clean and easily scannable. It has sections for each company, with quotes and headers that clarify the way these three distinct stories connect. The simple format also uses colors and text that align with the Google brand.

Another differentiator is the focus on data. This case study is less than a thousand words, but it's packed with useful data points. Data-driven insights quickly and clearly show how the value of leveraging first-party data while prioritizing consumer privacy.

Key Learnings from the Think with Google Case Study Example

• A case study doesn’t need to be long or complex to be powerful.
• Clear data points are a quick and effective way to prove value.

9. " In-Depth Performance Marketing Case Study ," by Switch

Switch is an international marketing agency based in Malta that knocks it out of the park with this case study. Its biggest challenge is effectively communicating what it did for its client without ever revealing the client’s name. It also effectively keeps non-marketers in the loop by including a glossary of terms on page 4.

The PDF case study reads like a compelling research article, including titles like "In-Depth Performance Marketing Case Study," "Scenario," and "Approach," so that readers get a high-level overview of what the client needed and why they approached Switch. It also includes a different page for each strategy. For instance, if you’d only be interested in hiring Switch for optimizing your Facebook ads, you can skip to page 10 to see how they did it.

The PDF is fourteen pages long but features big fonts and plenty of white space, so viewers can easily skim it in only a few minutes.

Key Learnings from the Switch Case Study Example

• If you want to go into specialized information, include a glossary of terms so that non-specialists can easily understand.
• Close with a CTA page in your case study PDF and include contact information for prospective clients.

10. " Gila River ," by OH Partners

Let pictures speak for you, like OH Partners did in this case study. While you’ll quickly come across a heading and some text when you land on this case study page, you’ll get the bulk of the case study through examples of actual work OH Partners did for its client. You will see OH Partners’ work in a billboard, magazine, and video. This communicates to website visitors that if they work with OH Partners, their business will be visible everywhere.

And like the other case studies here, it closes with a summary of what the firm achieved for its client in an eye-catching way.

Key Learnings from the OH Partners Case Study Example

• Let the visuals speak by including examples of the actual work you did for your client — which is especially useful for branding and marketing agencies.
• Always close out with your achievements and how they impacted your client.

11. " Facing a Hater ," by Digitas

Digitas' case study page for Sprite’s #ILOVEYOUHATER campaign keeps it brief while communicating the key facts of Digitas’ work for the popular soda brand. The page opens with an impactful image of a hundred people facing a single man. It turns out, that man is the biggest "bully" in Argentina, and the people facing him are those whom he’s bullied before.

Scrolling down, it's obvious that Digitas kept Sprite at the forefront of their strategy, but more than that, they used real people as their focal point. They leveraged the Twitter API to pull data from Tweets that people had actually tweeted to find the identity of the biggest "hater" in the country. That turned out to be @AguanteElCofler, a Twitter user who has since been suspended.

Key Learnings from the Digitas Case Study Example

• If a video was part of your work for your client, be sure to include the most impactful screenshot as the heading.
• Don’t be afraid to provide details on how you helped your client achieve their goals, including the tools you leveraged.

12. " Better Experiences for All ," by HermanMiller

HermanMiller sells sleek, utilitarian furniture with no frills and extreme functionality, and that ethos extends to its case study page for a hospital in Dubai.

What first attracted me to this case study was the beautiful video at the top and the clean user experience. User experience matters a lot in a case study. It determines whether users will keep reading or leave. Another notable aspect of this case study is that the video includes closed-captioning for greater accessibility, and users have the option of expanding the CC and searching through the text.

HermanMiller’s case study also offers an impressive amount of information packed in just a few short paragraphs for those wanting to understand the nuances of their strategy. It closes out with a quote from their client and, most importantly, the list of furniture products that the hospital purchased from the brand.

Key Learnings from the HermanMiller Case Study Example

• Close out with a list of products that users can buy after reading the case study.
• Include accessibility features such as closed captioning and night mode to make your case study more user-friendly.

13. " Capital One on AWS ," by Amazon

Do you work continuously with your clients? Consider structuring your case study page like Amazon did in this stellar case study example. Instead of just featuring one article about Capital One and how it benefited from using AWS, Amazon features a series of articles that you can then access if you’re interested in reading more. It goes all the way back to 2016, all with different stories that feature Capital One’s achievements using AWS.

This may look unattainable for a small firm, but you don’t have to go to extreme measures and do it for every single one of your clients. You could choose the one you most wish to focus on and establish a contact both on your side and your client’s for coming up with the content. Check in every year and write a new piece. These don’t have to be long, either — five hundred to eight hundred words will do.

Key Learnings from the Amazon AWS Case Study Example

• Write a new article each year featuring one of your clients, then include links to those articles in one big case study page.
• Consider including external articles as well that emphasize your client’s success in their industry.

14. " HackReactor teaches the world to code #withAsana ," by Asana

While Asana's case study design looks text-heavy, there's a good reason. It reads like a creative story, told entirely from the customer's perspective.

For instance, Asana knows you won't trust its word alone on why this product is useful. So, they let Tony Phillips, HackReactor CEO, tell you instead: "We take in a lot of information. Our brains are awful at storage but very good at thinking; you really start to want some third party to store your information so you can do something with it."

Asana features frequent quotes from Phillips to break up the wall of text and humanize the case study. It reads like an in-depth interview and captivates the reader through creative storytelling. Even more, Asana includes in-depth detail about how HackReactor uses Asana. This includes how they build templates and workflows:

"There's a huge differentiator between Asana and other tools, and that’s the very easy API access. Even if Asana isn’t the perfect fit for a workflow, someone like me— a relatively mediocre software engineer—can add functionality via the API to build a custom solution that helps a team get more done."

Key Learnings from the Asana Example

• Include quotes from your client throughout the case study.
• Provide extensive detail on how your client worked with you or used your product.

15. " Rips Sewed, Brand Love Reaped ," by Amp Agency

Amp Agency's Patagonia marketing strategy aimed to appeal to a new audience through guerrilla marketing efforts and a coast-to-coast road trip. Their case study page effectively conveys a voyager theme, complete with real photos of Patagonia customers from across the U.S., and a map of the expedition. I liked Amp Agency's storytelling approach best. It captures viewers' attention from start to finish simply because it's an intriguing and unique approach to marketing.

Key Learnings from the Amp Agency Example

• Open up with a summary that communicates who your client is and why they reached out to you.
• Like in the other case study examples, you’ll want to close out with a quantitative list of your achievements.

16. " NetApp ," by Evisort

Evisort opens up its NetApp case study with an at-a-glance overview of the client. It’s imperative to always focus on the client in your case study — not on your amazing product and equally amazing team. By opening up with a snapshot of the client’s company, Evisort places the focus on the client.

This case study example checks all the boxes for a great case study that’s informative, thorough, and compelling. It includes quotes from the client and details about the challenges NetApp faced during the COVID pandemic. It closes out with a quote from the client and with a link to download the case study in PDF format, which is incredibly important if you want your case study to be accessible in a wider variety of formats.

Key Learnings from the Evisort Example

• Place the focus immediately on your client by including a snapshot of their company.
• Mention challenging eras, such as a pandemic or recession, to show how your company can help your client succeed even during difficult times.

17. " Copernicus Land Monitoring – CLC+ Core ," by Cloudflight

Including highly specialized information in your case study is an effective way to show prospects that you’re not just trying to get their business. You’re deep within their industry, too, and willing to learn everything you need to learn to create a solution that works specifically for them.

Cloudflight does a splendid job at that in its Copernicus Land Monitoring case study. While the information may be difficult to read at first glance, it will capture the interest of prospects who are in the environmental industry. It thus shows Cloudflight’s value as a partner much more effectively than a general case study would.

The page is comprehensive and ends with a compelling call-to-action — "Looking for a solution that automates, and enhances your Big Data system? Are you struggling with large datasets and accessibility? We would be happy to advise and support you!" The clean, whitespace-heavy page is an effective example of using a case study to capture future leads.

Key Learnings from the Cloudflight Case Study Example

• Don’t be afraid to get technical in your explanation of what you did for your client.
• Include a snapshot of the sales representative prospects should contact, especially if you have different sales reps for different industries, like Cloudflight does.

18. " Valvoline Increases Coupon Send Rate by 76% with Textel’s MMS Picture Texting ," by Textel

If you’re targeting large enterprises with a long purchasing cycle, you’ll want to include a wealth of information in an easily transferable format. That’s what Textel does here in its PDF case study for Valvoline. It greets the user with an eye-catching headline that shows the value of using Textel. Valvoline saw a significant return on investment from using the platform.

Another smart decision in this case study is highlighting the client’s quote by putting it in green font and doing the same thing for the client’s results because it helps the reader quickly connect the two pieces of information. If you’re in a hurry, you can also take a look at the "At a Glance" column to get the key facts of the case study, starting with information about Valvoline.

Key Learnings from the Textel Case Study Example

• Include your client’s ROI right in the title of the case study.
• Add an "At a Glance" column to your case study PDF to make it easy to get insights without needing to read all the text.

19. " Hunt Club and Happeo — a tech-enabled love story ," by Happeo

In this blog-post-like case study, Happeo opens with a quote from the client, then dives into a compelling heading: "Technology at the forefront of Hunt Club's strategy." Say you’re investigating Happeo as a solution and consider your firm to be technology-driven. This approach would spark your curiosity about why the client chose to work with Happeo. It also effectively communicates the software’s value proposition without sounding like it’s coming from an in-house marketing team.

Every paragraph is a quote written from the customer’s perspective. Later down the page, the case study also dives into "the features that changed the game for Hunt Club," giving Happeo a chance to highlight some of the platform’s most salient features.

Key Learnings from the Happeo Case Study Example

• Consider writing the entirety of the case study from the perspective of the customer.
• Include a list of the features that convinced your client to go with you.

20. " Red Sox Season Campaign ," by CTP Boston

What's great about CTP's case study page for their Red Sox Season Campaign is their combination of video, images, and text. A video automatically begins playing when you visit the page, and as you scroll, you'll see more embedded videos of Red Sox players, a compilation of print ads, and social media images you can click to enlarge.

At the bottom, it says "Find out how we can do something similar for your brand." The page is clean, cohesive, and aesthetically pleasing. It invites viewers to appreciate the well-roundedness of CTP's campaign for Boston's beloved baseball team.

Key Learnings from the CTP Case Study Example

• Include a video in the heading of the case study.
• Close with a call-to-action that makes leads want to turn into prospects.

21. " Acoustic ," by Genuine

Sometimes, simple is key. Genuine's case study for Acoustic is straightforward and minimal, with just a few short paragraphs, including "Reimagining the B2B website experience," "Speaking to marketers 1:1," and "Inventing Together." After the core of the case study, we then see a quote from Acoustic’s CMO and the results Genuine achieved for the company.

The simplicity of the page allows the reader to focus on both the visual aspects and the copy. The page displays Genuine's brand personality while offering the viewer all the necessary information they need.

• You don’t need to write a lot to create a great case study. Keep it simple.
• Always include quantifiable data to illustrate the results you achieved for your client.

22. " Using Apptio Targetprocess Automated Rules in Wargaming ," by Apptio

Apptio’s case study for Wargaming summarizes three key pieces of information right at the beginning: The goals, the obstacles, and the results.

Readers then have the opportunity to continue reading — or they can walk away right then with the information they need. This case study also excels in keeping the human interest factor by formatting the information like an interview.

The piece is well-organized and uses compelling headers to keep the reader engaged. Despite its length, Apptio's case study is appealing enough to keep the viewer's attention. Every Apptio case study ends with a "recommendation for other companies" section, where the client can give advice for other companies that are looking for a similar solution but aren’t sure how to get started.

Key Learnings from the Apptio Case Study Example

• Put your client in an advisory role by giving them the opportunity to give recommendations to other companies that are reading the case study.
• Include the takeaways from the case study right at the beginning so prospects quickly get what they need.

23. " Airbnb + Zendesk: building a powerful solution together ," by Zendesk

Zendesk's Airbnb case study reads like a blog post, and focuses equally on Zendesk and Airbnb, highlighting a true partnership between the companies. To captivate readers, it begins like this: "Halfway around the globe is a place to stay with your name on it. At least for a weekend."

The piece focuses on telling a good story and provides photographs of beautiful Airbnb locations. In a case study meant to highlight Zendesk's helpfulness, nothing could be more authentic than their decision to focus on Airbnb's service in such great detail.

Key Learnings from the Zendesk Case Study Example

• Include images of your client’s offerings — not necessarily of the service or product you provided. Notice how Zendesk doesn’t include screenshots of its product.
• Include a call-to-action right at the beginning of the case study. Zendesk gives you two options: to find a solution or start a trial.

24. " Biobot Customer Success Story: Rollins College, Winter Park, Florida ," by Biobot

Like some of the other top examples in this list, Biobot opens its case study with a quote from its client, which captures the value proposition of working with Biobot. It mentions the COVID pandemic and goes into detail about the challenges the client faced during this time.

This case study is structured more like a news article than a traditional case study. This format can work in more formal industries where decision-makers need to see in-depth information about the case. Be sure to test different methods and measure engagement .

Key Learnings from the Biobot Case Study Example

• Mention environmental, public health, or economic emergencies and how you helped your client get past such difficult times.
• Feel free to write the case study like a normal blog post, but be sure to test different methods to find the one that best works for you.

25. " Discovering Cost Savings With Efficient Decision Making ," by Gartner

You don't always need a ton of text or a video to convey your message — sometimes, you just need a few paragraphs and bullet points. Gartner does a fantastic job of quickly providing the fundamental statistics a potential customer would need to know, without boggling down their readers with dense paragraphs. The case study closes with a shaded box that summarizes the impact that Gartner had on its client. It includes a quote and a call-to-action to "Learn More."

Key Learnings from the Gartner Case Study Example

• Feel free to keep the case study short.
• Include a call-to-action at the bottom that takes the reader to a page that most relates to them.

26. " Bringing an Operator to the Game ," by Redapt

This case study example by Redapt is another great demonstration of the power of summarizing your case study’s takeaways right at the start of the study. Redapt includes three easy-to-scan columns: "The problem," "the solution," and "the outcome." But its most notable feature is a section titled "Moment of clarity," which shows why this particular project was difficult or challenging.

The section is shaded in green, making it impossible to miss. Redapt does the same thing for each case study. In the same way, you should highlight the "turning point" for both you and your client when you were working toward a solution.

Key Learnings from the Redapt Case Study Example

• Highlight the turning point for both you and your client during the solution-seeking process.
• Use the same structure (including the same headings) for your case studies to make them easy to scan and read.

27. " Virtual Call Center Sees 300% Boost In Contact Rate ," by Convoso

Convoso’s PDF case study for Digital Market Media immediately mentions the results that the client achieved and takes advantage of white space. On the second page, the case study presents more influential results. It’s colorful and engaging and closes with a spread that prompts readers to request a demo.

Key Learnings from the Convoso Case Study Example

• List the results of your work right at the beginning of the case study.
• Use color to differentiate your case study from others. Convoso’s example is one of the most colorful ones on this list.

28. " Ensuring quality of service during a pandemic ," by Ericsson

Ericsson’s case study page for Orange Spain is an excellent example of using diverse written and visual media — such as videos, graphs, and quotes — to showcase the success a client experienced. Throughout the case study, Ericsson provides links to product and service pages users might find relevant as they’re reading the study.

For instance, under the heading "Preloaded with the power of automation," Ericsson mentions its Ericsson Operations Engine product, then links to that product page. It closes the case study with a link to another product page.

Key Learnings from the Ericsson Case Study Example

• Link to product pages throughout the case study so that readers can learn more about the solution you offer.
• Use multimedia to engage users as they read the case study.

Start creating your case study.

Now that you've got a great list of examples of case studies, think about a topic you'd like to write about that highlights your company or work you did with a customer.

A customer’s success story is the most persuasive marketing material you could ever create. With a strong portfolio of case studies, you can ensure prospects know why they should give you their business.

Editor's note: This post was originally published in August 2018 and has been updated for comprehensiveness.

Don't forget to share this post!

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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

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Create Case Studies With Market Research Tactics

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Ready to create case studies? If you’re a B2B business (or a B2C business with long sales cycles), you should be. Case studies fuel a host of marketing and sales activities, from PR and content marketing to outbound sales enablement.

But, volume matters. The more case studies you have that represent a wide variety of industries, use cases, and benefits, the more you can pick the right story for the right context.

Thankfully, you can scale case study creation with classic market research approaches. Because case studies are, at their core, tailored one-to-one interviews , you can templatize the approach and create a case study arsenal in as little as 2-3 months.

Why Create Case Studies

Creating case studies takes time. We won’t dispute that! But, the benefits of creating case studies is so great that it’s well worth it. Check out some of the benefits most organizations derive from building up their arsenal:

PR Opportunities

After a business launches a new product or service, there isn’t much “newness” to announce. This means you have to make news. Finding great customer wins gives PR teams something worthwhile to pitch. These stories talk to the business’ products or services in an intersting, not too business-centric way, offering great PR fodder.

Marketing Nurture Activities

In longer sales cycle businesses, you need to keep you product top of mind. Using case studies throughout your nurturing and bottom-of-funnel outreach activities gives you targeted content to do just that.

Top-Of-Funnel Marketing Activities

Most companies need to fuel their social media, blog, and email marketing activities to attract new attention. Slicing and dicing case studies into smaller content pieces lets a marketing team produce top-of-funnel content for months on end.

Outbound Sales Materials

For those businesses doing outbound sales, case studies serve as valuable entry tools. Citing a customer name and the the business benefits they enjoyed builds credibility and gives an outbound sales team the chance to pitch a prospect on a meeting or demo.

In sum, when you create case studies, you create a content marketing and sales activation engine.

Start With The Case Study Output Template

Using market research to create case study libraries means developing a scaleable approach. That’s why we always say start from the end and then work backwards. When it comes to case studies, that means start with your final template or output layout. Once you know what you want your output to look like, you’ll know what information you’ll need to fill it in.

As you can imagine, there are a lot of ways to build out your case study template. Nevertheless, the example on the left is a standard approach we like. This is because it includes a few key components:

• Skimmable Text : Most prospective customers are in a hurry. This means they may not want to read a full story. Having a column or area that makes it easy to glean the case study content solves this problem. With a bulleted text and results area, readers absorb the story quickly. From there, they can read the fuller story or move on.
• Long-Form Story : For prospects that want the entire story, include the main body area. This is paragraph-based text that offers a synopsis of the customer’s background, how they approached their problem using the solution, and the tangible benefits received.
• Individual Quote : Social proof matters. There are few things more impactful than a person willing to give their name and likeness to another company for marketing purposes. That’s why, if possible, include a customer quote.

Design Your Case Study Questions

Obviously, the questions you ask will depend on the nature of what your product or service does. You’ll need some amount of question tailoring. That said, if we look at our template above, you’ll see you need to ask questions around three key areas:

Business Background

These are questions that isolate the business challenges a customer had, and what led them to look for your solution in the first place.  Typical questions include:

• • Tell me a little about your organization (e.g. employee number/background, what people are tasked with, core KPIs, etc.)
• • What challenges did you have that ultimately led you to seek out a solution?
• • Why were these issues so problematic?
• • What was your go-to approach to addresses this before you starting using our product?

This is where you marry the customer’s problem with your solution. These questions let you illustrate how people use your solution to address a variety of needs. Some sample questions include:

• • What was it about our product that led you to pick it?
• • How did you first go about using it?
• • Were there certain features in particular you / your team found critical? If so, which ones and why?
• • What was especially beneficial / useful about the experience?

Especially important are tangible, quantifiable benefits that let you tout really clear product wins. Some questions we often use include:

• • Tell us about [time savings, cost savings, faster resolution times, faster throughput times, etc.] you got from using the product. How did that come about?
• • Thinking about broader business goals, how did this fit in? How did the product help you meet those objectives?
• • Were there any unexpected benefits you received from using the product?

Structure Your Outreach & Production Workflow

Once you finalize your questions, you’re ready to gather up your case study interviews. This means developing a process for reaching out to customers, gathering their stories, and formalizing the stories into complete case studies.

The typical workflow includes the following approach:

1. Develop An Outreach List : First, build a list of all the customers you hope will give you a story. This usually means working with sales or customer service reps to build out an initial list. As they enter in names, also ask them to include a “Why.” That is, what do they know about this customer that makes them a great case study opportunity.

2. Perform Outreach : With your list finalized, it’s time to reach out and request a case study interview. We suggest developing email templates and phone scripts for your sales and customer service teams. This lets them spend their time on outreach, not on figuring out how to ask for the interviews in the first place.

Include an explanation of what the process is, why you’re doing it, and what they may get in return. This is also where you mention any incentive you wish to offer.

3. Schedule The Interviews : Once a customer says “yes,” get them scheduled! You can do this manually or with a tool. For example, we like using Calendly , a scheduling tool that lets you streamline scheduling and get meetings faster.

4. Complete The Interviews : This is the part where you get to use your interview questions with each and every customer. It’s also where you can go a bit off script. As you listen to answers, don’t be afraid to probe for more details. Each story is a little different, and therefore may require some tailored questions.

5. Draft The Story & Get Approval : With the full story recorded, clean it up and draft it into your standardized case study template. Because you are likely using customer names, you’ll need to share the document and get their approval. Or, get their feedback and make necessary edits.

6. Finalize Design & Publishing Approach : With approval in-hand, you can finally share the story. At the simplest level, this likely means putting it into a PDF for easy shareability and pushing it live on your website. However, it should also include sharing it with your content and sales teams and letting them consider how they can leverage it for their particular needs.

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Here’s a collection of our client work across many industries. Each study demonstrates our thoughtful response to particular research needs and how our approach made a difference.

Green Marketing

Does 'yummy' play a role in profitability of this alternative-protein source.

Our client was excited about a new plant-based protein that could be marketed to clients. But the “yum” factor played a big part in the demand for it.

Do U.S. consumers believe a tire company can be "green"?

Global tire manufacturer needed to understand sustainability views of their existing U.S. consumer market segments so they could fully develop their green marketing strategy focused on a circular economy.

Health Insurance

Applying an integrated qual-quant approach to unravel the why behind member termination.

Business Challenge A well-known, dominant health insurance company asked TRC for research help to gain clarity as to why members were canceling insurance, despite a history of positive experiences with the plan. Prior research demonstrated that t...

Community Proved Valuable

A health insurance carrier wanted to establish on-demand access to its target audience of current and prospective members.

Digital Wallet Product Uncovers Key Targets Holding Most Growth Opportunity

Well-known FinTech client with digital wallet product needed to understand market share potential, unmet needs, and which features and services provided inroads toward new products.

Food and Beverage

Defining and refining a beverage category.

A beverage company was investing in new product lines, and wanted to determine the best way to configure retail space for the new offerings.

How to Mix 100+ Product Lines of House Paint

A paint manufacturer wanted to reduce the number of SKUs while ensuring offerings that would appeal to all segments of the paint contractor market. 

Digital Payment Service Optimized Their Strategic Roadmap with Two-Dimensional Max-Diff

Long-established FinTech client looking to evolve their offerings asked us to help identify features and services of greatest importance so they could direct R&D and inform future market strategies.

Segmentation to Optimize Digital Imaging Market

Our robust segmentation methodology identified six new actionable segments.

Choosing the Most Effective Campaign Messaging

A health insurance company needed to understand: Which positioning statements and messaging resonates best with my purchasing audience? Qualitative and quantitative methods gave us a more complete picture.

Not Just Segments, but Deeply Personified Segments

A modern bank wanted to know how to segment and define their target audience, and also how to communicate to each segment mirroring their language, attitudes, feelings, etc.

Van Westendorp Technique and Price Points

With more than 40,000 auto dealer clients, this service provider needed us to help identify potential, optimal price points for their online vehicle remarketing services.

Price Laddering Sized the Market Potential

A pharma company asked: "what price would be the highest price?" at which a consumer would no longer ask about their new drug? Why price laddering worked.

Medical Procedures Priced Correctly?

A major healthcare provider asked us: "evaluate the price sensitivity of 200+ procedural codes" to understand if the fees aligned to patient perceptions.

Guiding Consumers to Build Their Own Health Insurance Plan

Our client wanted to identify the most appealing benefits, and the trade-offs consumers make when considering specific levels of the healthcare benefits, and to profile consumers interested in specific features and levels so that the client could cus...

Global Service Gaps Identified

In-language feedback from consumers across the globe revealed important differences in overall satisfaction levels across countries.

