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Blog Graphic Design 15+ Case Study Examples for Business, Marketing & Sales

15+ Case Study Examples for Business, Marketing & Sales

Written by: Alice Corner Jan 12, 2023

Have you ever bought something — within the last 10 years or so — without reading its reviews or without a recommendation or prior experience of using it?

If the answer is no — or at least, rarely — you get my point.

Positive reviews matter for selling to regular customers, and for B2B or SaaS businesses, detailed case studies are important too.

Wondering how to craft a compelling case study ? No worries—I’ve got you covered with 15 marketing case study templates , helpful tips, and examples to ensure your case study converts effectively.

Click to jump ahead:

What is a case study?

What to include in a professional case study, business case study examples, simple case study examples, marketing case study examples, sales case study examples.

• Case study FAQs

A case study is an in-depth, detailed analysis of a specific real-world situation. For example, a case study can be about an individual, group, event, organization, or phenomenon. The purpose of a case study is to understand its complexities and gain insights into a particular instance or situation.

In the context of a business, however, case studies take customer success stories and explore how they use your product to help them achieve their business goals.

As well as being valuable marketing tools , case studies are a good way to evaluate your product as it allows you to objectively examine how others are using it.

It’s also a good way to interview your customers about why they work with you.

Related: What is a Case Study? [+6 Types of Case Studies]

A professional case study showcases how your product or services helped potential clients achieve their business goals. You can also create case studies of internal, successful marketing projects. A professional case study typically includes:

• Company background and history
• The challenge
• How you helped
• Specific actions taken
• Visuals or Data
• Client testimonials

Here’s an example of a case study template:

Whether you’re a B2B or B2C company, business case studies can be a powerful resource to help with your sales, marketing, and even internal departmental awareness.

Business and business management case studies should encompass strategic insights alongside anecdotal and qualitative findings, like in the business case study examples below.

Conduct a B2B case study by researching the company holistically

When it comes to writing a case study, make sure you approach the company holistically and analyze everything from their social media to their sales.

Think about every avenue your product or service has been of use to your case study company, and ask them about the impact this has had on their wider company goals.

In business case study examples like the one above, we can see that the company has been thought about holistically simply by the use of icons.

By combining social media icons with icons that show in-person communication we know that this is a well-researched and thorough case study.

This case study report example could also be used within an annual or end-of-year report.

Highlight the key takeaway from your marketing case study

To create a compelling case study, identify the key takeaways from your research. Use catchy language to sum up this information in a sentence, and present this sentence at the top of your page.

This is “at a glance” information and it allows people to gain a top-level understanding of the content immediately. 

You can use a large, bold, contrasting font to help this information stand out from the page and provide interest.

Learn  how to choose fonts  effectively with our Venngage guide and once you’ve done that.

Upload your fonts and  brand colors  to Venngage using the  My Brand Kit  tool and see them automatically applied to your designs.

The heading is the ideal place to put the most impactful information, as this is the first thing that people will read.

In this example, the stat of “Increase[d] lead quality by 90%” is used as the header. It makes customers want to read more to find out how exactly lead quality was increased by such a massive amount.

If you’re conducting an in-person interview, you could highlight a direct quote or insight provided by your interview subject.

Pick out a catchy sentence or phrase, or the key piece of information your interview subject provided and use that as a way to draw a potential customer in.

Use charts to visualize data in your business case studies

Charts are an excellent way to visualize data and to bring statistics and information to life. Charts make information easier to understand and to illustrate trends or patterns.

Making charts is even easier with Venngage.

In this consulting case study example, we can see that a chart has been used to demonstrate the difference in lead value within the Lead Elves case study.

Adding a chart here helps break up the information and add visual value to the case study. 

Using charts in your case study can also be useful if you’re creating a project management case study.

You could use a Gantt chart or a project timeline to show how you have managed the project successfully.

Use direct quotes to build trust in your marketing case study

To add an extra layer of authenticity you can include a direct quote from your customer within your case study.

According to research from Nielsen , 92% of people will trust a recommendation from a peer and 70% trust recommendations even if they’re from somebody they don’t know.

So if you have a customer or client who can’t stop singing your praises, make sure you get a direct quote from them and include it in your case study.

You can either lift part of the conversation or interview, or you can specifically request a quote. Make sure to ask for permission before using the quote.

This design uses a bright contrasting speech bubble to show that it includes a direct quote, and helps the quote stand out from the rest of the text.

This will help draw the customer’s attention directly to the quote, in turn influencing them to use your product or service.

Less is often more, and this is especially true when it comes to creating designs. Whilst you want to create a professional-looking, well-written and design case study – there’s no need to overcomplicate things.

These simple case study examples show that smart clean designs and informative content can be an effective way to showcase your successes.

Use colors and fonts to create a professional-looking case study

Business case studies shouldn’t be boring. In fact, they should be beautifully and professionally designed.

This means the normal rules of design apply. Use fonts, colors, and icons to create an interesting and visually appealing case study.

In this case study example, we can see how multiple fonts have been used to help differentiate between the headers and content, as well as complementary colors and eye-catching icons.

Marketing case studies are incredibly useful for showing your marketing successes. Every successful marketing campaign relies on influencing a consumer’s behavior, and a great case study can be a great way to spotlight your biggest wins.

In the marketing case study examples below, a variety of designs and techniques to create impactful and effective case studies.

Show off impressive results with a bold marketing case study

Case studies are meant to show off your successes, so make sure you feature your positive results prominently. Using bold and bright colors as well as contrasting shapes, large bold fonts, and simple icons is a great way to highlight your wins.

In well-written case study examples like the one below, the big wins are highlighted on the second page with a bright orange color and are highlighted in circles.

Making the important data stand out is especially important when attracting a prospective customer with marketing case studies.

Use a simple but clear layout in your case study

Using a simple layout in your case study can be incredibly effective, like in the example of a case study below.

Keeping a clean white background, and using slim lines to help separate the sections is an easy way to format your case study.

Making the information clear helps draw attention to the important results, and it helps improve the  accessibility of the design .

Business case study examples like this would sit nicely within a larger report, with a consistent layout throughout.

Use visuals and icons to create an engaging and branded business case study

Nobody wants to read pages and pages of text — and that’s why Venngage wants to help you communicate your ideas visually.

Using icons, graphics, photos, or patterns helps create a much more engaging design. 

With this Blue Cap case study icons, colors, and impactful pattern designs have been used to create an engaging design that catches your eye.

Use a monochromatic color palette to create a professional and clean case study

Let your research shine by using a monochromatic and minimalistic color palette.

By sticking to one color, and leaving lots of blank space you can ensure your design doesn’t distract a potential customer from your case study content.

In this case study on Polygon Media, the design is simple and professional, and the layout allows the prospective customer to follow the flow of information.

The gradient effect on the left-hand column helps break up the white background and adds an interesting visual effect.

Did you know you can generate an accessible color palette with Venngage? Try our free accessible color palette generator today and create a case study that delivers and looks pleasant to the eye:

Add long term goals in your case study

When creating a case study it’s a great idea to look at both the short term and the long term goals of the company to gain the best understanding possible of the insights they provide.

Short-term goals will be what the company or person hopes to achieve in the next few months, and long-term goals are what the company hopes to achieve in the next few years.

Check out this modern pattern design example of a case study below:

In this case study example, the short and long-term goals are clearly distinguished by light blue boxes and placed side by side so that they are easy to compare.

Use a strong introductory paragraph to outline the overall strategy and goals before outlining the specific short-term and long-term goals to help with clarity.

This strategy can also be handy when creating a consulting case study.

Use data to make concrete points about your sales and successes

When conducting any sort of research stats, facts, and figures are like gold dust (aka, really valuable).

Being able to quantify your findings is important to help understand the information fully. Saying sales increased 10% is much more effective than saying sales increased.

While sales dashboards generally tend it make it all about the numbers and charts, in sales case study examples, like this one, the key data and findings can be presented with icons. This contributes to the potential customer’s better understanding of the report.

They can clearly comprehend the information and it shows that the case study has been well researched.

Use emotive, persuasive, or action based language in your marketing case study

Create a compelling case study by using emotive, persuasive and action-based language when customizing your case study template.

In this well-written case study example, we can see that phrases such as “Results that Speak Volumes” and “Drive Sales” have been used.

Using persuasive language like you would in a blog post. It helps inspire potential customers to take action now.

Keep your potential customers in mind when creating a customer case study for marketing

82% of marketers use case studies in their marketing  because it’s such an effective tool to help quickly gain customers’ trust and to showcase the potential of your product.

Why are case studies such an important tool in content marketing?

By writing a case study you’re telling potential customers that they can trust you because you’re showing them that other people do.

Not only that, but if you have a SaaS product, business case studies are a great way to show how other people are effectively using your product in their company.

In this case study, Network is demonstrating how their product has been used by Vortex Co. with great success; instantly showing other potential customers that their tool works and is worth using.

Related: 10+ Case Study Infographic Templates That Convert

Case studies are particularly effective as a sales technique.

A sales case study is like an extended customer testimonial, not only sharing opinions of your product – but showcasing the results you helped your customer achieve.

Make impactful statistics pop in your sales case study

Writing a case study doesn’t mean using text as the only medium for sharing results.

You should use icons to highlight areas of your research that are particularly interesting or relevant, like in this example of a case study:

Icons are a great way to help summarize information quickly and can act as visual cues to help draw the customer’s attention to certain areas of the page.

In some of the business case study examples above, icons are used to represent the impressive areas of growth and are presented in a way that grabs your attention.

Use high contrast shapes and colors to draw attention to key information in your sales case study

Help the key information stand out within your case study by using high contrast shapes and colors.

Use a complementary or contrasting color, or use a shape such as a rectangle or a circle for maximum impact.

This design has used dark blue rectangles to help separate the information and make it easier to read.

Coupled with icons and strong statistics, this information stands out on the page and is easily digestible and retainable for a potential customer.

Case study examples summary

Once you have created your case study, it’s best practice to update your examples on a regular basis to include up-to-date statistics, data, and information.

You should update your business case study examples often if you are sharing them on your website .

It’s also important that your case study sits within your brand guidelines – find out how Venngage’s My Brand Kit tool can help you create consistently branded case study templates.

Case studies are important marketing tools – but they shouldn’t be the only tool in your toolbox. Content marketing is also a valuable way to earn consumer trust.

Case study FAQ s

Why should you write a case study.

Case studies are an effective marketing technique to engage potential customers and help build trust.

By producing case studies featuring your current clients or customers, you are showcasing how your tool or product can be used. You’re also showing that other people endorse your product.

In addition to being a good way to gather positive testimonials from existing customers, business case studies are good educational resources and can be shared amongst your company or team, and used as a reference for future projects.

How should you write a case study?

To create a great case study, you should think strategically. The first step, before starting your case study research, is to think about what you aim to learn or what you aim to prove.

You might be aiming to learn how a company makes sales or develops a new product. If this is the case, base your questions around this.

You can learn more about writing a case study  from our extensive guide.

Related: How to Present a Case Study like a Pro (With Examples)

Some good questions you could ask would be:

• Why do you use our tool or service?
• How often do you use our tool or service?
• What does the process of using our product look like to you?
• If our product didn’t exist, what would you be doing instead?
• What is the number one benefit you’ve found from using our tool?

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How to Write the Perfect Introduction to Your UX Case Study

It’s tough to write beginnings, isn’t it? It can be especially difficult to write the introduction of your UX case study, since it will determine the success of your job application. What should you include? How do you make a good first impression? Fret not! We’ve got you covered here. Your introduction should include 3 key components: a design problem that involves a business need, your approach to solving the problem as well as your role in the project. Let’s go through what exactly you should include in your UX case study’s introduction. We’ve even got a step-by-step exercise you can follow!

What’s the Role of Your UX Case Study’s Introduction?

Before we begin writing our UX case study introduction, we should first understand the role it plays. We can divide your UX case study into 5 parts, based on the German playwright Gustav Freytag’s 5-part dramatic structure:

Exposition : Where you introduce key information and set expectations for the rest of the story.

Rising action : Where you bring the reader through your strategies that lead to a climax.

Climax : The peak of your story, a “wow” moment where, for instance, you uncover an unexpected insight.

Falling action : Where things fall into place and lead to the final results.

Resolution : Where you reveal the final product of your project and round your story off in a satisfying conclusion.

Your UX case study should follow Freytag’s 5-part dramatic structure. Author / Copyright holder: Teo Yu Siang and the Interaction Design Foundation. Copyright terms and license: CC BY-NC-SA 3.0.

We can group Freytag’s 5 parts into 3 main sections: an introduction, a middle and a conclusion. As you can see from the image above, your UX case study’s introduction should include “exposition”, where you set the stage for the rest of your story to happen.

In other words, your UX case study’s introduction should let your recruiters know the problem you’re solving, the strategies you adopt and your role in the project. This way, you’ll provide all the context your recruiters need to evaluate your skills and appreciate what you’ve achieved in your project.

3 Essential Components of Your Case Study Introduction

Your UX case study introduction should thus contain:

A problem statement : Highlight the key problem you’re going to solve—preferably in relation to business objectives or metrics. What motivates you to take on this problem? What are your thoughts and feelings about it? If you’re revamping an existing webpage or app, then show some screenshots of how it looked and point out the problems.

Your solution: Run through your approach to solving the problem. Give your readers a taste of what to expect at the end of your story—what deliverables or final output will you produce?

Your role: Let your readers know how you have contributed to the project. Your role in the project should be linked to the job you apply for. For example, if you apply for a UX researcher job, then ideally you should have played a UX research role in your case study project.

Your introduction should be 4–5 sentences long. This ensures that your UX case study is short and sweet, since recruiters usually spend no more than 5 minutes reading your case study. However, as we’ll go through below, you shouldn’t worry about word count when you begin to write your introduction. Focus on content first, then cut down on words later.

Next, we’ll go through the best way to write the problem, the solution and your role in your introduction. After that, we’ll take a step-by-step walkthrough of how to write your introduction, so you can get started immediately. Let’s begin!

1. How to Write Your Problem Statement

Your problem statement should explain what you’re trying to solve, provide you with a strong motivation and outline the main challenge involved. It should read something like: “I wanted to [solve this problem], because [of my motivations]. This problem is particularly challenging since [describe my main challenge].”

Tie your problem statement to a business problem whenever possible. Remember, recruiters hire you to bring value to a business. Show you understand that a designer’s role is not only to provide a great experience for users but also to create value for an enterprise.

Here’s a problem statement that’s tied to a business problem:

“We launched a feature ‘X’ 2 months ago, but realized that many people were not using it because they didn’t know it even existed. I wanted to increase its discoverability , because ‘X’ will help open a new stream of revenue for our app .”

The bolded part in the example above provides a strong link between your project and the business value it provides. Compare this with the following bad problem statement:

“I set out to do a complete visual overhaul of the Podcast App so that it looks fresh and provides an exciting user experience .”

