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Building an 'ARMY' of Fans: Marketing Lessons from K-Pop Sensation BTS

What would it take to attract customers who are so loyal that they would not only buy your products, but would also lavish your distributors with flowers and purchase advertising to elevate your brand? Ask the minds behind K-pop sensation BTS.

Created by a Korean management company, BTS found itself improbably shattering records held by Justin Bieber and The Jackson 5, and amassing 100 million fans. In 2019, BTS joined The Beatles and The Monkees as the third band in 50 years with three albums at the top of the Billboard 200 chart in the same year.

"They would directly communicate with the fan base. The effective use of social media was how they created an ecosystem."

In a recent case study, “ BTS and ARMY ,” Harvard Business School associate professor Doug Chung and research associate Kay Koo show how BTS marshalled its legions of devoted fans—known as the ARMY (Adorable Representative M.C. for Youth)—to champion the band on social media and send it to mega-stardom. The large, loyal following was a big part of what investors were buying when BTS’ management company raised $50 billion in its 2020 IPO, leading Chung and Koo to take a closer look at what business leaders can learn from the band’s effort to draw a large crowd of die-hards.

“They’re authentic and genuine,” Chung says. “They would directly communicate with the fan base. The effective use of social media was how they created an ecosystem.”

The band’s humble start

K-pop, or Korean popular music, emerged in the 1990s, the product of heavy government investment to create a unique cultural export. Music agencies built acts using an idol system that managed all aspects of stars’ lives and trained them in singing, dance, and even foreign languages.

However, when BTS debuted in 2013, the band’s music didn’t immediately take off. Its first two albums flopped; its third album was a moderate success. Lead singer RM reminisced about BTS’ rough start in an interview with the Korea Herald : “At the time we debuted, I still remember how people mocked and hated us. Once I thought, ‘Will I be able to perform here at the Gocheok Sky Dome [a large domed baseball stadium in Seoul] in my lifetime? And my answer back then was, ‘No.’”

“BTS was like a startup,” says Koo, who was an early fan of the band. “They had no resources. They needed to differentiate.”

Their fortunes changed during a trip to Los Angeles in 2014 to attend the Korean cultural festival KCON. RM remarked, “It was the first time we had such a huge crowd. … Apparently, KCON 2014 LA was the starting point of our US fanbase.” Days after KCON ended, BTS released Dark & Wild , which sold over 100,000 copies that year. A global concert tour kicked off that fall, drawing 80,000 people in 13 countries.

The band’s ARMY grew in tandem, launching in 2014 and swelling eventually to 100 million members. Like typical fan clubs, members bought merchandise and snapped up concert tickets, but the ARMY was also extremely active online, producing user-generated videos, cover dances, and remixes.

The ARMY flooded radio stations with flowers to thank them for playing BTS music. In March 2021, when BTS appeared on a South Korean TV show, the ARMY purchased all the advertising so there would be no interruptions. One ARMY member was driven to stream as much of a new song as possible to propel the band to the top of the charts, recalling, “I have activated all my old phones and the ones in my family to stream songs. … I felt like BTS and I were inseparable, so that made me try harder for their success.”

BTS’ connection with its fans became evident when it first earned the Billboard Music Award for Top Social Artist in 2017, ousting Justin Bieber and holding onto the title ever since. Some analysts predicted that the band would do more to grow South Korea’s gross domestic product over 10 years than the 2018 PyeongChang Winter Olympics.

Underdogs with a strategy

The band’s explosion was the result of a carefully designed and well-executed strategy. Si-hyuk Bang, the founder of the group and CEO of its management company, Hybe, explained, “Fans used to be passive receivers, but now they have grown to be active supporters that contribute to the artist’s growth.”

To grow a loyal following, Bang said BTS followed a five-step strategy—a roadmap that many business leaders may also consider adopting to grow their customer base:

  • Express a social conscience . From the get-go, BTS produced songs that commented on social issues and had a consistent message of self-love. The first three albums delved into the trials and tribulations of teenagers. Later songs touched on mental wellbeing, economic inequality, and the need for social justice. In addition, the band partnered with UNICEF, donated $1 million to Black Lives Matter, and aided COVID-19 relief efforts.
  • Build a content ecosystem . In addition to its music, Hybe created the BTS Universe in the style of Marvel Comics, complete with a plot that featured band member Jin as a time-traveling hero trying to save his bandmates, each with their own alter-egos. The story allowed BTS to create interlinking music and videos as well as a weekly webcomic, a novel, and associated websites.
  • Stay united as a team. While many Korean bands splinter into solo acts and brand into subunits, BTS stuck together. The band members were known for getting along, and they continued to release their music together until a recent 2022 hiatus.
  • Avoid micromanaging . Some agencies of Korean idol bands prohibited stars from using their phones, and some contracts contained no-dating clauses. Bang decided to take a more hands-off approach, with the belief that pop stars are human and could channel their personalities into their work and use it to connect with fans. BTS’ contract was less restrictive than those of other K-pop acts, and members were allowed to interact with fans on social media, and discuss the pressures of stardom.
  • Communicate directly with fans. Hybe created a platform called Weverse, where fans could buy merchandise, watch performances, and connect with other fans. Most important, the platform also allowed BTS to communicate directly with fans. The band members often visited Weverse to reply to ARMY members’ posts and sometimes posted their own messages.