Consumer Pkg Goods

Is this unique enough turning failure into success.

Conjoint and TRC Simulator allowed this CPG heavyweight to understand how their new breakfast product idea could meet consumer preferences in five different markets across four continents.

Would You Buy This?

Idea Audit™ delivered fundamental concept metrics, difficult-to-quantify information, and purchase likelihood estimates for the makers of EVO Oil Sprayer — all at a low cost.

Making the Most of Hospital's Prestigious Brand

Prestigious hospital needed to understand: In a competitive market, what perceptions do the locals recall and use when seeking nearby treatment and care?

One of the more actionable segmentation insights we uncovered: Food is only part of good pet care.

Mixing Emotional and Rational

Discrete-choice created 'gut-feeling' scenarios and delivered emotionally driven results.

Creating a Right Variety of "Yum!"

Consumer packaged goods manufacturers often struggle with selecting the right products or combination of products for their "multi-pack" offerings.

Do We Buy the Product or the Brand?

A well-known, legacy retail giant needed to understand the brand equity (perceived value) of their bestselling power and hand tool brands.

Business-to-Business

Priced to market.

Bracket™ and discrete-choice conjoint analysis helped this legal services provider prioritize the features and benefits that attorneys would pay for.

Object-Based Segmentation Found Four New Audience Segments

This health insurance provider couldn't understand why many in their target didn't even want insurance policies. Qualitative defined the survey. Quantitative revealed four new segments.

Best Combination of Medicare Plans

We identified the best combination of medicare plans using Total Unduplicated Reach and Frequency (TURF) and discrete-choice conjoint.

Designing a Credit Card for High-End Travelers

A growing regional bank is looking to expand its product line by offering a premium credit card, designed for the population of affluent travelers.

Hospitality

Hotel happy.

CHAID segmentation told us which guests checked out happy and why.

Insurance Claims Improved

Key driver analysis identified room for big improvements at the claims level, where it mattered most.

Improving Radisson's Guest Satisfaction

Historical data and a simulator told us that making just one small change in quest satisfaction right away would increase monthly revenue.

Medical Devices

Medical device firm going international.

Discrete-choice conjoint helped Covidien medical device company expand globally with very tough target.

Identifying Consumer Preferences in Healthcare

Bracket™ prioritized a large number (64) of consumer interactions, generated based on the qualitative phase, to identify those most critical to a positive consumer experience.

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Case studies

Giving Audi the confidence to air new creative

With real audience insights, we helped the auto brand improve (and shorten) a TV ad that wasn't getting them the results they needed.

Putting a fresh face on new product development for No7

After realising the power of agile concept testing, No7 developed a robust insights programme with the Kantar Marketplace platform at its core.

Schneider launches a successful FIFA World Cup campaign

Discover how the sponsor of Argentina’s national football team capitalised on qualitative studies and LINK on Kantar Marketplace to deliver a moving World Cup campaign.

Optimising concepts with speed for a successful global brand launch

Improving market penetration in Australia for Jarrah and Ovaltine

Learn how BrandEvaluator on Kantar Marketplace helped identify ways to acquire more customers by positively changing customer perceptions.

Driving ambitious global growth with agile brand measurement

Zespri is a fast-growing, fruit marketeer using agile brand equity measurement on Kantar Marketplace to support their ambitious global growth plans in emerging markets.

Confirming bold campaign decisions for PepsiCo’s Rockstar

Levelling up brand performance in the bread spreads market

Discover how Arla Cheesy Spread turned to BrandEvaluator on Kantar Marketplace to gauge progress against their brand goals in the Philippines.

Helping BrewDog convey sustainability credentials via packaging

Discover how we helped BrewDog convey their sustainability credentials more effectively through their packaging.

Innovating Ferrero’s holiday concepts for sweet success

Learn how the Kinder brand used agile insights from ConceptEvaluate on Kantar Marketplace to gauge consumer interest in three new holiday concepts and build differentiation.

Fast-tracking beverage innovation at Spindrift

Unlocking scalable digital creative intelligence for Unilever

LINK AI forms the backbone of a global system for testing digital ads across the organisation's markets, categories and brands.

Agile new product development for Kraft Heinz in China

Communicating Vino Colon’s brand positioning more effectively through advertising

How we challenged a wine purveyor to rethink gender stereotypes in their communications.

From insights to winning concepts for Danone in days

A breakthrough innovation was needed for Danone’s Activia brand – and Kantar delivered in super-quick time with ConceptEvaluate.

Validating Google’s ABCD framework with the power of artificial intelligence

Learn how Google used LINK AI to analyse over 11,000 ads in less than a month, revealing key drivers of effective creative.

Helping Kez’s Kitchen range their products in the biggest retailers in Australia

How the brand successfully extended their snacking SKUs and got their products ranged in two leading Australian retailers.

Understanding global creative to tailor to local market context and life stage

Helping White Claw optimise global creative for the Australian market with LINK on Kantar Marketplace.

Helping Tassal to support new product development with consumer insight

How Tassal has renovated the way that they develop and launch new products using IdeaEvaluate and ConceptEvaluate on Kantar Marketplace.

Helping coffee brand Nova Brasilia develop more effective creative in Bulgaria

Learn how the brand used iterative testing throughout the creative development process to maximize ad impact.

Helping a finance brand build better ads with tailored insights

How Banco Galicia managed to communicate a new product in its brand ecosystem in an impactful and efficient way.

How to optimize the presentation of a new release with agile insight

Helping Cervecera de Canarias to maintain brand authenticity during a new product launch with idea screening and concept testing.

Helping Twinings with end-to-end creative development

How ensure success from idea to finished film; early-stage development combined with optimisations through LINK+.

Launching Yakult’s European campaign with confidence

Test your campaigns in-market to maximise their impact

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Using AI to scale creative effectiveness

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Client testimonials

"Kantar’s Marketplace system is super quick, easy to use and very intuitive. Even in its lowest cost solution it delivers so much more for your money than competitors, more flexibility with sample, best in class system 1 emotional measures & a wealth of other metrics. It gave me the confidence to have a really robust read on the strengths & weaknesses of our ads & make the right decisions moving forward."

Louise Abbott Consumer Insights Manager  |  BRITA Water

"I have been sincerely impressed with the speed that Kantar Marketplace can deliver results. My organization moves at such a fast pace that most premium suppliers' solutions are not even close in meeting; this platform has unlocked all the Kantar agility needed to match our rigorous internal timelines and enable research informed decisions as quickly as required."

Georgios Papadopoulos Senior CDI Manager, Hygiene  l  Reckitt Benkiser

"When we wanted to ensure that our new advertising campaign was well poised to meet our brand building goals for Johnson and Johnson, we needed results fast. We were extremely impressed by the speed in which Kantar Marketplace delivered, enabling us to see results from 15 digital and TV assets in just three working days after launch. While the platform unlocked a core need to deliver results in almost real time, it didn’t take away from the valuable insights and expertise that Kantar brings; it was this expertise which propelled the team and agency to make informed decisions and drive success. All in all, a fantastic combination."

Michael McCaffrey Global Head, Strategy and Insights Corporate Affairs  Johnson & Johnson

"The concept screening programme we’ve implemented in partnership with Kantar has given us a fully validated new product development pipeline. We’re confident in the products we’re launching and know how to optimise the concepts to maximise commercial potential. Kantar Marketplace is such an agile approach, and the analytics dashboard is really convenient for accessing results. The expertise and interpretation we get from the team at Kantar has added so much value."

Caroline Morley No7 Global Insights Manager l Walgreens Boots Alliance

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Marketing Research Case Histories

Below is a list of case studies detailing some of Decision Analyst’s experiences, from innovation and qualitative research to quantitative research, to advanced analytics and predictive analytics. You can view each article by clicking on the title.

A Decision Analyst Proprietary Panel of Users

Category: Tanning Products Methods: Proprietary Panel; Custom Research Panel; Tracking Research; Qualitative Research; Quantitative Research; Attitude, Usage, & Behavior Research Summary: A large consumer packaged-goods company wanted to gain insights into two consumer groups’ attitudes, usage, and behaviors toward tanning products over a period of 16 months.

A Fistful of (Electronic) Dollars

Category: Gift Cards Methods: Market-Share Tracking, Consumer Trends Summary: Decision Analyst recommended using quantitative surveys among both purchasers and recipients to capture gift card market share, as well as a deep dive into the motivations and behaviors surrounding a gift card purchase.

A Hair-Raising Global Tracking Study

Category: Beauty Products Methods: Product Awareness and Usage, International Research, Product Attributes, Incidence, Customer Target Profile Summary: An international innovator of premium beauty products targeted to women wanted to better understand hair care needs and product usage among females in four countries. 

A Model of Customer Loyalty

Category: Insurance Methods: Advanced Analytics, Brand Equity Modeling, Customer Satisfaction & Loyalty, Customer Loyalty Modeling, Customer Loyalty Simulator™ Summary: Decision Analyst’s Customer Loyalty Simulator ™ was integral in empowering the client to make decisions about how to improve the brand.

A Qualitative Approach to Understanding the Path-to-Purchase

Category: Cosmetic Methods: In-Person Focus Groups, Virtual-Ethnography (Remote Desktop Viewing), Path-to-Purchase, Time- Extended™ Qualitative Summary:  Management wanted to identify and understand why cosmetics’ users read reviews, shop and buy online vs. in store and how they might stop or reverse this trend to online, or possibly take better advantage of the online channel.

A Rose of Any Other Color...

Category: Children's Toys Methods: Package Testing, Virtual Shopping, Advanced Analytics, Quantitative Research, Shopper Insights Summary: Consumer research was carefully crafted to understand shoppers’ reactions to the revised packages, and ultimately revealed that the proposed changes would benefit the brand.

Advertising Research: Benchmarking New Ads for a Restaurant

Category: Quick Service Restaurant (QSR) Methods: Quantitative Research, Advertising Research, Benchmarking Summary: The client wanted to understand consumers’ attitudes about the advertisements in order to determine if the advertisements were up to the company’s standards and were communicating the intended messages and positioning.

Advertising Testing Among Hispanics

Category: Retail Methods: Advertising Research (Copy Testing), Hispanic Research Summary: Decision Analyst’s CopyTest® system and proprietary SellingPower™ analytical model calculated overall advertising effectiveness and suggested how to increase the ads’ cultural relevance.

Benefit Pricing: Optimizing The Price Point for a Product Line Extension

Category: Consumer Health and Beauty Products Methods: New Product Concept Testing Summary: A leading global manufacturer of consumer health and beauty products was considering adding a new product to its current line.

Card Sorting and Concept Testing Among Seniors

Category: Insurance Company Methods: Concept Testing, Market Evaluation Summary: Decision Analyst recommended a two-part project: a card-sort survey to determine the market potential and identify the most desired benefits, followed by a concept test to identify the most promising concept and determine the optimal price points.

China: A New World of Possibilities

Category: Skincare System Methods: Time-Extended™ Online Focus Group, Global Research, Research in China Summary: A multinational personal-care products manufacturer was interested in expanding its skincare business in China and wanted to identify the unique needs and applications to deliver a pipeline of skincare products specially designed for Asian consumers.

Changing The Game In The Electric Vehicle Arena Accelerating Consumer Adoption Of The Electric Truck

Category: Automotive Research Methods: Choice Modeling, DecisionSimulator™ Summary: Our client wanted to know what consumers wanted, but more importantly, what they “needed” in an electric light-duty truck that would make it more appealing than competitor models.

Choice Modeling: Testing Product and Service Bundles

Category: Technology Products and Services Methods: Advanced Analytics, Choice Modeling Summary:  Decision Analyst conducted research to develop a consumer-configured list of preferred product and service bundles to offer.

Choosing Advertising Approaches Between Alternative Storyboards

Category: Automotive Parts Manufacturer Methods: CopyTest®, Advertising Research Summary:  Our client asked us to conduct a study that would determine which ads would be the most effective at communicating the message to their target audience.

Combining Survey Choice Modeling With Customer-Database Predictive Modeling

Category: Utilities Methods: Advanced Analytics, Customer-Database Predictive Modeling, Hierarchical Bayes Choice Modeling Summary: Decision Analyst’s client wished to directly predict the receptivity of its customers and prospects to a wide variety of promotion and pricing features of electricity plans.

Category: Automotive Aftermarket Methods: Concept Testing, Purchase Motivation, Brand Positioning Summary: A leading producer and distributor of aftermarket fluids and additives was considering a reformulation of its top-selling, trademarked product. 

Consumer Health-Monitoring Device Optimization

Category: CPG – Health & Beauty Aids) Methods: Discrete Choice Exercise, Hierarchical Bayes Choice Model, Price Elasticities, Optimization Model, Sales Forecast Summary: An company was launching a new, noninvasive health monitoring device and wanted to assess and optimize the product’s features and understand the optimal product’s likely performance in the market via a sales forecast.

Convenience Store Product Assortment Optimization

Category: CPG–Beverages Methods: TURF Summary: A dairy product company was interested in determining the optimal assortment of coffee creamer flavors to maximize reach and usage frequency in the convenience store channel.

Consumer Pulse Tracking In The Paper-Product Market

Category: Consumer Packaged Goods (CPG) Methods: Attitude & Usage, Purchase Behavior, Key Drivers Summary: A leading manufacturer of sustainable household products wanted to better understand consumers’ usage and perceptions across four household categories.

CopyCheck® of Animatic Ads

Category: Insurance Methods: CopyCheck®, Advertising Research Summary: A major health insurance provider wanted to know which of its new advertising concepts would resonate the most with potential customers. Decision Analyst recommend our proprietary CopyCheck® system.

Database Analytics: Developing Strategic Value From a Consumer Affairs Database

Category: Food Product Manufacturer Methods: Database Analytics, Predictive Analytics, Geospatial Analysis, Data Cleaning, Customer Loyalty, Customer Satisfaction Summary:  The Consumer Affairs department wanted to develop the strategic value of the database and also wanted to improve methods used to deal with consumer inquiries and potential problems. Using sophisticated data cleaning and exploratory methods, geospatial analysis, and standard market research analysis methods, Decision Analyst was able to illuminate patterns in the data.

Determining the Relationship Between Consumption and Household Income

Category: Utilities Methods: Advanced Analytics, Predictive Modeling, Predictive Analytics Summary: A major utility company wished to understand the relationship between consumption of their product and their clients’ household income in order to address pricing issues raised by the regulatory authority. S

Diary Research

Category: Personal Care Product Manufacturer Methods: In-The-Moment Research ; Diary Panel; Tracking Research ; Market Assessment, Ethnography Summary: A personal-care-product manufacturer wanted to understand and quantify consumers’ personal hygiene routines in order to identify new opportunities or marketing campaigns for an existing product. 

E-Commerce Econometric Modeling of Promotions and Media Mix

Category: E-Commerce, Consumer Goods Methods: Econometric Modeling, Advanced Analytics, Predictive Modeling Summary: A Fortune 1000 consumer-goods firm wished to identify patterns and trends in its retailer’s e-commerce sales and promotions. 

Finding That Revolutionary New Product! Using Choice Modeling to Refine a New Product Concept

Category: Automotive Methods: Choice Modeling, Latent-Class Segmentation, Volumetric Forecasting, Market Simulation Summary:   The OEM asked Decision Analyst to design a consumer research program to help them understand the potential for this new product concept they envisioned.

Food Ingredient Consumer-Opinion Research

Category: Food Manufacturer Methods: Online Consumer Survey Summary: A manufacturer of food and beverage products wanted to gauge consumer reactions to various nutrition and ingredient labels listing different sugars, fibers, and starches.

Forecasting: Alternative-Fuel Vehicle Research

Category: Automotive Methods: Advanced Analytics, DecisionSimulator™, Market Simulation Summary: Forecasting consumer demand for several alternative-fuel technologies within five segments.

Fueling Up: International Advertising Research

Category: Retail Automotive Fuel Products Methods: Global Marketing Research, Advertising Research (Copy Testing) Summary: A global automotive fuel company tested its advertising in multiple countries to improve clarity, recall, brand registration, persuasion, and other key elements. Insights taken from Decision Analyst’s monadic CopyTest® made the ads more successful.

Games People Play

Category: Electronic Games Methods: Focus Groups, Depth Interviews, Projective Techniques, Motivational Research Summary: At the dawn of the digital age, a major international manufacturer of electronic systems and components assigned a team of engineers to develop digital games for the new electronic devices then emerging.

Getting Carded

Category: Gift Cards Methods: Customer Loyalty, Awareness and Usage, Customer Satisfaction, Tracking Study Summary: A multinational food and beverage chain wanted to measure over time the awareness and usage of its frequent user/gift card program and its impact on customer loyalty. 

Global Celebrity Index—An International Star Search

Category: Health and Beauty Aids—Cosmetics Methods: Global Marketing Research, Custom Indexing Methodology Summary: A major multinational cosmetics manufacturer sought a celebrity spokesperson to use across global markets. Decision Analyst developed a comprehensive index score based on over 15 variables and collected data simultaneously in 11 countries and in 9 languages. 

Hospital System Advertising Testing Better And Faster With Big Qual

Category: Hospital System Methods: Sequential-Monadic Testing, Big Qual, Qualitative Research, Advertising Testing Summary: A hospital system was interested in assessing four advertising concepts at the storyboard (post-scripts) phase before moving into final television production of the winning ad.

Hospital System Improvement Qualitative Research Among Hospital Customers

Category: Hospital System Methods: Customer Research, Qualitative Research Summary: A hospital system was interested in conducting exploratory qualitative research among past-5-year customers and potential new customers to understand their hospital-selection process, perceptions of each hospital, and associations and gaps among 3 hospitals within their system and competitor hospitals in the area.

Hotel Services Innovation Program

Category: Hospitality Methods: Qualitative Research, Ideation, Quantitative Research, New Product Concept Development & Refinement, Advanced Analytics, MaxDiff Latent Class Choice Model Summary: A major hotel chain was interested in developing relevant and actionable new products and services designed to target the business traveler, and to project potential market appeal for each concept. 

I Beg Your Pardon? (The Value of Unexpected Research Results)

Category: Business-to-Business (B2B) Electronics Methods: Profiling, International Research, Business-to-Business (B2B) Research, Attitude/Awareness/Usage Research, Diagnostic Research, Problem Solving, Teamwork Summary: A leading device manufacturer discovered that previously-held beliefs about the philosophical differences between U.S. and Italian office workers that were driving marketing simply weren’t accurate at all. The research that was originally designed to identify how to penetrate a market was ultimately used to identify how to encourage switching from a competitor’s product.

Identifying the Product Claims that will Drive Consumer Interest

Category: National Food Manufacturer Methods: MaxDiff, Claims Testing Summary: The client had a list of more than 50 product claims that were applicable to multiple grocery categories. They needed an efficient way to determine which claims their marketing should focus on.

Improving Customer Satisfaction for a Utility Company

Category: Utility Methods: Customer Satisfaction, Customer Segmentation, Business-to-Business Research, Consumer Research Summary: A major national utility company was suffering from low customer satisfaction ratings and needed a plan to identify problems and address the issues in a timely manner.

Ingredients for Success: A Global Look at Health- and Beauty-Care Ingredients

Category: Health and Beauty Care Methods: International Research, Analytical Modeling Summary: A major multinational consumer health-and-beauty product manufacturer wanted to determine and anticipate the next big “ingredient” that could revolutionize its segment of the health-and-beauty industry. Leveraging the American Consumer Opinion® panel an online survey was conducted across several countries. 

Key Drivers of Store Sales

Category: Retail Methods: Advanced Analytics, Predictive Modeling, Sales Predictive Modeling Summary: Decision Analyst developed a predictive model of store sales per square foot from customer-satisfaction surveys, 9.4 million records. The model was used to identify key drivers of sales and indicators of store performance, enabling the client to prioritize stores for improvement initiatives.

Look Before Leaping

Category: Salty Snacks Methods: Concept Testing, Product Testing, In-Home Usage Testing, Pii® Product Improvement Index, Volumetric Forecasting, Sales Forecasting, Conceptor® Forecasting Models Summary:   Decision Analyst conducted a large concept test, followed by in-home usage product tests for each major flavor of the new salty snack, and forecasted in-market sales volume with its Conceptor® forecasting models.

Life & Disability Insurance Abandoners Exploratory Qualitative

Category: Life & Disability Insurance Company Methods: Qualitative Research Summary: An insurance company noticed that an increasing number of potential customers abandoned their new insurance purchase after underwriting and approval but before paying their initial bill to begin their new policy. Qualitative research was leveraged to uncover the reasons for policy abandonment.

Market Evaluation

Category: Automotive Methods: Market Evaluation, Quantitative Research, Market Overview Summary: A multinational automotive manufacturer (OEM) with no previous experience in the U.S. market was considering whether or not to attempt to introduce an all-new vehicle into the U.S. The need was to gain a fundamental understanding of the U.S. owner and intender of vehicles in one particular segment of the market.

Market Mix Modeling: Measuring Return From Advertising in the Fresh-Food Industry

Category: Fresh Food Manufacturer Methods: Advertising Research (Copy Testing), Promotion Research, Marketing Mix Modeling, Econometric Modeling, DecisionSimulator™ Summary: A major manufacturer of a fresh-food product wanted to know how much stimulation of sales could be expected per Target Rating Point of advertising. 

Market Needs Assessment: Qualitative Research Among Physicians

Category: Pharmaceuticals Methods: New Product Development, Qualitative Research, Physician Research Summary: A pharmaceutical company was interested in developing a new product for the treatment of a cronic disease. 

MaxDiff Modeling For Healthy Snack-Food Flavor Optimization

Category: Health Snack Food Manufacturer Methods: MaxDiff Analysis, Analytical Consulting, Choice Modeling Summary:  Decision Analyst used MaxDiff modeling to determine which new flavors would increase sales.

Maximum Difference (MaxDiff) Scaling

Category: Cooking Oil Methods: MaxDiff Analysis, Analytical Consulting, Choice Modeling, Hierarchical Bayes Estimation, Claims Testing Summary: A Choice Modeling project was conducted to identify the table spread products most likely to experience an increase in sales by including the cooking oil as a key ingredient.

Measuring Customer Satisfaction Among Preowned Vehicle Buyers

Category: Vehicle Dealer Methods: Customer Satisfaction Tracking, Online Survey, Preowned Buyer Survey, Quantitative Mail Survey, Tracking Research Summary: As a premium automobile retailer with multiple locations, our client has a very strong customer service culture. Decision Analyst updated and automated their customer satisfaction program for preowned cars.

Millennial Imaginators®: Ideation and Concept Refinement In the Hotel Industry

Category: Hospitality, Tourism, Innovation, Millennials Methods: Concept Refinement, Millennials, Imaginators®, Innovation Summary: A leading, global hotel chain wanted to engage creative, forward-thinking Millennials to cocreate some distinct urban-hotel concepts with them.

Mother Knows Best

Category: Childcare Products and Accessories Methods: Concept Testing, Product Testing, In-Home Usage Testing Summary: The research was designed to help diversify, expand, and improve the product line, and, ultimately, to refine and optimize the growth strategy that would allow the company to develop into a global brand.

Name Generation

Category: Healthcare System Methods: Ideation, Name Generation, Name Testing Summary: A large healthcare system asked Decision Analyst to generate, iterate, and then quantitatively test new names for several new healthcare facilities.

Never Trust an Engineer

Category: Electronic Calculators, Mathematics Training Methods: Focus Groups, Depth Interviews, Ethnography, Telephone Survey Summary: A large, worldwide manufacturer of electronic components and devices developed handheld calculators and mathematics training program for children in the first, second, and third grades. 

New Car Clinic

Category: Automotive Methods: Advanced Analytics, Discrete-Choice Modeling, Focus-Group Qualitative Research, Quantitative Static Clinic Summary: A multinational automobile manufacturer sought to introduce a new vehicle into a segment of the market that technically did not exist at that time. 

New Employee Onboarding: Measuring Training Satisfaction

Category: Package Goods Company – Human Resources, Employee Retention Methods: Online Quantitative, Employee Research, Tracking Research Summary: The overarching objective was to help optimize the onboarding process and reduce turnover. Decision Analyst designed a 2 phase research program to help improve the training and onboarding program and increase employee retention.

New Therapy Development & Optimization Research

Category: Medical Device Methods: Feature Optimization, Conjoint Modeling, Choice Modeling, Multi-Phase, Multi-Audience (Consumers & HCPs) Summary: A cross-functional team of academics, scientists, and researchers from a private research university received an NIH grant to develop a new medication. To help the new medication be successful and widely adopted in the marketplace, research was conducted to decide which features needed to be included in the product.

