Sh ou ld Adva a rk stick to its core c omp e tenc e ?
Four commentators offer expert advice.
Reprint R0202AH B R CA S E ST U D Y
Stick to the Core—or
Go for More? by Thomas J. Waite harvard business review • february 2002 page 1
HBR’s cases, which are fictional, present common managerial dilemmas and offer concrete solutions from experts.
COPYRIGHT © 2002 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.
Advaark achieved phenomenal success selling one service very well.
But now customers are asking for more, creating a strategic dilemma that could tear the company apart.
“Cut!” Spike Sanchez stomped toward the stage, his arms waving the music to a stop.
Wearing black from head to toe, sporting dark glasses, and sweating under the heat of the lights, he was losing his patience. A highly respected music video director, Sanchez was starting to wonder if taking on this advertising gig was such a great idea. “How many times do
I have to tell you to point the logo on the can toward the camera during that move?”
On stage was Maygan M, a pop singer whose star had risen in the months since she’d agreed to do this ad. She was a sweet-faced,
18-year-old beauty, dressed in a sequined, midriff-baring halter top, a skintight leopard microskirt, and platform shoes that had already tripped her up twice. She sheltered her eyes from the lights and glared at Sanchez. “Like I can even see the stupid logo,” she whined.
“Maybe you could fix it on a computer or something?” “Or maybe you should just do what I say,”
Sanchez shot back. “Then we might have some hope of airing this 30-second spot before your
15 minutes of fame are up!” He turned abruptly, strode off the stage, and dropped back into his director’s chair. “Let’s try it again from the top.”
Maygan pouted at him for a moment and then flipped her long hair,