From a business perspective, BTS’ strength lay in its ability to identify and nurture its target market and make use of the correct channel to reach fans, says Chung.

“They targeted a niche market, the underdog, and were still able to focus on that niche market, despite their popularity. It’s fascinating,” Chung says.

Trying something new

BTS recently announced that it’s going on hiatus while band members focus on their individual careers. Chung and Koo say this is only the next step in their journey, and there’s a lesson here for businesses to follow as well.

“They keep evolving,” Koo says. “This is the second wave.”

"BTS is differentiating ... Successful companies are constantly changing and transforming with the times."

After all, Chung says, part of a successful business strategy is not to get complacent but to always challenge oneself and innovate to stay relevant with market trends. He points to the example of photo company Eastman Kodak, back then the market leader, which clung to film even though it had the technology used in digital cameras. Computing giant Microsoft, also the market leader, by contrast, reinvented itself by proactively seeking change and investing in the cloud.

“BTS is differentiating. They are trying something else. They are not satisfied. They want more, they hunger for more,” Chung says. “Businesses are always changing their outcomes of interest. Successful companies are constantly changing and transforming with the times.”

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How to Build a Business Case for Remote Work and Business Travel Services

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As remote work requests continue to roll in and the future of work is one that embraces a mobile workforce, C-suite executives are pushing to offer remote work as a valuable incentive to retain and attract talent. While a drive to offer this employee incentive has already realized advantages for companies, it has also come with many challenges and compliance requirements that still need to be addressed.

To assist with solving these challenges, mobility program managers often turn to their external vendors for various technologies and solutions that can both mitigate risks and manage compliance requirements for the company and employees. However, selling these solutions internally is often just one more challenge a mobility program manager may need to overcome. While leadership teams and other internal stakeholders may understand the need for remote workers and business travelers, implementing a remote work and business travel solution is not always at the top of the budget allocation list. So how can you build a business case to sell this much-needed service internally?

It will come down to your ability to understand and communicate not only the risks associated with employing individuals in different jurisdictions, but how policies, processes, and technology can manage those risks to save the company from unnecessary costs.

Understanding the challenges remote workers and business travelers are creating for your company

First, remote workers and business travelers create both corporate and employee risks , often without anyone knowing about them. It is imperative to understand what these challenges are as the risks may impact a company’s ability to operate successfully and grow the business. Yet tackling the risks can be difficult because of the complexities that often arise. Here, mobility program managers may need to determine how to:

  • Track increasing volumes of remote work and business traveler scenarios that may involve new locations or situations.
  • Understand complex and evolving rules for tax, immigration, and other legal purposes.
  • Overcome a lack of internal resources and bandwidth to appropriately manage organizational risk and employee duty of care responsibilities.
  • Develop and manage new policies to address changing business and talent management needs.
  • Communicate risks and information requirements to business units and their mobile employees.

As you look to implement a solution, a critical first step is to fully understand the risks. For example, identifying and managing hidden payroll tax requirements often presents one of the biggest compliance challenges for companies with remote workers. Payroll compliance can be particularly complicated due to:

  • Inconsistent payroll reporting rules among different countries and even between different US cities and states.
  • Corporate payroll structures that may not support multi-jurisdictional reporting and withholding.
  • Lack of information on where employees are living and working.

Failure to handle reporting can lead to costly audits, including financial penalties for the company and/or employee. Ultimately, when you are not staffed to create a proper policy and framework for your mobile workforce, it may lead to many potentially costly risks.

  • Compensation: How are you collecting compensation data? Is this inclusive of equity/deferred compensation data?
  • Corporate Law: Is your workforce creating a corporate presence and registration requirement in any jurisdiction? Have you assessed Permanent Establishment risks? Are you considering other cost saving opportunities such as where you book deductions, VAT refunds, etc.?
  • Emergency Risk: Are you thinking about what to do in the event of an emergency and do you know where your employees are located ? What contingencies do you have in place?
  • Employment Law: Are there employment law considerations for your mobile employees?
  • Immigration: Have you considered the work visa/permit requirements for each employee who may be outside of their Home jurisdiction?
  • Income Tax: Are you compliant? Have you reviewed tax positions to optimize cost and looked at double tax treaty benefits? Who is responsible for chasing refunds and reimbursements?
  • Payroll: Do you have the expertise to run an international payroll? Are payroll services aligned with tracking, policy, and actions? Are the individuals that sign off on a specific country payroll confident that it is accurate for global, federal, and state reporting?
  • Regulatory Requirements: Does your business require regulatory registration/reporting in the country your business travelers are working in?
  • Social Security: Are you compliant? Have planning opportunities been optimized?

As you can see, there are many questions that need to be considered as you look to build a policy. Your external mobility vendors such as your mobility tax provider , relocation management company, and immigration firm are well versed in remote workforce scenarios. These providers are an excellent resource and can help guide you through these considerations—lean on them to help you develop policies that will work for your program, your company, and your remote employees.