Notice what’s missing? This problem statement lacks a business-oriented “why” to it—as a result, the designer has an unclear (i.e., poor) motivation. Why did the designer do a visual overhaul of the app, other than to make it look “fresh”?

Let’s improve this problem statement by adding a compelling, business-centric motivation:

“The Podcast App is a leading podcast app, but its design looks outdated compared to its competitors . With such tight competition in the industry , a visual overhaul is long overdue. I thus set out to reimagine the Podcast App so it can maintain its lead in the years to come .”

See how much more compelling it sounds? Now you understand why it’s so important to redesign the app—its market position will likely be overtaken by a better-designed competitor!

Of course, a personal motivation works, too. For instance, you might have designed a website to solve a personal problem you face every day. Personal motivations can be equally powerful drivers of your UX case study. However, we encourage you to include at least one case study in your portfolio that has a business-oriented motivation , because that’s what recruiters love to see.

Lastly, don’t be afraid to show your emotions ! Were you nervous to take on the project because of its high stakes or anxious because it was the first project you led? Showcase your humanity in your problem statement. A bit of vulnerability can make your story powerful and relatable.

2. How to Write Your Solution

In the solution portion of your introduction, give your readers a taste of what to expect. Since this is just the introduction, you don’t have to fully describe your design process or solution. Instead, briefly mention the design process you used.

Mention the key deliverables of the project. This serves as the light at the end of the tunnel, so readers know what to expect at the end. If you’ve created an interactive prototype , make it known right at the introduction to your UX case study.

Here’s a solution statement in the introduction of a case study:

“We ran 2 weeks of design sprints based on the design thinking methodology, which includes 5 stages: empathize , define, ideate , prototype and test. We eventually created and shipped a fully functional app where people can learn English in as little as 15 minutes a day.”

In the example above, we highlighted the design process we will use—namely, the design thinking methodology. We also briefly went through the 5 stages of the design thinking process and mentioned that the final product we created was a functional app. In 2 sentences, the reader can get a holistic summary of the project.

3. How to Write About Your Role in the Project

This is one of the most important parts of your introduction! If you remember just one thing, let it be this: clearly state your role . Your project might be amazing, but if the recruiter does not know how you’ve contributed to the final results, they’ll not know whether to hire you. In a field of equally qualified candidates, it can make that final difference as to whether you get invited to the interview or not. So, remember to include what you’ve contributed ( and what you did not contribute) to the project.

As UX designer Mike Curtis says, you’ve got to have a balance of “I” and “we” in your UX case studies . This means that in your introduction, you have to present yourself as a team player and also make it clear what you bring to the table. Your recruiter is going to hire you , not your team!

There’s a balance where you need to stay in the spotlight, but gracefully. So, don’t be overly generous with mentioning others (which looks fake), but don’t make yourself seem like a lone wolf. Recruiters like to see self-confident designers who can work well in teams. What if you’ve worked alone on a project? In such a case, give credit to anyone who’s helped you along the way—for instance, someone who critiqued your design.

At the same time, make sure your role in the project is crystal clear. For instance, if you helped to conduct user research and usability tests in a project, you could write something like:

“I conducted initial user research and defined key personas , and also helped evaluate our designs through usability tests before it was launched. The amazing Victor Johnson helped create the interaction design of the final product.”

A 5-Step Guide to Writing Your UX Case Study Introduction

Still feeling a little lost? Don’t worry, we’ve got your back. Follow these steps, and you’ll quickly get past the “blank page” wall that so many of us face when we start to write!

Step 1: Open an Empty Word Processor

Go ahead and open your favorite word processor.

Ah, the empty page: one of the most intimidating enemies of a writer. Author / Copyright holder: Google. Copyright terms and license: Fair use.

Step 2: Create 3 Subheadings

In your document, create the following subheadings:

The problem

The solution

As we’ve discussed above, these are the 3 main components you should include in your introduction. When you create the subheadings, you’ll not only guide yourself but also quickly move away from the blank slate of an empty document.

See? It’s much better already! Write down these subheadings to fight the “blank page” monster. Author / Copyright holder: Google. Copyright terms and license: Fair use.

Step 3: Fill the Subheadings Up

Start filling the 3 sections. Look at our guidelines for each section above or download our nifty template at the bottom. Type in full sentences. And, for the time being, don’t worry about your word count.

Remember to think about the visuals you can add to your introduction, too! For instance, if your case study is about a redesign of a page, it’ll be great if you include some screenshots of the existing design to highlight the design problem.

We’ll create a hypothetical UX case study introduction so you have a reference. In this made-up scenario, we want to write about a project where we created a new design system for a web-based app. We’ll focus purely on copywriting since we don’t have any visuals to provide (it is, after all, our hypothetical project), but you should also pay attention to screenshots and images in your introduction.

Here’s a rough draft of the introduction:

The problem: [Product] is one of the most established English-learning platforms in the world. However, the design of [Product] looks increasingly outdated when compared to its competitors, and parts of its user experience fell short of expectations. An overhaul feels long overdue and will help ensure that [Product] can remain competitive in the long run. The solution: We set out to completely overhaul [Product]’s look and feel and created a unifying design system that merges usability guidelines and aesthetic appeal. These changes impacted every corner of [Product]’s website, including key interactions. My role: I led the entire project and worked on creating the visual design of the new design system. I also revamped the UX of key pages and worked on motion design, while my developer colleagues applied their magic to help implement the entire project.

Step 4: Refine Your Draft

As you might have noticed, our first draft is a little long. Remember that we’re aiming for 4–5 sentences in the introduction. At this stage of the process, refine your draft. Cut down on words and improve your writing. Use the active voice and write in a conversational style. Add images and other visuals, if you haven’t already done so.

Here’s a second iteration of our introduction, this time polished and shortened to 5 sentences:

The problem: [Product] is an industry-leading English-learning platform, but its design looks outdated compared to its competitors and parts of its user experience are unpolished. An overhaul is overdue and will ensure [Product] remains competitive in the long run. The solution: We set out to create a brand-new design system to ensure [Product] encompasses best-in-class usability and aesthetics across all corners of the app. My role: I led the project and worked on all aspects of the new design system, including its visual, UX and motion design. I also revamped the UX of key pages while my developer colleagues helped implement my designs.

Step 5: Remove the Subheadings (Optional)

You can choose to leave the subheadings (The Problem, The Solution, My Role) if you like, but we feel they aren’t necessary and should be removed. In any case, you’re done! Congratulations on writing a great introduction for your UX case study!

Here’s what our hypothetical introduction looks like:

[Product] is an industry-leading English-learning platform, but its design looks outdated compared to its competitors and parts of its user experience are unpolished. An overhaul is overdue and will ensure [Product] remains competitive in the long run. We set out to create a brand-new design system to ensure [Product] encompasses best-in-class usability and aesthetics across all corners of the app. I led the project and worked on all aspects of the new design system, including its visual, UX and motion design. I also revamped the UX of key pages while my developer colleagues helped implement my designs.

In 5 sentences, our introduction:

lays out the problem we want to solve;

provides a business-oriented motivation behind the project;

briefly describes the scope of the project and its end result; and

clearly delineates my role in the project while acknowledging the support of my team.

Do a few more rounds of iteration on your introduction if you have time. There’s always room for improvement! Our sample introduction, for instance, did not contain any emotional aspects of taking on the project. Could we include that while keeping the word count at 5 sentences?

Download Our Step-by-Step Guide to Get Started Now

We know that it can be difficult to start a writing project. But the best way to get started is to do it—now! Download our step-by-step template and start working on your UX case study today:

As you write your UX case study’s introduction, know that it will mark an important milestone in your lifelong journey of writing. That’s because you’ll not only create a key artifact that will help you get a new job but also hone your craft in one of the most important elements of design: writing.

Good luck, and we hope you’ll fall in love with writing!

The Take Away

Your UX case study’s introduction should set up the context required for the reader to understand your project and evaluate your skills. Given that, you should include these 3 components:

The problem you’re solving in your project. This should include your motivations for taking on the project, which should preferably involve a business need.

The solution to the problem. You should bring your reader briefly through how you’ll solve the problem, and mention the final deliverables you’ve produced.

Your role in the project. You’ll rarely be the only contributor to a project, so you must be sure to highlight the specific things you brought to the table and give credit to your team-mates where it’s due.

References and Where to Learn More

If you need a quick lesson on how to write effectively, check out our handy guide .

Mike Curtis shares 10 tips on how to write great UX case studies , including the need to look for “I” and “we”.

Hero image: Author / Copyright holder: Kaitlyn Baker. Copyright terms and license: Unsplash License.

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How to Write a Case Study: A Step-by-Step Guide (+ Examples)

by Todd Brehe

on Jan 3, 2024

If you want to learn how to write a case study that engages prospective clients, demonstrates that you can solve real business problems, and showcases the results you deliver, this guide will help.

We’ll give you a proven template to follow, show you how to conduct an engaging interview, and give you several examples and tips for best practices.

Let’s start with the basics.

What is a Case Study?

A business case study is simply a story about how you successfully delivered a solution to your client.

Case studies start with background information about the customer, describe problems they were facing, present the solutions you developed, and explain how those solutions positively impacted the customer’s business.

Do Marketing Case Studies Really Work?

Absolutely. A well-written case study puts prospective clients into the shoes of your paying clients, encouraging them to engage with you. Plus, they:

• Get shared “behind the lines” with decision makers you may not know;
• Leverage the power of “social proof” to encourage a prospective client to take a chance with your company;
• Build trust and foster likeability;
• Lessen the perceived risk of doing business with you and offer proof that your business can deliver results;
• Help prospects become aware of unrecognized problems;
• Show prospects experiencing similar problems that possible solutions are available (and you can provide said solutions);
• Make it easier for your target audience to find you when using Google and other search engines.

Case studies serve your clients too. For example, they can generate positive publicity and highlight the accomplishments of line staff to the management team. Your company might even throw in a new product/service discount, or a gift as an added bonus.

But don’t just take my word for it. Let’s look at a few statistics and success stories:

5 Winning Case Study Examples to Model

Before we get into the nuts and bolts of how to write a case study, let’s go over a few examples of what an excellent one looks like.

The five case studies listed below are well-written, well-designed, and incorporate a time-tested structure.

1. Lane Terralever and Pinnacle at Promontory

This case study example  from Lane Terralever  incorporates images to support the content and effectively uses subheadings to make the piece scannable.

2. WalkMe Mobile and Hulyo

This case study  from WalkMe Mobile  leads with an engaging headline and the three most important results the client was able to generate.

In the first paragraph, the writer expands the list of accomplishments encouraging readers to learn more.

3. CurationSuite Listening Engine

This is an example of a well-designed printable case study . The client, specific problem, and solution are called out in the left column and summarized succinctly.

4. Brain Traffic and ASAE

This long format case study (6 pages) from Brain Traffic  summarizes the challenges, solutions, and results prominently in the left column. It uses testimonials and headshots of the case study participants very effectively.

5. Adobe and Home Depot

This case study  from Adobe and Home Depot  is a great example of combining video, attention-getting graphics, and long form writing. It also uses testimonials and headshots well.

Now that we’ve gone over the basics and showed a few great case study examples you can use as inspiration, let’s roll up our sleeves and get to work.

A Case Study Structure That Pros Use

Let’s break down the structure of a compelling case study:

Choose Your Case Study Format

In this guide, we focus on written case studies. They’re affordable to create, and they have a proven track record. However, written case studies are just one of four case study formats to consider:

• Infographic

If you have the resources, video (like the Adobe and Home Depot example above) and podcast case studies can be very compelling. Hearing a client discuss in his or her own words how your company helped is an effective content marketing strategy

Infographic case studies are usually one-page images that summarize the challenge, proposed solution, and results. They tend to work well on social media.

Follow a Tried-and-True Case Study Template

The success story structure we’re using incorporates a “narrative” or “story arc” designed to suck readers in and captivate their interest.

Note:  I recommend creating a blog post or landing page on your website that includes the text from your case study, along with a downloadable PDF. Doing so helps people find your content when they perform Google and other web searches.

There are a few simple SEO strategies that you can apply to your blog post that will optimize your chances of being found. I’ll include those tips below.

Craft a Compelling Headline

The headline should capture your audience’s attention quickly. Include the most important result you achieved, the client’s name, and your company’s name. Create several examples, mull them over a bit, then pick the best one. And, yes, this means writing the headline is done at the very end.

SEO  Tip:  Let’s say your firm provided “video editing services” and you want to target this primary keyword. Include it, your company name, and your client’s name in the case study title.

Write the Executive Summary

This is a mini-narrative using an abbreviated version of the Challenge + Solution + Results model (3-4 short paragraphs). Write this after you complete the case study.

SEO  Tip:  Include your primary keyword in the first paragraph of the Executive Summary.

Provide the Client’s Background

Introduce your client to the reader and create context for the story.

List the Customer’s Challenges and Problems

Vividly describe the situation and problems the customer was dealing with, before working with you.

SEO  Tip:  To rank on page one of Google for our target keyword, review the questions listed in the “People also ask” section at the top of Google’s search results. If you can include some of these questions and their answers into your case study, do so. Just make sure they fit with the flow of your narrative.

Detail Your Solutions

Explain the product or service your company provided, and spell out how it alleviated the client’s problems. Recap how the solution was delivered and implemented. Describe any training needed and the customer’s work effort.

Show Your Results

Detail what you accomplished for the customer and the impact your product/service made. Objective, measurable results that resonate with your target audience are best.

List Future Plans

Share how your client might work with your company in the future.

Give a Call-to-Action

Clearly detail what you want the reader to do at the end of your case study.

Talk About You

Include a “press release-like” description of your client’s organization, with a link to their website. For your printable document, add an “About” section with your contact information.

And that’s it. That’s the basic structure of any good case study.

Now, let’s go over how to get the information you’ll use in your case study.

How to Conduct an Engaging Case Study Interview

One of the best parts of creating a case study is talking with your client about the experience. This is a fun and productive way to learn what your company did well, and what it can improve on, directly from your customer’s perspective.

Here are some suggestions for conducting great case study interviews:

When Choosing a Case Study Subject, Pick a Raving Fan

Your sales and marketing team should know which clients are vocal advocates willing to talk about their experiences. Your customer service and technical support teams should be able to contribute suggestions.

Clients who are experts with your product/service make solid case study candidates. If you sponsor an online community, look for product champions who post consistently and help others.

When selecting a candidate, think about customer stories that would appeal to your target audience. For example, let’s say your sales team is consistently bumping into prospects who are excited about your solution, but are slow to pull the trigger and do business with you.

In this instance, finding a client who felt the same way, but overcame their reluctance and contracted with you anyway, would be a compelling story to capture and share.

Prepping for the Interview

If you’ve ever seen an Oprah interview, you’ve seen a master who can get almost anyone to open up and talk. Part of the reason is that she and her team are disciplined about planning.

