Case studies: the Marvel of comics

When you have seventy-five years of history and over 5,000 characters in your archives, including Spiderman, The Incredible Hulk and Captain America, you have a lot of potential to experiment with a Curve strategy.

Marvel is in such a lucky position. In 2009 Disney acquired the comic book publisher for $4 billion. At the time, it was the eighth largest magazine publisher in the US, and 4.1 million people read its content every month. That said, even by the time of the acquisition Marvel was far from just a comic book business. Although it made $125 million from publishing in 2008, that represented less than a fifth of its revenue: the bulk was made up from licensing ($293 million, 43 per cent) and film production ($255 million, 38 per cent). It’s a brand and movie business, and since 2000 there has been a Marvel-licensed blockbuster in cinemas every single year. Continue Reading


Case studies: Nespresso and the coffee brand

Nestlé have discovered how to turn coffee into a Curve business. And they have done it not with an entry price of free, but an entry price of very expensive.

Nespresso coffee machines start at £130. They are stylish and elegant and the most expensive versions will set you back nearly £500. (US readers can substitute dollar signs for pound signs. That’s not fair on UK consumers, given the exchange rate, but that’s generally how it goes.) The machines are not the heart of the Nespresso business; the relationship with the coffee drinker is.

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