Reverend Musical Instruments: Playing a Different Tune (B) Harvard Case Solution & Analysis

The electric guitar marketplace is both enticing and daunting for a small company - a multi-billion $US sector that has grown nearly continuously since the 1960s, but where rivalry is based as much on picture as on material. The market is naturally disjointed (similar to the market for many musical instruments), yet leading players make entry and nourishment challenging. While Asian manufacturers or branded imports control the low and mid-priced market, serious players and collectors seek high end branded or handcrafted instruments that can be resold with just modest loss, if any.

To augment collector value, high-end guitar manufacturers always change parts, making short-run series with unique features (frequently defined by "name" musicians and sold under their signature). For established brands, vintage instruments, and handcrafted instruments, guitars that are used may sell for their original purchase price or surprising multiples the value of some pieces increases after just ten years. From this viewpoint, seasoned buyers can make basically risk-free purchases. The instance tells the story of Joe Naylor, the owner-manager of Reverend Guitars, a small business that made a startling impact on the electric guitar market with an intelligent use of innovative products, advanced marketing and innovative use of the net to a) influence an existing community and b) build a new one.

Reverend Musical Instruments Playing a Different Tune (B) case study solution


This is just an excerpt. This case is about SALES & MARKETING

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