Before conducting a case study interview, talk to your own team about the following:

• What’s unique about the client (location, size, industry, etc.) that will resonate with our prospects?
• Why did the customer select us?
• How did we help the client?
• What’s unique about this customer’s experience?
• What problems did we solve?
• Were any measurable, objective results generated?
• What do we want readers to do after reading this case study analysis?

Pro Tip:  Tee up your client. Send them the questions in advance.

Providing questions to clients before the interview helps them prepare, gather input from other colleagues if needed, and feel more comfortable because they know what to expect.

In a moment, I’ll give you an exhaustive list of interview questions. But don’t send them all. Instead, pare the list down to one or two questions in each section and personalize them for your customer.

Nailing the Client Interview

Decide how you’ll conduct the interview. Will you call the client, use Skype or Facetime, or meet in person? Whatever mode you choose, plan the process in advance.

Make sure you record the conversation. It’s tough to lead an interview, listen to your contact’s responses, keep the conversation flowing, write notes, and capture all that the person is saying.

A recording will make it easier to write the client’s story later. It’s also useful for other departments in your company (management, sales, development, etc.) to hear real customer feedback.

Use open-ended questions that spur your contact to talk and share. Here are some real-life examples:

Introduction

• Recap the purpose of the call. Confirm how much time your contact has to talk (30-45 minutes is preferable).
• Confirm the company’s location, number of employees, years in business, industry, etc.
• What’s the contact’s background, title, time with the company, primary responsibilities, and so on?

Initial Challenges

• Describe the situation at your company before engaging with us?
• What were the initial problems you wanted to solve?
• What was the impact of those problems?
• When did you realize you had to take some action?
• What solutions did you try?
• What solutions did you implement?
• What process did you go through to make a purchase?
• How did the implementation go?
• How would you describe the work effort required of your team?
• If training was involved, how did that go?

Results, Improvements, Progress

• When did you start seeing improvements?
• What were the most valuable results?
• What did your team like best about working with us?
• Would you recommend our solution/company? Why?

Future Plans

• How do you see our companies working together in the future?

Honest Feedback

• Our company is very focused on continual improvement. What could we have done differently to make this an even better experience?
• What would you like us to add or change in our product/service?

During the interview, use your contact’s responses to guide the conversation.

Once the interview is complete, it’s time to write your case study.

How to Write a Case Study… Effortlessly

Case study writing is not nearly as difficult as many people make it out to be. And you don’t have to be Stephen King to do professional work. Here are a few tips:

• Use the case study structure that we outlined earlier, but write these sections first: company background, challenges, solutions, and results.
• Write the headline, executive summary, future plans, and call-to-action (CTA) last.
• In each section, include as much content from your interview as you can. Don’t worry about editing at this point
• Tell the story by discussing their trials and tribulations.
• Stay focused on the client and the results they achieved.
• Make their organization and employees shine.
• When including information about your company, frame your efforts in a supporting role.

Also, make sure to do the following:

Add Testimonials, Quotes, and Visuals

The more you can use your contact’s words to describe the engagement, the better. Weave direct quotes throughout your narrative.

Strive to be conversational when you’re writing case studies, as if you’re talking to a peer.

Include images in your case study that visually represent the content and break up the text. Photos of the company, your contact, and other employees are ideal.

If you need to incorporate stock photos, here are three resources:

• Deposit p hotos

And if you need more, check out Smart Blogger’s excellent resource: 17 Sites with High-Quality, Royalty-Free Stock Photos .

Proofread and Tighten Your Writing

Make sure there are no grammar, spelling, or punctuation errors. If you need help, consider using a grammar checker tool like Grammarly .

My high school English teacher’s mantra was “tighten your writing.” She taught that impactful writing is concise and free of weak, unnecessary words . This takes effort and discipline, but will make your writing stronger.

Also, keep in mind that we live in an attention-diverted society. Before your audience will dive in and read each paragraph, they’ll first scan your work. Use subheadings to summarize information, convey meaning quickly, and pull the reader in.

Be Sure to Use Best Practices

Consider applying the following best practices to your case study:

• Stay laser-focused on your client and the results they were able to achieve.
• Even if your audience is technical, minimize the use of industry jargon . If you use acronyms, explain them.
• Leave out the selling and advertising.
• Don’t write like a Shakespearean wannabe. Write how people speak. Write to be understood.
• Clear and concise writing is not only more understandable, it inspires trust. Don’t ramble.
• Weave your paragraphs together so that each sentence is dependent on the one before and after it.
• Include a specific case study call-to-action (CTA).
• A recommended case study length is 2-4 pages.
• Commit to building a library of case studies.

Get Client Approval

After you have a final draft, send it to the client for review and approval. Incorporate any edits they suggest.

Use or modify the following “Consent to Publish” form to get the client’s written sign-off:

Consent to Publish

Case Study  Title:

I hereby confirm that I have reviewed the case study listed above and on behalf of the [Company Name], I provide full permission for the work to be published, in whole or in part, for the life of the work, in all languages and all formats by [Company publishing the case study].

By signing this form, I affirm that I am authorized to grant full permission.

Company Name:

E-mail Address:

Common Case Study Questions (& Answers)

We’ll wrap things up with a quick Q&A. If you have a question I didn’t answer, be sure to leave it in a blog comment below.

Should I worry about print versions of my case studies?

Absolutely.

As we saw in the CurationSuite  and Brain Traffic  examples earlier, case studies get downloaded, printed, and shared. Prospects can and will judge your book by its cover.

So, make sure your printed case study is eye-catching and professionally designed. Hire a designer  if necessary.

Why are good case studies so effective?

Case studies work because people trust them.

They’re not ads, they’re not press releases, and they’re not about how stellar your company is.

Plus, everyone likes spellbinding stories with a hero [your client], a conflict [challenges], and a riveting resolution [best solution and results].

How do I promote my case study?

After you’ve written your case study and received the client’s approval to use it, you’ll want to get it in front of as many eyes as possible.

Try the following:

• Make sure your case studies can be easily found on your company’s homepage.
• Tweet and share the case study on your various social media accounts.
• Have your sales team use the case study as a reason to call on potential customers. For example: “Hi [prospect], we just published a case study on Company A. They were facing some of the same challenges I believe your firm is dealing with. I’m going to e-mail you a copy. Let me know what you think.”
• Distribute printed copies at trade shows, seminars, or during sales presentations.
• If you’re bidding on a job and have to submit a quote or a Request for Proposal (RFP), include relevant case studies as supporting documents.

Ready to Write a Case Study That Converts?

If you want to stand out and you want to win business, case studies should be an integral part of your sales and marketing efforts.

Hopefully, this guide answered some of your questions and laid out a path that will make it faster and easier for your team to create professional, sales-generating content.

Now it’s time to take action and get started. Gather your staff, select a client, and ask a contact to participate. Plan your interview and lead an engaging conversation. Write up your client’s story, make them shine, and then share it.

Get better at the case study process by doing it more frequently. Challenge yourself to write at least one case study every two months.

As you do, you’ll be building a valuable repository of meaningful, powerful content. These success stories will serve your business in countless ways, and for years to come.

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20 Product Management Case Studies [Detailed Analysis][2024]

In today’s fast-paced and highly competitive business environment, effective product management has never been more crucial. It is a strategic catalyst that drives innovation and shapes how companies respond to evolving market demands and consumer preferences. This article delves into product management by examining 20 diverse global case studies, each showcasing the profound impact and key learnings derived from some of the world’s most influential companies. From Apple’s groundbreaking entry into the smartphone market to Spotify’s transformation of music consumption, and Toyota’s efficiency-driven Lean Production Model, these case studies offer a panoramic view of how strategic product management can lead to revolutionary changes in various industries. The article aims to provide valuable insights into the challenges faced, solutions implemented, and the overarching effects of these strategies, revealing how companies like Airbnb, Tesla, Zoom, Slack, Samsung, Netflix, and Patagonia have not only achieved market success but also set new benchmarks and trends in their respective domains. Through this exploration, we aim to equip current and aspiring product managers and business leaders with practical knowledge and inspiration to navigate the complex landscape of product management, driving innovation and success in their ventures.

Related: How to Build a Career in Product Management?

1. Apple Inc. – Reinventing the Smartphone

Task/Conflict:

Apple’s entry into the already crowded mobile phone market was a bold move, particularly with the objective of introducing a product that wasn’t just another addition but a complete redefinition of what a mobile phone could be. The challenge was to innovate in a way that would not only capture the market’s attention but also set a new standard for user interaction, functionality, and design in the smartphone industry.

The solution lay in the development of the iPhone, a device that combined a phone, an iPod, and an internet communicator. This integration, coupled with a pioneering touchscreen interface and a focus on user experience, positioned the iPhone not just as a product but as an ecosystem. Apple’s emphasis on design, functionality, and user interface created a product that stood out from its competitors.

Overall Impact:

• Revolutionized the smartphone industry.
• Set new standards for technology and user experience.

Key Learnings:

• Innovation can disrupt established markets.
• User-centric design is crucial in technology products.

2. Spotify – Transforming Music Consumption

In an era dominated by music piracy and declining physical album sales, Spotify faced the daunting task of reshaping how people accessed and paid for music. The challenge was not only technological but also cultural, requiring a shift in consumer habits and a rethinking of the existing music industry’s business model.

Spotify’s approach was to introduce a user-friendly music streaming service, offering a vast library of tracks with both a free, ad-supported model and a premium subscription option. This strategy addressed the issues of accessibility and affordability while respecting the rights of artists and producers, thus presenting an attractive alternative to illegal downloads.

• Influenced the revenue model of the entire music industry.
• Became a leader in music streaming.
• Innovative business models can redefine industries.
• Addressing consumer pain points is key to success.

3. Toyota – The Lean Production Model

Toyota was confronted with the challenge of enhancing efficiency and reducing waste in their production processes. The automotive industry, characterized by intense competition and high operational costs, demanded a strategy that not only improved production efficiency but also maintained high quality.

Toyota implemented the Lean Production Model, a revolutionary approach focusing on ‘Kaizen’ or continuous improvement. This methodology involved streamlining the manufacturing process, reducing waste, and empowering workers to contribute to ongoing improvements. The Lean Model emphasized efficiency, flexibility, and a relentless pursuit of quality in production.

• Enhanced operational efficiency and profitability.
• Established as a benchmark for manufacturing excellence.
• Efficiency and quality are pillars of manufacturing success.
• Continuous improvement drives operational excellence.

4. Airbnb – Revolutionizing Hospitality

Airbnb aimed to carve out a new niche in the hospitality industry, which was traditionally dominated by hotels. The challenge was multifaceted, involving regulatory hurdles, building trust among users, and creating a reliable and scalable platform that connected homeowners with travelers seeking unique lodging experiences.

The solution was the creation of a user-friendly online platform that enabled homeowners to list their properties for short-term rental. This platform not only provided an alternative to traditional hotels but also fostered a sense of community and unique travel experiences. Airbnb focused on building a robust review system and transparent policies to overcome trust and safety concerns.

• Disrupted the traditional hotel industry.
• Became a leading figure in the sharing economy.
• Innovative platforms can create new market segments.
• Trust and transparency are crucial in community-driven businesses.

Related: History & Origin of Product Management

5. Tesla – Electrifying the Auto Industry

Tesla embarked on the ambitious goal of popularizing electric vehicles (EVs) as a sustainable and viable alternative to gasoline-powered cars. This task involved overcoming preconceptions about the performance, range, and practicality of EVs, as well as establishing the necessary infrastructure for their adoption.

Tesla’s approach was to develop high-performance, luxury electric vehicles that combined environmental friendliness with cutting-edge technology and stylish design. This strategy helped to change the perception of EVs from being seen as inferior alternatives to gasoline cars to desirable, high-tech vehicles. Tesla also invested in building a network of charging stations, further facilitating the practicality of EV ownership.

• Led the transition towards electric vehicle adoption.
• Influenced the auto industry’s direction towards sustainability.
• Sustainable technology can be aligned with luxury and performance.
• Changing consumer perceptions is key to introducing new technology.

6. Zoom – Simplifying Remote Communication

In a market crowded with various communication tools, Zoom faced the challenge of differentiating itself and proving its value. The goal was to provide a solution that was not only reliable and easy to use but also superior in terms of video and audio quality compared to existing offerings.

Zoom focused on creating a user-friendly platform that offered high-definition video and clear audio, even in low-bandwidth situations. This commitment to quality and reliability, combined with features like screen sharing, virtual backgrounds, and easy integration with other tools, made Zoom a preferred choice for businesses and individuals alike, especially during the COVID-19 pandemic.

• Became a staple tool for remote communication.
• Highlighted during the global shift to remote work due to the pandemic.
• Reliability and user experience are critical in technology solutions.
• Agility in adapting to market changes is vital.

7. Slack – Redefining Workplace Collaboration

Slack was developed with the vision of transforming the cluttered and inefficient landscape of workplace communication, dominated by email. The challenge was to create a platform that not only streamlined communication but also integrated various work tools to enhance productivity and collaboration.

The solution was an intuitive, chat-based platform that allowed for real-time messaging, file sharing, and integration with a wide range of work tools and applications. Slack’s focus on reducing the reliance on emails and consolidating communication into a single, searchable platform revolutionized team collaboration and internal communication in businesses.

• Changed the dynamics of team communication and collaboration.
• Became a central tool in many organizations for internal communication.
• Streamlining common practices can create significant market opportunities.
• Integration and user-friendliness are key in collaborative tools.

8. Samsung – Innovation in Electronics

Samsung’s challenge was to establish itself as a leader in the highly competitive and rapidly evolving consumer electronics market. This required keeping up with technological advancements and differentiating its products in terms of quality, innovation, and user experience.

Samsung’s strategy involved substantial investment in research and development, focusing on bringing innovative and high-quality products to the market. Their innovation commitment spanned various product categories, including smartphones, televisions, and home appliances. This focus on quality and technological advancement helped Samsung achieve a leading position in the global electronics market.

• Achieved a leading position in the consumer electronics market.
• Known for innovation and quality in product offerings.
• Innovation is crucial in technology sectors.
• Quality and continuous improvement attract consumer loyalty.

Related: Top Product Management Tools

9. Netflix – Pioneering Streaming Services

Netflix’s journey began with the goal of transforming the traditional movie rental business. The challenge was to transition from a DVD rental service to an online streaming platform, requiring a technological shift and a change in consumer viewing habits and content distribution models.

The solution was a gradual but determined shift to an online streaming model, offering customers an extensive and ever-growing library of movies and TV shows. Netflix’s investment in original content and exclusive deals with production studios further enhanced their appeal. This strategic pivot catered to the growing demand for on-demand entertainment, free from physical media and broadcast schedules constraints.

• Redefined media consumption habits.
• Led the rise of online streaming services.
• Adaptability to technology and market trends is critical.
• Investing in original content can differentiate streaming services.

10. Patagonia – Ethical Product Management

In a clothing industry often criticized for environmental and ethical issues, Patagonia aimed to differentiate itself by committing to sustainability and ethical practices. The challenge was not only to maintain profitability but also to influence consumer behavior and industry standards towards more responsible practices.