New Product Concept Test: Discovering Key Drivers of Product Preference

New product development.

Category: Medical Devices Methods: New Product Development Research, Concept Testing, Physician Research, Needs Assessment Research Summary: An implantable device manufacturer was interested in bolstering its new product development process by conducting unmet-needs research among implanting physicians.

New Product Positioning and Name Testing Among Professionals

Category: Medical Devices Methods: New Product Development, Positioning Test, Name Testing Summary: A global healthcare company that develops products and systems for in-home use and testing was planning a new product introduction. The company wanted to determine the best product name and to identify a compelling positioning statement to use in marketing the product.

New Vehicle Launch Evaluation

Category: Automotive OEM Methods: Automotive Research, Quantitative Research, Intender Survey, New Buyer Survey, Competitive Buyer Survey Summary: A global automotive OEM was launching a redesigned version of its best-selling vehicle in the U.S. In order to provide a holistic view of the market reaction, Decision Analyst partnered in designing and implementing a research program that provided insights.

Niche Market Opportunities Research Among Healthcare Professionals

Category: Health & Wellness Product Methods: Market Perception Study, Needs Assessment Survey, Healthcare Professionals Survey Summary: A leading maker of health and wellness products wanted to identify barriers and opportunities in a niche market in order to improve its market position in the industry.

Not-So-Secret Identity

Category: Premium Packaged Goods Methods: Depth Interviews, Projective Techniques, Motivational Research, Survey Research, Advanced Analytics, Qualitative Research, Quantitative Research, Packaged Goods Summary: Our client’s brand was among the first of its kind, had been on the market for decades, and had maintained market share, yet our client wanted the brand to do more than just survive. Our consumer research identified “key pillars” for the brand, which have helped propel it far beyond previous success and into new markets around the world.

Omnichannel Shopper Experience: Multiphased Qualitative Research

Category: Beauty Products Manufacturer Methods: In-Person Focus Groups, Qualitative Research, Remote Desktop Viewing, Screen Sharing, Time-Extended™ Online In-Depth Interviews, Virtual Ethnography Summary:   A multiphase qualitative approach was used to gain a deep understanding of consumers’ needs, desires, shopping experiences, and shopping decision-making behaviors, both in store and online.

On the Right Track: Consumer Packaged Goods Brand Tracking

Category: Consumer Packaged Goods Methods: Advertising Research (Copy Testing), Analytical Consulting, Choice Modeling, Attitudinal Research, Brand Equity Monitor™, Key Driver Analysis, Tracking Research Summary: A domestic tool manufacturer wanted to track the category’s (and its own) brand and advertising awareness, in addition to attitudes and usage. 

Online Qualitative, Time-Extended™: Acheiving Deeper Insights After Quantitative Research

Category: Casual Dining Methods: Casual Dining Positioning, Menu Evaluation, Online Depth Interviews, Time-Extended™ Online Qualitative Research Summary: Time-Extended™ online depth interviews were conducted to provide an intimate understanding of the consumer relationship with the brand and its current menu offerings.

Package Testing With A Shelf Set

Category: Packaged Goods (CPG) Methods: Online Survey With Shelf Set, Package Testing, Shopper Research Summary: The brand was very successful at retail, and changing the packaging could potentially have a negative impact on sales if consumers were confused by the change. The company was planning for the next sales cycle and needed to quickly determine in an efficient way which package option they should move forward with in manufacturing.

Paving the Path to Purchase: Identifying the Decision-Making Process for B2B Customers

Category: Manufacturer Methods: Business-to-Business Research, Key Driver Analysis, Qualitative Research, Quantitative Research, Path to Purchase, Time-Extended™ Online Research Summary: A manufacturer of products for workplace usage wanted to increase its knowledge about the path to purchase—how and why business customers buy their products—in order to effectively reach them with the right content at the right place and time.

Physicians Insurance Brand Equity Segmentation

Category: Insurance Company Methods: Physician Research, Brand Equity, Market Segmentation Summary:   In addition to understanding awareness, attitudes, and usage habits, brand equity analysis and a market segmentation were also needed to fully assess the company’s current place in the market, and which groups of physicians may be the best targets for certain products and messages.

Plush Perceptions

Category: Retail—Toys Methods: Qualitative Research, In-Person Qualitative Research Summary: An American production and distribution company needed to explore consumer attitudes, usage, and perceptions of its line of plush toys that accompanied its popular children’s TV show. Insights from the focus groups improved the toy, its marketing, and the show, and the client even gained merchandising opportunities.

Point of Presence Research

Category: Telecommunications Methods: In-Store, Digital Display Testing, Customer Experience Optimization, Promotion Testing Summary: Decision Analyst’s client was introducing informational and advertising-oriented, digital display kiosks in its stores nationwide. Prior to rolling out these free-standing digital fixtures, management wanted to test the overall impact of their digital display screen content, as well as the effectiveness and operations of display orientation, sound, and interactivity.

Positioning Test With Segmentation

Category: Kitchen Appliance System Methods: Positioning Test, Market Segmentation, Latent Class Cluster Analysis Summary: A major consumer-packaged-goods company and a large appliance manufacturer sought to identify a compelling, differentiating positioning for its kitchen system. Decision Analyst’s segmentation technique enabled the client to select an attractive, ownable positioning for the product’s successful launch.

Predicting and Optimizing Website Lead Generation

Category: Online Lead Generation Methods: Correlation/Cluster Analysis, Predictive Modeling, Cross-Validation, Simulation Modeling, Advanced Analytics Summary:  Predictive analytics was applied to data obtained from forms filled out on the website, page views, and lead generation. The resulting predictive models were used to adjust relative spending on different clusters of web pages, maximizing ROI in terms of lead generation.

Predicting Patient Noncompliance Based On Geographic Location

Category: Healthcare Methods: Predictive Modeling, Logistic Regression, Random Forest™, Advanced Analytics Summary: Decision Analyst explored the use of self-reported behavior from the National Health and Nutrition Examination Survey (NHANES), published by the National Center for Health Statistics (NCHS) to develop predictive models of noncompliant patients.

Product Line Extension

Category: Over-The-Counter Medicine Methods: Choice Modeling, Advanced Analytics, DecisionSimulators™ Summary: An over-the-counter drug manufacturer was interested in understanding the market implications of offering a new, higher-strength product to supplement their product line.

Product Line Optimization

Category: Personal Care Manufacturer Methods: Choice Modeling, DecisionSimulator™, Product Line Optimization Summary: A global manufacturer of specialty personal-care products needed to develop a response to major changes made to the category leader's product line.

Proprietary Panel for Customer Satisfaction

Category: Managed-Care Company Methods: Customer Satisfaction, Private Online Panel Summary:  Decision Analyst created, managed, and hosted an online survey panel for the managed care company. The panel allowed easy access to representatives in the PPN and provided a mechanism for feedback on a variety of planned changes and improvements in the ways that providers interact with the company.

Purchase Probability Modeling: Lead Classification System for a Cloud-Based Product

Category: B2B Software Methods: Purchase Probability Modeling, Predictive Modeling, Business-to-Business (B2B) Research, Sales Lead Classification, International Research Summary:  A logistic regression model was developed that predicted the likelihood that a prospect would consider subscribing to the hosted service. The model was incorporated into an interactive scoring tool that allowed the sales force to enter prospect responses for each of the model predictors and forecast the likelihood of prospects to accept an offer of service.

Qualitative Research Among Unacculturated Hispanics in U.S.

Category: Prepaid Services Industry Methods: Qualitative Research, Hispanic Research, In-person In-Depth Interviews Summary: A large U.S. company believed that unacculturated Hispanics might represent a viable target market for its services, but marketing efforts to this segment had largely failed. The firm asked Decision Analyst to propose research that would lead to an improved marketing strategy to reach and convert unacculturated Hispanics in the U.S.

Reaching Young, Tech-Savvy Investors

Category: Financial Services, Investing Methods: New Product Development, Qualitative Research, In-Person Focus Groups, Depth Interviews, Quantitative Surveys Summary: Decision Analyst executed a two-phase research program, including quantitative concept screening as well as qualitative discussions, designed to help refine the final communication strategy. 

Real Estate Site Selection With Predictive Modeling in the Open-Source R Language

Category: Retail Methods: Advanced Analytics, Decision Tree, Linear Regression, Predictive Modeling, Random Forest™, R Language, Real Estate Site Selection Summary: We explored the use of the open-source R Language to develop alternative types of predictive models for retail-site sales forecasting. Alternative model types included decision tree, linear regression, and Random Forest™.

Rebate Offer Ad Test

Category: Optical Products Methods: Promotion Testing, Marketing Communications, Medical Research Summary: A leading maker of optical products wanted to gauge likely consumer response to several product discount offers.

Retail Point-of-Sale Tracking

Category: Retail Methods: Point-of-Sale Surveys, Tracking, Customer Satisfaction Monitoring Summary: A major retailer needed a way to better understand the experiences of their customers in a timely and cost-efficient manner.

Retail Sales Forecasting: Using Spatial Analytics to Identify New Market Opportunities

Category: Fashion Retailing Methods: Retail Store Location Analysis, Spatial Analytics, Geographic Information Systems (GIS) Summary: A national retail apparel chain sought help from Decision Analyst in identifying new market opportunities. Decision Analyst combined survey research, competitive analyses, and geographic analyses and modeling to forecast sales of new stores in smaller markets.

Segmentation Re-Analysis

Category: Restaurant Methods: Segmentation Analysis, Key Driver Analysis, Gap Analysis, Spatial Analysis, Media Analysis Summary: A major U.S. restaurant chain derived substantial added value from its market segmentation study by commissioning Decision Analyst to re-analyze the segmentation data and conduct additional analyses.

Sell Those MBAs

Category: Graduate Education Methods: Syndicated Data Analysis, Secondary Data Analysis, Geographical Information Systems (GIS), Spatial Analytics, GeoMapping, Site Selection, Sales Forecasting, Concept Optimization, Choice Modeling, DecisionSimulator™ Summary: A major university in a large midwestern metropolitan area offered an array of MBA graduate degrees at its downtown campus. Decision Analyst was asked to help identify optimal locations for satellite classrooms to offer the EMBA degree. The results revealed complex interactions among the site-location variables.

Skincare Product Claims Development Research

Category: CPG Via Dermatologists Methods: Claim Ratings, Brand Usage & Awareness Summary: A manufacturer of skincare products was interested in assessing the behaviors and opinions of dermatologists in order to develop claims for its brand.

Socially Distanced Menu-Item Testing

Category: Restaurant Methods: Menu Evaluation, Central-Location Test Summary: An upper-end casual-dining chain with limited locations sought to increase its delivery footprint, and came to Decision Analyst for help in testing new versions of several menu items that could be more easily executed in ghost kitchens. Decision Analyst designed an in-person taste test that was COVID compliant and safe for the particiapants and the researchers.

Strategic Global Research: Qualitative Research in China

Category: International Retail Methods: International Research, Strategic Research, Depth Interviews, Ethnographic Research, Focus Groups, Quantitative Research, Qualitative Research Summary: A U.S.-based retailer wanted to evaluate an emerging market as part of their long-term expansion strategy. This research was undertaken to provide strategic direction for markets in China.

Strategic Market-Entry Optimization Plan Research

Category: Vision Care Methods: Choice Task, Optimization, Eye Care Professional Summary: A manufacturer of lenses wanted to gauge how their current eye care professional customers would react if the manufacturer’s brands became available in other competitive channels.

Taking Advertising to the Next Level

Category: Discount Retailer Methods: Quantitative Research, Brand Awareness, Advertising Research (Copy Testing), Tracking Research Summary: A large discount retail chain wanted to track company, brand, and advertising awareness as well as consumer attitudes to help increase advertising effectiveness. 

Time-Extended™ Online Qualitative Research

Category: Vehicle Loan Financing & Services Methods: Time-Extended™ Online Qualitative Research, Online Qualitative Research in a Bulletin Board Format Summary: An industry-leading company specializing in auto loans wanted to develop a targeted advertising campaign. The insights from Decision Analyst’s online, Time-Extended™ depth interviews became the foundation for the advertisements and new communication strategies.

Time-Series Econometric Forecasting: Global Forecast of the Price of a Raw Material

Category: International Manufacturer Methods: Autoregressive Time-Series Regression, Decision Tool, Econometrics, Ensemble Model, Model Validation, Time-Series, Forecasting, Variable Selection Summary: A client company (an international manufacturer) had experienced unprecedented volatility in the price of a primary raw-material input used to produce several of its products. Decision Analyst build an ensemble of Autoregressive Time-Series Models to predict future prices. 

To Launch, Or Not To Launch: What Is A Marketer To Do? Leveraging Concept Testing for Optimal “Payback”

Category: Organic Food Manufacturer Methods: Concept Testing, Brand Name Testing, Packaging Research Summary: A large organic-foods manufacturer had to decide how to package, name, and introduce a healthier product formulation targeted to moms with young children. 

Too Much Of A Good Thing Costs Too Much: Choice Modeling for Health Insurance Products

Category: Health Insurance Methods: Choice Modeling, Simulation Modeling, Concept Testing Summary: A large health insurer sought to increase profitability for a specified group insurance segment by reducing the number of insured health products and the overhead and low profit margins associated with them.

Turning Providers Into “Patient Satisfiers” Measuring Satisfaction Using Mail Surveys

Category: Health Insurance Methods: Automated Reporting, Mail Survey, Customer Satisfaction, Tracking Research Summary: A health insurance carrier wanted to incorporate patient satisfaction measurements as a quality outcome indicator when recredentialing each member of its network.

Uncovering the Paramount of Grooming

Category: Personal Care and Grooming Methods: Time-Extended™ Online Forums, Home Usage, Online Journaling Summary: A multinational personal care manufacturer had developed a revolutionary home grooming product. Decision Analyst was tasked with designing and conducting a two-phased research approach. Striving to surpass the competition, the company made testing competitors’ similar products the focus of the research. 

Using Automated Reporting to Track Restaurant Performance Across the U.S.

Category: Restaurant Industry Methods: Automated Reporting, Tracking Research Summary: A regional restaurant chain with locations in 8 markets across the Southwest asked Decision Analyst to conduct quarterly tracking studies for each of its 50 eateries. Automated reporting technology was used to efficiently and accurately create the reports for the multiple markets, taking into consideration the local competitors for each unit.

Using MaxDiff to Understand Investors’ Decision to Hire A Financial Advisor

Category: Financial Services Methods: Maximum Difference (MaxDiff) Analysis Summary: A financial advisory firm wanted to understand the reasoning behind investors’ decisions to hire (or to not hire) a financial advisor. Decision Analyst conducted an online quantitative survey featuring MaxDiff analysis to determine the attributes that have the most impact on potential customers’ decision to hire (or not hire) a financial advisor.

Using Exploratory Research to Formulate Quantitative Research and a Discrete Choice Modeling Design

Category: Auto/Captive Financial Services Methods: Exploratory Research, Quantitative Research, Discrete Choice Modeling, In-Person Focus Groups, Simulated Purchasing Decisions Summary: The Captive Finance arm of a Global Auto Manufacturer had historically relied on a traditional approach to developing new business, utilizing the value of its automotive products as the primary conduit for attracting customers. The client was looking for new ways in which to grow and add value to its business.

Using a MaxDiff Analysis to Make Decisions

Category: Insurance Company Methods: MaxDiff Analysis, Message Evaluation Summary: Our client, a health-insurance provider, wanted to know how best to communicate with their customers about the Affordable Care Act and what messages they need to use. Decision Analyst conducted a MaxDiff analysis on the proposed message statements to determine which messages consumers preferred.

Virtual Shelf-Set Research Among Children

Category: CPG Manufacturing Methods: Online/Virtual Shelf Set, Research with Children, In-Store Display Research Summary: A manufacturer created a new product line that was targeted to children aged 6 to 12. For this new product line, they created several merchandising-display options and wanted to know which one would resonate most with children and their parents.

Vision Product: Global Messaging Optimization Research

Category: Lens Manufacturer Methods: Message Testing, Choice-Task, MaxDiff, International Research Summary: A lens manufacturer wanted to measure unbranded preference for potential messages (including both current messages and potential new messages) across two key products. They also wanted to optimize messages for each product when branded.

Volumetric Concept Testing

Category: Toy Industry Methods: Volumetric Concept Testing, Latent Class Choice Modeling, Calibration, DecisionSimulator™, Online Simulated Shopping Summary:   During an online survey, respondents were taken through two shopping exercises and made purchase decisions based on the available toys. Several latent-class choice models were developed, measuring price and product utilities. 

What Do The Members Really Need? Customer Needs Assessment

Category: Health Insurance Methods: Focus Groups, Affinity Diagramming, Multivariate Analysis, Needs Assessment, Loyalty Measurement Summary: A health insurance carrier sought to get closer to its members by understanding more about their needs related to the consumer experience and the employer experience. They also wanted to know how well they were meeting the needs they identified versus how well their competition was meeting similar needs for its customers.

When Customer Service Needs A Boost Measuring Consumer Expectations of Customer Service

Category: Health Insurance Methods: Focus Groups, Telephone Survey, Nonlinear Regression Analysis, Quadrant Mapping Summary: A national health insurance carrier established a task force to optimize consumers’ experience with its customer service operation. Prior to developing a change plan, it was important for the task force to understand the customers’ expectations and needs.

Why Can’t We Compete? An Ethnographic Evaluation of the Brand Image

Category: Automotive OEM Methods: Ethnography , Extended Drive Experience with In-Vehicle Mounted Video Camera, In-Depth Post-Drive Interview, Online Follow-Ups, Qualitative Research Summary: Decision Analyst conducted a multistage qualitative study for a Premium division of an OEM to determine their position relative to the competition and to identify action steps for tangible improvement.

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If you would like more information on Marketing Research, please contact Jerry W. Thomas by emailing [email protected] or calling 1-817-640-6166.

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Marketing Research

40 case studies in branding.

[Apple: Innovation and Design as Brand Identity]

[Nike: Building a Global Brand Through Storytelling and Innovation]

[Tesla: Revolutionizing the Automotive Industry Through Innovation and Sustainability]

[Amazon: Transforming Retail and Beyond]

[Zoom: Connecting the World Through Video Communications]

[Beyond Meat: A Plant-Based Revolution]

[TikTok: A Dance with Global Success]

[Coca-Cola: Quenching the World’s Thirst for Over a Century]

[Netflix: Redefining the Future of Entertainment]

[Airbnb: Disrupting the Hospitality Industry]

[Starbucks: Brewing Success Through Innovation and Responsibility]

[The Walt Disney Company: A Kingdom of Creativity and Innovation]

[McDonald’s: Serving Success with a Side of Innovation]

[Dove (Unilever): Crafting Beauty and Confidence]

[IKEA: A Symphony of Design, Affordability, and Sustainability]

[LEGO: Building Blocks of Innovation and Success]

[Slack: Revolutionizing Workplace Communication]

[Patagonia: A Case Study in Sustainable Business Practices]

[Spotify: Transitioning from music sales to subscription streaming]

[Warby Parker: Disrupting the traditional eyewear market with an online-first approach]

[Allbirds: A Case Study in Sustainable Footwear Innovation]

40.1 Apple : Innovation and Design as Brand Identity

• Introduction:

Apple Inc., known for its revolutionary technology and design, has built its brand on innovation and a unique user experience. What began as a garage startup in 1976 has become one of the world’s most valuable companies. Let’s explore how Apple achieved this success.

• Background:

Founding and Early Years: Founded by Steve Jobs, Steve Wozniak, and Ronald Wayne, Apple started as a computer manufacturer. The launch of the Apple I computer in 1976 marked the company’s debut, and the subsequent Apple II became a significant success.

Rise to Prominence: With the introduction of the Macintosh in 1984, Apple emphasized graphical user interface, leading the way in user-friendly computing. The iPod, iPhone, iPad, and MacBook line have since become iconic products.

• Product Development: Regularly updating products to include the latest technology.
• Software Ecosystem: Creating a seamless software environment that ties different Apple products together.
• Aesthetic Appeal: Sleek and modern design across all products.
• User Experience: Emphasizing intuitive interfaces.
• Apple Ecosystem: The interoperability of products encourages customers to stay within the Apple brand.
• Customer Service: Apple’s customer support, including the Genius Bar in Apple Stores, provides personalized service.
• Store Design: Apple Stores are known for their minimalist design and layout.
• In-Store Experience: Offering hands-on experience with products and one-on-one customer service.
• High Pricing Strategy: Apple’s premium pricing limits accessibility for many consumers.
• Dependence on Key Products: A significant reliance on the iPhone, which generates a large portion of revenue.
• Manufacturing Practices: Criticisms regarding working conditions in factories.
• Environmental Concerns: Issues related to recycling and waste management.
• Cultural Impact and Legacy:

Apple’s marketing has not only sold products but also shaped culture.

Think Different Campaign: This campaign emphasized Apple’s image as a company for creative and unconventional thinkers.

Influence on Music Industry: With the iPod and iTunes, Apple changed how people buy and listen to music.

Smartphone Revolution: The iPhone transformed mobile communication.

• Conclusion:

Apple’s brand is more than just a logo; it’s a symbol of innovation, quality, and a unique customer experience. By consistently focusing on design and innovation, Apple has maintained a strong brand identity that resonates with consumers globally. Its success offers essential insights into how a focus on innovation, design, and customer experience can build a powerful and enduring brand. The company’s challenges and criticisms also provide a nuanced understanding of the complexities of operating at the forefront of technology.

• Further Exploration:

Apple’s Advertising: Analyzing various Apple advertising campaigns over the years.

Competitor Analysis: Understanding how Apple’s branding strategies compare with competitors like Samsung, Google, and Microsoft.

Future Outlook: Speculating on Apple’s future in an ever-changing technology landscape.

This extended case study provides a comprehensive view of Apple’s branding, suitable for students who want to delve deeply into branding’s multifaceted nature. It includes various aspects of branding, marketing, challenges, and impact, allowing for a rich understanding of how a brand can shape not only a company’s success but also influence broader culture and industry trends.

40.2 Nike: Building a Global Brand Through Storytelling and Innovation

Nike, Inc. is a household name synonymous with athleticism, performance, and innovation. Through its creative marketing strategies and commitment to design, Nike has become a leader in the sports apparel industry. This case study will explore Nike’s rise to prominence and the branding strategies that have kept it at the forefront of the sports industry.

• Founding and Early Years: Founded as Blue Ribbon Sports in 1964 by Bill Bowerman and Phil Knight, the company changed its name to Nike, Inc. in 1971. The famous swoosh logo and the “Just Do It” slogan became integral parts of the brand’s identity.
• Growth and Expansion: With an initial focus on running shoes, Nike expanded into various sports, including basketball, soccer, and golf, becoming a multi-sport brand.
• Historical Partnerships: Nike’s collaboration with athletes like Michael Jordan led to the creation of the Air Jordan line.
• Global Ambassadors: Associating with top athletes like Serena Williams, Cristiano Ronaldo, and LeBron James.
• Emotional Connection: Creating ads that resonate emotionally with consumers, such as the “Find Your Greatness” campaign.
• Social Commentary: Engaging in cultural conversations, like the Colin Kaepernick campaign.
• Technological Advancements: Such as Nike Air cushioning technology and Flyknit fabric.
• Customization: Allowing consumers to personalize products through the NIKEiD platform.
• Nike Run Clubs: Building a community around the brand through running clubs and apps.
• Sustainability Initiatives: Such as the “Move to Zero” campaign focusing on reducing environmental impact.
• Market Competition: Competition from brands like Adidas and Under Armour.
• Pricing Strategies: Balancing premium pricing with accessibility for a broader audience.
• Labor Practices: Historical criticisms regarding factory working conditions.
• Sustainability Challenges: Managing environmental impacts across the supply chain.

Nike’s influence goes beyond sports apparel.

Influence on Streetwear: Collaborations with designers like Virgil Abloh have made Nike relevant in fashion circles.

Promotion of Women’s Sports: Marketing campaigns focusing on female athletes.

Global Reach: Establishing a presence in various global markets and sports.

Nike’s brand success lies in its ability to intertwine sports, culture, and personal aspiration. Its collaborations with athletes, investment in storytelling, and commitment to innovation have made it a leader in the sports apparel industry. The challenges and criticisms it has faced provide insight into the complexities of maintaining a global brand. Understanding Nike’s branding strategies offers an exciting exploration into how a brand can connect with consumers on multiple levels and across diverse markets.

