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This study aims to uncover the underlying mechanism between the time length of We-media videos and customer satisfaction (CS)/participation (CP) based on experiential marketing theory.

Two datasets were collected from Bilibili; 308 data were used with bootstrapping for multiple linear regressions (MLR) to test the hypotheses, and 2,670 data were used for structural equation modelling (SEM) to verify robustness.

Videos’ time length acts as both a price and provision element of experiential marketing. As a price element, its linear term affects CS negatively but CP positively. As a provision element, its quadratic term affects CS positively but CP negatively.

Marketing management personnel and video creators at Bilibili could optimise videos’ time length as suggested. We-media video platforms should encourage high-quality videos with sufficient time lengths to improve CS. Video creators could balance CS and CP, as suggested.

This research proposed platform, provision, price and propagation as experiential marketing elements concerning experiences in online virtual encounters. It found CS was affected positively by provision but negatively by price, whereas the opposite is true for CP. Time length affects CS/CP as both a price and provision element, which may explain the neglect of significant relationships between the time length and marketing performances of videos.

Addressing the adverse effects of entrepreneurial failure stigma and establishing the subsequent entrepreneurship legitimacy of new ventures are crucial for reinvigorating entrepreneurial endeavors. This paper investigated the implementation of impression-management strategies for mitigating the adverse effects of the stigma associated with entrepreneurial failure on the legitimacy of subsequent entrepreneurial activities.

Drawing on impression-management theory and legitimacy theory, we conducted three experimental studies to explore the impact of impression-management strategies of entrepreneurial-failure stigma on the legitimacy of subsequent entrepreneurship. Additionally, the role of stakeholders’ forgiveness as a mediating factor and how the specific type of entrepreneurial failure stigma (attributable vs non-attributable) moderates these effects were analyzed.

The results from Studies 1 and 2 show that implementing impression-management strategies positively contributes to sustaining the legitimacy of subsequent entrepreneurial endeavors in failed new ventures. Assertive strategies demonstrate a more effective impact on enhancing the legitimacy of subsequent entrepreneurship than defensive impression management strategies. In addition, stakeholders’ forgiveness plays a mediating role in the relationship between impression-management strategies and subsequent entrepreneurship legitimacy. The results of Study 3 demonstrate that the type of stigma associated with entrepreneurial failure moderates the impact of impression-management strategies on the legitimacy of subsequent entrepreneurship. In situations where the stigma is attributable, implementing only assertive strategies is adequate to yield favorable results. However, in situations where the stigma is non-attributable, it is essential to implement both defensive and assertive strategies to effectively strengthen subsequent entrepreneurship legitimacy.

The findings make a valuable contribution to the existing literature on the recovery from entrepreneurial failure, and they also offer practical strategies for new ventures to adeptly handle the stigma of failure and resume their entrepreneurial endeavors.

This case study is designed to enable students to understand the reasons behind the launch of a beauty brand grounded on traditions and culture, understand the strategies adopted by Florasis to establish its presence in the C-beauty space and emerge successful, analyze the positioning of a C-beauty brand in a highly competitive beauty market, identify the issues and challenges faced by a C-beauty brand in its efforts to disrupt the C-beauty space and suggest strategies that Florasis can adopt to emerge as a market leader in the global beauty industry.

Set in 2021, the case study discusses about the emerging C-beauty brand Florasis innovative strategies to promote the brand. Florasis was founded in 2017 with a vision to become a century old national makeup brand of China. Florasis was successful in getting on board a story-telling experience that featured traditional Chinese culture, aesthetics and heritage. It sold cosmetic products with retro packaging, concepts derived from traditional Chinese style, promoting a sense of national pride and nostalgia. The case study highlights the innovative strategies Florasis adopted like influencer marketing through key opinion leaders and key opinion customers, celebrity endorsements, user co-creation programs, social content and network marketing, brand crossovers and collaborations, etc. In April 2021, Florasis became the No. 1 cosmetic company in China with a gross merchandise value of 218m yuan and further the total sales for second quarter of 2021 reached 830m yuan, endorsing its supremacy over other global and local beauty brands in China. However, with success came along a set of challenges. Some analysts pointed that the brand was slow in innovating its product line-up, it focused more on promotions and advertisements and the brand positioning with a single sales channel, the cost performance and quality of the products and excessive marketing campaigns targeting a niche segment. Going forward, what should Florasis do to conquer the global beauty space? Can Florasis aspire to become a digitally empowered global beauty brand? Has it got the momentum? Will its direct-to-consumer model and unprecedented marketing and promotion gimmicks, help it achieve the lead in the global beauty space?

This case study is suitable for students of the graduate and undergraduate programs in management.

Teaching notes are available for educators only.

CSS 8: Marketing.