Patagonia’s approach included using sustainable materials, ensuring transparency in their supply chain, and advocating for environmental causes. Their commitment extended to initiatives like repairing products to extend their lifespan and encouraging responsible consumption. This strategy appealed to environmentally conscious consumers and set a new standard for corporate responsibility in the clothing industry.

• Became a model for sustainability in the clothing industry.
• Influenced both consumer and industry practices towards eco-friendliness.
• Sustainability can be a unique selling proposition.
• Ethical practices enhance brand loyalty and reputation.

11. Microsoft – Shifting to Cloud Computing

Microsoft faced significant challenges in adapting to the rapidly evolving technology landscape. The traditional software model of boxed products had grown increasingly obsolete due to a surge in cloud computing. Emerging competitors like Amazon Web Services and Google’s cloud platform gained momentum, providing flexible, scalable solutions that shifted the market’s preference away from on-premise software to on-demand, subscription-based models. Microsoft needed to transform its business approach and product portfolio to align with these market trends

Under CEO Satya Nadella’s leadership, Microsoft shifted focus to cloud computing, developing Azure as an end-to-end platform providing comprehensive infrastructure and software services. The company also transitioned its flagship Office suite to a cloud-based subscription model with Office 365. They emphasized flexibility, scalability, and security while ensuring seamless integration with existing Microsoft products. Investments in data centers globally and new pricing models enabled Microsoft to compete directly with other leading cloud providers.

• Transformed Microsoft into a leader in cloud computing.
• Significantly increased recurring revenue through subscription-based services.
• Implementation of emerging technologies is vital for staying ahead of market trends.
• Subscription models can create predictable and sustainable revenue streams.

12. Lego – Rebuilding a Toy Empire

Lego was at a crossroads in the early 2000s. The company had overextended its product lines, ventured into unrelated business areas, and faced fierce competition from digital entertainment sources like video games. The result was a decline in sales and profitability, jeopardizing the company’s future and threatening the iconic brand with irrelevance.

To rebuild its brand, Lego implemented a back-to-basics approach, refocusing on its core product, the Lego brick. It also streamlined its product lines and improved internal operations. Partnering with entertainment franchises such as Star Wars and Harry Potter, they launched themed Lego sets that resonated with younger generations. Lego expanded its reach into digital media with video games and movies like The Lego Movie, engaging customers through multiple channels and breathing new life into the brand.

• Restored profitability and renewed consumer interest in Lego products.
• Expanded their presence into digital media and entertainment.
• Diversification and partnerships can revitalize traditional products.
• Engaging customers across multiple channels strengthens brand loyalty.

Related: Inspirational Product Management Quotes

13. Dropbox – User-Friendly Cloud Storage

Dropbox faced the challenge of competing with tech giants including Google and Microsoft in the nascent cloud storage market. While these companies offered vast storage solutions integrated with their productivity suites, Dropbox needed to carve out a niche by appealing to users with an easy-to-use, reliable platform. They aimed to provide seamless file synchronization, security, and accessibility across devices.

Dropbox placed simplicity at the forefront, developing a cross-platform application that allowed users to sync files effortlessly across multiple devices. The system’s seamless synchronization and ease of use differentiated it from other cloud storage providers. They employed a freemium model that offered free storage with the option to upgrade for more capacity and features, attracting millions of users globally and enabling them to monetize their growing user base.

• Became a trusted name in cloud storage, with millions of users worldwide.
• Pioneered the freemium model, offering free and paid plans.
• User experience is a differentiator in competitive tech markets.
• Freemium models can attract users and convert them to paid subscriptions.

14. Nike – Personalizing Athletic Wear

Nike, already a leader in sports apparel, faced stiff competition from rivals like Adidas and Under Armour. The company needed a unique strategy to differentiate its products and capture the loyalty of a diverse, increasingly demanding customer base. Customers wanted personalized experiences, and Nike aimed to address this by providing a solution that matched their specific preferences in athletic wear.

Nike launched the NikeID program, which allowed customers to personalize their athletic gear online, choosing colors, patterns, and custom text. This innovation expanded the company’s appeal to athletes and fashion-conscious consumers alike, helping them express their individuality while boosting engagement. By streamlining the customization process and leveraging digital technology, NikeID created an experience that could be replicated globally, resulting in increased brand loyalty and revenues.

• Elevated customer engagement through personalized experiences.
• Expanded customization to a broad range of products, increasing brand loyalty.
• Personalization can differentiate brands in competitive markets.
• Engaging customers in the design process enhances brand value.

15. Procter & Gamble – Open Innovation with Connect + Develop

Procter & Gamble (P&G), known for a vast portfolio of consumer goods, recognized that the traditional R&D process was becoming slower and costlier, hampering the company’s ability to innovate. With the proliferation of specialized knowledge worldwide, P&G realized that internal expertise alone wouldn’t suffice fulfill the increasing demand for new products across its various brands. They needed to find a way to tap into external innovation to stay ahead of the competition.

P&G launched the Connect + Develop platform, an open innovation initiative that invited inventors, academics, and other companies to submit ideas and collaborate on new products. This platform enabled P&G to access global expertise and accelerate the product development process by integrating external solutions with their own internal capabilities. The platform generated new partnerships that broadened P&G’s R&D reach and enhanced the product pipelines for various brands, significantly improving efficiency and innovation.

• Increased innovation by sourcing solutions from a global network.
• Enhanced product pipelines across multiple categories.
• Open innovation can tap into global expertise for improved R&D.
• Collaborating beyond company boundaries accelerates product development.

16. Adobe – Transforming into a Subscription Model

Adobe faced challenges with its traditional perpetual software licensing model, which was becoming outdated due to issues like piracy and inconsistent revenue streams. As competitors moved towards more dynamic, subscription-based models, Adobe needed to reinvent its business strategy to stay competitive and relevant in the digital content creation industry.

With the introduction of Adobe Creative Cloud, Adobe shifted from selling boxed software to a subscription-based model. This move provided customers with constant updates, cloud storage, and access to a suite of creative tools for a monthly fee. The transition addressed piracy issues and allowed Adobe to offer a scalable and continually improving product experience, leading to a more predictable and stable revenue stream.

• Stabilized Adobe’s revenue with a predictable subscription-based income.
• Increased customer retention and satisfaction due to continuous updates and enhancements.
• Fostered a broader adoption of Adobe’s software suite among freelancers and small businesses due to more accessible pricing.
• Transitioning to a subscription model can provide stable revenue and reduce piracy.
• Offering continual improvements and added value can enhance customer loyalty.

Related: Reasons to Study Product Management

17. GoPro – Innovating in a Niche Market

GoPro aimed to dominate the action camera market but faced the challenge of distinguishing itself from larger electronics manufacturers with broader product lines. The company needed to innovate continuously while fostering a strong brand identity that resonated with extreme sports enthusiasts and casual users alike.

GoPro focused on developing durable, high-quality cameras with unique features such as waterproofing and compact design tailored to capture extreme sports and adventure. They also built a robust community by leveraging user-generated content and social media, turning their customers into brand ambassadors. This strategy solidified their market position and expanded their customer base.

• Established GoPro as the leading brand in action cameras with a significant market share.
• Expanded the brand’s appeal beyond extreme sports to general consumers.
• Fostered a new market for accessory and lifestyle products related to action cameras.
• Leveraging user-generated content can effectively enhance community engagement and marketing.
• Creating an ecosystem around a product can extend its market reach and usability.

18. IBM – Pioneering Artificial Intelligence with Watson

IBM recognized the potential of artificial intelligence early on but faced the dual challenge of developing cutting-edge technology and finding practical applications for AI in business. They needed to create a platform that could demonstrate AI’s capabilities and be applicable and beneficial across various industries.

IBM developed Watson, an AI system capable of understanding natural language and generating data-based hypotheses. Watson was first introduced to the public by participating in the quiz show Jeopardy!, where it challenged humans. Following this, IBM expanded Watson’s capabilities to serve industries like healthcare, finance, and customer service, showcasing its versatility and practical utility.

• Expanded Watson’s applications into healthcare, finance, and beyond, proving AI’s versatility in solving complex problems.
• Strengthened IBM’s brand as an innovator and thought leader in the technological space.
• Demonstrating technology through high-visibility challenges (like Jeopardy!) can effectively capture public and commercial interest.
• Strategic partnerships in diverse industries can enhance the practical applications and market acceptance of new technologies.

19. Unilever – Sustainability as a Business Strategy

Facing increasing consumer awareness and demand for sustainable and ethical products, Unilever needed to integrate sustainability deeply into its business model without compromising on profitability and market competitiveness.

Unilever launched the Sustainable Living Plan, committing to halve its environmental footprint, improve health and well-being for more than a billion people, and sustainably sourcing 100% of its agricultural raw materials. This comprehensive strategy helped Unilever strengthen its brand loyalty among conscious consumers and drove long-term growth by reducing costs and innovating in product development.

• Achieved cost reductions and efficiency improvements through sustainable practices.
• Set industry standards for sustainability, influencing other companies to adopt similar practices.
• Sustainability can drive business growth and consumer loyalty when integrated into core business strategies.
• Ethical practices can be a competitive advantage, attracting both consumers and investors.
• Transparency in sustainability efforts can enhance corporate reputation and build stronger relationships with stakeholders.

20. Zara – Revolutionizing Fashion with Fast Fashion

Zara, part of the Inditex group, needed to maintain its edge in the highly competitive and fast-paced fashion industry. The challenge was to continually offer the latest fashion trends faster than traditional retailers, addressing the consumers’ desire for immediate gratification.

Zara implemented a unique business model, fast fashion, which involves rapid prototyping, small batch production, and an extremely efficient supply chain that can bring designs from the runway to store shelves in weeks. This approach kept inventory costs low and ensured that Zara’s offerings were always fresh, appealing, and aligned with current trends.

• Enabled Zara to become a global leader in the fashion industry, significantly outpacing competitors in responsiveness to fashion trends.
• Reduced unsold inventory and increased profitability through efficient supply chain management.
• Catalyzed shifts in consumer buying behavior, with more frequent purchases and higher expectations for rapid trend availability.
• Speed and agility in product development and supply chain can significantly enhance market responsiveness.
• Continuous market research and rapid response to consumer trends are crucial for maintaining competitive advantage in fast-paced industries.

Related: Product Management Failure Examples

Closing Thoughts

In conclusion, these case studies exemplify the transformative power of effective product management. They highlight the importance of understanding market needs, embracing innovation, focusing on user experience, and the value of ethical practices. Aspiring business leaders can draw valuable lessons from these examples to navigate challenges and drive success in their endeavors.

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Hacking the Case Interview

Have an upcoming new product case interview and don’t know how to prepare? Don’t worry because we have you covered!

In this article, we’ll cover:

• What is a new product case interview?
• How to solve any new product case interview
• Essential new product case interview frameworks
• New product case interview example

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land consulting offers while saving hundreds of hours of prep time.

What is a New Product Case Interview?

A new product case interview is a type of interview commonly used by consulting firms, particularly those that specialize in management consulting and strategy. This interview format assesses a candidate's ability to analyze and solve complex business problems related to the development and launch of a new product or service.

During a new product case interview, the candidate is presented with a hypothetical scenario involving a company that is considering introducing a new product or service to the market.

The candidate's task is to work through the case by asking relevant questions, gathering information, conducting analysis, and ultimately providing recommendations or solutions to the challenges posed in the case.

The interview is designed to evaluate several key skills and competencies:

Problem-solving: Candidates must demonstrate their ability to break down complex problems into manageable components and develop a structured approach to finding solutions.

• Business acumen : The interview assesses a candidate's understanding of business concepts, such as market analysis, competitive landscape, financial considerations, and customer needs
• Analytical thinking : Candidates are expected to analyze data and information to draw insights, identify trends, and make informed decisions
• Creativity and innovation : Since the case involves a new product or service, candidates are often required to think creatively and propose innovative ideas that can set the product apart in the market
• Communication skills : Effective communication is crucial as candidates need to explain their thought processes, assumptions, and conclusions clearly and succinctly to the interviewer
• Structured thinking : The interview evaluates how well candidates can structure their approach to problem-solving, often using frameworks to organize their analysis and recommendations

New product case interviews may cover a wide range of topics, including market research, pricing strategy, competitive analysis, distribution channels, financial projections, and risk assessment.

Candidates are encouraged to ask thoughtful questions to gather relevant information and make informed decisions.

How to Solve a New Product Case Interview

There are five steps to solve a new product case interview.

1. Understand the case

At the beginning of the case, thoroughly comprehend the details presented in the case prompt. You should be familiar with the context of the company, its industry, and the challenge it faces with the new product. 

Pay attention to any data, numbers, or specific information provided. This initial understanding will serve as the foundation for your analysis and recommendations. Jot down key points to ensure you remember crucial details as you progress.

2. Clarify the objectives

If any aspect of the case is ambiguous or unclear, seek clarification from the interviewer. Make sure you have a crystal-clear understanding of what the company aims to achieve with the new product launch.

This clarification is essential to focus your analysis and ensure you're addressing the right issues.

3. Structure your approach

Develop a well-organized framework to guide your analysis. 

Develop an appropriate framework that suits the case. Your chosen framework provides a structured roadmap that helps you break down the complexity of the case and ensures you cover all critical areas.

Some common elements that you may want to include in your framework are:

• Market : Who are the customers? How large is the market? How quickly is the market growing?
• Competition : What are competitors’ products? What are the strengths and weaknesses of competitors’ products?
• Product : What are the differentiating features of the product? 
• Pricing : How should the new product be priced? (e.g., what is the price point, subscription pricing, freemium model)
• Distribution channels : Through which channels should the new product be sold through? (e.g., online, retailers, direct-to-consumer)
• Promotion and marketing : How will you market the new product? (e.g., advertising, word of mouth, referrals)

For a complete guide on how to create tailored and unique frameworks for each case, check out our article on case interview frameworks .

4. Gather and analyze information

Begin by asking thoughtful and probing questions to gather essential information. Seek insights about the target audience, their needs and preferences, the market dynamics, and the competitive landscape. 

This information gathering phase is crucial, as the quality of your analysis depends on the data you collect.

In your new product case interview, you’ll likely cover a few of the topics below:

Analyze the market : Dive into a comprehensive analysis of the market. Examine its size, growth potential, and trends. Uncover data on customer behavior, preferences, and purchasing patterns. Assess how the new product aligns with these trends and whether there's a viable market for it.

Assess the competition : Conduct a thorough assessment of the competitive landscape. Identify key competitors in the market, their strengths, weaknesses, and market positioning. Analyze their product offerings, pricing strategies, and marketing tactics. This analysis will help you understand the competitive challenges the company might face and how the new product could differentiate itself.

Evaluate the product : Delve deeply into understanding the new product. Analyze its features, functionalities, and unique value proposition. Consider how it addresses customer pain points and stands out from existing solutions. This evaluation will help you determine the product's potential attractiveness to the target audience.