Analyzing Advertising Campaigns: Students may explore various campaigns to understand how Nike connects with different demographics.

Competitor Analysis: Comparing Nike’s strategies with competitors to understand market dynamics.

Future of Sports Branding: Speculating on the future of branding in the sports industry and how Nike may continue to innovate.

This comprehensive case study provides a deep understanding of Nike’s branding strategies and allows students to appreciate the multifaceted nature of branding in the modern market. The connections between sports, culture, innovation, and marketing weave together to create a compelling story that offers valuable insights for anyone interested in branding, marketing, or the sports industry.

40.3 Tesla: Revolutionizing the Automotive Industry Through Innovation and Sustainability

Tesla, Inc. is not just a car manufacturer; it’s a technology company with a mission to accelerate the world’s transition to sustainable energy. Founded by a group of engineers, including Elon Musk, who became the public face of the company, Tesla has become a symbol of innovation and environmental responsibility. This case study explores how Tesla achieved this status.

• Founding and Early Years: Founded in 2003 by Martin Eberhard and Marc Tarpenning, and later joined by Elon Musk, JB Straubel, and Ian Wright, Tesla started with a vision to create electric cars that didn’t compromise on performance.
• Road to Success: The launch of the Tesla Roadster in 2008 proved that electric cars could be both stylish and powerful. Subsequent models, including the Model S, Model X, Model 3, and Model Y, diversified the product line.
• Autopilot: Developing self-driving technology.
• Battery Technology: Pioneering advancements in battery efficiency and lifespan.
• Clean Energy Products: Including solar panels and the Powerwall for energy storage.
• Sustainable Manufacturing: Efforts to minimize environmental impact in production.
• Online Sales: Bypassing traditional dealerships, selling directly to consumers online.
• Customer Experience: Creating unique showrooms and offering test drives.
• Elon Musk’s Twitter Presence: Utilizing social media to promote and defend the brand.
• Product Launches: Hosting grand events to unveil new products.
• Production Challenges: Meeting demand and managing quality control.
• Market Competition: Growing competition from traditional automakers entering the EV market.
• Labor Practices: Controversies related to factory conditions.
• Autopilot Safety Concerns: Debates over the safety of Tesla’s self-driving technology.

Changing Automotive Industry: Pushing the entire automotive industry towards electric vehicles.

Energy Conversation: Shaping dialogues about renewable energy and climate change.

Stock Market Phenomenon: Tesla’s unique position in the stock market as a technology/automotive company.

Tesla’s brand represents a fusion of technology, sustainability, and luxury. Through innovative products, a focus on environmental responsibility, and disruptive sales models, Tesla has not only built a successful brand but has also changed the landscape of the automotive industry. Analyzing Tesla’s strategies, challenges, and impacts provides valuable insights into how a brand can be a catalyst for industry-wide change.

Comparative Analysis: Understanding how Tesla’s branding strategies differ from traditional automotive brands.

Future of Mobility: Speculating on the future of electric vehicles, autonomous driving, and Tesla’s role in shaping that future.

Global Expansion: Exploring Tesla’s efforts to expand into various global markets, such as China and Europe.

40.4 Amazon: Transforming Retail and Beyond

Amazon, founded by Jeff Bezos in 1994, started as an online bookstore and quickly expanded into a vast e-commerce platform that sells virtually everything. Beyond retail, Amazon has also entered cloud computing, entertainment, and even healthcare. This case study will explore Amazon’s diverse business activities and how they’ve contributed to its colossal success.

• Early Years: Started in a garage, focusing on books, before expanding into other categories.
• Global Expansion: Rapid growth into international markets and diversified product offerings.
• Customer Experience: One-click ordering, personalized recommendations, and fast shipping.
• Amazon Prime: Subscription model offering free shipping, video streaming, and more.
• Amazon Marketplace: Allowing third-party sellers to reach Amazon’s vast customer base.
• Amazon Web Services (AWS): A leading provider of cloud computing services.
• Voice Technology: Introduction of Alexa and Echo smart speakers.
• Amazon Studios: Producing and distributing original content.
• Twitch Acquisition: Engaging the gaming community.
• Whole Foods Acquisition: Entering the brick-and-mortar retail space.
• Amazon Pharmacy: Expanding into the healthcare sector.
• Market Power: Criticisms related to monopolistic practices.
• Tax Practices: Scrutiny over tax strategies and contributions.
• Working Conditions: Concerns over conditions in warehouses and treatment of employees.
• Environmental Impact: Criticisms related to packaging and carbon footprint.
• Changing Retail Landscape: Influencing consumer expectations and competitors’ strategies.
• Innovation Leader: Setting standards in technology, logistics, and customer service.

Amazon’s success story is a testament to innovation, diversification, and relentless focus on customer experience. By continuously expanding into new areas, Amazon has not only transformed retail but also various other industries. Examining Amazon’s strategies, challenges, and cultural impact provides a deep understanding of modern business dynamics and the role of branding in shaping industry landscapes.

Competitive Analysis: Understanding Amazon’s position among global tech giants.

Future Projections: Exploring potential new markets and technologies for Amazon.

Regulatory Landscape: Analyzing potential legal and regulatory challenges.

This extensive case study offers students a multifaceted exploration of one of the world’s most impactful brands. From e-commerce to entertainment, Amazon’s influence is felt across multiple sectors. Understanding its success and challenges provides insights into innovation, strategy, ethics, and the complex dynamics of modern business environments.

40.5 Zoom: Connecting the World Through Video Communications

Zoom Video Communications, known simply as Zoom, played a pivotal role in connecting people during a time of global upheaval. Founded by Eric Yuan in 2011, Zoom quickly rose to prominence as a leading platform for video conferencing, webinars, and collaboration. This case study explores Zoom’s exponential growth, the strategies that propelled it, and the challenges it faced along the way.

• Founding Vision: Eric Yuan, a former Cisco executive, founded Zoom with a mission to make video communication frictionless and reliable.
• Early Growth: Despite entering a competitive market, Zoom differentiated itself through ease of use and robust performance.
• Ease of Use: Simple interface, quick setup, and no user account required for joining meetings.
• Quality and Reliability: Consistent video and audio quality across various devices and internet connections.
• Business and Enterprise Solutions: Offering scalable solutions for organizations of all sizes.
• Education Sector: Customized features for virtual classrooms and administrative meetings.
• Healthcare Integration: Compliance with healthcare regulations for telemedicine use.
• Localization: Tailoring offerings to different regions and languages.
• Strategic Partnerships: Collaborating with hardware vendors and integrators for seamless user experience.
• Free Access for Schools: Providing free access to educational institutions during lockdowns.
• Scaling Infrastructure: Rapidly expanding server capacity to handle surging demand.
• Security Enhancements: Addressing early security concerns with significant updates and transparency.
• “Zoombombing” Incidents: Unwanted intrusions into meetings raised questions about security.
• Data Privacy Concerns: Scrutiny over encryption and data handling practices.
• Competing Platforms: Navigating competition from established players like Microsoft and new entrants like Google.
• Sustaining Growth: Challenges in maintaining growth rates as restrictions lift and in-person meetings resume.
• Changing Work Culture: Enabling remote work, hybrid models, and global collaboration.
• Social Connections: Facilitating social interactions, virtual family gatherings, and online events.
• Redefining Communication: Setting new standards for video communication and online engagement.

Zoom’s journey is a compelling study in understanding customer needs, agile adaptation, and effective scaling. From a startup competing against tech giants to becoming a household name, Zoom’s story offers valuable lessons in innovation, strategic planning, crisis management, and ethical considerations. Analyzing Zoom’s branding, growth strategies, challenges, and cultural impact provides rich insights into the dynamics of technology-driven market disruption and the responsibilities that come with rapid success.

Competitive Landscape Analysis: Understanding Zoom’s position in a fast-evolving market.

Ethical and Regulatory Considerations: Analyzing Zoom’s response to security and privacy concerns.

Long-term Strategy and Sustainability: Evaluating Zoom’s plans to sustain growth and diversify offerings.

40.6 Beyond Meat: A Plant-Based Revolution

Beyond Meat has become a synonym for the plant-based food movement, leading the way in creating meat alternatives that cater to a growing global demand for sustainable and ethical eating. This case study explores the company’s journey, its innovative products, market strategies, and the broader impact on the food industry.

• Founding Vision: Established by Ethan Brown in 2009, Beyond Meat aimed to address environmental, health, and ethical concerns related to animal agriculture.
• Product Innovation: The development of plant-based meat substitutes that mimic the taste, texture, and appearance of traditional meat.
• Not Just for Vegetarians: Positioning products to appeal to meat-eaters looking to reduce meat consumption.
• Retail and Food Service Partnerships: Collaborations with supermarkets, fast-food chains, and restaurants.
• Celebrity Endorsements: Engaging well-known advocates of plant-based diets, such as Bill Gates and Leonardo DiCaprio.
• Sustainability Messaging: Emphasizing the environmental and health benefits of plant-based foods.
• Adaptation to Local Tastes: Developing products tailored to various global markets and cuisines.
• Regulatory Compliance: Navigating complex food regulations in different countries.
• Rising Competitors: Facing competition from both traditional food companies and new entrants in the plant-based sector.
• Product Differentiation: Striving to stand out in an increasingly crowded market.
• Taste and Texture Expectations: Meeting consumer expectations for flavors and textures similar to traditional meat.
• Price Barriers: Addressing price competitiveness with animal-based products.
• Transparency in Ingredients: Providing clear information about ingredients and processing methods.
• Life Cycle Analysis: Assessing the full environmental impact of products, from production to consumption.
• Changing Consumer Habits: Influencing a shift in dietary preferences towards plant-based options.
• Industry Collaboration: Collaborations with traditional meat producers and food service providers.
• Impact on Animal Agriculture: Contributing to debates about the sustainability and ethics of conventional meat production.

Beyond Meat’s story represents a transformative moment in the food industry, reflecting a broader cultural shift towards sustainability and conscious consumption. By analyzing Beyond Meat’s product innovation, market strategies, challenges, and cultural impact, students can gain insights into how a company can both lead and adapt to changing consumer values and industry dynamics. This case encourages critical thinking about innovation, branding, competition, ethics, and the interplay between business and societal needs.

Comparative Analysis with Competitors: Examining strategies and approaches of other players in the plant-based food market.

Consumer Behavior Study: Investigating consumer attitudes towards plant-based alternatives.

Sustainability Assessment: Conducting a comprehensive analysis of the sustainability aspects of plant-based foods.

40.7 TikTok: A Dance with Global Success

TikTok, a social media app developed by Chinese tech company ByteDance, has quickly become a sensation, particularly among younger users. This case study examines TikTok’s rapid growth, innovative content delivery, competition, and the complex regulatory landscape it navigates.

• Launch and Growth: TikTok was launched in 2016 and merged with Musical.ly in 2018 to expand its reach in the U.S. market.
• Algorithm Magic: TikTok’s unique algorithm offers personalized content, leading to higher engagement and user retention.
• Short Video Format: Users create engaging 15-second videos with a wide array of editing tools.
• Personalized Feed: The “For You Page” algorithm provides a customized content feed, enhancing user experience.
• Hashtag Challenges: Promoting user-generated content through viral challenges.
• Collaborations and Duets: Enabling collaboration between users to foster community.
• Music and Dance Focus: Strong emphasis on music and dance-related content.
• Influencer Partnerships: Collaborating with youth influencers to drive adoption.
• Local Content Adaptation: Encouraging content that resonates with local cultures and trends.
• Strategic Advertising: Utilizing in-app advertising and partnerships with brands.
• Data Security Issues: Ongoing debates over data privacy and national security.
• Regulatory Scrutiny: Challenges related to compliance with international regulations.
• Competing for Attention: A battle with platforms like Instagram, Snapchat, and YouTube.
• Intellectual Property Concerns: Issues related to copyright and content ownership.
• Democratizing Content Creation: Empowering individuals to become content creators.
• Cultural Influence: Fostering global cultural exchange and trends.

TikTok’s story is a fascinating example of how a social media platform can become a global phenomenon through innovative technology, strategic targeting, community engagement, and adaptability to local cultures. This case allows students to explore various aspects of social media business, including algorithms, user engagement, competition, regulation, and cultural impact.

Algorithm Analysis: Delve into how TikTok’s algorithm works and compare it with other platforms.

Regulatory Compliance Study: Investigate TikTok’s compliance with different countries’ regulatory frameworks.

Cultural Impact Research: Explore how TikTok influences and reflects cultural trends across the globe.

40.8 Coca-Cola: Quenching the World’s Thirst for Over a Century

Coca-Cola, founded in 1886, has grown to become one of the world’s leading beverage companies. This case study explores Coca-Cola’s brand legacy, marketing innovations, product diversity, sustainability initiatives, and the challenges and opportunities in an ever-changing global beverage market.

• Founding and Early Years: From a pharmacy concoction to a global brand.
• Iconic Advertising Campaigns: A look at some of Coca-Cola’s most memorable marketing efforts.
• Logo and Packaging: The evolution of Coca-Cola’s iconic logo and bottle design.
• Sponsorships and Partnerships: Coca-Cola’s association with sports events, entertainment, and charities.
• Local Market Adaptation: Customizing products and campaigns to fit regional tastes and cultures.
• Digital Engagement: Leveraging social media and technology for customer engagement.
• Beverage Portfolio: Introduction to Coca-Cola’s diverse product line, including soft drinks, water, and juices.
• Health-Conscious Offerings: Response to changing consumer preferences towards healthier options.
• Water Stewardship: Initiatives to reduce water usage and support community water projects.
• Recycling and Packaging: Commitment to reducing plastic waste through recycling and innovative packaging.
• Market Competition: An overview of competitors like PepsiCo and changing consumer tastes.
• Health and Regulatory Scrutiny: Challenges related to sugar content and obesity concerns.
• Emerging Markets: Strategies and challenges in entering and thriving in new markets.
• Economic Sensitivities: How global economic fluctuations affect sales and operations.

Coca-Cola’s story offers an inspiring journey into the world of branding, marketing, innovation, and corporate responsibility. The brand’s ability to adapt, innovate, and remain socially responsible provides valuable insights for anyone interested in business, marketing, and sustainability.

Marketing Analysis: Investigate how Coca-Cola has maintained its brand appeal over time.

Sustainability Evaluation: Examine Coca-Cola’s efforts in promoting environmental stewardship.

Global Business Study: Analyze Coca-Cola’s strategies in adapting to different cultures and markets.

This student version of the Coca-Cola case study serves as an engaging educational resource for courses related to business, marketing, branding, sustainability, and global commerce. Through exploration, discussion, and critical analysis, students can uncover the multifaceted dynamics that have shaped Coca-Cola’s success and its continued relevance in today’s competitive and evolving marketplace. It invites learners to reflect on the power of branding, the importance of innovation, the challenges of global expansion, and the growing significance of corporate social responsibility in modern business.

40.9 Netflix: Redefining the Future of Entertainment

Netflix, founded in 1997, has transformed from a DVD rental service to a global streaming giant. With over 200 million subscribers worldwide, Netflix has redefined the way people consume entertainment. This case study explores Netflix’s growth, innovation, content strategy, and the challenges it faces in a competitive market.

• Founding and Early Growth: From a mail-order DVD service to streaming pioneer.
• Subscription Model: Introduction of the subscription model that revolutionized content consumption.
• Streaming Technology: Development of cutting-edge streaming technology to deliver content seamlessly.
• Personalized Recommendations: Utilization of algorithms to tailor content suggestions to individual viewers.
• Original Content Creation: Investment in exclusive shows and movies to differentiate from competitors.
• Content Licensing: Acquiring rights to popular shows and movies to broaden the content library.
• Localization Strategy: Adapting content to suit diverse cultural tastes and regulatory requirements.
• Emerging Markets Growth: Expanding into developing regions with unique pricing and content strategies.
• Streaming Wars: Competition with other streaming platforms like Amazon Prime, Disney+, and HBO Max.
• Regulatory and Legal Hurdles: Navigating complex international laws and content regulations.
• Content Piracy Concerns: Efforts to combat unauthorized sharing and illegal streaming of content.

Netflix’s story is a testament to innovation, adaptability, and the power of a customer-centric approach. The lessons drawn from Netflix’s success and ongoing challenges provide valuable insights for those interested in technology, media, marketing, and global business strategy.

Technology Analysis: Investigate how Netflix’s technological advancements have shaped its success.

Content Strategy Evaluation: Examine how Netflix’s original content creation has redefined the entertainment industry.

Global Business Study: Analyze Netflix’s strategies for entering and thriving in diverse global markets.

40.10 Airbnb: Disrupting the Hospitality Industry

Airbnb, established in 2008, has emerged as a disruptive force in the global hospitality industry. This platform connects hosts and travelers, providing unique accommodations and experiences. This case study examines Airbnb’s innovation, growth, and the challenges it faces, providing comprehensive insights for students interested in entrepreneurship, technology, law, and global business.

• Founding Story: How an idea to rent air mattresses turned into a revolutionary business concept.
• Peer-to-Peer Model: Airbnb’s model of connecting hosts with travelers and its impact on traditional lodging.
• Platform Design: Exploration of the user-friendly design, including search functionality, booking process, and communication between hosts and guests.
• Trust and Community Building: Methods of establishing trust through reviews, verification processes, host education, community guidelines, and conflict resolution.
• Revenue Model: Understanding Airbnb’s commission-based revenue model, pricing strategies, and value proposition for hosts and guests.
• Global Growth Strategy: Airbnb’s rapid expansion into various cities and countries, including marketing strategies, partnerships, and local engagement.
• Experiences and Diversification: Introduction of Airbnb Experiences, business travel accommodations, and other extensions of the platform.
• Challenges in Scaling: Examination of the obstacles faced during rapid growth, including maintaining quality, customer support, and local adaptation.
• Local Regulations and Compliance: Encounters with legal issues, zoning laws, city ordinances, and ongoing battles with regulators and the traditional hotel industry.
• Impact on Housing Markets: Exploration of criticisms and studies on Airbnb’s effect on local housing prices, availability, gentrification, and neighborhood dynamics.
• Safety and Liability Concerns: Analysis of safety measures, insurance policies, host responsibilities, and incidents that have raised concerns.
• Sustainable Travel Initiatives: Airbnb’s efforts to promote eco-friendly travel practices, partnerships with local communities, and support for responsible hosting.
• Community Outreach and Disaster Response: Airbnb’s involvement in community development and providing emergency accommodations during natural disasters or crises.
• Brand Identity and Positioning: Examination of Airbnb’s brand evolution, advertising campaigns, social media presence, and efforts to differentiate itself from competitors.
• Customer Segmentation and Personalization: Strategies for targeting different customer segments and personalizing the user experience through algorithms and data analysis.

Airbnb’s transformation of the hospitality industry offers an in-depth look into technology-driven disruption, entrepreneurial innovation, community engagement, legal complexities, and social impact. The multifaceted nature of Airbnb’s journey provides a rich context for exploring diverse business concepts.

• Further Exploration and Assignments:

Platform Analysis Project: Students analyze Airbnb’s platform functionality, user experience, and technological innovations.

Regulatory Environment Study: Research and debates on the legal and ethical aspects of Airbnb’s operations in different regions.

Global Strategy Simulation: Group exercise to plan Airbnb’s entry into a new market, considering cultural, legal, and market dynamics.

Social Impact Assessment: Critical evaluation of Airbnb’s social responsibility efforts, community impact, and sustainability initiatives.

40.11 Starbucks: Brewing Success Through Innovation and Responsibility

Starbucks, founded in 1971 in Seattle, Washington, has become a global coffee icon, known for its premium quality coffee, unique store ambiance, and commitment to social responsibility. This case study examines Starbucks’ journey from a single store to an international chain, focusing on its strategic decisions, marketing practices, innovations, and challenges.

• Founding and Early Years: How Starbucks transformed from a single store selling quality coffee beans into a global coffeehouse chain.
• Mission and Vision: An examination of Starbucks’ commitment to inspiring and nurturing the human spirit, one cup at a time.
• Retail Innovation: An exploration of Starbucks’ unique store designs, customer experience, and the introduction of the “third place” concept.
• Product Diversification: Starbucks’ expansion into various products, including specialty beverages, food, packaged products, and even non-coffee items.
• Global Expansion: Strategies and challenges in entering new markets across different continents.
• Brand Building and Positioning: How Starbucks built a strong brand that emphasizes quality, community, and ethical sourcing.
• Loyalty Programs: The impact and success of Starbucks’ rewards program in enhancing customer loyalty and retention.
• Digital Engagement: Utilizing mobile apps, social media, and digital marketing to engage customers.
• Ethical Sourcing: Commitment to sourcing ethically produced coffee through fair trade practices and farmer support.
• Environmental Initiatives: Efforts in reducing waste, conserving energy, and promoting reusable products.
• Community Engagement: Investing in local communities through education, volunteerism, and support for local causes.
• Market Saturation: The challenge of maintaining growth amid increasing competition and market saturation.
• Cultural Sensitivity: Navigating cultural differences in global markets and occasional backlashes.
• Economic Factors: Responding to economic downturns and changes in consumer spending habits.
• Mobile Ordering: Implementing mobile ordering and payment systems to enhance convenience.
• Data Analytics: Leveraging data to personalize marketing and enhance customer experiences.
• Partnerships with Technology Companies: Collaborations to expand reach and offer new products.

Starbucks’ story offers valuable insights into brand building, global expansion, innovation, social responsibility, and resilience in the face of challenges. Its journey from a single store to a global chain showcases the importance of strategic decision-making, adaptability, and commitment to core values.

Supply Chain Analysis: Investigate Starbucks’ complex supply chain and its approach to ensuring quality and ethical practices.

Competitive Landscape Study: Analyze Starbucks’ competitive positioning and the dynamics of the coffeehouse industry.

Crisis Management Review: Examine Starbucks’ response to various challenges and crises over the years.

40.12 The Walt Disney Company: A Kingdom of Creativity and Innovation

The Walt Disney Company, founded in 1923 by Walt and Roy O. Disney, has grown from a small animation studio to a global entertainment conglomerate. This case study delves into Disney’s storied history, business diversification, technological leadership, and strategies that have made it a symbol of creativity and imagination.

• Founding and Early Success: The birth of Mickey Mouse, the creation of the first synchronized sound and full-color cartoons, and the groundbreaking “Snow White and the Seven Dwarfs.”
• Expanding the Magic Kingdom: Disney’s foray into theme parks, beginning with Disneyland in 1955 and followed by a global expansion.
• Diversification: Exploration of Disney’s diversification into various entertainment sectors, including movies, television, theme parks, merchandise, and media networks.
• Content Creation and Distribution: Examination of Disney’s strategies in producing and distributing content through various channels, including streaming services like Disney+.
• Global Expansion: Analysis of Disney’s strategies to enter and thrive in international markets, including China and Europe.
• Brand Building: How Disney built a universally loved brand based on storytelling, characters, and immersive experiences.
• Synergy: Understanding how Disney leverages its characters and stories across multiple business segments.
• Digital Engagement: Exploration of Disney’s digital marketing efforts, social media presence, and engagement with younger audiences.
• Revolutionizing Animation: Disney’s pioneering role in animation technology, including the introduction of CGI.
• Immersive Experiences: The integration of technology in theme parks for personalized and interactive experiences.
• Strategic Acquisitions: Insight into Disney’s acquisitions, including Pixar, Marvel, Lucasfilm, and 21st Century Fox.
• Collaborations and Partnerships: Exploration of Disney’s collaborations with other companies to enhance its product offerings and reach.
• Corporate Social Responsibility (CSR): Disney’s efforts in environmental conservation, community support, and ethical sourcing.
• Content and Cultural Sensitivity: Balancing storytelling with cultural respect and inclusiveness.
• Market Saturation and Competition: Navigating an increasingly competitive media and entertainment landscape.
• Regulatory and Legal Challenges: Adhering to varying regulations across global markets.
• Pandemic Response: Adaptation and response to the COVID-19 pandemic’s impact on various business segments.

The Walt Disney Company’s journey offers a captivating exploration of creativity, innovation, strategic thinking, and adaptability. From pioneering animation to building global theme parks, launching streaming services, and acquiring leading entertainment brands, Disney’s story is a rich lesson in entrepreneurship, marketing, technology, and global business strategies.

