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Part V: Putting customers first during a recession: How LEGO, Groupon and Netflix focused on customer’s needs to drive sales

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Part IV: Driving innovation during a recession: How eBay and Priceline capitalized on shifting market conditions.

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Part III: Gaining Momentum During Crisis: How Toyota and FedEx used authentic advertising to drive results

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Part II: How Anheuser-Busch, PBR and Coors diversified their product selections during The Great Depression

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Part I: How Procter & Gamble and Kellogg’s contrarian investment strategy paid off during The Great Depression

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Will Stitch Fix’s marketing headwinds force it to become a data-driven department store?

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Why all of Nordstrom’s experimentation hasn’t been enough

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Why Allswell taught Walmart how to build, not buy digitally-native brands

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Why Farfetch needs to build more Off-Whites, not Opening Ceremonies

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Why do celebrity brands care so much about customer reviews?

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Victoria’s Secret, Forever 21 and the fallacy that legacy brands “have time” to change

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If Kim Kardashian needs to sell in Nordstrom, so do you

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Walker & Company’s rebirth and the benefits of humble founders

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Equinox Media vs. Peloton: Two diverging approaches to brand architecture

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The modern fallacy of trying to “own” a product category

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The 2010s were the decade of private labels, not digitally-native brands

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As copycats proliferate, Allbirds’ quest to find its brand is existential

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Nike’s failed Amazon partnership means it can now double-down on its direct-to-consumer business

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Kylie Inc’s sale to Coty is the bailout both parties wanted but neither needed

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Peloton and the existential need for vertical integration

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Everything that can go wrong with the unrestrained food service at Nordstrom’s NYC flagship store

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What did Untuckit do right that J.Crew did wrong?

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Amazon’s private labels are only responsible for 1% of sales, but for how long?

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Is the risk of Le Tote buying Lord & Taylor worth the reward?

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Rent the Runway needs to own up to its flawed communication strategy

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Kylie Skin, Harry’s and why top multi-brand retailers still have the Midas touch

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Matt Scanlan, brand platforms and the founder-as-a-platform

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#KimOhNo, SKIMS and the ups and downs of Kim’s most ambitious brand

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Can Museum of Ice Cream keep its cool or will it melt?

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Why companies need to own, not rent, their rental infrastructure

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Farfetch, New Guards Group, and the costs and risks of vertical integration  

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The size of Barneys’ stores, not the cost of rent, led to its demise

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Kylie Cosmetics, Kylie Skin and Coty’s shared quest to find their footing

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Kanye, Kylie, Jordan and the complexity of “owning” a celebrity brand  

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Walmart isn’t the savior or the bailout fund that digitally-native brands expected

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From Brandless to worthless with a lot of capital down the drain

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The common forces driving retail and entertainment’s structural shifts

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Is Verishop beating a dead horse?

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Examining The RealReal’s quest to build an authentic and sustainable business

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Instagram’s @shop and the perils of living in its ecosystem

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Kylie Skin and the push to exfoliate her operational foundation

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Can Apple Stores thrive in a post-iPhone world?

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Why H&M shouldn’t bury the lead on its print catalog

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Harry’s acquisition and the limits of direct-to-consumer independence

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Will influencer-driven private labels give Revolve the ammunition it needs?

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Everlane aims to find its footing with a sneaky sneaker launch

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P&G, Harry’s, Billie and the Battle of Blades

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Will LVMH’s billion dollar investment in Rimowa ever pay off?

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Pinterest, Instagram and the quest to own the entire advertising funnel

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Kylie Cosmetics, Ulta and the wholesale balancing act