Develop a pricing strategy : Formulate a sound pricing strategy for the new product. Take into account production costs, competitor pricing, and perceived value by customers. Strive to find the optimal balance between affordability and the product's perceived worth.

Consider distribution channels : Devise a strategic approach to distribution. Determine which channels are best suited to reach the target customers effectively. Evaluate the pros and cons of options like direct sales, partnerships, online platforms, and retail outlets. Your choice of distribution channels should align with the company's resources and the preferences of your target audience.

Think through promotion and marketing : Craft a comprehensive marketing strategy that encompasses various tactics. Consider advertising, social media campaigns, influencer collaborations, and content marketing. Tailor your approach to create buzz, generate interest, and engage potential customers.

Project financials : Develop realistic financial projections for the new product. Estimate potential revenues based on market size and pricing, while considering associated costs such as production, marketing, and distribution. Calculate the expected return on investment (ROI) and determine when the product is likely to break even.

5. Propose a recommendation

Synthesize your analysis into clear and actionable recommendations. Based on your insights, propose strategies that address the challenges highlighted and leverage the opportunities identified. Your recommendations should align with the company's goals and be practical to implement.

Summarize the key takeaways from your analysis and recommendations. Emphasize the potential benefits of your proposed strategies and how they align with the company's objectives. Conclude by highlighting the value of your approach in successfully tackling the challenges of introducing the new product to the market.

In addition to new product case interviews, we also have additional step-by-step guides to: market entry case interviews , growth strategy case interviews , M&A case interviews , pricing case interviews , operations case interviews , and marketing case interviews .

Essential New Product Case Interview Frameworks

There are three new product case interview frameworks you should be familiar with. These are essential marketing concepts that go hand-in-hand with new product case interviews.

However, we do not recommend using these frameworks verbatim. You want to demonstrate to the interviewer that you can think critically for yourself instead of relying on memorized frameworks.

You should instead be creating your own unique and tailored framework for each new product case interview scenario.

Therefore, your framework may include parts and pieces of the frameworks below, but you should not just copy them.

The 5 C’s Framework

The 5 C's framework is a comprehensive approach used in strategic analysis and planning. It takes into account various internal and external factors that influence a company's success.

Here's a brief explanation of each of the 5 C's:

This refers to the internal assessment of the company itself. It involves analyzing the company's strengths, weaknesses, resources, capabilities, and overall strategic direction.

Understanding the company's core competencies and areas needing improvement is essential for effective strategic planning.

2. Collaborators (Partners)

Collaborators encompass the external entities that a company works with to achieve its goals. These can include suppliers, distributors, strategic partners, and other stakeholders.

Building strong relationships with collaborators can contribute to a company's competitive advantage by enhancing its capabilities and expanding its reach.

3. Customers

Understanding the needs, preferences, behaviors, and expectations of customers is crucial for success. Analyzing the customer segment, their demographics, psychographics, and buying patterns helps tailor products and services to their requirements.

A customer-focused approach ensures that offerings are relevant and appealing.

4. Competitors

Evaluating competitors involves understanding their strengths, weaknesses, strategies, and market positioning. A thorough analysis of the competitive landscape helps identify opportunities for differentiation and highlights potential threats.

By understanding competitors, a company can make informed decisions to gain a competitive edge.

5. Context:

Context refers to the broader external environment in which the company operates. This includes economic, political, social, technological, and legal factors that impact business operations.

A clear understanding of the context helps anticipate trends, opportunities, and challenges that could influence the company's success.

The STP Framework

The STP framework, which stands for Segmentation, Targeting, and Positioning, is a strategic approach used by businesses to effectively identify and address the needs and preferences of specific customer segments in the market.

Here's a brief explanation of each component of the framework:

1. Segmentation

Segmentation involves dividing a heterogeneous market into smaller, more homogeneous groups called segments. These segments share common characteristics, needs, and behaviors.

By segmenting the market, companies can better understand the diversity of their customer base and tailor their marketing efforts to cater to the unique preferences of each segment. Market segmentation can be based on factors such as demographics, psychographics, behaviors, and geographic locations.

2. Targeting

Targeting is the process of selecting one or more segments from the segmented market to focus the company's marketing efforts on. Not all segments may be equally attractive or viable for a business to target.

Companies analyze the potential of each segment, considering factors such as size, growth potential, profitability, and alignment with the company's resources and capabilities.

Targeting enables companies to allocate resources more efficiently and create tailored marketing strategies for the chosen segments.

3. Positioning

Positioning involves defining how a company's product or service is perceived by the target customers in comparison to competitors' offerings. It's about creating a unique and compelling brand image in the minds of consumers.

Companies use positioning strategies to highlight their products' distinctive features, benefits, and value propositions that address the specific needs and preferences of the chosen target segments.

Effective positioning helps differentiate a company's offerings and establishes a competitive advantage in the market.

The Four P’s Framework

The 4 Ps, also known as the Marketing Mix, are a set of key elements that businesses use to formulate their marketing strategies. These elements represent different aspects of a product or service that a company offers.

Here's a brief explanation of each of the 4 Ps:

This refers to the tangible good or intangible service that a company offers to meet customer needs or wants. It includes features, design, quality, branding, and packaging.

Companies must carefully consider what features and benefits their product provides to differentiate it from competitors and address customer needs effectively.

Price refers to the amount of money customers need to pay to acquire the product or service.

Pricing strategies can vary widely, including options like cost-plus pricing, value-based pricing, and competitive pricing.

The price needs to align with the perceived value of the product, the target market's willingness to pay, and the company's overall financial goals.

3. Place (Distribution)

Place involves decisions related to how the product will be distributed and made available to customers. This includes selecting distribution channels such as direct sales, retail stores, online platforms, or partnerships with other businesses.

The goal is to ensure that the product reaches the target customers in the most efficient and convenient way.

4. Promotion

Promotion encompasses all the activities a company undertakes to communicate and market its product to the target audience. This includes advertising, public relations, sales promotions, social media marketing, and other promotional strategies.

The objective is to create awareness, generate interest, and persuade potential customers to choose the company's product over competitors'.

New Product Case Interview Example

Case Background

You are a consultant working with a leading technology company that is considering launching a new product – a smart fitness tracker.

The company believes there's a growing market for wearable fitness devices that can track health metrics and provide personalized insights. They want to assess the feasibility and potential success of this new product in the market.

How to Solve

Write down and summarize the major case details about launching a smart fitness tracker. The main point of the case is that the company wants to assess the feasibility of introducing this new product to the market.

Confirm your understanding with the interviewer. Make sure you're clear on what the company is looking to achieve with the smart fitness tracker launch.

Develop a framework. This will help you systematically analyze the situation.

A potential framework may look like the following:

What is the attractiveness of the smart fitness tracker market?

• What is the market size?
• What is the market growth rate?
• What are average profit margins in the market?

How strong is our product?

• How do customers like our product?
• Does our product solve a pain point for customers?
• What is our product’s differentiating features?

How does our product compare to competitors’ products?

• What are some competing products?
• What are the strengths and weaknesses of these competing products?

What are the financial implications?

• How much market share can we capture?
• What are expected revenues?
• What are expected costs?

4. Gather and analyze Information

Start by asking questions to gather information. This new product case interview may dive deeper into any of the following topics:

Analyze the market

• Determine the size and growth rate of the wearable fitness device market
• Identify trends, such as increasing interest in health monitoring
• Analyze demographics of potential users (age, fitness levels, etc.)

Assess the competition

• Identify existing players in the smart fitness tracker market
• Evaluate their strengths, weaknesses, and product offerings
• Determine if there's a gap in the market that the new product could fill

Evaluate the product

• Examine its features and capabilities
• Identify its unique selling points (water resistance, advanced tracking, etc.)
• Consider how these features address customer needs better than existing trackers

Set a pricing strategy

• Analyze the cost of production and technology
• Research the pricing of similar products in the market
• Decide on a pricing strategy that reflects the product's value proposition

Consider distribution channels

• Consider online sales, retail partnerships, and direct sales
• Assess which channels would reach the target audience most effectively

Think through promotion and marketing

• Identify potential channels for promotion (social media, health magazines, etc.)
• Create an advertising plan to highlight unique features
• Develop partnerships with fitness influencers for endorsements

Project financials

• Calculate potential revenue based on pricing and market size
• Factor in production costs, marketing expenses, and distribution expenses
• Calculate the expected return on investment and break-even point

Based on your analysis, summarize your findings and recommendations. Highlight how the proposed strategies leverage market trends, address customer needs, and differentiate the smart fitness tracker in a competitive market.

Another New Product Case Interview Example

Below is another new product case interview. This case focuses on pricing and comes from BCG.

For more practice, check out our article on 23 MBA consulting casebooks with 700+ free practice cases .

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Business growth

Marketing tips

16 case study examples (+ 3 templates to make your own)

I like to think of case studies as a business's version of a resume. It highlights what the business can do, lends credibility to its offer, and contains only the positive bullet points that paint it in the best light possible.

Imagine if the guy running your favorite taco truck followed you home so that he could "really dig into how that burrito changed your life." I see the value in the practice. People naturally prefer a tried-and-true burrito just as they prefer tried-and-true products or services.

To help you showcase your success and flesh out your burrito questionnaire, I've put together some case study examples and key takeaways.

What is a case study?

A case study is an in-depth analysis of how your business, product, or service has helped past clients. It can be a document, a webpage, or a slide deck that showcases measurable, real-life results.

For example, if you're a SaaS company, you can analyze your customers' results after a few months of using your product to measure its effectiveness. You can then turn this analysis into a case study that further proves to potential customers what your product can do and how it can help them overcome their challenges.

It changes the narrative from "I promise that we can do X and Y for you" to "Here's what we've done for businesses like yours, and we can do it for you, too."

16 case study examples 

While most case studies follow the same structure, quite a few try to break the mold and create something unique. Some businesses lean heavily on design and presentation, while others pursue a detailed, stat-oriented approach. Some businesses try to mix both.

There's no set formula to follow, but I've found that the best case studies utilize impactful design to engage readers and leverage statistics and case details to drive the point home. A case study typically highlights the companies, the challenges, the solution, and the results. The examples below will help inspire you to do it, too.

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People love a good farm-to-table coffee story, and boy am I one of them. But I've shared this case study with you for more reasons than my love of coffee. I enjoyed this study because it was written as though it was a letter.

In this case study, the founder of Volcanica Coffee talks about the journey from founding the company to personally struggling with learning and applying digital marketing to finding and enlisting AdRoll's services.

It felt more authentic, less about AdRoll showcasing their worth and more like a testimonial from a grateful and appreciative client. After the story, the case study wraps up with successes, milestones, and achievements. Note that quite a few percentages are prominently displayed at the top, providing supporting evidence that backs up an inspiring story.

Takeaway: Highlight your goals and measurable results to draw the reader in and provide concise, easily digestible information.

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This Airtable case study on Taylor Guitars comes as close as one can to an optimal structure. It features a video that represents the artistic nature of the client, highlighting key achievements and dissecting each element of Airtable's influence.

It also supplements each section with a testimonial or quote from the client, using their insights as a catalyst for the case study's narrative. For example, the case study quotes the social media manager and project manager's insights regarding team-wide communication and access before explaining in greater detail.

Takeaway: Highlight pain points your business solves for its client, and explore that influence in greater detail.

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My favorite part of Figma's case study is highlighting why EndeavourX chose its solution. You'll notice an entire section on what Figma does for teams and then specifically for EndeavourX.

It also places a heavy emphasis on numbers and stats. The study, as brief as it is, still manages to pack in a lot of compelling statistics about what's possible with Figma.

Takeaway: Showcase the "how" and "why" of your product's differentiators and how they benefit your customers.

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Zapier's case study leans heavily on design, using graphics to present statistics and goals in a manner that not only remains consistent with the branding but also actively pushes it forward, drawing users' eyes to the information most important to them. 

The graphics, emphasis on branding elements, and cause/effect style tell the story without requiring long, drawn-out copy that risks boring readers. Instead, the cause and effect are concisely portrayed alongside the client company's information for a brief and easily scannable case study.

Takeaway: Lean on design to call attention to the most important elements of your case study, and make sure it stays consistent with your branding.

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In true OpenAI fashion, this case study is a block of text. There's a distinct lack of imagery, but the study features a narrated video walking readers through the product.

The lack of imagery and color may not be the most inviting, but utilizing video format is commendable. It helps thoroughly communicate how OpenAI supported Ironclad in a way that allows the user to sit back, relax, listen, and be impressed. 

Takeaway: Get creative with the media you implement in your case study. Videos can be a very powerful addition when a case study requires more detailed storytelling.

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GitHub's case study on Shopify is a light read. It addresses client pain points and discusses the different aspects its product considers and improves for clients. It touches on workflow issues, internal systems, automation, and security. It does a great job of representing what one company can do with GitHub.

To drive the point home, the case study features colorful quote callouts from the Shopify team, sharing their insights and perspectives on the partnership, the key issues, and how they were addressed.

Takeaway: Leverage quotes to boost the authoritativeness and trustworthiness of your case study. 

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Contentful's case study on Audible features almost every element a case study should. It includes not one but two videos and clearly outlines the challenge, solution, and outcome before diving deeper into what Contentful did for Audible. The language is simple, and the writing is heavy with quotes and personal insights.

This case study is a uniquely original experience. The fact that the companies in question are perhaps two of the most creative brands out there may be the reason. I expected nothing short of a detailed analysis, a compelling story, and video content. 

Takeaway: Inject some brand voice into the case study, and create assets that tell the story for you.

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Asana's case study on Zoom is longer than the average piece and features detailed data on Zoom's growth since 2020. Instead of relying on imagery and graphics, it features several quotes and testimonials. 

It's designed to be direct, informative, and promotional. At some point, the case study reads more like a feature list. There were a few sections that felt a tad too promotional for my liking, but to each their own burrito.

Takeaway: Maintain a balance between promotional and informative. You want to showcase the high-level goals your product helped achieve without losing the reader.

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I've always been a fan of Mailchimp's comic-like branding, and this case study does an excellent job of sticking to their tradition of making information easy to understand, casual, and inviting.

It features a short video that briefly covers Hickies as a company and Mailchimp's efforts to serve its needs for customer relationships and education processes. Overall, this case study is a concise overview of the partnership that manages to convey success data and tell a story at the same time. What sets it apart is that it does so in a uniquely colorful and brand-consistent manner.

Takeaway: Be concise to provide as much value in as little text as possible.

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The gaming industry is notoriously difficult to recruit for, as it requires a very specific set of skills and experience. This case study focuses on how Workday was able to help fill that recruitment gap for NVIDIA, one of the biggest names in the gaming world.

Though it doesn't feature videos or graphics, this case study stood out to me in how it structures information like "key products used" to give readers insight into which tools helped achieve these results.

Takeaway: If your company offers multiple products or services, outline exactly which ones were involved in your case study, so readers can assess each tool.