Leadership Analysis: Investigate Disney’s leadership strategies and the role of key leaders in shaping the company.

Competitive Landscape Study: Analyze Disney’s competitive positioning and the dynamics of the entertainment industry.

Crisis Management Review: Examine Disney’s response to various challenges, including economic downturns and unexpected crises.

40.13 McDonald’s: Serving Success with a Side of Innovation

McDonald’s is more than just a fast-food chain; it’s a global phenomenon that has shaped the way people eat around the world. Founded in 1940 by Richard and Maurice McDonald, the company has since evolved into a multi-billion-dollar giant with thousands of locations worldwide. This case study examines the key ingredients behind McDonald’s success.

• Founding and Early Growth: A look at McDonald’s beginnings, from a single drive-in to the creation of the Speedee Service System, a precursor to the modern fast-food restaurant.
• Global Expansion: How McDonald’s turned the Golden Arches into an international symbol, adapting to various cultures and tastes.
• Franchising: Exploration of McDonald’s franchising model and how it fueled the company’s rapid growth.
• Menu Innovation: How McDonald’s constantly innovates its menu to meet consumer demands and local preferences.
• Supply Chain Management: Examination of McDonald’s logistical prowess in sourcing and distributing ingredients across the globe.
• Sustainability Efforts: An insight into McDonald’s initiatives to reduce environmental impact and promote sustainable practices.
• Iconic Branding: Understanding how the Golden Arches and characters like Ronald McDonald became global icons.
• Advertising and Promotions: A review of memorable ad campaigns and marketing strategies that resonate with various demographics.
• Customer Experience: How McDonald’s focuses on customer satisfaction through services like McDelivery and the recent digital transformation.
• Digital Ordering and Mobile Apps: Exploration of McDonald’s embrace of technology to enhance customer convenience.
• Smart Restaurants: How technology is changing the in-store experience, from kiosks to AI-powered drive-thrus.
• Health Concerns: Analysis of criticisms regarding the nutritional content of McDonald’s food and the company’s response.
• Labor Practices: Discussion of challenges related to employee wages, benefits, and working conditions.
• Competitive Landscape: Examination of the fast-food market competition and how McDonald’s maintains its edge.
• Adaptation to Changing Consumer Preferences: The shift towards healthier options and how McDonald’s is responding.
• Investments in Technology: Future technological innovations that may shape the McDonald’s experience.
• Sustainability Goals: Long-term objectives in minimizing environmental impact and promoting social responsibility.

McDonald’s journey offers a multifaceted case study in entrepreneurship, innovation, marketing, global expansion, and adaptability. From flipping burgers in a single location to flipping the script on fast food worldwide, the company continues to evolve, facing new challenges and seizing opportunities.

40.14 Dove (Unilever): Crafting Beauty and Confidence

Dove, a personal care brand owned by Unilever, has become synonymous with beauty and self-esteem through its innovative products and socially conscious campaigns. This case study invites you to explore Dove’s journey and its commitment to promoting a more inclusive and positive depiction of beauty.

• Dove’s Inception: A look at the brand’s origins in 1957 with the launch of the Dove Beauty Bar.
• Product Portfolio: Overview of Dove’s wide range of personal care products, including body wash, hair care, and skincare.
• The “Real Beauty” Campaign: Examination of Dove’s groundbreaking campaign that challenged conventional beauty standards.
• Customer Engagement: Insights into Dove’s interaction with customers through social media, events, and community outreach.
• Global Expansion: Strategies behind Dove’s growth into various international markets and adaptation to different cultures.
• Research and Development: A look at how Dove constantly innovates its product line through scientific research and consumer insights.
• Sustainability Initiatives: Understanding Dove’s efforts in reducing environmental impact and promoting ethical sourcing.
• Promoting Self-Esteem: Analysis of Dove’s initiatives to enhance self-esteem, particularly among young women, through education and advertising.
• Partnerships and Collaborations: How Dove collaborates with NGOs, influencers, and other stakeholders to amplify social messages.
• Market Competition: Assessment of the competitive landscape and how Dove differentiates itself.
• Advertising Backlash: Discussion of certain advertising missteps and how the brand managed the fallout.
• Trend Adaptation: Exploration of how Dove aligns with emerging beauty and wellness trends.
• Technology Integration: How Dove leverages technology, including AI and data analytics, for product development and personalized experiences.
• Sustainability Goals: Examination of Dove’s long-term commitment to environmental sustainability and ethical practices.

Dove’s journey presents an engaging case study that goes beyond products and marketing to encompass social values, consumer connection, innovation, and global reach. The brand’s commitment to challenging beauty norms and promoting self-esteem has set it apart in a crowded market.

40.15 IKEA: A Symphony of Design, Affordability, and Sustainability

• Founding and Mission: Founded in Sweden in 1943 by Ingvar Kamprad, IKEA’s mission is to “create a better everyday life for many people.” It emphasizes affordability, design, and functionality.
• Overview of Offerings: IKEA offers a wide range of home furnishings, including furniture, kitchen appliances, decor, and accessories.
• Global Presence: With over 400 stores in 50 countries, IKEA has become a global leader in the home furnishing industry.
• Product Design and Development: IKEA’s products are known for minimalist design, functionality, and ease of assembly. Collaboration with designers worldwide keeps its offerings fresh and innovative.
• Supply Chain and Manufacturing: A well-integrated supply chain with close relationships to over 1,000 suppliers allows IKEA to maintain low costs while ensuring quality and sustainability.
• Retail Experience: The IKEA in-store experience is distinctive with showrooms, self-service warehouses, and in-store restaurants offering Swedish cuisine.
• Pricing Strategy: IKEA’s cost-conscious approach means designing products from the price tag up, ensuring affordability without compromising on quality.
• Digitalization and E-commerce: With a strong online presence, IKEA provides customers with online shopping options, planning tools, and virtual product previews.
• Advertising Campaigns: IKEA uses creative and often humorous advertising to appeal to a broad customer base, focusing on life improvement and solutions.
• Online Engagement: Digital catalogs, apps, and social media keep IKEA’s audience engaged and provide valuable customer insights.
• In-store Promotions: Seasonal displays and in-store events promote new products and encourage customer interaction.
• Brand Identity and Values: IKEA’s brand emphasizes sustainability, inclusiveness, and accessibility.
• Environmental Practices: Commitment to sustainable sourcing, waste reduction, and energy efficiency are core to IKEA’s operations.
• Renewable Energy Projects: IKEA invests in wind and solar energy, aiming to produce as much renewable energy as it consumes in its operations by 2030.
• Social Responsibility: The IKEA Foundation supports initiatives related to children’s education, refugee support, and climate change.
• Sustainable Product Lines: IKEA offers products that promote sustainable living, from energy-efficient appliances to recycled materials.
• Cultural Adaptation: IKEA adapts its product lines and marketing to reflect local tastes, customs, and living conditions.
• Market Entry Strategies: IKEA studies each market carefully, adapting its store format and product selection to local needs.
• Challenges in Different Markets: Navigating regulations, cultural differences, and local competition has posed challenges in some markets.
• Competition and Market Pressures: IKEA faces competition from both traditional furniture stores and online platforms.
• Cultural Missteps: Some global marketing campaigns have been criticized for insensitivity to local cultures.
• Quality Concerns: IKEA’s emphasis on low cost has sometimes led to perceived quality issues.
• Emerging Markets: Expansion into new markets like India and South America presents opportunities and challenges.
• Technological Innovations: IKEA is exploring augmented reality, artificial intelligence, and smart home technologies.
• Sustainability Goals: Commitment to further sustainability through its entire value chain.
• Collaborations and Partnerships: IKEA’s collaboration with designers, tech companies, and even other retailers fuels innovation.

IKEA’s unique blend of design, affordability, sustainability, and global reach has made it a standout brand in the home furnishing industry. The company’s multifaceted approach offers a rich study of modern retail, branding, international business, and corporate responsibility. The complexities and successes of IKEA’s model provide invaluable insights and inspiration for students across various disciplines.

40.16 LEGO: Building Blocks of Innovation and Success

• Founding and History: LEGO was founded in 1932 by Ole Kirk Christiansen in Billund, Denmark. The LEGO brick, as we know it today, was launched in 1958.
• Product Portfolio: Beyond the iconic bricks, LEGO’s products include themed sets, video games, movies, and educational tools.
• Mission and Values: LEGO’s mission is to “Inspire and develop the builders of tomorrow” through creative play and learning.
• Innovation in Design: LEGO constantly innovates its product line, incorporating new themes and licensed partnerships (e.g., Star Wars, Marvel).
• Quality and Precision: The manufacturing process emphasizes precision and quality, ensuring compatibility across generations of LEGO bricks.
• Digital Expansion: LEGO has embraced digital gaming and augmented reality experiences, extending the brand into the digital realm.
• Brand Building: LEGO’s brand revolves around creativity, imagination, learning, and fun.
• Advertising and Promotion: Utilizing various channels, LEGO engages customers through inventive advertising campaigns and social media.
• Community Engagement: LEGO Ideas invites fans to submit and vote on new product ideas. The LEGO community is actively engaged in product development, events, and online forums.
• Retail Experience: LEGO stores offer hands-on experiences with play areas, workshops, and exclusive products.
• Online Shopping: The online store provides an extensive product selection, customization options, and exclusive membership benefits.
• Global Distribution: LEGO products are available in more than 140 countries through various retail channels.
• LEGO Education: Through LEGO Education, the company offers learning solutions that encourage hands-on, playful learning in schools.
• Charitable Activities: The LEGO Foundation supports children’s development and learning through various global initiatives.
• Environmental Sustainability: LEGO is committed to reducing its environmental impact, including the goal to produce all products and packaging with sustainable materials by 2030.
• Market Pressures: Facing competition from both traditional toys and digital games, LEGO has had to continuously innovate and adapt.
• Intellectual Property Issues: LEGO has faced legal challenges around patents and copyrights, particularly concerning the design of its bricks.
• Economic Fluctuations: Economic downturns and shifts in consumer behavior have influenced LEGO’s sales and growth strategies.
• Adaptation to Local Markets: LEGO tailors its marketing and product strategies to different cultures and consumer preferences.
• Challenges in Emerging Markets: Entering new markets such as China has presented both opportunities and challenges, including issues related to counterfeiting.
• Technological Innovation: LEGO continues to explore new technologies, such as 3D printing and artificial intelligence.
• Collaborations and Licensing: Partnerships with entertainment franchises and designers fuel creativity and market reach.
• Focus on Adult Fans: LEGO has been expanding its appeal to adult fans through complex sets and themes that cater to various interests.

LEGO’s journey from a small carpentry shop to a global brand is a study in innovation, adaptability, community engagement, and brand stewardship. Its commitment to quality, creativity, and social responsibility offers a multifaceted case study with insights into product development, marketing, sustainability, global business strategy, and more. The story of LEGO inspires aspiring entrepreneurs, marketers, designers, and leaders to think creatively and act with purpose and integrity.

40.17 Slack: Revolutionizing Workplace Communication

• Founding and Background: Launched in 2013 by Stewart Butterfield, Eric Costello, Cal Henderson, and Serguei Mourachov, Slack has quickly become one of the leading tools for team communication.
• Business Model: Slack offers a freemium model where basic features are free, with paid plans for more functionality.
• Key Features: Slack provides channels, direct messaging, file sharing, integrations with other tools, and more to enhance team communication.
• Innovation and Updates: Continual updates and feature enhancements have kept Slack at the forefront of workplace communication tools.
• User-Centric Design: Slack’s interface is designed for ease of use and collaboration, reducing email overload.
• Target Audience: Primarily targeting businesses, both small and large, Slack has also found usage in communities and other groups.
• Growth Strategies: Referral programs, partnerships, and effective content marketing have contributed to Slack’s rapid adoption.
• Customer Engagement: Slack has utilized community engagement, feedback, and customer support to foster loyalty and improve its product.
• Competitors: Major competitors include Microsoft Teams, Zoom, and others offering communication and collaboration tools.
• Differentiation: Slack’s integrations, customization, and user experience have been key differentiators.
• Security Concerns: As with many digital platforms, security and privacy have been challenges, and Slack has implemented measures to ensure data protection.
• Freemium to Premium: The free version attracts users, while additional features and support drive customers to paid plans.
• Enterprise Solutions: Slack’s Enterprise Grid offers solutions tailored to large organizations, including advanced security and administrative features.
• Localization and Cultural Adaptation: Slack has localized its product for various markets and cultures to drive global adoption.
• Challenges in Emerging Markets: Issues such as local compliance, competition, and connectivity can present challenges in various regions.
• Pandemic Response: The shift to remote work during the COVID-19 pandemic led to a surge in Slack usage, adapting to new work patterns.
• Long-term Trends: Remote and hybrid work trends may shape Slack’s future development and market positioning.
• Strategic Acquisitions: Acquiring companies like Rimeto added capabilities to Slack’s portfolio.
• Partnerships: Collaborations with companies like Google, Salesforce, and others have extended Slack’s functionality.
• Salesforce Acquisition: The pending acquisition by Salesforce as of the cut-off knowledge date may significantly shape Slack’s future direction.
• Continued Innovation: Slack continues to explore new features, integrations, and market opportunities.

Slack’s story offers insights into the fast-paced world of technology startups, product development, global expansion, and market competition. Its response to changing work patterns and its strategic acquisitions and partnerships make it a rich subject for study. The lessons from Slack’s journey are relevant to aspiring entrepreneurs, product managers, marketers, and others interested in technology, innovation, and the future of work.

40.18 Patagonia: A Case Study in Sustainable Business Practices

• Background: Patagonia, founded in 1973 by Yvon Chouinard, is an outdoor clothing and gear retailer known for its commitment to environmental sustainability.
• Mission: “Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.”
• Innovation: Patagonia has been a leader in developing sustainable fabrics and materials.
• Quality & Durability: Emphasizing long-lasting products to reduce consumerism.
• Recycling & Repairing: Offering repair services and encouraging recycling of products through programs like “Worn Wear.”
• Transparency: Publicly sharing supply chain information and environmental impacts.
• Activism Marketing: Taking strong stances on environmental and social issues.
• Community Engagement: Collaborating with NGOs and community organizations.
• Supply Chain: Focusing on ethical production, fair labor practices, and organic materials.
• Environmental Activism: Regularly donating to environmental causes and supporting conservation efforts.
• B Corp Certification: Patagonia is a certified B Corporation, aligning profit with purpose.
• Profit vs. Purpose: Balancing strong financial growth with a commitment to environmental and social responsibility.
• Investing in Sustainability: Reinvesting profits in sustainable initiatives and environmental causes.
• Market Competition: Navigating a competitive market while maintaining ethical standards.
• Scale and Growth: Balancing growth and scalability with sustainability commitments.
• Greenwashing Accusations: Managing perceptions and criticisms related to authenticity and impact.
• International Expansion: Adapting sustainable practices across diverse markets and cultures.
• Global Partnerships: Collaborating with global organizations to expand environmental initiatives.
• Employee Engagement: Fostering a workplace culture that aligns with company values.
• Leadership and Governance: Maintaining leadership that embodies the brand’s ethos.
• Influencing Other Brands: Patagonia’s practices have influenced other companies to consider sustainability.
• Industry Collaboration: Working with competitors on common goals such as responsible sourcing.
• Adaptation to Climate Change: Developing strategies to mitigate and adapt to the impacts of climate change.
• New Market Opportunities: Exploring new product lines and markets while adhering to core values.

Patagonia serves as a compelling example of a company that has successfully integrated sustainability, ethical considerations, and environmental activism into every aspect of its business. From innovative product development to bold marketing strategies and influential industry leadership, Patagonia’s case study offers valuable insights for those interested in business ethics, environmental stewardship, social entrepreneurship, and innovative brand management. The brand’s ongoing challenges and successes provide rich material for analysis and reflection on the future of sustainable business practices.

40.19 Spotify: Transitioning from music sales to subscription streaming

• Background: Spotify, founded in 2006 by Daniel Ek and Martin Lorentzon, transformed the way people access and enjoy music.
• Mission: “To unlock the potential of human creativity—by giving a million creative artists the opportunity to live off their art and billions of fans the opportunity to enjoy and be inspired by it.”
• Streaming Model: Spotify’s on-demand streaming model allows users to access millions of songs and podcasts.
• Algorithm & Personalization: The use of algorithms to create personalized playlists and recommendations.
• Freemium Model: Free, ad-supported tier alongside premium subscriptions.
• Revenue Streams: Subscriptions, advertising, and partnerships.
• User Engagement: Innovative playlists like “Discover Weekly” engage users.
• Collaborations: Partnerships with artists, labels, and other brands.
• International Reach: Spotify has expanded to numerous countries, adapting to various markets and regulations.
• Localized Content: Offering content that resonates with local cultures and tastes.
• Market Competitors: Facing competitors like Apple Music, Amazon Music, and YouTube Music.
• Royalty Disputes: Navigating complex relationships with labels, artists, and rights holders.
• Environmental Footprint: Efforts to reduce carbon footprint and promote sustainable practices.
• Supporting Artists: Initiatives to support emerging artists and creatives.
• New Features: Continual innovation in features and user experience.
• Podcasts and Original Content: Investing in podcasts and original content to diversify offerings.
• Technology Investments: Exploring technologies like AI to enhance user experience.
• Changing Consumer Behavior: Transforming the way people consume and interact with music.
• Influence on the Music Industry: Affecting record labels, artists, and music distribution.

Spotify’s rise as a leading music streaming platform offers a multifaceted case study encompassing technology innovation, marketing strategies, global expansion, and industry impact. From navigating complex licensing agreements to crafting personalized user experiences, Spotify’s journey provides valuable insights into digital transformation, competitive strategy, customer engagement, and the future of entertainment. It serves as a valuable example for understanding modern business dynamics in the digital age, including the ongoing challenges and opportunities of operating in a rapidly evolving industry.

40.20 Warby Parker: Disrupting the traditional eyewear market with an online-first approach

• Background: Founded in 2010, Warby Parker aimed to offer designer eyewear at a fraction of the price through a direct-to-consumer model.
• Mission: “To offer designer eyewear at a revolutionary price, while leading the way for socially conscious businesses.”
• Design: In-house design leading to unique and affordable eyewear.
• Home Try-On: A free program allowing customers to try on glasses at home before purchasing.
• Direct-to-Consumer: Selling directly to customers through e-commerce and physical stores, cutting out intermediaries.
• Social Responsibility: “Buy a Pair, Give a Pair” program donates glasses to those in need.
• Digital Marketing: Effective use of social media and content marketing.
• Community Engagement: Building brand loyalty through community events and collaborations.
• Physical Stores: Combining e-commerce with brick-and-mortar stores for an omnichannel experience.
• International Growth: Expanding to Canada and other markets, adapting to local regulations and preferences.
• Traditional Competitors: Competition with traditional eyewear brands and retailers.
• Copycat Brands: Managing competition from similar direct-to-consumer eyewear startups.
• Environmentally Conscious Manufacturing: Commitment to using sustainable materials.
• Carbon Neutrality: Efforts to reduce and offset carbon emissions.
• Virtual Try-On: Use of augmented reality for virtual try-ons via mobile app.
• Telehealth Services: Offering eye exams and prescriptions through telehealth technology.
• Disrupting Traditional Retail: Changing the way people shop for glasses.
• Promoting Social Responsibility: Encouraging other brands to adopt socially responsible practices.

Warby Parker’s innovative approach to eyewear retail has not only disrupted traditional industry practices but also set new standards in customer experience, social responsibility, and sustainability. Through its unique business model, commitment to social causes, and use of technology, Warby Parker has carved out a unique position in the market. The case study of Warby Parker offers valuable insights into how innovative thinking, customer-centric approaches, and ethical business practices can create a strong brand identity and successful business in today’s competitive retail landscape. It’s an exemplary story for understanding modern entrepreneurship, retail strategies, marketing, and social entrepreneurship.

40.21 Allbirds: A Case Study in Sustainable Footwear Innovation

• Background: Allbirds, founded in 2016 by Tim Brown and Joey Zwillinger, aimed to create comfortable and sustainable footwear.
• Mission: “To tread lighter on the planet while making better things people love to wear.”
• Sustainable Materials: Allbirds uses renewable materials like merino wool and eucalyptus fiber.
• Comfort and Design: Combining sustainable materials with comfortable and aesthetically appealing design.
• Direct-to-Consumer: Selling directly to customers to reduce costs and improve accessibility.
• Ethical Sourcing: Ensuring the ethical treatment of animals and workers in the supply chain.
• Storytelling: Emphasizing the brand’s commitment to sustainability and innovative materials.
• Word-of-Mouth: Leveraging satisfied customers as brand advocates.
• International Presence: Expanding into international markets while staying true to the brand’s values.
• Localized Initiatives: Tailoring products and marketing to suit local preferences.
• Market Competitors: Competing with established footwear brands and other sustainable startups.
• Scale and Sustainability: Balancing growth with maintaining eco-friendly practices.
• Carbon Footprint: Measuring and reducing the brand’s carbon footprint.
• Circular Economy: Exploring ways to make footwear more recyclable and sustainable.
• Transparency: Sharing information about the supply chain and material sources.
• Community Engagement: Partnering with organizations for social and environmental causes.
• Research and Development: Continuing to innovate with new materials and product lines.
• Market Expansion: Exploring new markets and consumer segments.
• Changing Consumer Behavior: Influencing the way consumers think about sustainable products.
• Inspiring Competitors: Encouraging other brands to prioritize sustainability.

Allbirds’ unique approach to footwear production, blending innovation, comfort, and sustainability, has positioned it as a leader in the sustainable fashion movement. The Allbirds case study provides a valuable window into the world of sustainable business, marketing, and product innovation. By exploring Allbirds’ strategies and challenges, students can gain insights into how a commitment to ethical practices, environmental consciousness, and customer satisfaction can drive success in today’s competitive market. The case offers lessons for those interested in entrepreneurship, sustainable business practices, and ethical consumerism.

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• Published: 17 April 2024

The economic commitment of climate change

• Maximilian Kotz   ORCID: orcid.org/0000-0003-2564-5043 1 , 2 ,
• Anders Levermann   ORCID: orcid.org/0000-0003-4432-4704 1 , 2 &
• Leonie Wenz   ORCID: orcid.org/0000-0002-8500-1568 1 , 3  

Nature volume  628 ,  pages 551–557 ( 2024 ) Cite this article

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• Environmental economics
• Environmental health
• Interdisciplinary studies
• Projection and prediction

Global projections of macroeconomic climate-change damages typically consider impacts from average annual and national temperatures over long time horizons 1 , 2 , 3 , 4 , 5 , 6 . Here we use recent empirical findings from more than 1,600 regions worldwide over the past 40 years to project sub-national damages from temperature and precipitation, including daily variability and extremes 7 , 8 . Using an empirical approach that provides a robust lower bound on the persistence of impacts on economic growth, we find that the world economy is committed to an income reduction of 19% within the next 26 years independent of future emission choices (relative to a baseline without climate impacts, likely range of 11–29% accounting for physical climate and empirical uncertainty). These damages already outweigh the mitigation costs required to limit global warming to 2 °C by sixfold over this near-term time frame and thereafter diverge strongly dependent on emission choices. Committed damages arise predominantly through changes in average temperature, but accounting for further climatic components raises estimates by approximately 50% and leads to stronger regional heterogeneity. Committed losses are projected for all regions except those at very high latitudes, at which reductions in temperature variability bring benefits. The largest losses are committed at lower latitudes in regions with lower cumulative historical emissions and lower present-day income.

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Projections of the macroeconomic damage caused by future climate change are crucial to informing public and policy debates about adaptation, mitigation and climate justice. On the one hand, adaptation against climate impacts must be justified and planned on the basis of an understanding of their future magnitude and spatial distribution 9 . This is also of importance in the context of climate justice 10 , as well as to key societal actors, including governments, central banks and private businesses, which increasingly require the inclusion of climate risks in their macroeconomic forecasts to aid adaptive decision-making 11 , 12 . On the other hand, climate mitigation policy such as the Paris Climate Agreement is often evaluated by balancing the costs of its implementation against the benefits of avoiding projected physical damages. This evaluation occurs both formally through cost–benefit analyses 1 , 4 , 5 , 6 , as well as informally through public perception of mitigation and damage costs 13 .

