Corporate Social Responsibility models

BottleWater
Background: New Corporate Social Responsibility models at companies like TOMS, Warby
Parker, and Thinx offer consumers an altruistic Buy One Give One (BoGo) model for their
purchases. These companies promise their buyer that for every item they purchase, a good or
service will be donated. A new company, BottleWater, wants to launch a new Nalgene or
Hydroflask style water bottle, but they’re not sure who their consumer should be. Traditionally,
they have sold their products only to people who are active hikers, but because of COVID-19
they believe that people might be bringing their own water to more places, rather than using a
water fountain. They estimate that there are roughly 1M active hikers in the US.
Questions: BottleWater is interested in launching a new product to an undefined market. The
client objectives are as follows:
• Probe the feelings and emotions behind purchasing during COVID-19. Are habits
the same as prior to the pandemic?
• Understand behaviors around water bottle usage. Are there certain situations in
which folks “BYO” and has that change since the pandemic?
• Determine how important the BoGo model is for consumers. What type of BoGo
would encourage consumers to purchase BottleWater over another type of
bottle.
• Identify demographic subgroups that may be target consumers for BottleWater
• Understand whether or not consumers are hikers or some other type of person.
• Any other high-level objectives you think are important for BottleWater to
understand about potential consumers.
InspiredSpin
Background: InspiredSpin indoor cycling studios has established its brand as one of selfempowerment and acceptance for all people. The classes are $30 per ride, not including various
other rentals and purchases like towels, water, and shoes that one might need for class.
Recently, there was a news report that one of the company’s major investors was caught on
tape saying discriminatory things and the company saw a decrease in ridership of 10% overall
across its 20 studios nationwide. Some executives believe that the decline is due solely to the
scandal. Others believe these were casual riders who were just turned off by the scandal, but
really stopped riding because of the costs. A company database has a file of 50,000 people who
have taken a class at InspiredSpin.
Questions: InspiredSpin’s top priority is to understand whether or not the scandal has affected
ridership frequency. Some of the other objectives the company has includes:
• Probe attitudes toward boutique fitness and exercise. Do riders see the class as a
workout or as a social event?
• Evaluate the perception of the brand as a whole. How to riders view
InspiredSpin?
• Identify barriers and motivations to riders attending InspiredSpin versus another
indoor cycling class.
• Assess the appetite for class costs. Do riders like the per class model? Is the class
priced appropriately?
• Understand the consequences of the current political environment and its
effects on the brand. Do consumers feel that these two things are inline?
• Evaluate the impact of the scandal on rider attendance and behavior.
• Any other high-level objectives you think are important for InspiredSpin to
understand.