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I'm personally not a big KFC fan, but that's only because I refuse to eat out of a bucket. My aversion to the bucket format aside, Contentful follows its consistent case study format in this one, outlining challenges, solutions, and outcomes before diving into the nitty-gritty details of the project.

Say what you will about KFC, but their primary product (chicken) does present a unique opportunity for wordplay like "Continuing to march to the beat of a digital-first drum(stick)" or "Delivering deep-fried goodness to every channel."

Takeaway: Inject humor into your case study if there's room for it and if it fits your brand. 

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Twilio does an excellent job of delivering achievements at the very beginning of the case study and going into detail in this two-minute read. While there aren't many graphics, the way quotes from the Intuit team are implemented adds a certain flair to the study and breaks up the sections nicely.

It's simple, concise, and manages to fit a lot of information in easily digestible sections.

Takeaway: Make sure each section is long enough to inform but brief enough to avoid boring readers. Break down information for each section, and don't go into so much detail that you lose the reader halfway through.

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Salesforce created a video that accurately summarizes the key points of the case study. Beyond that, the page itself is very light on content, and sections are as short as one paragraph.

I especially like how information is broken down into "What you need to know," "Why it matters," and "What the difference looks like." I'm not ashamed of being spoon-fed information. When it's structured so well and so simply, it makes for an entertaining read.

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Benchling is an impressive entity in its own right. Biotech R&D and health care nuances go right over my head. But the research and digging I've been doing in the name of these burritos (case studies) revealed that these products are immensely complex. 

And that's precisely why this case study deserves a read—it succeeds at explaining a complex project that readers outside the industry wouldn't know much about.

Takeaway: Simplify complex information, and walk readers through the company's operations and how your business helped streamline them.

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The concision of this case study is refreshing. It features two sections—the challenge and the solution—all in 316 words. This goes to show that your case study doesn't necessarily need to be a four-figure investment with video shoots and studio time. 

Sometimes, the message is simple and short enough to convey in a handful of paragraphs.

Takeaway: Consider what you should include instead of what you can include. Assess the time, resources, and effort you're able and willing to invest in a case study, and choose which elements you want to include from there.

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I may be biased, but I'm a big fan of seeing metrics and achievements represented in branded graphics. It can be a jarring experience to navigate a website, then visit a case study page and feel as though you've gone to a completely different website.

The case study is essentially the summary, and the blog article is the detailed analysis that provides context beyond X achievement or Y goal.

Takeaway: Keep your case study concise and informative. Create other resources to provide context under your blog, media or press, and product pages.

3 case study templates

Now that you've had your fill of case studies (if that's possible), I've got just what you need: an infinite number of case studies, which you can create yourself with these case study templates.

Case study template 1

If you've got a quick hit of stats you want to show off, try this template. The opening section gives space for a short summary and three visually appealing stats you can highlight, followed by a headline and body where you can break the case study down more thoroughly. This one's pretty simple, with only sections for solutions and results, but you can easily continue the formatting to add more sections as needed.

Case study template 2

For a case study template with a little more detail, use this one. Opening with a striking cover page for a quick overview, this one goes on to include context, stakeholders, challenges, multiple quote callouts, and quick-hit stats. 

Case study template 3

Whether you want a little structural variation or just like a nice dark green, this template has similar components to the last template but is designed to help tell a story. Move from the client overview through a description of your company before getting to the details of how you fixed said company's problems.

Tips for writing a case study

Examples are all well and good, but you don't learn how to make a burrito just by watching tutorials on YouTube without knowing what any of the ingredients are. You could , but it probably wouldn't be all that good.

Have an objective: Define your objective by identifying the challenge, solution, and results. Assess your work with the client and focus on the most prominent wins. You're speaking to multiple businesses and industries through the case study, so make sure you know what you want to say to them.

Focus on persuasive data: Growth percentages and measurable results are your best friends. Extract your most compelling data and highlight it in your case study.

Use eye-grabbing graphics: Branded design goes a long way in accurately representing your brand and retaining readers as they review the study. Leverage unique and eye-catching graphics to keep readers engaged. 

Simplify data presentation: Some industries are more complex than others, and sometimes, data can be difficult to understand at a glance. Make sure you present your data in the simplest way possible. Make it concise, informative, and easy to understand.

Use automation to drive results for your case study

A case study example is a source of inspiration you can leverage to determine how to best position your brand's work. Find your unique angle, and refine it over time to help your business stand out. Ask anyone: the best burrito in town doesn't just appear at the number one spot. They find their angle (usually the house sauce) and leverage it to stand out.

Case study FAQ

Got your case study template? Great—it's time to gather the team for an awkward semi-vague data collection task. While you do that, here are some case study quick answers for you to skim through while you contemplate what to call your team meeting.

What is an example of a case study?

An example of a case study is when a software company analyzes its results from a client project and creates a webpage, presentation, or document that focuses on high-level results, challenges, and solutions in an attempt to showcase effectiveness and promote the software.

How do you write a case study?

To write a good case study, you should have an objective, identify persuasive and compelling data, leverage graphics, and simplify data. Case studies typically include an analysis of the challenge, solution, and results of the partnership.

What is the format of a case study?

While case studies don't have a set format, they're often portrayed as reports or essays that inform readers about the partnership and its results. 

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Hachem Ramki

Hachem is a writer and digital marketer from Montreal. After graduating with a degree in English, Hachem spent seven years traveling around the world before moving to Canada. When he's not writing, he enjoys Basketball, Dungeons and Dragons, and playing music for friends and family.

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Case Study: From new product launch to $1.4 million in a month

Manufacturing.

• Founded more than 30 years ago, Golden Monkey Foods has built a reputation as a popular, traditional snacking product manufacturer with a strong presence in China. Golden Monkey aspired to be the preferred candy provider across all age groups but needed to create a new product with a digital-first strategy to engage with the younger generation. 
• Read on to see how Golden Monkey used performance and omnichannel data to achieve a remarkable $1.4 million in revenue within one month.

Read this article in your language

Hear from Golden Monkey Food

The story of golden monkey.

Golden Monkey is a veteran in the Chinese Candy category, most known for its product in the Candy sub-category—specifically Chocolate Biscuit Bites and Milk Candy. The company manufactures more than 200 varieties in six snacking sub-categories, including Milk Candy, Fruit Candy, Chocolate, Salty Snacks, Soy Products, and Baking Products.  

To ensure this legacy continued with a new generation, the company was exploring new product innovation. But identifying always-changing Chinese consumers’ needs in the Candy category, and responding effectively in a timely fashion, was a challenge for Golden Monkey.  

To stay ahead in the market, the manufacturer needed an enterprise-level digital transformation to enable a culture of data-driven decision-making, and they wanted to work with the best—so they partnered with the data and analytics experts at NIQ.

Identifying the right path for growth

NIQ’s detailed market data revealed an important trend— sales in the Gummy category in China were increasing year over year, and more brands were launching items in the category.

Golden monkey learned that traditional Candy companies weren’t the only ones diversifying their portfolios in the Gummy category. Emerging online brands were also entering the category, and creating popular new offerings—”Functional Gummies,” which showed promising growth among young consumers.

Na Guo, Marketing Director, Golden Monkey Food noted, “With the change of the times, the channel ecology and consumer demand, it has been difficult to meet the expectations of consumers in Confectionery with traditional products. We needed to be more front-loaded through the means of data to find out the potential needs of consumers, layout the market in advance, and to become the creator of hot-selling confectionery products, which is also a key opportunity for Golden Monkey Food to be able to continue to move towards the next 30 years.”

Neo Zhu, Senior Brand Manager at Golden Monkey Food said, “As a long-established Candy brand, Golden Monkey Food believes that through product research and innovation and its own supply chain advantages, it will occupy a certain position in the Gummy track.”

Seeing the high demand for Gummies and increasing competition in the category, the next challenge for Golden Monkey was finding the right differentiating feature to help the new product stand out and win.

Product, audience, price, and availability

NielsenIQ data also helped guide Golden Monkey’s product formulation, channel, and pricing strategies. 

Neo noted, “Before we conceived the new product, we first thought about the question of how to reinvent the gummy business? With the support of NielsenIQ data, we decided to make a fruit sandwich Gummy for the “modern new woman.” 

NielsenIQ data helped identify that “the modern new woman” is focused on health, so Golden Monkey incorporated key features including juice, additional vitamin C, and more to ensure the product appealed to newer generations pursuing healthier lifestyles.  

Data also revealed key channel dynamics that helped inform Golden Monkey’s channel strategy.

“We found from NielsenIQ data that the convenience store channel is the core sales contribution channel of Gummies, so our packaging form, specifications, and pricing are more in line with the current situation of the channel format, seizing the core price and specification bands of the format, and driving the overall dynamic sales performance and sales growth of the products,” Neo said.

Overall Results

Over the course of six months, the 30-year-old manufacturer was able to identify a growth opportunity, develop a new product, and enter a new market. And the success of the new Gummy product was clear from the get-go, eventually achieving $1.4 million in sales in the first month after launch.

“This digital collaboration with NielsenIQ for product insights is the first step, and a successful one. In the face of the constant challenges of the future market, it is important to stay ahead of the curve while maintaining a steady pace to stay alive in today’s highly competitive environment.

To be the market leader, the first step is to have a keen insight, I believe that the data support provided by NielsenIQ will play a key role in the future development of Golden Monkey Food, and the two sides will work closely together for a win-win situation,” said Na Guo, Marketing Director, Golden Monkey Food.

“In recent years, local FMCG companies have been increasingly modernizing their management and marketing approaches. With the deepening of our cooperation with Golden Monkey Food, we found that NielsenIQ data can better empower companies in product development, sales management, marketing planning and financial management, and help them breakthrough in growth. We believe that with deeper cooperation with local companies, we can better find the fit with local clients and ultimately achieve win-win results,” said Jack Zheng, Senior Director, NIQ.

Golden Monkey plans to continue using data insights to stay ahead of changing consumer demand trends in the Candy market, lay out its product matrix in advance, and become the creator of best-selling Candy products.

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• Open access
• Published: 11 September 2024

Implementing peer support into practice in mental health services: a qualitative comparative case study

• Steve Gillard 1 ,
• Rhiannon Foster 1 ,
• Sarah White 2 ,
• Rahul Bhattacharya 3 ,
• Paul Binfield 3 ,
• Rachel Eborall 4 ,
• Sarah L Gibson 5 ,
• Daniella Harnett 3 ,
• Alan Simpson 6 ,
• Mike Lucock 7 ,
• Jacqueline Marks 8 ,
• Julie Repper 9 ,
• Miles Rinaldi 10 , 11 ,
• Anthony Salla 1 &
• Jessica Worner 12  

BMC Health Services Research volume  24 , Article number:  1050 ( 2024 ) Cite this article

Metrics details

Peer workers are people with personal experience of mental distress, employed within mental health services to support others with similar experiences. Research has identified a range of factors that might facilitate or hinder the introduction of new peer worker roles into mental health services. While there is mixed evidence for the effectiveness of peer worker delivered interventions, there are no studies exploring how implementation might be associated with effect.

This was a qualitative comparative case study using data from interviews with 20 peer workers and their five supervisors. Peer workers delivered peer support for discharge from inpatient to community mental health care as part of a randomised controlled trial. In the trial, level of participant engagement with peer support was associated with better outcome (hospital readmission). Study sites with higher levels of engagement also had higher scores on a measure of fidelity to peer support principles. We compared data from sites with contrasting levels of engagement and fidelity using an analytical framework derived from implementation theory.

In high engagement-high fidelity sites, there was regular work with clinical teams preparing for working alongside peer workers, and a positive relationship between staff on inpatient wards and peer workers. The supervisor role was well resourced, and delivery of peer support was highly consistent with the intervention manual. In low engagement-low fidelity sites peer workers were employed in not-for-profit organisations to support people using public mental health services and in rural areas. Supervisors faced constrained resources and experienced barriers to joint working between organisations. In these sites, peer workers could experience challenging relationships with ward staff. Issues of geography and capacity limited opportunities for supervision and team-building, impacting consistency of delivery.

Conclusions

This study provides clear indication that implementation can impact delivery of peer support, with implications for engagement and, potentially, outcomes of peer worker interventions. Resourcing issues can have knock-on effects on consistency of delivery, alongside challenges of access, authority and relationship with clinical teams, especially where peer workers were employed in not-for-profit organisations. Attention needs to be paid to the impact of geography on implementation.

Trial registration

ISRCTN registry number ISRCTN10043328, registered 28 November 2016.

Peer Review reports

Peer support in mental health services

People with personal experience of mental distress, often referred to as peer workers, are increasingly employed within mental health services internationally to support others with similar experiences. An extensive literature explores a range of implementation issues that might dilute the distinctive qualities of peer support when introduced into public mental health services [ 1 , 2 ]. These include adequate provision of role specific training for PWs, [ 3 , 4 ] support and supervision for PWs, [ 5 ] clarity of expectation around the way in which PWs bring experience-based knowledge to mental healthcare, [ 2 . 6 ] and preparation of clinical teams to work alongside PWs [ 7 ]. It has been argued that ‘over-professionalisation’ or ‘institutionalisation’ of the PW role constrains the distinctive contribution of peer support [ 8 , 9 , 10 , 11 ].

Trials of peer support in mental health services continue to demonstrate inconsistent results, with some studies indicating that peer support might be superior to care-as-usual or a comparator intervention, [ 12 , 13 ] while others indicate no difference in effect [ 14 , 15 ]. Some of this variation might be explained by heterogeneity of interventions, population or outcome, but it is also possible that the quality of implementation of peer support into mental healthcare settings is associated with the effect of peer support interventions [ 16 , 17 ].

It has been noted that peer support is often poorly described in the trial literature, [ 17 , 18 ] with a lack of research assessing association between implementation and outcome. A recent review of one-to-one peer support in mental health services categorised peer support as being well implemented where at least two of the following criteria were reported: dedicated peer support training; clear description of the underlying processes of peer support; well-defined support structures for PWs (e.g. supervision) [ 19 ]. However, only a small number of studies reported sufficient data to conduct an analysis and results were unclear. There is a need for research that explicitly considers the possible relationship between quality of implementation and the outcomes of peer support.

Implementation theory

Implementation science offers a range of frameworks for understanding the facilitators and barriers to successful implementation of healthcare innovation into practice [ 20 ]. There is a clear recognition that the effects of any intervention will always depend on successful implementation [ 21 ]. The well-established Promoting Action on Research Implementation in Health Services (PARIHS) framework conceptualises successful implementation of research-based innovation into healthcare in terms of the nature of the evidence on which the innovation is based, the context or environment into which the innovation is placed, and the method by which implementation is facilitated [ 22 ]. In recent years, the co-design [ 23 ] or coproduction [ 24 ] of new interventions in mental health has gained prominence, with people who use mental health services bringing experience-based knowledge to the process, alongside the professional and practice-based knowledge brought by healthcare professionals. Given that this experiential knowledge is core to peer support, and that a number of members of the research term brought their own experiences of mental distress and/ or of using mental health services to the design and conduct of the research, we adapted the PARIHS framework for the purposes of this study. An earlier scoping review of implementation literature and an empirical case study, [ 25 ] undertaken by members of the team (SG and RF), identified five domains where experiential knowledge might impact research implementation, and we mapped these domains directly onto the framework (Table  1 ).