Projections of future damages meet challenges when informing these debates, in particular the human biases relating to uncertainty and remoteness that are raised by long-term perspectives 14 . Here we aim to overcome such challenges by assessing the extent of economic damages from climate change to which the world is already committed by historical emissions and socio-economic inertia (the range of future emission scenarios that are considered socio-economically plausible 15 ). Such a focus on the near term limits the large uncertainties about diverging future emission trajectories, the resulting long-term climate response and the validity of applying historically observed climate–economic relations over long timescales during which socio-technical conditions may change considerably. As such, this focus aims to simplify the communication and maximize the credibility of projected economic damages from future climate change.

In projecting the future economic damages from climate change, we make use of recent advances in climate econometrics that provide evidence for impacts on sub-national economic growth from numerous components of the distribution of daily temperature and precipitation 3 , 7 , 8 . Using fixed-effects panel regression models to control for potential confounders, these studies exploit within-region variation in local temperature and precipitation in a panel of more than 1,600 regions worldwide, comprising climate and income data over the past 40 years, to identify the plausibly causal effects of changes in several climate variables on economic productivity 16 , 17 . Specifically, macroeconomic impacts have been identified from changing daily temperature variability, total annual precipitation, the annual number of wet days and extreme daily rainfall that occur in addition to those already identified from changing average temperature 2 , 3 , 18 . Moreover, regional heterogeneity in these effects based on the prevailing local climatic conditions has been found using interactions terms. The selection of these climate variables follows micro-level evidence for mechanisms related to the impacts of average temperatures on labour and agricultural productivity 2 , of temperature variability on agricultural productivity and health 7 , as well as of precipitation on agricultural productivity, labour outcomes and flood damages 8 (see Extended Data Table 1 for an overview, including more detailed references). References  7 , 8 contain a more detailed motivation for the use of these particular climate variables and provide extensive empirical tests about the robustness and nature of their effects on economic output, which are summarized in Methods . By accounting for these extra climatic variables at the sub-national level, we aim for a more comprehensive description of climate impacts with greater detail across both time and space.

Constraining the persistence of impacts

A key determinant and source of discrepancy in estimates of the magnitude of future climate damages is the extent to which the impact of a climate variable on economic growth rates persists. The two extreme cases in which these impacts persist indefinitely or only instantaneously are commonly referred to as growth or level effects 19 , 20 (see Methods section ‘Empirical model specification: fixed-effects distributed lag models’ for mathematical definitions). Recent work shows that future damages from climate change depend strongly on whether growth or level effects are assumed 20 . Following refs.  2 , 18 , we provide constraints on this persistence by using distributed lag models to test the significance of delayed effects separately for each climate variable. Notably, and in contrast to refs.  2 , 18 , we use climate variables in their first-differenced form following ref.  3 , implying a dependence of the growth rate on a change in climate variables. This choice means that a baseline specification without any lags constitutes a model prior of purely level effects, in which a permanent change in the climate has only an instantaneous effect on the growth rate 3 , 19 , 21 . By including lags, one can then test whether any effects may persist further. This is in contrast to the specification used by refs.  2 , 18 , in which climate variables are used without taking the first difference, implying a dependence of the growth rate on the level of climate variables. In this alternative case, the baseline specification without any lags constitutes a model prior of pure growth effects, in which a change in climate has an infinitely persistent effect on the growth rate. Consequently, including further lags in this alternative case tests whether the initial growth impact is recovered 18 , 19 , 21 . Both of these specifications suffer from the limiting possibility that, if too few lags are included, one might falsely accept the model prior. The limitations of including a very large number of lags, including loss of data and increasing statistical uncertainty with an increasing number of parameters, mean that such a possibility is likely. By choosing a specification in which the model prior is one of level effects, our approach is therefore conservative by design, avoiding assumptions of infinite persistence of climate impacts on growth and instead providing a lower bound on this persistence based on what is observable empirically (see Methods section ‘Empirical model specification: fixed-effects distributed lag models’ for further exposition of this framework). The conservative nature of such a choice is probably the reason that ref.  19 finds much greater consistency between the impacts projected by models that use the first difference of climate variables, as opposed to their levels.

We begin our empirical analysis of the persistence of climate impacts on growth using ten lags of the first-differenced climate variables in fixed-effects distributed lag models. We detect substantial effects on economic growth at time lags of up to approximately 8–10 years for the temperature terms and up to approximately 4 years for the precipitation terms (Extended Data Fig. 1 and Extended Data Table 2 ). Furthermore, evaluation by means of information criteria indicates that the inclusion of all five climate variables and the use of these numbers of lags provide a preferable trade-off between best-fitting the data and including further terms that could cause overfitting, in comparison with model specifications excluding climate variables or including more or fewer lags (Extended Data Fig. 3 , Supplementary Methods Section  1 and Supplementary Table 1 ). We therefore remove statistically insignificant terms at later lags (Supplementary Figs. 1 – 3 and Supplementary Tables 2 – 4 ). Further tests using Monte Carlo simulations demonstrate that the empirical models are robust to autocorrelation in the lagged climate variables (Supplementary Methods Section  2 and Supplementary Figs. 4 and 5 ), that information criteria provide an effective indicator for lag selection (Supplementary Methods Section  2 and Supplementary Fig. 6 ), that the results are robust to concerns of imperfect multicollinearity between climate variables and that including several climate variables is actually necessary to isolate their separate effects (Supplementary Methods Section  3 and Supplementary Fig. 7 ). We provide a further robustness check using a restricted distributed lag model to limit oscillations in the lagged parameter estimates that may result from autocorrelation, finding that it provides similar estimates of cumulative marginal effects to the unrestricted model (Supplementary Methods Section 4 and Supplementary Figs. 8 and 9 ). Finally, to explicitly account for any outstanding uncertainty arising from the precise choice of the number of lags, we include empirical models with marginally different numbers of lags in the error-sampling procedure of our projection of future damages. On the basis of the lag-selection procedure (the significance of lagged terms in Extended Data Fig. 1 and Extended Data Table 2 , as well as information criteria in Extended Data Fig. 3 ), we sample from models with eight to ten lags for temperature and four for precipitation (models shown in Supplementary Figs. 1 – 3 and Supplementary Tables 2 – 4 ). In summary, this empirical approach to constrain the persistence of climate impacts on economic growth rates is conservative by design in avoiding assumptions of infinite persistence, but nevertheless provides a lower bound on the extent of impact persistence that is robust to the numerous tests outlined above.

Committed damages until mid-century

We combine these empirical economic response functions (Supplementary Figs. 1 – 3 and Supplementary Tables 2 – 4 ) with an ensemble of 21 climate models (see Supplementary Table 5 ) from the Coupled Model Intercomparison Project Phase 6 (CMIP-6) 22 to project the macroeconomic damages from these components of physical climate change (see Methods for further details). Bias-adjusted climate models that provide a highly accurate reproduction of observed climatological patterns with limited uncertainty (Supplementary Table 6 ) are used to avoid introducing biases in the projections. Following a well-developed literature 2 , 3 , 19 , these projections do not aim to provide a prediction of future economic growth. Instead, they are a projection of the exogenous impact of future climate conditions on the economy relative to the baselines specified by socio-economic projections, based on the plausibly causal relationships inferred by the empirical models and assuming ceteris paribus. Other exogenous factors relevant for the prediction of economic output are purposefully assumed constant.

A Monte Carlo procedure that samples from climate model projections, empirical models with different numbers of lags and model parameter estimates (obtained by 1,000 block-bootstrap resamples of each of the regressions in Supplementary Figs. 1 – 3 and Supplementary Tables 2 – 4 ) is used to estimate the combined uncertainty from these sources. Given these uncertainty distributions, we find that projected global damages are statistically indistinguishable across the two most extreme emission scenarios until 2049 (at the 5% significance level; Fig. 1 ). As such, the climate damages occurring before this time constitute those to which the world is already committed owing to the combination of past emissions and the range of future emission scenarios that are considered socio-economically plausible 15 . These committed damages comprise a permanent income reduction of 19% on average globally (population-weighted average) in comparison with a baseline without climate-change impacts (with a likely range of 11–29%, following the likelihood classification adopted by the Intergovernmental Panel on Climate Change (IPCC); see caption of Fig. 1 ). Even though levels of income per capita generally still increase relative to those of today, this constitutes a permanent income reduction for most regions, including North America and Europe (each with median income reductions of approximately 11%) and with South Asia and Africa being the most strongly affected (each with median income reductions of approximately 22%; Fig. 1 ). Under a middle-of-the road scenario of future income development (SSP2, in which SSP stands for Shared Socio-economic Pathway), this corresponds to global annual damages in 2049 of 38 trillion in 2005 international dollars (likely range of 19–59 trillion 2005 international dollars). Compared with empirical specifications that assume pure growth or pure level effects, our preferred specification that provides a robust lower bound on the extent of climate impact persistence produces damages between these two extreme assumptions (Extended Data Fig. 3 ).

Estimates of the projected reduction in income per capita from changes in all climate variables based on empirical models of climate impacts on economic output with a robust lower bound on their persistence (Extended Data Fig. 1 ) under a low-emission scenario compatible with the 2 °C warming target and a high-emission scenario (SSP2-RCP2.6 and SSP5-RCP8.5, respectively) are shown in purple and orange, respectively. Shading represents the 34% and 10% confidence intervals reflecting the likely and very likely ranges, respectively (following the likelihood classification adopted by the IPCC), having estimated uncertainty from a Monte Carlo procedure, which samples the uncertainty from the choice of physical climate models, empirical models with different numbers of lags and bootstrapped estimates of the regression parameters shown in Supplementary Figs. 1 – 3 . Vertical dashed lines show the time at which the climate damages of the two emission scenarios diverge at the 5% and 1% significance levels based on the distribution of differences between emission scenarios arising from the uncertainty sampling discussed above. Note that uncertainty in the difference of the two scenarios is smaller than the combined uncertainty of the two respective scenarios because samples of the uncertainty (climate model and empirical model choice, as well as model parameter bootstrap) are consistent across the two emission scenarios, hence the divergence of damages occurs while the uncertainty bounds of the two separate damage scenarios still overlap. Estimates of global mitigation costs from the three IAMs that provide results for the SSP2 baseline and SSP2-RCP2.6 scenario are shown in light green in the top panel, with the median of these estimates shown in bold.

Damages already outweigh mitigation costs

We compare the damages to which the world is committed over the next 25 years to estimates of the mitigation costs required to achieve the Paris Climate Agreement. Taking estimates of mitigation costs from the three integrated assessment models (IAMs) in the IPCC AR6 database 23 that provide results under comparable scenarios (SSP2 baseline and SSP2-RCP2.6, in which RCP stands for Representative Concentration Pathway), we find that the median committed climate damages are larger than the median mitigation costs in 2050 (six trillion in 2005 international dollars) by a factor of approximately six (note that estimates of mitigation costs are only provided every 10 years by the IAMs and so a comparison in 2049 is not possible). This comparison simply aims to compare the magnitude of future damages against mitigation costs, rather than to conduct a formal cost–benefit analysis of transitioning from one emission path to another. Formal cost–benefit analyses typically find that the net benefits of mitigation only emerge after 2050 (ref.  5 ), which may lead some to conclude that physical damages from climate change are simply not large enough to outweigh mitigation costs until the second half of the century. Our simple comparison of their magnitudes makes clear that damages are actually already considerably larger than mitigation costs and the delayed emergence of net mitigation benefits results primarily from the fact that damages across different emission paths are indistinguishable until mid-century (Fig. 1 ).

Although these near-term damages constitute those to which the world is already committed, we note that damage estimates diverge strongly across emission scenarios after 2049, conveying the clear benefits of mitigation from a purely economic point of view that have been emphasized in previous studies 4 , 24 . As well as the uncertainties assessed in Fig. 1 , these conclusions are robust to structural choices, such as the timescale with which changes in the moderating variables of the empirical models are estimated (Supplementary Figs. 10 and 11 ), as well as the order in which one accounts for the intertemporal and international components of currency comparison (Supplementary Fig. 12 ; see Methods for further details).

Damages from variability and extremes

Committed damages primarily arise through changes in average temperature (Fig. 2 ). This reflects the fact that projected changes in average temperature are larger than those in other climate variables when expressed as a function of their historical interannual variability (Extended Data Fig. 4 ). Because the historical variability is that on which the empirical models are estimated, larger projected changes in comparison with this variability probably lead to larger future impacts in a purely statistical sense. From a mechanistic perspective, one may plausibly interpret this result as implying that future changes in average temperature are the most unprecedented from the perspective of the historical fluctuations to which the economy is accustomed and therefore will cause the most damage. This insight may prove useful in terms of guiding adaptation measures to the sources of greatest damage.

Estimates of the median projected reduction in sub-national income per capita across emission scenarios (SSP2-RCP2.6 and SSP2-RCP8.5) as well as climate model, empirical model and model parameter uncertainty in the year in which climate damages diverge at the 5% level (2049, as identified in Fig. 1 ). a , Impacts arising from all climate variables. b – f , Impacts arising separately from changes in annual mean temperature ( b ), daily temperature variability ( c ), total annual precipitation ( d ), the annual number of wet days (>1 mm) ( e ) and extreme daily rainfall ( f ) (see Methods for further definitions). Data on national administrative boundaries are obtained from the GADM database version 3.6 and are freely available for academic use ( https://gadm.org/ ).

Nevertheless, future damages based on empirical models that consider changes in annual average temperature only and exclude the other climate variables constitute income reductions of only 13% in 2049 (Extended Data Fig. 5a , likely range 5–21%). This suggests that accounting for the other components of the distribution of temperature and precipitation raises net damages by nearly 50%. This increase arises through the further damages that these climatic components cause, but also because their inclusion reveals a stronger negative economic response to average temperatures (Extended Data Fig. 5b ). The latter finding is consistent with our Monte Carlo simulations, which suggest that the magnitude of the effect of average temperature on economic growth is underestimated unless accounting for the impacts of other correlated climate variables (Supplementary Fig. 7 ).

In terms of the relative contributions of the different climatic components to overall damages, we find that accounting for daily temperature variability causes the largest increase in overall damages relative to empirical frameworks that only consider changes in annual average temperature (4.9 percentage points, likely range 2.4–8.7 percentage points, equivalent to approximately 10 trillion international dollars). Accounting for precipitation causes smaller increases in overall damages, which are—nevertheless—equivalent to approximately 1.2 trillion international dollars: 0.01 percentage points (−0.37–0.33 percentage points), 0.34 percentage points (0.07–0.90 percentage points) and 0.36 percentage points (0.13–0.65 percentage points) from total annual precipitation, the number of wet days and extreme daily precipitation, respectively. Moreover, climate models seem to underestimate future changes in temperature variability 25 and extreme precipitation 26 , 27 in response to anthropogenic forcing as compared with that observed historically, suggesting that the true impacts from these variables may be larger.

The distribution of committed damages

The spatial distribution of committed damages (Fig. 2a ) reflects a complex interplay between the patterns of future change in several climatic components and those of historical economic vulnerability to changes in those variables. Damages resulting from increasing annual mean temperature (Fig. 2b ) are negative almost everywhere globally, and larger at lower latitudes in regions in which temperatures are already higher and economic vulnerability to temperature increases is greatest (see the response heterogeneity to mean temperature embodied in Extended Data Fig. 1a ). This occurs despite the amplified warming projected at higher latitudes 28 , suggesting that regional heterogeneity in economic vulnerability to temperature changes outweighs heterogeneity in the magnitude of future warming (Supplementary Fig. 13a ). Economic damages owing to daily temperature variability (Fig. 2c ) exhibit a strong latitudinal polarisation, primarily reflecting the physical response of daily variability to greenhouse forcing in which increases in variability across lower latitudes (and Europe) contrast decreases at high latitudes 25 (Supplementary Fig. 13b ). These two temperature terms are the dominant determinants of the pattern of overall damages (Fig. 2a ), which exhibits a strong polarity with damages across most of the globe except at the highest northern latitudes. Future changes in total annual precipitation mainly bring economic benefits except in regions of drying, such as the Mediterranean and central South America (Fig. 2d and Supplementary Fig. 13c ), but these benefits are opposed by changes in the number of wet days, which produce damages with a similar pattern of opposite sign (Fig. 2e and Supplementary Fig. 13d ). By contrast, changes in extreme daily rainfall produce damages in all regions, reflecting the intensification of daily rainfall extremes over global land areas 29 , 30 (Fig. 2f and Supplementary Fig. 13e ).

The spatial distribution of committed damages implies considerable injustice along two dimensions: culpability for the historical emissions that have caused climate change and pre-existing levels of socio-economic welfare. Spearman’s rank correlations indicate that committed damages are significantly larger in countries with smaller historical cumulative emissions, as well as in regions with lower current income per capita (Fig. 3 ). This implies that those countries that will suffer the most from the damages already committed are those that are least responsible for climate change and which also have the least resources to adapt to it.

Estimates of the median projected change in national income per capita across emission scenarios (RCP2.6 and RCP8.5) as well as climate model, empirical model and model parameter uncertainty in the year in which climate damages diverge at the 5% level (2049, as identified in Fig. 1 ) are plotted against cumulative national emissions per capita in 2020 (from the Global Carbon Project) and coloured by national income per capita in 2020 (from the World Bank) in a and vice versa in b . In each panel, the size of each scatter point is weighted by the national population in 2020 (from the World Bank). Inset numbers indicate the Spearman’s rank correlation ρ and P -values for a hypothesis test whose null hypothesis is of no correlation, as well as the Spearman’s rank correlation weighted by national population.

To further quantify this heterogeneity, we assess the difference in committed damages between the upper and lower quartiles of regions when ranked by present income levels and historical cumulative emissions (using a population weighting to both define the quartiles and estimate the group averages). On average, the quartile of countries with lower income are committed to an income loss that is 8.9 percentage points (or 61%) greater than the upper quartile (Extended Data Fig. 6 ), with a likely range of 3.8–14.7 percentage points across the uncertainty sampling of our damage projections (following the likelihood classification adopted by the IPCC). Similarly, the quartile of countries with lower historical cumulative emissions are committed to an income loss that is 6.9 percentage points (or 40%) greater than the upper quartile, with a likely range of 0.27–12 percentage points. These patterns reemphasize the prevalence of injustice in climate impacts 31 , 32 , 33 in the context of the damages to which the world is already committed by historical emissions and socio-economic inertia.

Contextualizing the magnitude of damages

The magnitude of projected economic damages exceeds previous literature estimates 2 , 3 , arising from several developments made on previous approaches. Our estimates are larger than those of ref.  2 (see first row of Extended Data Table 3 ), primarily because of the facts that sub-national estimates typically show a steeper temperature response (see also refs.  3 , 34 ) and that accounting for other climatic components raises damage estimates (Extended Data Fig. 5 ). However, we note that our empirical approach using first-differenced climate variables is conservative compared with that of ref.  2 in regard to the persistence of climate impacts on growth (see introduction and Methods section ‘Empirical model specification: fixed-effects distributed lag models’), an important determinant of the magnitude of long-term damages 19 , 21 . Using a similar empirical specification to ref.  2 , which assumes infinite persistence while maintaining the rest of our approach (sub-national data and further climate variables), produces considerably larger damages (purple curve of Extended Data Fig. 3 ). Compared with studies that do take the first difference of climate variables 3 , 35 , our estimates are also larger (see second and third rows of Extended Data Table 3 ). The inclusion of further climate variables (Extended Data Fig. 5 ) and a sufficient number of lags to more adequately capture the extent of impact persistence (Extended Data Figs. 1 and 2 ) are the main sources of this difference, as is the use of specifications that capture nonlinearities in the temperature response when compared with ref.  35 . In summary, our estimates develop on previous studies by incorporating the latest data and empirical insights 7 , 8 , as well as in providing a robust empirical lower bound on the persistence of impacts on economic growth, which constitutes a middle ground between the extremes of the growth-versus-levels debate 19 , 21 (Extended Data Fig. 3 ).

Compared with the fraction of variance explained by the empirical models historically (<5%), the projection of reductions in income of 19% may seem large. This arises owing to the fact that projected changes in climatic conditions are much larger than those that were experienced historically, particularly for changes in average temperature (Extended Data Fig. 4 ). As such, any assessment of future climate-change impacts necessarily requires an extrapolation outside the range of the historical data on which the empirical impact models were evaluated. Nevertheless, these models constitute the most state-of-the-art methods for inference of plausibly causal climate impacts based on observed data. Moreover, we take explicit steps to limit out-of-sample extrapolation by capping the moderating variables of the interaction terms at the 95th percentile of the historical distribution (see Methods ). This avoids extrapolating the marginal effects outside what was observed historically. Given the nonlinear response of economic output to annual mean temperature (Extended Data Fig. 1 and Extended Data Table 2 ), this is a conservative choice that limits the magnitude of damages that we project. Furthermore, back-of-the-envelope calculations indicate that the projected damages are consistent with the magnitude and patterns of historical economic development (see Supplementary Discussion Section  5 ).

Missing impacts and spatial spillovers

Despite assessing several climatic components from which economic impacts have recently been identified 3 , 7 , 8 , this assessment of aggregate climate damages should not be considered comprehensive. Important channels such as impacts from heatwaves 31 , sea-level rise 36 , tropical cyclones 37 and tipping points 38 , 39 , as well as non-market damages such as those to ecosystems 40 and human health 41 , are not considered in these estimates. Sea-level rise is unlikely to be feasibly incorporated into empirical assessments such as this because historical sea-level variability is mostly small. Non-market damages are inherently intractable within our estimates of impacts on aggregate monetary output and estimates of these impacts could arguably be considered as extra to those identified here. Recent empirical work suggests that accounting for these channels would probably raise estimates of these committed damages, with larger damages continuing to arise in the global south 31 , 36 , 37 , 38 , 39 , 40 , 41 , 42 .

Moreover, our main empirical analysis does not explicitly evaluate the potential for impacts in local regions to produce effects that ‘spill over’ into other regions. Such effects may further mitigate or amplify the impacts we estimate, for example, if companies relocate production from one affected region to another or if impacts propagate along supply chains. The current literature indicates that trade plays a substantial role in propagating spillover effects 43 , 44 , making their assessment at the sub-national level challenging without available data on sub-national trade dependencies. Studies accounting for only spatially adjacent neighbours indicate that negative impacts in one region induce further negative impacts in neighbouring regions 45 , 46 , 47 , 48 , suggesting that our projected damages are probably conservative by excluding these effects. In Supplementary Fig. 14 , we assess spillovers from neighbouring regions using a spatial-lag model. For simplicity, this analysis excludes temporal lags, focusing only on contemporaneous effects. The results show that accounting for spatial spillovers can amplify the overall magnitude, and also the heterogeneity, of impacts. Consistent with previous literature, this indicates that the overall magnitude (Fig. 1 ) and heterogeneity (Fig. 3 ) of damages that we project in our main specification may be conservative without explicitly accounting for spillovers. We note that further analysis that addresses both spatially and trade-connected spillovers, while also accounting for delayed impacts using temporal lags, would be necessary to adequately address this question fully. These approaches offer fruitful avenues for further research but are beyond the scope of this manuscript, which primarily aims to explore the impacts of different climate conditions and their persistence.

Policy implications

We find that the economic damages resulting from climate change until 2049 are those to which the world economy is already committed and that these greatly outweigh the costs required to mitigate emissions in line with the 2 °C target of the Paris Climate Agreement (Fig. 1 ). This assessment is complementary to formal analyses of the net costs and benefits associated with moving from one emission path to another, which typically find that net benefits of mitigation only emerge in the second half of the century 5 . Our simple comparison of the magnitude of damages and mitigation costs makes clear that this is primarily because damages are indistinguishable across emissions scenarios—that is, committed—until mid-century (Fig. 1 ) and that they are actually already much larger than mitigation costs. For simplicity, and owing to the availability of data, we compare damages to mitigation costs at the global level. Regional estimates of mitigation costs may shed further light on the national incentives for mitigation to which our results already hint, of relevance for international climate policy. Although these damages are committed from a mitigation perspective, adaptation may provide an opportunity to reduce them. Moreover, the strong divergence of damages after mid-century reemphasizes the clear benefits of mitigation from a purely economic perspective, as highlighted in previous studies 1 , 4 , 6 , 24 .