The ENRICH trial

A trial of peer support for discharge from inpatient to community mental health care indicated that peer support was not superior to care-as-usual (follow up by community mental health services within seven days of discharge) in terms of either the primary outcome – readmission within 12 months of discharge – or a range of secondary outcomes [ 26 ]. PWs received eight days of training focused on individual strengths and connecting to community, met the people they were supporting at least once while still inpatients and then weekly for up to four months post-discharge. Peer support was flexible and collaborative, informed by a peer support principles framework [ 27 ]. PWs received group and individual supervision from an experienced peer worker coordinator (PWC) who had access to an action learning set with other PWCs across study sites. The trial and intervention are described in detail in a protocol paper [ 28 ].

Findings from the trial indicated that 62.5% of participants offered peer support had at least two contacts with their PW, at least one of which was post-discharge, and that those participants were significantly less likely to be readmitted than a similar group of PWs in the care-as-usual group [ 26 ]. There might be many reasons why people chose not to, or were unable to engage with their PW, including the possibility that peer support was not always well implemented into practice in the trial.

This paper aims to explore if and how levels of engagement in a new peer support intervention were associated with implementation of the intervention, and therefore how implementation of peer support in mental health services might be optimised in the future.

Study design

We take a comparative case study approach, informed by case-orientated Qualitative Comparative Analysis [ 29 ] and pattern-matching [ 30 ] techniques, considering the seven sites where the study took place as cases. Sites were National Health Services (NHS) mental health trusts (public healthcare provider organisations) in England, where the new peer support intervention was delivered as part of the ENRICH trial. Sites were selected to provide contrast in urban, town and rural localities, geographical spread across England, and where mental health trusts were committed to introducing new PW roles into mental health services. In most sites PWs were directly employed by the mental health trust, while in others a much smaller, voluntary (not-for-profit) sector organisation was sub-contracted by the trust to employ PWs to provide support to people using mental health trust services. Information about each site is given in Table  2 below.

To inform case selection for the comparative analysis we charted level of engagement at each site – percentage of trial participants offered peer support who had at least two contacts with their PW, at least one of which was post-discharge – against site fidelity score, measured using an index designed to assess fidelity of delivery of peer support at site level against a set of principles articulating what is distinctive about peer support compared to other forms of mental health support [ 31 ] (Fig.  1 ). Fidelity was assessed through a semi-structured interview with PWs, the people they supported and their supervisor, rated by researchers against criteria based on the principles framework. A high fidelity score indicates that peer support had been implemented according to those principles. Fidelity was assessed after peer support had been delivered for at least six months at each site.

Relationship between engagement with peer support and fidelity

Figure  1 is indicative of a direct relationship between engagement with peer support and fidelity, offering rationale for selecting sites with higher or lower levels of both engagement and fidelity as cases for comparative analysis. There was one outlier, site 2, where fidelity was high (11) but engagement was mid-range (51%). We included this site in the comparative analysis as engagement might be explained by implementation issues not related to fidelity of delivery.

We report on the Evidence domain of the framework in a paper describing how experiential knowledge was central to developing the ENRICH peer support intervention [ 32 ]. Our research questions here are based on the Context and Facilitation domains of the framework, with context referring largely to the NHS Trust in which implementation took place (question 1), and facilitators being the PWs and PWCs who delivered the peer support (questions 2–4):

How did the culture of organisations, leadership (including issues of access and authority ) and monitoring and feedback impact implementation of peer support?

How did PWs and PWCs feel that their roles were characterised?

How did PWs and PWCs feel they were able to exercise flexibility while remaining consistent in their approach to delivering peer support?

How did experiential knowledge underpin peer support as it was delivered at each site?

Data sources

Peer worker interviews. Thirty-two PWs delivered peer support in the ENRICH trial and were invited to give written informed consent to participate in the research. All 32 consented and were interviewed after 12 months of delivering peer support. Interviews explored how well training prepared them for the role, their experiences of working as a PW, the support they received in the role and their relationship with clinical teams they worked alongside.

Peer worker coordinator interviews. Eight PWCs supervised PWs in the trial. Seven PWCs were themselves experienced PWs and one was a mental health nurse who shared the role with an experienced PW. All 8 PWCs gave informed consent to participate in the research and were interviewed at the same timepoint as PWs. Interviews explored PWCs’ experiences of supporting PWs, how well they thought the role was supported and organisational issues impacting delivery of peer support.

Interviews were conducted by researchers working from a perspective of having experienced mental distress and/ or having used mental health services, and played a key role in schedule development. Interview schedules can be found in the Supplementary Material file.

Data analysis

Interviews were audio-recorded, pseudonymised at the point of collection and transcribed verbatim.

Interview data were analysed using a framework approach [ 33 ] based on the Context and Facilitation domains of the modified PARIHS framework (see Table  1 ). Data were first coded to the constructs within those domains, with inductive space retained to code factors not related to the framework that participants described as impacting delivery of peer support. Second, a comparative, cross-case analysis was used to look for patterns of implementation that were: A, shared across cases; B, characterised high fidelity-high engagement cases; C, characterised low fidelity-low engagement cases; D, described implementation in the outlier case [ 30 ]. Preliminary analyses were undertaken by the first author and refined through iterative rounds of discussion with the whole team.

Characteristics of included cases

The two high engagement-high fidelity cases (sites 3,5), and the outlier high fidelity-low engagement case (site 2), were in urban areas with PWs directly employed in mental health NHS Trusts (see Table  2 ). The two low engagement-low fidelity cases (sites 4,6) were in areas that were a mix of rural localities with small towns or urban localities respectively. In both the latter sites PWs were employed by voluntary sector organisations outside of the NHS.

Characteristics of participants

A total of 20 PWs were included in the analysis, five each from sites 3 and 4, three each from sites 2 and 5, and two from site 6. Twelve PWs were female, seven were male and one preferred not to say. Three PWs were aged under 35 years of age, 12 aged from 35 to 55 years, one over 55 and four preferred not to say. Eleven PWs were White British, two were White Irish, one White other, one Black/ Black British, one Asian/ Asian British, one Arab, one Mixed White Asian with two preferring not to say.

There were five PWCs, one from each site. Four PWCs were female and one was male; two were aged from 35 to 55 and three over 55; all were White British.

Participant quotes presented below are identified with a site code (e.g. S1 = site 1) and role identifier (PW = Peer Worker; PWC = Peer Worker Coordinator) plus an additional number to distinguish between PWs at each site.

Implementation across cases

A number of implementation features were evident across all five cases, including characterisation of the PW role as largely consistent with the principles that were used to inform development of the intervention; [ 27 , 32 ] taking a non-judgemental approach and sharing experiences to create a safe space, make connections and build relationships:

‘We’re not going to be judgemental so to speak. It’s a safe place really for people to be themselves regardless of what their mental health issues are or mental health diagnoses are.’ (S5PW2). ‘I’m always sharing lived experience, whether that’s just generally or whether that’s personally with mental health … obviously you share when appropriate but you try to match that experience together so you have something in common, and then there is that mutuality and reciprocity and creating that trusting relationship.’ (S3PW3).

On the whole, training – as specified in the ENRICH manual – was consistently delivered and worked well to provide PWs with the range of skills they felt they needed for the role:

‘We did a lot about strengths-based approaches and I think that’s really informed the way that I interact with people, so I think I’m always trying to bring it back to what can you do, what is strong for you … we did a lot about active listening and also about discussing difficult issues … I think it’s been very helpful the stuff we did in training … definitely the boundaries and relationships sessions that we did …’ (S3PW1).

The importance of group supervision facilitated by the PWC, as well as individual supervision where required (both specified in the handbook), was indicated across sites, providing the opportunity for PWs to share experiences and receive feedback from one another as well as from the PWC:

‘I will hold these feelings until supervision and that’s when I let it out, offload it to my colleagues. And it’s been great because we’ve been bouncing it off each other and I’ve noticed that it’s not just me that was going through it, so it’s such a relief …’ (S2PW2). ‘… [PWC] will always ask how I am, if anything has triggered me or anything like that and she’s quite easy to talk to and it’s OK to be open with her.’ (S6PW3).

Participants in all sites described differences between the culture of clinical services in the host trust and the ethos underpinning peer support:

‘…it’s about the values because what I find with the other types of support, it all tends to be clinical and deficits based … very directive and judgemental … some of the clinical teams are stuck in that way of seeing things, that deficit-based thing and they don’t really know too much about peer support.’ (S5PW1).

At all sites, there was a perceived lack of contact with, and feedback from, community mental health teams, sometimes accompanied by a lack of understanding of the PW role:

‘Whenever I got a new service user, I’d email their [Community Psychiatric Nurse] or care coordinator … to give them more information about it and nobody, apart from I think one person, got back to me. So that’s been quite challenging, not really having any communication or contact really with the mental health teams that are working with the service users …’ (S5PW3).

Interviewees in all sites remarked that the timing of the offer of peer support - prior to discharge from hospital - was particularly challenging for some, especially in relation to maintaining contact with the PW following discharge. This represented a barrier to engagement that was related to the clinical context, rather than implementation:

‘… they are being introduced to it as soon as they come out … they are going through a tough period of fear, of not knowing what’s next for them. The last thing they want is to commit to 16 weeks of meeting someone that they don’t even know.’ (S2PW2). ‘I suspect that the post-discharge needs more targeting, that would be my sense. There are people who really get so much out of it, but then there are an awful lot who just disengage. It’s another stress for them I think.’ (S4PWC).

Implementation in high fidelity-high engagement cases

There was evidence of features supporting implementation in the high fidelity-engagement cases which contrasted with low fidelity-lowengagement cases (see below). In high fidelity cases, cultural differences between clinical services and peer support were generally seen as an asset and were valued, rather than as a source of tension:

‘… you need a values-based practice and how important it is, as opposed to the clinical based practice and how helpful that is … I’m not saying the clinical approach is wrong or anything like that, what I’m saying is we need to complement each other, we need to take a holistic approach.’ (S5PW1).

Some aspects of organisational culture were seen as supportive of peer support, including the role of recovery colleges in preparing PWs for the role or providing additional training once in post (recovery colleges employ an adult education model to supporting people with their mental health, often co-delivered by people using mental health services [ 34 ]):

‘… we were in a really fortunate position being linked with a Recovery College, that, where later in their work they then wanted to do specific recovery focused training around diagnosis we were able to provide that for people.’ (S3PWC).

In these cases, staff on the wards (inpatient units) were reported as largely familiar with and valuing the role of peer support:

‘… when I’d go on the ward … they seemed to see great value in the transparency of people being there because they’ve got lived experience. That aspect of it was really nice … good for the culture of the organisation in many ways.’ (S5PWC). ‘… the clinical teams are aware … they’re very excited that we’ve got peer workers on the ward. They’re very positive about it.’ (S3PW3).

PWCs described PW recruitment as having followed the process specified in the intervention handbook, and as such the PWs who were appointed were well equipped to deliver the role:

‘… we had the right people to execute these roles effectively really … we had quite a diverse selection panel … we had the right people that expressed the interest I think …’ (S5PWC).

There was evidence that PWs and PWCs – as intervention facilitators - had worked hard in delivering clinical team preparation sessions, as specified in the handbook, offering repeat sessions where necessary, and that this had supported a good relationship with ward teams:

‘… [in] the early days we went in to talk about ENRICH and then if they’d had significant staff turnover, which is really happening a lot … we’d then go back to the teams just so that they were aware of what ENRICH was about, what their role was … it certainly meant that staff were much more welcoming of the ENRICH peer workers when they came onto the wards.’ (S3PWC).

PWCs reported being well resourced in their leadership role, both in terms of having sufficient time to do the work and having sufficient supervision themselves around any difficult issues that might arise:

‘… [my role] was two days a week and that was plenty of time…’ (S3PWC). ‘I have had unconditional support from my manager … it’s been part of my regular monthly supervision … any kind of difficulties I’ve had or frustrations or whatever that has come up, that has been an ideal time to go through it. But I’ve also been supported to discuss things as and when they come up …’ (S5PWC).

In these sites, there was evidence that delivery of peer support was highly consistent with the manual. There was notable emphasis on flexible application of peer support, especially around pacing support in response to the individual’s needs, spending as much time as necessary alongside the participant to build a trusting relationship:

‘… it doesn’t necessarily follow a linear path a lot of the time. Sometimes, somebody might be having a really bad week and they actually want you to listen to what’s been going on for them … at the beginning, because you are getting to know the person as well, I think the kind of conversation you’d have is a bit more general … and then it might actually take a completely different path however many meetings down the line and they’ll actually go … “I haven’t told anyone about a particular issue, but I want to talk it through with you and see what you think”.’ (S3PW1).

PWs at these sites demonstrated confidence in taking a lead from the person they were supporting, consistent with the principles of choice and control that underpinned the intervention:

‘… I’m kind of getting to know things that they’re interested in and this is influencing where I signpost them to … it’s just about giving them the option and then they can make their own decision then whether they want to go, and again that’s putting them back in control, which is all about helping people to recover really and take control back of their lives.’ (S5PW2).

PWs also described learning from the people they were supporting, and the importance of validating their experiences, consistent with the principle of reciprocity in the underpinning framework:

‘There are people who I’m supporting who … realise that the medication is very important to them and that they will probably always be on it. So, I gain insight from that, just because maybe I found that medication in my own lived experience wasn’t particularly fantastic but for others it’s very important. So, you learn from other things … you’ve got to validate their experience because … they know what works for them and you can’t tell somebody else what will work for them …’ (S5PW1).

Implementation in low fidelity-low engagement cases

There was evidence of barriers to implementation in low fidelity-lowengagement cases. In both, PWs were employed in not-for-profit organisations, resulting in organisational context-related barriers to implementation. Resource issues impacted leadership of the intervention with, in one site, the organisation not having capacity to provide cover or suitable supervision for the PWC:

‘… we’ve had different staff line managing me over the past year because of maternity. But to be fair none of them really knew about ENRICH … there was nobody who could have covered my role here … it’s felt like a bit of pressure to continue doing it because I took a bit of time off … I couldn’t physically go out and do anything when I wasn’t well …’ (S6PWC).

Support for PWCs at these sites, including an Action Learning Set with other PWCs, was difficult to access because of lack of sufficient funding to travel to meetings:

‘I think the action learning sets worked really well … maybe they should have been planned for a bit more financially … because ultimately we had to go back to our Trust and say we need to find more money or I’m not going.’ (S4PWC).