Historical climate data

Historical daily 2-m temperature and precipitation totals (in mm) are obtained for the period 1979–2019 from the W5E5 database. The W5E5 dataset comes from ERA-5, a state-of-the-art reanalysis of historical observations, but has been bias-adjusted by applying version 2.0 of the WATCH Forcing Data to ERA-5 reanalysis data and precipitation data from version 2.3 of the Global Precipitation Climatology Project to better reflect ground-based measurements 49 , 50 , 51 . We obtain these data on a 0.5° × 0.5° grid from the Inter-Sectoral Impact Model Intercomparison Project (ISIMIP) database. Notably, these historical data have been used to bias-adjust future climate projections from CMIP-6 (see the following section), ensuring consistency between the distribution of historical daily weather on which our empirical models were estimated and the climate projections used to estimate future damages. These data are publicly available from the ISIMIP database. See refs.  7 , 8 for robustness tests of the empirical models to the choice of climate data reanalysis products.

Future climate data

Daily 2-m temperature and precipitation totals (in mm) are taken from 21 climate models participating in CMIP-6 under a high (RCP8.5) and a low (RCP2.6) greenhouse gas emission scenario from 2015 to 2100. The data have been bias-adjusted and statistically downscaled to a common half-degree grid to reflect the historical distribution of daily temperature and precipitation of the W5E5 dataset using the trend-preserving method developed by the ISIMIP 50 , 52 . As such, the climate model data reproduce observed climatological patterns exceptionally well (Supplementary Table 5 ). Gridded data are publicly available from the ISIMIP database.

Historical economic data

Historical economic data come from the DOSE database of sub-national economic output 53 . We use a recent revision to the DOSE dataset that provides data across 83 countries, 1,660 sub-national regions with varying temporal coverage from 1960 to 2019. Sub-national units constitute the first administrative division below national, for example, states for the USA and provinces for China. Data come from measures of gross regional product per capita (GRPpc) or income per capita in local currencies, reflecting the values reported in national statistical agencies, yearbooks and, in some cases, academic literature. We follow previous literature 3 , 7 , 8 , 54 and assess real sub-national output per capita by first converting values from local currencies to US dollars to account for diverging national inflationary tendencies and then account for US inflation using a US deflator. Alternatively, one might first account for national inflation and then convert between currencies. Supplementary Fig. 12 demonstrates that our conclusions are consistent when accounting for price changes in the reversed order, although the magnitude of estimated damages varies. See the documentation of the DOSE dataset for further discussion of these choices. Conversions between currencies are conducted using exchange rates from the FRED database of the Federal Reserve Bank of St. Louis 55 and the national deflators from the World Bank 56 .

Future socio-economic data

Baseline gridded gross domestic product (GDP) and population data for the period 2015–2100 are taken from the middle-of-the-road scenario SSP2 (ref.  15 ). Population data have been downscaled to a half-degree grid by the ISIMIP following the methodologies of refs.  57 , 58 , which we then aggregate to the sub-national level of our economic data using the spatial aggregation procedure described below. Because current methodologies for downscaling the GDP of the SSPs use downscaled population to do so, per-capita estimates of GDP with a realistic distribution at the sub-national level are not readily available for the SSPs. We therefore use national-level GDP per capita (GDPpc) projections for all sub-national regions of a given country, assuming homogeneity within countries in terms of baseline GDPpc. Here we use projections that have been updated to account for the impact of the COVID-19 pandemic on the trajectory of future income, while remaining consistent with the long-term development of the SSPs 59 . The choice of baseline SSP alters the magnitude of projected climate damages in monetary terms, but when assessed in terms of percentage change from the baseline, the choice of socio-economic scenario is inconsequential. Gridded SSP population data and national-level GDPpc data are publicly available from the ISIMIP database. Sub-national estimates as used in this study are available in the code and data replication files.

Climate variables

Following recent literature 3 , 7 , 8 , we calculate an array of climate variables for which substantial impacts on macroeconomic output have been identified empirically, supported by further evidence at the micro level for plausible underlying mechanisms. See refs.  7 , 8 for an extensive motivation for the use of these particular climate variables and for detailed empirical tests on the nature and robustness of their effects on economic output. To summarize, these studies have found evidence for independent impacts on economic growth rates from annual average temperature, daily temperature variability, total annual precipitation, the annual number of wet days and extreme daily rainfall. Assessments of daily temperature variability were motivated by evidence of impacts on agricultural output and human health, as well as macroeconomic literature on the impacts of volatility on growth when manifest in different dimensions, such as government spending, exchange rates and even output itself 7 . Assessments of precipitation impacts were motivated by evidence of impacts on agricultural productivity, metropolitan labour outcomes and conflict, as well as damages caused by flash flooding 8 . See Extended Data Table 1 for detailed references to empirical studies of these physical mechanisms. Marked impacts of daily temperature variability, total annual precipitation, the number of wet days and extreme daily rainfall on macroeconomic output were identified robustly across different climate datasets, spatial aggregation schemes, specifications of regional time trends and error-clustering approaches. They were also found to be robust to the consideration of temperature extremes 7 , 8 . Furthermore, these climate variables were identified as having independent effects on economic output 7 , 8 , which we further explain here using Monte Carlo simulations to demonstrate the robustness of the results to concerns of imperfect multicollinearity between climate variables (Supplementary Methods Section  2 ), as well as by using information criteria (Supplementary Table 1 ) to demonstrate that including several lagged climate variables provides a preferable trade-off between optimally describing the data and limiting the possibility of overfitting.

We calculate these variables from the distribution of daily, d , temperature, T x , d , and precipitation, P x , d , at the grid-cell, x , level for both the historical and future climate data. As well as annual mean temperature, \({\bar{T}}_{x,y}\) , and annual total precipitation, P x , y , we calculate annual, y , measures of daily temperature variability, \({\widetilde{T}}_{x,y}\) :

the number of wet days, Pwd x , y :

and extreme daily rainfall:

in which T x , d , m , y is the grid-cell-specific daily temperature in month m and year y , \({\bar{T}}_{x,m,{y}}\) is the year and grid-cell-specific monthly, m , mean temperature, D m and D y the number of days in a given month m or year y , respectively, H the Heaviside step function, 1 mm the threshold used to define wet days and P 99.9 x is the 99.9th percentile of historical (1979–2019) daily precipitation at the grid-cell level. Units of the climate measures are degrees Celsius for annual mean temperature and daily temperature variability, millimetres for total annual precipitation and extreme daily precipitation, and simply the number of days for the annual number of wet days.

We also calculated weighted standard deviations of monthly rainfall totals as also used in ref.  8 but do not include them in our projections as we find that, when accounting for delayed effects, their effect becomes statistically indistinct and is better captured by changes in total annual rainfall.

Spatial aggregation

We aggregate grid-cell-level historical and future climate measures, as well as grid-cell-level future GDPpc and population, to the level of the first administrative unit below national level of the GADM database, using an area-weighting algorithm that estimates the portion of each grid cell falling within an administrative boundary. We use this as our baseline specification following previous findings that the effect of area or population weighting at the sub-national level is negligible 7 , 8 .

Empirical model specification: fixed-effects distributed lag models

Following a wide range of climate econometric literature 16 , 60 , we use panel regression models with a selection of fixed effects and time trends to isolate plausibly exogenous variation with which to maximize confidence in a causal interpretation of the effects of climate on economic growth rates. The use of region fixed effects, μ r , accounts for unobserved time-invariant differences between regions, such as prevailing climatic norms and growth rates owing to historical and geopolitical factors. The use of yearly fixed effects, η y , accounts for regionally invariant annual shocks to the global climate or economy such as the El Niño–Southern Oscillation or global recessions. In our baseline specification, we also include region-specific linear time trends, k r y , to exclude the possibility of spurious correlations resulting from common slow-moving trends in climate and growth.

The persistence of climate impacts on economic growth rates is a key determinant of the long-term magnitude of damages. Methods for inferring the extent of persistence in impacts on growth rates have typically used lagged climate variables to evaluate the presence of delayed effects or catch-up dynamics 2 , 18 . For example, consider starting from a model in which a climate condition, C r , y , (for example, annual mean temperature) affects the growth rate, Δlgrp r , y (the first difference of the logarithm of gross regional product) of region r in year y :

which we refer to as a ‘pure growth effects’ model in the main text. Typically, further lags are included,

and the cumulative effect of all lagged terms is evaluated to assess the extent to which climate impacts on growth rates persist. Following ref.  18 , in the case that,

the implication is that impacts on the growth rate persist up to NL years after the initial shock (possibly to a weaker or a stronger extent), whereas if

then the initial impact on the growth rate is recovered after NL years and the effect is only one on the level of output. However, we note that such approaches are limited by the fact that, when including an insufficient number of lags to detect a recovery of the growth rates, one may find equation ( 6 ) to be satisfied and incorrectly assume that a change in climatic conditions affects the growth rate indefinitely. In practice, given a limited record of historical data, including too few lags to confidently conclude in an infinitely persistent impact on the growth rate is likely, particularly over the long timescales over which future climate damages are often projected 2 , 24 . To avoid this issue, we instead begin our analysis with a model for which the level of output, lgrp r , y , depends on the level of a climate variable, C r , y :

Given the non-stationarity of the level of output, we follow the literature 19 and estimate such an equation in first-differenced form as,

which we refer to as a model of ‘pure level effects’ in the main text. This model constitutes a baseline specification in which a permanent change in the climate variable produces an instantaneous impact on the growth rate and a permanent effect only on the level of output. By including lagged variables in this specification,

we are able to test whether the impacts on the growth rate persist any further than instantaneously by evaluating whether α L  > 0 are statistically significantly different from zero. Even though this framework is also limited by the possibility of including too few lags, the choice of a baseline model specification in which impacts on the growth rate do not persist means that, in the case of including too few lags, the framework reverts to the baseline specification of level effects. As such, this framework is conservative with respect to the persistence of impacts and the magnitude of future damages. It naturally avoids assumptions of infinite persistence and we are able to interpret any persistence that we identify with equation ( 9 ) as a lower bound on the extent of climate impact persistence on growth rates. See the main text for further discussion of this specification choice, in particular about its conservative nature compared with previous literature estimates, such as refs.  2 , 18 .

We allow the response to climatic changes to vary across regions, using interactions of the climate variables with historical average (1979–2019) climatic conditions reflecting heterogenous effects identified in previous work 7 , 8 . Following this previous work, the moderating variables of these interaction terms constitute the historical average of either the variable itself or of the seasonal temperature difference, \({\hat{T}}_{r}\) , or annual mean temperature, \({\bar{T}}_{r}\) , in the case of daily temperature variability 7 and extreme daily rainfall, respectively 8 .

The resulting regression equation with N and M lagged variables, respectively, reads:

in which Δlgrp r , y is the annual, regional GRPpc growth rate, measured as the first difference of the logarithm of real GRPpc, following previous work 2 , 3 , 7 , 8 , 18 , 19 . Fixed-effects regressions were run using the fixest package in R (ref.  61 ).

Estimates of the coefficients of interest α i , L are shown in Extended Data Fig. 1 for N  =  M  = 10 lags and for our preferred choice of the number of lags in Supplementary Figs. 1 – 3 . In Extended Data Fig. 1 , errors are shown clustered at the regional level, but for the construction of damage projections, we block-bootstrap the regressions by region 1,000 times to provide a range of parameter estimates with which to sample the projection uncertainty (following refs.  2 , 31 ).

Spatial-lag model

In Supplementary Fig. 14 , we present the results from a spatial-lag model that explores the potential for climate impacts to ‘spill over’ into spatially neighbouring regions. We measure the distance between centroids of each pair of sub-national regions and construct spatial lags that take the average of the first-differenced climate variables and their interaction terms over neighbouring regions that are at distances of 0–500, 500–1,000, 1,000–1,500 and 1,500–2000 km (spatial lags, ‘SL’, 1 to 4). For simplicity, we then assess a spatial-lag model without temporal lags to assess spatial spillovers of contemporaneous climate impacts. This model takes the form:

in which SL indicates the spatial lag of each climate variable and interaction term. In Supplementary Fig. 14 , we plot the cumulative marginal effect of each climate variable at different baseline climate conditions by summing the coefficients for each climate variable and interaction term, for example, for average temperature impacts as:

These cumulative marginal effects can be regarded as the overall spatially dependent impact to an individual region given a one-unit shock to a climate variable in that region and all neighbouring regions at a given value of the moderating variable of the interaction term.

Constructing projections of economic damage from future climate change

We construct projections of future climate damages by applying the coefficients estimated in equation ( 10 ) and shown in Supplementary Tables 2 – 4 (when including only lags with statistically significant effects in specifications that limit overfitting; see Supplementary Methods Section  1 ) to projections of future climate change from the CMIP-6 models. Year-on-year changes in each primary climate variable of interest are calculated to reflect the year-to-year variations used in the empirical models. 30-year moving averages of the moderating variables of the interaction terms are calculated to reflect the long-term average of climatic conditions that were used for the moderating variables in the empirical models. By using moving averages in the projections, we account for the changing vulnerability to climate shocks based on the evolving long-term conditions (Supplementary Figs. 10 and 11 show that the results are robust to the precise choice of the window of this moving average). Although these climate variables are not differenced, the fact that the bias-adjusted climate models reproduce observed climatological patterns across regions for these moderating variables very accurately (Supplementary Table 6 ) with limited spread across models (<3%) precludes the possibility that any considerable bias or uncertainty is introduced by this methodological choice. However, we impose caps on these moderating variables at the 95th percentile at which they were observed in the historical data to prevent extrapolation of the marginal effects outside the range in which the regressions were estimated. This is a conservative choice that limits the magnitude of our damage projections.

Time series of primary climate variables and moderating climate variables are then combined with estimates of the empirical model parameters to evaluate the regression coefficients in equation ( 10 ), producing a time series of annual GRPpc growth-rate reductions for a given emission scenario, climate model and set of empirical model parameters. The resulting time series of growth-rate impacts reflects those occurring owing to future climate change. By contrast, a future scenario with no climate change would be one in which climate variables do not change (other than with random year-to-year fluctuations) and hence the time-averaged evaluation of equation ( 10 ) would be zero. Our approach therefore implicitly compares the future climate-change scenario to this no-climate-change baseline scenario.

The time series of growth-rate impacts owing to future climate change in region r and year y , δ r , y , are then added to the future baseline growth rates, π r , y (in log-diff form), obtained from the SSP2 scenario to yield trajectories of damaged GRPpc growth rates, ρ r , y . These trajectories are aggregated over time to estimate the future trajectory of GRPpc with future climate impacts:

in which GRPpc r , y =2020 is the initial log level of GRPpc. We begin damage estimates in 2020 to reflect the damages occurring since the end of the period for which we estimate the empirical models (1979–2019) and to match the timing of mitigation-cost estimates from most IAMs (see below).

For each emission scenario, this procedure is repeated 1,000 times while randomly sampling from the selection of climate models, the selection of empirical models with different numbers of lags (shown in Supplementary Figs. 1 – 3 and Supplementary Tables 2 – 4 ) and bootstrapped estimates of the regression parameters. The result is an ensemble of future GRPpc trajectories that reflect uncertainty from both physical climate change and the structural and sampling uncertainty of the empirical models.

Estimates of mitigation costs

We obtain IPCC estimates of the aggregate costs of emission mitigation from the AR6 Scenario Explorer and Database hosted by IIASA 23 . Specifically, we search the AR6 Scenarios Database World v1.1 for IAMs that provided estimates of global GDP and population under both a SSP2 baseline and a SSP2-RCP2.6 scenario to maintain consistency with the socio-economic and emission scenarios of the climate damage projections. We find five IAMs that provide data for these scenarios, namely, MESSAGE-GLOBIOM 1.0, REMIND-MAgPIE 1.5, AIM/GCE 2.0, GCAM 4.2 and WITCH-GLOBIOM 3.1. Of these five IAMs, we use the results only from the first three that passed the IPCC vetting procedure for reproducing historical emission and climate trajectories. We then estimate global mitigation costs as the percentage difference in global per capita GDP between the SSP2 baseline and the SSP2-RCP2.6 emission scenario. In the case of one of these IAMs, estimates of mitigation costs begin in 2020, whereas in the case of two others, mitigation costs begin in 2010. The mitigation cost estimates before 2020 in these two IAMs are mostly negligible, and our choice to begin comparison with damage estimates in 2020 is conservative with respect to the relative weight of climate damages compared with mitigation costs for these two IAMs.

Data availability

Data on economic production and ERA-5 climate data are publicly available at https://doi.org/10.5281/zenodo.4681306 (ref. 62 ) and https://www.ecmwf.int/en/forecasts/datasets/reanalysis-datasets/era5 , respectively. Data on mitigation costs are publicly available at https://data.ene.iiasa.ac.at/ar6/#/downloads . Processed climate and economic data, as well as all other necessary data for reproduction of the results, are available at the public repository https://doi.org/10.5281/zenodo.10562951  (ref. 63 ).

Code availability

All code necessary for reproduction of the results is available at the public repository https://doi.org/10.5281/zenodo.10562951  (ref. 63 ).

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Acknowledgements

We gratefully acknowledge financing from the Volkswagen Foundation and the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH on behalf of the Government of the Federal Republic of Germany and Federal Ministry for Economic Cooperation and Development (BMZ).

Open access funding provided by Potsdam-Institut für Klimafolgenforschung (PIK) e.V.

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Maximilian Kotz, Anders Levermann & Leonie Wenz

Institute of Physics, Potsdam University, Potsdam, Germany

Maximilian Kotz & Anders Levermann

Mercator Research Institute on Global Commons and Climate Change, Berlin, Germany

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All authors contributed to the design of the analysis. M.K. conducted the analysis and produced the figures. All authors contributed to the interpretation and presentation of the results. M.K. and L.W. wrote the manuscript.

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Extended data figures and tables

Extended data fig. 1 constraining the persistence of historical climate impacts on economic growth rates..

The results of a panel-based fixed-effects distributed lag model for the effects of annual mean temperature ( a ), daily temperature variability ( b ), total annual precipitation ( c ), the number of wet days ( d ) and extreme daily precipitation ( e ) on sub-national economic growth rates. Point estimates show the effects of a 1 °C or one standard deviation increase (for temperature and precipitation variables, respectively) at the lower quartile, median and upper quartile of the relevant moderating variable (green, orange and purple, respectively) at different lagged periods after the initial shock (note that these are not cumulative effects). Climate variables are used in their first-differenced form (see main text for discussion) and the moderating climate variables are the annual mean temperature, seasonal temperature difference, total annual precipitation, number of wet days and annual mean temperature, respectively, in panels a – e (see Methods for further discussion). Error bars show the 95% confidence intervals having clustered standard errors by region. The within-region R 2 , Bayesian and Akaike information criteria for the model are shown at the top of the figure. This figure shows results with ten lags for each variable to demonstrate the observed levels of persistence, but our preferred specifications remove later lags based on the statistical significance of terms shown above and the information criteria shown in Extended Data Fig. 2 . The resulting models without later lags are shown in Supplementary Figs. 1 – 3 .

Extended Data Fig. 2 Incremental lag-selection procedure using information criteria and within-region R 2 .

Starting from a panel-based fixed-effects distributed lag model estimating the effects of climate on economic growth using the real historical data (as in equation ( 4 )) with ten lags for all climate variables (as shown in Extended Data Fig. 1 ), lags are incrementally removed for one climate variable at a time. The resulting Bayesian and Akaike information criteria are shown in a – e and f – j , respectively, and the within-region R 2 and number of observations in k – o and p – t , respectively. Different rows show the results when removing lags from different climate variables, ordered from top to bottom as annual mean temperature, daily temperature variability, total annual precipitation, the number of wet days and extreme annual precipitation. Information criteria show minima at approximately four lags for precipitation variables and ten to eight for temperature variables, indicating that including these numbers of lags does not lead to overfitting. See Supplementary Table 1 for an assessment using information criteria to determine whether including further climate variables causes overfitting.

Extended Data Fig. 3 Damages in our preferred specification that provides a robust lower bound on the persistence of climate impacts on economic growth versus damages in specifications of pure growth or pure level effects.

Estimates of future damages as shown in Fig. 1 but under the emission scenario RCP8.5 for three separate empirical specifications: in orange our preferred specification, which provides an empirical lower bound on the persistence of climate impacts on economic growth rates while avoiding assumptions of infinite persistence (see main text for further discussion); in purple a specification of ‘pure growth effects’ in which the first difference of climate variables is not taken and no lagged climate variables are included (the baseline specification of ref.  2 ); and in pink a specification of ‘pure level effects’ in which the first difference of climate variables is taken but no lagged terms are included.

Extended Data Fig. 4 Climate changes in different variables as a function of historical interannual variability.

Changes in each climate variable of interest from 1979–2019 to 2035–2065 under the high-emission scenario SSP5-RCP8.5, expressed as a percentage of the historical variability of each measure. Historical variability is estimated as the standard deviation of each detrended climate variable over the period 1979–2019 during which the empirical models were identified (detrending is appropriate because of the inclusion of region-specific linear time trends in the empirical models). See Supplementary Fig. 13 for changes expressed in standard units. Data on national administrative boundaries are obtained from the GADM database version 3.6 and are freely available for academic use ( https://gadm.org/ ).

Extended Data Fig. 5 Contribution of different climate variables to overall committed damages.

a , Climate damages in 2049 when using empirical models that account for all climate variables, changes in annual mean temperature only or changes in both annual mean temperature and one other climate variable (daily temperature variability, total annual precipitation, the number of wet days and extreme daily precipitation, respectively). b , The cumulative marginal effects of an increase in annual mean temperature of 1 °C, at different baseline temperatures, estimated from empirical models including all climate variables or annual mean temperature only. Estimates and uncertainty bars represent the median and 95% confidence intervals obtained from 1,000 block-bootstrap resamples from each of three different empirical models using eight, nine or ten lags of temperature terms.

Extended Data Fig. 6 The difference in committed damages between the upper and lower quartiles of countries when ranked by GDP and cumulative historical emissions.

Quartiles are defined using a population weighting, as are the average committed damages across each quartile group. The violin plots indicate the distribution of differences between quartiles across the two extreme emission scenarios (RCP2.6 and RCP8.5) and the uncertainty sampling procedure outlined in Methods , which accounts for uncertainty arising from the choice of lags in the empirical models, uncertainty in the empirical model parameter estimates, as well as the climate model projections. Bars indicate the median, as well as the 10th and 90th percentiles and upper and lower sixths of the distribution reflecting the very likely and likely ranges following the likelihood classification adopted by the IPCC.

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Kotz, M., Levermann, A. & Wenz, L. The economic commitment of climate change. Nature 628 , 551–557 (2024). https://doi.org/10.1038/s41586-024-07219-0

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7 social media data findings that all content creators need to see.

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Social Media Analytics. Benchmark and trend reports give essential insight to creators.

Introduction

Social media content creation is constantly changing, and case studies and research on success in the field are continually being performed. The question is, which data do we have to pay attention to, and what data will contribute to success on social media? Here are the ten social media statistics and data that all content creators, whether influencers, small businesses, or UGC creators, should pay attention to and utilize to optimize their content to grow, monetize, and be successful on social media.

1.AI Makes Audiences More Hesitant to Engage

AI leaves consumers weary.

AI has revolutionized content creation, enabling faster production, editing, and distribution across multiple platforms. While AI is a boon for marketers, Hootsuite’s Social Trends Report 2024 reveals a significant insight. Despite its benefits, 62% of consumers are less likely to engage with content if they know it was created by AI . This underscores the importance of maintaining a human touch in content creation. As we continue with more statistics, you will see how brands look for more authenticity. What does this mean for creators? Granted, there are content pieces that it is almost impossible to tell if Ai created them or if they are original. The question is, will a creator take the chance? AI is an excellent tool for research and can help brainstorm ideas for content, but if AI is being used as the sole and primary form of content creation, your community is not interested.

2. Relatable over Inspirational!

Social media content with a relatable quality is more likely to gain a loyal following than ... [+] inspirational content.

Content creators sometimes lose focus on the objective of social media and get caught up in self-promotion. According to Morning Consult Pro’s 2023 “How Brands Can Succeed at Influencer Marketing Report,” social shoppers are 54% more likely to purchase a product from a creator with a relatable personality promoting a product as opposed to shoppers who said they were 39% more likely to buy a product from a creator with an aspirational personality. This statistic should be strongly considered by new creators who are discouraged from making content because it is not aesthetic to a perfectionist’s level - your content will perform better if you are relatable.

The Best Romantic Comedy Of The Last Year Just Hit Netflix

Apple iphone 16: unique all-new design promised in new report, rudy giuliani and mark meadows indicted in arizona fake electors case.

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We track so many KPIs to gauge the success of our content, and although views and reach may seem like a beautiful glow of success, DMOs (Destination Marketing Organizations) want to hear your community. CrowdRiff’s 2024 Trends Report: Marketing and Predictions for DMOs Report states that 67% of destination marketers are focused on social media engagement metrics as 2024 KPIs. Engagement is vast in destination marketing because, unlike a product, consumers may not immediately purchase it and almost always have more questions or comments regarding travel. As a DMO- you want the questions and comments to provide consumers with the information to put your destination in their plans. Creators need to grab audiences and entice them to learn more.

4. TGIF is the Key to Success!

Friday - the Ideal Posting day

Posting times are always up for debate, and the goal is to post at the best time for audiences to see your content and engage. Emplifi’s 2024 Social Media Benchmark Report shows that Friday is ultimately the best day to post on Instagram and TikTok, and more than 50% of the average impressions for both platforms come in the afternoon. Getting your content to your audience and finding the perfect time to boost engagement is essential; research-based data showing when to post does the hard part for you. Keeping track of your analytics and seeing your content trends is also crucial.

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TikTok is on the rise!

There are numerous social media platforms available to create content, but the goal is to find out where all of our consumers and social buyers are. E-marketer released “5 Charts That Explain the New Era for Social Media,” which shows that although Facebook and Instagram still have the most users in the US, TikTok has the highest number of minutes per day for US adults spending on the app. There is a good chance that if you are looking for your community, even if there are more on Instagram, they spend more time on TikTok.

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Content Creators are getting an increase!

2024 is the year of influencer marketing and the year of utilizing social media to promote goods and services. Check out “IAB Releases First-of-Its-Kind Research Report on the Creator Economy Advertising Opportunity.” It states that “44% of advertisers plan to increase their investment in creator content in 2024, with an average increase of 25%.”

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Although Facebook and Instagram have the highest number of users on the platform, Emplifi’s 2024 Social Media Benchmarks Report showed that even though Meta released the new app - Threads, the incredibly high politics that surround X (Twitter) and the rumors of it going downhill - X held strong with 335.7 active monthly users, and isn’t going anywhere. Why is this important? The app has held firm against Meta - the fiercest and most potent social media software in the world (in my opinion), and X has its loyal users. Don’t we want to find some loyal members to join our community? X is the app to see them.

Final Thoughts

Having success on social media is all about doing the research and finding out what consumers are looking for. As a content creator and a researcher the sources that are linked in this article are sources that have proven to me as accurate and will help navigate the chaotic yet necessary world of social media.

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Prime energy, sports drinks contain PFAS and excessive caffeine, class action suits say

YouTubers Logan Paul and KSI founded Prime Hydration in 2022, and while their products have become increasingly popular and profitable, the company continues to face class action suits over the ingredients in their energy and sports drinks.

Prime Hyrdation LLC was sued April 8 in the Southern District of New York over "misleading and deceptive practices" regarding the company's 12-ounce energy drinks containing between 215-225 milligrams of caffeine as opposed to the advertised 200 milligrams, according to the class action suit.

Lara Vera, a Poughkeepsie, New York resident, filed the suit in federal court on behalf of herself and others who bought Prime products across the U.S., the complaint says. Vera purchased Prime's Blue Raspberry products several times in August 2022 for about $3 to $4 each, but she would have never bought the drinks if she had known the actual caffeine content, according to the suit.

Vera's suit is seeking $5 million from the company owned by Paul and KSI, real name Olajide Olayinka Williams "JJ" Olatunji, court records show.

Court records do not say whether Prime Hydration retained legal counsel for Vera's suit.

How much caffeine is in Prime energy drinks?

Prime's advertised 200 milligrams of caffeine is equivalent to "half a dozen Coke cans or nearly two (12-ounce) Red Bulls," Vera's class action suit says.

A 12-ounce can of Red Bull energy drink contains 114 milligrams of caffeine, and a cup of coffee contains around 100 milligrams of caffeine, according to the suit.

The suit continues to say that "there is no proven safe dose of caffeine for children." Side effects of kids consuming caffeine could include rapid or irregular heartbeats, headaches, seizures, shaking, upset stomach and adverse emotional effects on mental health, according to the complaint.

Sen. Charles Schumer , D-N.Y., called on the Food and Drug Administration (FDA) to investigate Prime energy drinks in 2023 because of dangerously high caffeine levels. Schumer alleged in a letter to the FDA that vague marketing targeting young people influenced parents to buy a “cauldron of caffeine" for their kids.

Schumer's call to action to the FDA is referenced in Vera's suit.

USA TODAY contacted Prime Hydration's attorneys Tuesday afternoon but did not receive an immediate response.

What are the Prime Hydration lawsuits?

Vera's legal battle is beginning, but Prime is still dealing with another class action suit from 2023 alleging a flavor of the company's sports drinks contains PFAS, or "forever chemicals."

Independent third-party testing determined the presence of PFAS chemicals in Prime Hydration grape flavor, according to a class action suit filed Aug. 2, 2023, in the Northern District of California by the Milberg law firm on behalf of Elizabeth Castillo and others similarly affected.

"Lead plaintiff Elizabeth Castillo, a resident of California, purchased Prime Hydration on multiple occasions but says she would not have bought it at all if the product had been accurately marketed and labeled as containing PFAS," the Milberg law firm said in an August 2023 news release . "These chemicals were not reasonably detectible to consumers like herself."

Castillo's suit is seeking a $5 million judgment, court records show.

As of April 18, the judge in the case has heard Prime's argument to dismiss the suit due to Castillo not alleging "a cognizable injury" and her not alleging "facts showing a concrete (and) imminent threat of future harm," according to the drink company's motion.

Paul addressed Castillo's claims Wednesday in a 3-minute TikTok video.

"First off, anyone can sue anyone at any time that does not make the lawsuit true," Paul said in the TikTok video. "And in this case, it is not… one person conducted a random study and has provided zero evidence to substantiate any of their claims."

What are forever chemicals?

PFAS are called forever chemicals because they "bioaccumulate, or accrue in the body over time," the Milberg law said in its news release.

"These man-made chemicals are well-studied and have been found to have adverse effects on the human body and environment," the New York City-headquartered law firm said.

Many PFAS are found in people's and animal's blood and can be detected at low levels in a variety of food products and in the environment, the U.S. Environmental Protection Agency (EPA) said. Forever chemicals can be found in water, air, fish and soil at locations across the nation and the globe, according to the EPA.

"There are thousands of PFAS chemicals, and they are found in many different consumer, commercial, and industrial products," the EPA said. "This makes it challenging to study and assess the potential human health and environmental risks."

Who made Prime energy drinks?

Before founding Prime Hydration LLC, Logan Paul, 29, and KSI, 30, were YouTubers who turned their millions of subscribers into supporters of their boxing, wrestling, music, social media content and other endeavors.

Going into the drinks business proved to be profitable for both YouTubers as "Prime Hydration generated more than $250 million in retail sales in its first year, including $45 million in a single month," according to the Milberg law firm.

Paul and KSI continue to keep Prime products in the spotlight whether it is paying for an ad during Super Bowl 57 , having livestreamer IShowSpeed dress up in a Prime sports drink bottle during Wrestlemania 40 or signing athletes including Patrick Mahomes, Aaron Judge, Israel Adesanya, Tyreek Hill, Kyle Larson, Alisha Lehmann and others to sponsorship deals.

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In 2024, Penn Global will support 24 new faculty-led research and engagement projects at a total funding level of $1.5 million.

The Penn Global Research and Engagement Grant Program prioritizes projects that bring together leading scholars and practitioners across the University community and beyond to develop new insight on significant global issues in key countries and regions around the world, a core pillar of Penn’s global strategic framework. 

PROJECTS SUPPORTED BY THE HOLMAN AFRICA RESEARCH AND ENGAGEMENT FUND

• Global Medical Physics Training & Development Program  Stephen Avery, Perelman School of Medicine
• Developing a Dakar Greenbelt with Blue-Green Wedges Proposal  Eugenie Birch, Weitzman School of Design
• Emergent Judaism in Sub-Saharan Africa  Peter Decherney, School of Arts and Sciences / Sara Byala, School of Arts and Sciences
• Determinants of Cognitive Aging among Older Individuals in Ghana  Irma Elo, School of Arts and Sciences
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• A History of Regenerative Agriculture Practices from the Global South: Case Studies from Ethiopia, Kenya, and Zimbabwe Thabo Lenneiye, Kleinman Energy Center / Weitzman School of Design
• Penn Computerized Neurocognitive Battery Use in Botswana Public Schools Elizabeth Lowenthal, Perelman School of Medicine
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• Leveraging an Open Source Software to Prevent and Contain AMR Jonathan Strysko, Perelman School of Medicine
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• The Impacts of School Connectivity Efforts on Education Outcomes in Rwanda  Christopher Yoo, Carey Law School

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• Routes Beyond Conflict: A New Approach to Cultural Encounters in South Asia  Daud Ali, School of Arts and Sciences
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• Explaining Climate Change Regulation in Cities: Evidence from Urban Brazil Alice Xu, School of Arts and Sciences
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• Engaged Scholarship in Latin America: Bridging Knowledge and Action Tulia Falleti, School of Arts and Sciences
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• Exploiting Cultural Heritage in 21st Century Conflict   Fiona Cunningham, School of Arts and Sciences
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This first-of-its-kind Global Medical Physics Training and Development Program (GMPTDP) seeks to serve as an opportunity for PSOM and SEAS graduate students to enhance their clinical requirement with a global experience, introduce them to global career opportunities and working effectively in different contexts, and strengthens partnerships for education and research between US and Africa. This would also be an exceptional opportunity for pre-med/pre-health students and students interested in health tech to have a hands-on global experience with some of the leading professionals in the field. The project will include instruction in automated radiation planning through artificial intelligence (AI); this will increase access to quality cancer care by standardizing radiation planning to reduce inter-user variability and error, decreasing workload on the limited radiation workforce, and shortening time to treatment for patients. GMPTDP will offer a summer clinical practicum to Penn students during which time they will also collaborate with UGhana to implement and evaluate AI tools in the clinical workflow.

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Conduct research through fieldwork to examine questions surrounding Jewish identity in Africa. Research will be presented in e.g. articles, photographic images, and films, as well as in a capstone book. In repeat site-visits to Uganda, South Africa, Ghana, and Zimbabwe, we will conduct interviews with and take photographs of stakeholders from key communities in order to document their everyday lives and religious practices.

The overall aim of this project is the development of a nationally representative study on aging in Ghana. This goal requires expanding our network of Ghanian collaborators and actively engage them in research on aging. The PIs will build on existing institutional contacts in Ghana that include:

1). Current collaboration with the Navrongo Health Research Center (NCHR) on a pilot data collection on cognitive aging in Ghana (funded by a NIA supplement and which provides the matching funds for this Global Engagement fund grant application);

2) Active collaboration with the Regional Institute for Population Studies (RIPS), University of Ghana. Elo has had a long-term collaboration with Dr. Ayaga Bawah who is the current director of RIPS.

In collaboration with UNHCR, we propose studying the effects of a dramatic drop in the level of support for refugees, using a regression discontinuity design to survey 2,500 refugee households just above and 2,500 households just below the vulnerability score cutoff that determines eligibility for full rations. This study will identify the effects of aid cuts on the welfare of an important marginalized population, and on their livelihood adaptation strategies. As UNHCR faces budgetary cuts in multiple refugee-hosting contexts, our study will inform policymakers on the effects of funding withdrawal as well as contribute to the literature on cash transfers.

The proposed project, titled "A History of Regenerative Agriculture Practices from the Global South: Case Studies from Ethiopia, Kenya, and Zimbabwe," aims to delve into the historical and contemporary practices of regenerative agriculture in sub-Saharan Africa. Anticipated Outputs and Outcomes:

1. Research Paper: The primary output of this project will be a comprehensive research paper. This paper will draw from a rich pool of historical and contemporary data to explore the history of regenerative agriculture practices in Ethiopia, Kenya, and Zimbabwe. It will document the indigenous knowledge and practices that have sustained these regions for generations.

2. Policy Digest: In addition to academic research, the project will produce a policy digest. This digest will distill the research findings into actionable insights for policymakers, both at the national and international levels. It will highlight the benefits of regenerative agriculture and provide recommendations for policy frameworks that encourage its adoption.

3. Long-term Partnerships: The project intends to establish long-term partnerships with local and regional universities, such as Great Lakes University Kisumu, Kenya. These partnerships will facilitate knowledge exchange, collaborative research, and capacity building in regenerative agriculture practices. Such collaborations align with Penn Global's goal of strengthening institutional relationships with African partners.

The Penn Computerized Neurocognitive Battery (PCNB) was developed at the University of Pennsylvania by Dr. Ruben C. Gur and colleagues to be administered as part of a comprehensive neuropsychiatric assessment. Consisting of a series of cognitive tasks that help identify individuals’ cognitive strengths and weaknesses, it has recently been culturally adapted and validated by our team for assessment of school-aged children in Botswana . The project involves partnership with the Botswana Ministry of Education and Skills Development (MoESD) to support the rollout of the PCNB for assessment of public primary and secondary school students in Botswana. The multidisciplinary Penn-based team will work with partners in Botswana to guide the PCNB rollout, evaluate fidelity to the testing standards, and track student progress after assessment and intervention. The proposed project will strengthen a well-established partnership between Drs. Elizabeth Lowenthal and J. Cobb Scott from the PSOM and in-country partners. Dr. Sharon Wolf, from Penn’s Graduate School of Education, is an expert in child development who has done extensive work with the Ministry of Education in Ghana to support improvements in early childhood education programs. She is joining the team to provide the necessary interdisciplinary perspective to help guide interventions and evaluations accompanying this new use of the PCNB to support this key program in Africa.

This project will build on exploratory research completed by December 24, 2023 in which the PI interviewed about 35 South Africans involved in jazz/improvised music mostly in Cape Town: venue owners, curators, creators, improvisers.

• Podcast series with 75-100 South African musicians interviewed with their music interspersed in the program.
• 59 minute radio program with extended excerpts of music inserted into the interview itself.
• Create a center of knowledge about South African jazz—its sound and its stories—building knowledge globally about this significant diasporic jazz community
• Expand understanding of “jazz” into a more diffuse area of improvised music making that includes a wide range of contemporary indigenous music and art making
• Partner w Lincoln Center Jazz (and South African Tourism) to host South Africans at Penn

This study focuses on the potential of a Megaregional approach for fostering sustainable development, economic growth, and social inclusion within the East African Community (EAC), with a specific focus on supporting the development of A Vision for An Inclusive Joint Lakefront across the 5 riparian counties in Kenya.

By leveraging the principles of Megaregion development, this project aims to create a unified socio-economic, planning, urbanism, cultural, and preservation strategy that transcends county boundaries and promotes collaboration further afield, among the EAC member countries surrounding the Lake Victoria Basin.

Anticipated Outputs and Outcomes:

1. Megaregion Conceptual Framework: The project will develop a comprehensive Megaregion Conceptual Framework for the Joint Lakefront region in East Africa. This framework, which different regions around the world have applied as a way of bridging local boundaries toward a unified regional vision will give the Kisumu Lake region a path toward cooperative, multi-jurisdictional planning. The Conceptual Framework will be both broad and specific, including actionable strategies, projects, and initiatives aimed at sustainable development, economic growth, social inclusion, and environmental stewardship.

2. Urbanism Projects: Specific urbanism projects will be proposed for key urban centers within the Kenyan riparian counties. These projects will serve as tangible examples of potential improvements and catalysts for broader development efforts.

3. Research Publication: The findings of the study will be captured in a research publication, contributing to academic discourse and increasing Penn's visibility in the field of African urbanism and sustainable development

Antimicrobial resistance (AMR) has emerged as a global crisis, causing more deaths than HIV/AIDS and malaria worldwide. By engaging in a collaborative effort with the Botswana Ministry of Health’s data scientists and experts in microbiology, human and veterinary medicine, and bioinformatics, we will aim to design new electronic medical record system modules that will:

Aim 1: Support the capturing, reporting, and submission of microbiology data from sentinel surveillance laboratories as well as pharmacies across the country

Aim 2: Develop data analytic dashboards for visualizing and characterizing regional AMR and AMC patterns

Aim 3: Submit AMR and AMC data to regional and global surveillance programs

Aim 4: Establish thresholds for alert notifications when disease activity exceeds expected incidence to serve as an early warning system for outbreak detection.

  Using a novel interdisciplinary approach that bridges development economics, psychology, and neuroscience, the overall goal of this project is to improve children's development using a poverty-reduction intervention in Cote d'Ivoire (CIV). The project will directly measure the impacts of cash transfers (CTs) on neurocognitive development, providing a greater understanding of how economic interventions can support the eradication of poverty and ensure that all children flourish and realize their full potential. The project will examine causal mechanisms by which CTs support children’s healthy neurocognitive development and learning outcomes through the novel use of an advanced neuroimaging tool, functional Near Infrared Spectroscopy (fNIRS), direct child assessments, and parent interviews.

The proposed research, the GIGA initiative for Improving Education in Rwanda (GIER), will produce empirical evidence on the impact of connecting schools on education outcomes to enable Rwanda to better understand how to accelerate the efforts to bring connectivity to schools, how to improve instruction and learning among both teachers and students, and whether schools can become internet hubs capable of providing access e-commerce and e-government services to surrounding communities. In addition to evaluating the impact of connecting schools on educational outcomes, the research would also help determine which aspects of the program are critical to success before it is rolled out nationwide.

Through historical epigraphic research, the project will test the hypothesis that historical processes and outcomes in the 14th century were precipitated by a series of related global and local factors and that, moreover, an interdisciplinary and synergistic analysis of these factors embracing climatology, hydrology, epidemiology linguistics and migration will explain the transformation of the cultural, religious and social landscapes of the time more effectively than the ‘clash of civilizations’ paradigm dominant in the field. Outputs include a public online interface for the epigraphic archive; a major international conference at Penn with colleagues from partner universities (Ghent, Pisa, Edinburgh and Penn) as well as the wider South Asia community; development of a graduate course around the research project, on multi-disciplinary approaches to the problem of Hindu-Muslim interaction in medieval India; and a public facing presentation of our findings and methods to demonstrate the path forward for Indian history. Several Penn students, including a postdoc, will be actively engaged.  

India’s competitive electoral arena has failed to generate democratic accountability pressures to reduce toxic air. This project seeks to broadly understand barriers to such pressures from developing, and how to overcome them. In doing so, the project will provide the first systematic study of attitudes and behaviors of citizens and elected officials regarding air pollution in India. The project will 1) conduct in-depth interviews with elected local officials in Delhi, and a large-scale survey of elected officials in seven Indian states affected by air pollution, and 2) partner with relevant civil society organizations, international bodies like the United Nations Environment Program (UNEP), domain experts at research centers like the Public Health Foundation of India (PHFI), and local civic organizations (Janagraaha) to evaluate a range of potential strategies to address pollution apathy, including public information campaigns with highly affected citizens (PHFI), and local pollution reports for policymakers (Janagraaha).

The biggest benefit from generative AI such as GPT, will be the widespread availability of tutoring systems to support education. The project will use this technology to build a conversational voicebot to support Indian students in learning English. The project will engage end users (Indian tutors and their students) in the project from the beginning. The initial prototype voice-driven conversational system will be field-tested in Indian schools and adapted. The project includes 3 stages of development:

1) Develop our conversational agent. Specify the exact initial use case and Conduct preliminary user testing.

2) Fully localize to India, addressing issues identified in Phase 1 user testing.

3) Do comprehensive user testing with detailed observation of 8-12 students using the agent for multiple months; conduct additional assessments of other stakeholders.

The project partners with Ashoka University and Pratham over all three stages, including writing scholarly papers.

Through empirical policy analysis and data-based scenario planning, this project actively contributes to this global effort by investigating planning and policy responses to autonomous transportation in the US and China. In addition to publishing several research papers on this subject, the PI plans to develop a new course and organize a forum at PWCC in 2025. These initiatives are aligned with an overarching endeavor that the PI leads at the Weitzman School of Design, which aims to establish a Future Cities Lab dedicated to research and collaboration in the pursuit of sustainable cities.

This study aims to fill this gap through a more humanistic approach to measuring the impact of education on national development. Leveraging a mixed methods research design consisting of analysis of quantitative data for trends over time, observations of schools and classrooms, and qualitative inquiry via talking to people and hearing their stories, we hope to build a comprehensive picture of educational trends in Nepal and their association with intra-country development. Through this project we strive to better inform the efforts of state authorities and international organizations working to enhance sustainable development within Nepal, while concurrently creating space and guidance for further impact analyses. Among various methods of dissemination of the study’s findings, one key goal is to feed this information into writing a book on this topic.

Developing cities across the world have taken the lead in adopting local environmental regulation. Yet standard models of environmental governance begin with the assumption that local actors should have no incentives for protecting “the commons.” Given the benefits of climate change regulation are diffuse, individual local actors face a collective action problem. This project explores why some local governments bear the costs of environmental regulation while most choose to free-ride. The anticipated outputs of the project include qualitative data that illuminate case studies and the coding of quantitative spatial data sets for studying urban land-use. These different forms of data collection will allow me to develop and test a theoretical framework for understanding when and why city governments adopt environmental policy.

The proposed project will develop new insights on the issue of legislative solutions to the nurse staffing crisis, which will pertain to many U.S. states and U.K. countries. The PI will supervise the nurse survey data collection and to meet with government and nursing association stakeholders to plan the optimal preparation of reports and dissemination of results. The anticipated outputs of the project are a description of variation throughout Scotland in hospital nursing features, including nurse staffing, nurse work environments, extent of adherence to the Law’s required principles, duties, and method, and nurse intent to leave. The outcomes will be the development of capacity for sophisticated quantitative research by Scottish investigators, where such skills are greatly needed but lacking.  

The proposed project will engage multi-cohort, cross-national comparisons of educational-attainment and labor-market experiences of young adults in three countries that dramatically diverge in how they have developed college education over the last three decades: Finland, South Korea and the US. It will produce comparative knowledge regarding consequences of different pathways to higher education, which has significant policy implications for educational and economic inequality in Finland, Korea, the US, and beyond. The project also will lay the foundation for ongoing collaboration among the three country teams to seek external funding for sustained collaboration on educational analyses.

With matching funds from PLAC and CLALS, we will jointly fund four scholars from diverse LAC countries to participate in workshops to engage our community regarding successful practices of community-academic partnerships.

These four scholars and practitioners from Latin America, who are experts on community-engaged scholarship, will visit the Penn campus during the early fall of 2024. As part of their various engagements on campus, these scholars will participate after the workshops as key guest speakers in the 7th edition of the Penn in Latin America and the Caribbean (PLAC) Conference, held on October 11, 2024, at the Perry World House. The conference will focus on "Public and Community Engaged Scholarship in Latin America, the Caribbean, and their Diasporas."

Palermo, Sicily, has been a leading center of migrant rights advocacy and migrant civic participation in the twenty-first century. This project will engage an existing network of diverse migrant community associations and anti-mafia organizations in Palermo to take stock of migrant rights and support systems in the city. Our partner organizations, research assistants, and cultural mediators from different communities will design and conduct a survey and interviews documenting experiences, issues and opportunities related to various rights – to asylum, housing, work, health care, food, education, and more. Our web-based report will include recommendations for city and regional authorities and other actors in civil society. The last phase of our project will involve community outreach and organizing to advance these objectives. The web site we create will be designed as the network’s information center, with a directory of civil society and services, updating an inventory not current since 2014, which our partner Diaspore per la Pace will continue to update.

This interdisciplinary project has four objectives: 1) to investigate why some governments and non-state actors elevated cultural heritage exploitation (CHX) to the strategic level of warfare alongside nuclear weapons, cyberattacks, political influence operations and other “game changers”; 2) which state or non-state actors (e.g. weak actors) use heritage for leverage in conflict and why; and 3) to identify the mechanisms through which CHX coerces an adversary (e.g. catalyzing international involvement); and 4) to identify the best policy responses for non-state actors and states to address the challenge of CHX posed by their adversaries, based on the findings produced by the first three objectives.

Identify the capacity of dental schools, organizations training oral health professionals and conducting oral health research to contribute to oral health policies in the WHO Eastern Mediterranean region, identify the barriers and facilitators to engage in OHPs, and subsequently define research priority areas for the region in collaboration with the WHO, oral health academia, researchers, and other regional stakeholders.

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