Being outside of the NHS also created issues of access and authority for PWCs:

‘I would have thought there should be regular team meetings, but we never seemed to be able to get in on them … an additional disadvantage from being an organisation outside of the Trust …’ (S4PWC). ‘… it’s been difficult with the [NHS Trust], some of the staff there … I don’t want to say too much, but that’s been difficult.’ (S6PWC).

This extended to PWs being able to communicate with clinical teams about the people using:

‘A few times they didn’t want to talk to me because I didn’t have enough information for them … to establish who I was … I just wanted to know whether they were seeing [participant] or whether they’d stopped seeing him, and they wouldn’t tell me.’ (S4PW3).

At these sites there was, generally, a challenging relationship with ward-based clinical staff, potentially impacting on the initial relationship building phase of the peer support:

‘There were certainly, on that site, a lot of suspicious looks and “what on earth is this all about” type conversations. However much we tried to prepare the staff team, and we’d gone in and visited and talked to them all, but there was still that “what’s this all about”? People didn’t get it straight off.’ (S4PWC).

Cultural differences with the host NHS Trust were keenly felt by PWs employed in not-for-profit organisations:

‘… the ward environment is, well obviously it’s clinical. It sometimes feels some staff, but not all staff, who work on the wards are not really sure what my role is or have a vague understanding. There’s perhaps a little bit of a difference in terms of pecking order and me in the pecking order.’ (S6PW2). ‘… they will be looking at the patient’s files … they can build up a judgement before seeing you … when the patient sees the peer support worker they might talk to us because we’re non-judgemental, we don’t feedback unless there is a safeguarding issue or danger to themselves or others … I don’t think peers should be seeing files …’ (S4PW44).

Both sites also combined rural localities with urban areas, with issues of geography hindering timely delivery of peer support at remote hospital sites:

‘… the geography issue was a great challenge in itself in our area because I was one bit of the triangle and the [hospitals] were in two different places … I’d have had an hour or so travelling and then get there and “oh, they’re on leave until 10pm tonight”.’ (S4PWC).

Geography could also impact on building a strong sense of PW team:

‘I did lots of talking to [the PWC] but not so much my fellow peers. There was one fellow peer that I talk quite a lot to … the other two were very close to each other and so they were almost functioning as one … I got on OK with the people at [the other town] … it’s just that we had differences of opinion.’ (S4PW3).

There was some inconsistent delivery of training, with one PW reporting having received a truncated version of the training programme as a result of capacity issues:

‘I didn’t actually do [the full training] … because I was covering a maternity leave it was the girl did all the training. So, I basically had a morning with the coordinator where we went through the whole bumph together … ’ (S6PW3).

While the importance of group supervision was acknowledged in these sites, there was disruption leading to inconsistency with the pattern of weekly group supervision as a result geography in one site, and capacity in the other:

‘We don’t generally do weekly anymore … generally we do monthly although I check in by phone with them.’ (S4PWC). ‘… a lot of the supervision has ended up being one-to-one just because it’s a small team here … sometimes I would be able to meet with them together but often because my day, I’ve only got one a day week, I’d have to fit them in if one of them couldn’t do it that day …’ (S6PWC).

Possibly as a result of disruption to supervision or opportunities to support each other as a team, PWs at these sites at times appeared to lack confidence in delivering peer support:

‘… it made me feel that I was getting it all wrong … she didn’t really talk at all about, and I felt that I couldn’t, I just felt that I had to wait for her to give information to me … because that’s what I understood you are supposed to do, is wait for them to give you information to talk about their problems …’ (S4PW3). ‘… I’m imagining it’s going to be quite hard for a long time because the expression that I’ve used that comes to mind is pulling teeth. It’s going to be probably like that every time we meet … it is frustrating because you want to help them.’ (S6PW2).

Implementation in the outlier high fidelity-low engagement case

The outlier case shared contrasting sets of features with the other cases. Like high fidelity and engagement sites, the outlier case reported feedback from management describing a positive impact of peer support on culture in the NHS trust:

‘… within senior management they’ve seen the power of peer working and they really like it … we’re in discussions on when ENRICH finishes, that we’re going to have a number of peer workers within teams, exactly to try and change the nature and change the culture …’ (S2PWC).

PWs in this site also demonstrated a more confident, patient approach to relationship building:

‘… trying to build that friendly rapport, getting them to trust you, showing them that you understand them in a way … creating that safe space environment for them to be able to talk about how they are feeling or what’s going on for them … just finding out what they want to do for themselves not someone else telling them what to do … ’ (S2PW0).

However, as in the two low fidelity-low engagement cases, in the outlier site barriers to implementation included a challenging relationship with ward staff:

‘… [I feel] looked down upon sometimes, “oh, you’re just a peer support worker” … it’s the environment. The days that I do go for ward meetings are usually the days I need a long break, I’ll be honest with you …’ (S2PW2).

In this site there was also disruption to group supervision, with some PWs needing considerable additional support from the PWC and a challenging team dynamic emerging:

‘I was definitely doing weekly one-to-one supervisions with the peer workers when they first started … it kind of came apparent that it was what people needed … for me it didn’t work very well, I was exhausted … people want one-to-one sessions to talk about colleagues and issues they are having with their colleagues … I think there are two other peer workers who are less, they don’t see themselves as much as part of the team.’ (S2PWC).

The PWC indicated that they would have benefitted from additional support for their role:

‘I feel like we could have done more support around, more training kind of stuff on managing people with lived experience … … maybe one thing would have been more meetings with other peer worker coordinators and just see how other people are doing it … more guidance on what group supervision actually was … ’ (S2PWC).

This study used a qualitative, comparative case study design to explore how implementation of a peer support intervention might be associated with engagement with peer support and, as indicated in results elsewhere, [ 26 ] with outcomes. We noted clear differences related to organisational context between high fidelity-high engagement cases and low fidelity-low engagement cases. Lack of a positive working relationship between PW and ward (inpatient) clinical teams, exacerbated by lack of awareness of the potential role of peer support, is likely to be crucial to engagement where people begin peer support in hospital. Levels of engagement were highest in cases where those relationships were reported as largely positive and where differences in approach (between clinical practice and peer support) were highly valued [ 6 , 35 ].

We note that the two low fidelity-low engagement sites employed PWs in the not-for-profit sector rather than within the NHS. Elsewhere, research has indicated that the principles underpinning peer support might be better maintained within peer-led or not-for-profit organisations, [ 7 ] and that doing so might provide an opportunity to bring a change of culture into statutory services [ 35 ]. However, we observed constraints on resourcing for leadership roles, and lack of access and authority for managers in the not-for-profit sector, compounded, perhaps coincidentally, by the additional challenges of geography. Neither did we observe, in those sites, evidence of leadership for peer support from within the host NHS organisation that might have facilitated better implementation [ 36 ]. In our outlier high fidelity-low engagement case, resourcing for leadership also impacted support for PWs. Proper resourcing for PWCs has been identified elsewhere as crucial to providing good peer support [ 5 , 37 ]. PWCs at sites that struggled with levels of engagement identified the need for a wider network of mutual support beyond their immediate organisation, with work elsewhere highlighting the need to develop communities of practice around lived experience leadership roles in mental health services [ 38 , 39 ]. As such, our findings reinforce the link that has been observed elsewhere between leadership in implementation, and the outcomes of a newly implemented intervention [ 40 ].

At the two high engagement-high fidelity sites, PWCs noted that robust recruitment processes resulted in a PW team that were well equipped to deliver what was a challenging role. An experience of the PW team as mutually supportive, complemented with group supervision led by a PWC bringing experiential knowledge to their role, was identified as important at all five sites included in our analysis, as it is in the wider literature [ 2 , 5 ]. The PW training programme was equally valued across all sites with PWs indicating that it prepared them well for their roles. Again, the importance of training that is specifically tailored to peer support having been widely noted [ 3 , 4 ]. In sites where there were inconsistencies in delivery of supervision and training, this appeared to impact confidence among PWs in offering peer support that reflected the underpinning principles framework. Sites with high fidelity scores were indicative of a clear focus on relationship and trust building, characterised by spending time alongside the individual offered peer support, learning from them, before taking their lead in exploring new possibilities. These values have been identified as fundamental to peer support, [ 41 ] and our own analysis of data from the trial indicated that relationship building at the beginning of the peer support was predictive of ongoing engagement [ 42 ].

It is worth noting here that not all challenges to engaging people with the peer support were attributable to implementation issues. Across sites, interviewees felt that discharge from hospital was a challenging time for some people to consider taking up peer support. Other trials of peer support for discharge have also struggled in this respect, [ 43 ] especially where participants were those with a higher level of need (people with multiple admissions) as they were in our study [ 15 ].

Strengths and limitations

We employed a robust, theoretically informed comparative case study design, with case selection determined by a priori measures of fidelity [ 31 ] and engagement [ 26 ] made independently of this analysis. We analysed a complete data set – interviews of PWs and PWCs – in all sites included in the analysis, although we might usefully have also interviewed NHS clinicians and managers as they also played a role in implementation. Analysis of in-depth interviews exploring the experiences of people offered peer support will be reported elsewhere. Our original interview schedules were not directly informed by the PAHRIS framework [ 22 ] and so may not have elicited a full range of data relating to implementation variables. Other frameworks might have been indicative of different barriers and facilitators of successful implementation. Nevertheless, we note the work adapting the PAHRIS framework to elucidate the role of experiential knowledge in implementation was particularly suited to a study of peer support and informed by lived experience on the research team [ 25 ].

Implications for policy, practice and research

Mental health workforce policy in England, as elsewhere, is encouraging employment of large numbers of PWs into mental health services.[ 44 ]. A range of training programmes have emerged [ 45 ] that, to some degree, share a set of principles similar to those that informed ENRICH. This study suggests that specific supports for PWs need to be properly resourced as integral to the offer of peer support in mental health services. These include supervision from an experienced PW, opportunities for group supervision, and an emphasis on relationship building in PW training that is consistent with a principles-based peer support framework. While it has been suggested that peer support can drive cultural change in mental health provider organisations, [ 46 ] our research suggests that lack of supportive culture can constrain delivery. Peer leadership, provided with sufficient support and authority, is needed to support change work with clinical teams, in hospital and in the community, so that peer support and clinical care are part of a complementary offer.

This study identifies policy and practice implications when peers are employed through not-for-profit organisations to work in partnership with public mental health providers. Research elsewhere highlights the potential challenges and opportunities of this ‘hybrid’ approach, [ 35 , 47 ] indicating a need for strategies that effectively align implementation expectations between the not-for-profit organisation and the mental health provider.

Further research to develop and evaluate the introduction of peer support in mental health might usefully be informed by a change model that incorporates this range of implementation variables to optimise delivery of peer support. We also note that in our study, PWs were employed to, and supervised within a dedicated PW team that provided peer support across several clinical teams, while in many mental health services internationally PWs are employed as embedded members of multi-disciplinary clinical teams. There is a need for research that considers the implications for implementation and outcome of these contrasting organisational configurations.

This study provides clear indication that implementation issues can impact delivery of peer support, with implications for engagement and, potentially, outcomes. Resourcing can impact consistency of delivery, alongside challenges of access, authority and relationship with clinical teams, especially where PWs are employed outside of the mental health service. Attention needs to be paid to the impact of geography on implementation.

Data availability

The datasets used and analysed during the current study are available from the corresponding author on reasonable request.

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This study was funded by the UK National Institute for Health Research (NIHR), Programme Grants for Applied Research funding programme (grant number RP-PG-1212-20019). This paper presents independent research funded by NIHR. The views expressed are those of the authors and not necessarily those of the UK National Health Service (NHS), the NIHR or the Department of Health and Social Care.

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SG, SW, SLG, AlS, ML, JR, MR and JW contributed to the conception of the original study. SG, RF, SW, RB, PB, RE, DH, AlS and AnS contributed to the design of the work reported here. SG, RF, SW, RB, RE, AlS, ML, JR, MR and JW contributed to interpretation of the data. SG, RF, SW and JM contributed to the acquisition and analysis of data. SG, RF and SW drafted and substantively revised the work. All authors approved the submitted version of the study.

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Gillard, S., Foster, R., White, S. et al. Implementing peer support into practice in mental health services: a qualitative comparative case study. BMC Health Serv Res 24 , 1050 (2024). https://doi.org/10.1186/s12913-024-11447-5

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Ex-ante evaluation of a cross-sectorial business model for risk management in new product development: the case of Haitian farming

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• Rival Valcin   ORCID: orcid.org/0000-0003-1423-4097 1 ,
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With the rise of climate change, institutions are compelled to adopt new strategies to increase resilience toward natural disasters. For institutions providing insurance products to farmers, the probability of ruin becomes higher. How will agricultural institutions in regions with high occurrences of catastrophic risks survive? Since risks cannot be effectively managed exclusively in one sector, we have developed and evaluated a multisectoral business model in Haitian farming. To this end, in the summer of 2023, we interviewed 22 leaders of Haitian financial institutions. The research followed a framework outlining the different stages of new product development. This business analysis phase, which corresponds to stage four, is focused on evaluating the ex-ante business model. We used an interactive design approach for concept selection based on expert opinion. We prioritized intuitive assessment by experts to discover the most suitable implementation of the developed strategy. The study suggests that Minimum Extendable Compensation is the most suitable approach to risk management for the sectors involved, particularly regarding the principle of risk sharing and risk transfer. This new product is proposed to foster farmer resilience to natural disasters. In addition, partnership agreements promoting partial demonetization of transactions with the farmers are preferable to prevent liquidity limitation and possible moral hazards. Consequently, the derived approach can be applied to other small and medium economies, where the conventional agrarian insurance system presents itself as a massive burden for governments.

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The authors confirm that the data supporting this study's findings are available through the link below and may be visualized upon the authors' authorization.  https://docs.google.com/spreadsheets/d/1ve9UM6hezhU0bdIEW-e4UmUUGXmRkfZ0hy4fZt3Z_M4/edit?gid=236446349#gid=236446349 .

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Acknowledgements

We want to express our sincere gratitude for the anonymous reviewers' comments, which helped us improve the quality of the work. The patience, thoroughness, and supportive attitude expressed through the revision are more than inspiring. Our profound acknowledgments go to the Haitian Finance Institutions for their enthusiastic cooperation in the focus groups.

This research was supported by the “Tokyo Nodai Research Institute (TNRI) (grant number: 46407382H)” and the Bank of the Republic of Haiti (BRH).

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As part of a Ph.D. dissertation, the study was conceived and designed by Rival Valcin. Rival Valcin also performed material preparation, data collection, and analysis. Rival Valcin wrote the first draft of the manuscript, and all co-authors commented on previous versions. All authors read and approved the final manuscript.

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Valcin, R., Uchiyama, T., Terano, R. et al. Ex-ante evaluation of a cross-sectorial business model for risk management in new product development: the case of Haitian farming. Rev Agric Food Environ Stud (2024). https://doi.org/10.1007/s41130-024-00220-1

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Received : 27 November 2023

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DOI : https://doi.org/10.1007/s41130-024-00220-1

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