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Building the business case for remote work and business travel services

In 2021, GTN conducted a business travel survey of 169 organizations representing a wide range of industries, headquarter locations, and remote work/business travel population sizes. Out of the companies surveyed, 72% said they currently have a global travel policy in place that covers international and/or domestic business travel, while 13% responded they do not have a global travel policy at all. Yet, within the 72% of companies that reported having a global travel policy in place, only 31% are utilizing a method to track their business travel population .

methods of tracking BT

We have worked with numerous companies looking to implement a remote workforce solution, and the pain points often share a common theme:

  • Where do we start?
  • How much is it going to cost?
  • Who internally will own the process and ensure policies and processes are maintained and followed?
  • How can we develop a pre-trip approval process to simplify decision-making?
  • How can we use data we already have to streamline this process?

The following steps will help to address these questions and develop an agenda as you look to have discussions with your company’s key stakeholders and decision makers.

Determine the purpose of a remote work/business travel policy and process

Consider this case study: HR team members at a client company with a mobile employee population of 1,000 were receiving requests from employees wanting to work remotely in a location other than their Home location. These requests were coming in at increasingly high rates and there was no clear policy or process in place to dictate how these requests should be handled. In addition to managing their regular day-to-day job duties, the HR team was tasked with handling the requests with no clear plan of action.

In this scenario, the problem was twofold: the HR team had been inundated with remote work requests, and there was no policy or process in place to manage and track the requests. The first step was to work with the company to develop a policy that would take into consideration the company’s purpose and requirements for a remote work program, while also recognizing employee needs. We then designed a remote work approval process that streamlined the influx of requests by utilizing automated technology.

The driving purpose for implementing a remote work or business traveler process may be different for each organization. The below questions can be helpful when identifying a company’s purpose for implementing a policy:

  • Does the organization have timely and comprehensive knowledge of where its employees are working?
  • Does the organization have an interest in allowing employees to work remotely in different jurisdictions, but doesn’t have the internal bandwidth to manage a population of remote workers?
  • Is the organization looking to minimize costs and administrative burden related to having a remote workforce, specifically allowing employees to work remotely outside of their Home location (country, state, or province)?

For example, a company may set a goal of minimizing costs and administrative burden related to having a remote workforce but would also like to allow their employees the flexibility of remote work. In this instance, the organization may implement a global remote work policy including guidelines of when remote work is acceptable along with an FAQ document to minimize questions regarding the policy. Within the policy itself, the organization may detail the remote work request process and lean on employees’ managers to track the remote work locations for their own team and ensure their team is within the guidelines.

In addition, a bi-monthly or monthly (as an example) review of the population can be used to find outliers, trends that do not follow the policy, or instances where additional review or work may be required. This way, the responsibility for each remote work request is specifically placed with the requesting employee’s manager and reviewed on a regular basis by the team tasked with managing this population (e.g., global mobility, compensation and benefits, HR).

Define what an ideal solution will solve for your company

The remote work challenges don’t have a one-size-fits-all solution. We recently worked with a client to develop a remote work policy and process for handling their remote work requests. This client decided, given they had a smaller population of 10 mobile employees, a manual process (as opposed to a technology-driven solution) would be ideal. We worked with the client to determine their risk tolerance and their plan for allowing employees to work outside of their Home location. Using this information, we built a remote work policy (along with various process flows) to manage their remote work requests manually via Excel and email.

It is important to define what your company is looking for in a solution.

  • Do you need a solution that will build a policy for you?
  • Do you need a solution that will automate requests as they come in, or is a manual process good enough?
  • Do you need a solution that will take remote work requests entirely off your plate?

Once you define your ideal solve, you can begin the process of interviewing external providers, such as mobility tax firms , who can provide the solution or solutions you need . This could be a provider who will help you build and communicate your policy and processes, a technology platform that automates a review and approval process, or a provider who handles everything related to your mobile workforce needs.

Understand and communicate the risks that need to be considered

Make sure you can answer and speak to these important questions:

  • Do you understand all the risks associated with allowing employees to work remotely?
  • Based on the risks, will employees be allowed to work anywhere? Or will the company put a more restrictive remote work policy in place whereby any requests to work outside of the employee’s Home state or country go through a review process before taking place?
  • What is your company’s risk tolerance when it comes to remote work/business travel?

The determination of a company’s risk tolerance is important in developing the remote work policy and process. For example, we recently assisted in implementing a remote work policy for a client in which any remote work request to countries where they found “exceptional risks” (such as significant tax concerns) to be present were automatically denied. This is documented in the policy and a denied response is automatically sent to the employee who requested the work arrangement. This alleviates the need for additional review, given the company’s risk tolerance for specific countries has already been built into the process.

Having access to a remote work/business travel solution can help automate processes and identify areas where risks are currently present. Understanding the risks associated with each work location as well as your company’s risk tolerance is imperative as you look to build your business case for a solution to help address your specific mobility needs.

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Outline how policy and process will benefit the company from a cost perspective

The potential costs involved with implementing a remote work policy and pre-travel approval process will vary depending on the size of your remote workforce. Going back to our recent survey, 42% of the 169 companies surveyed responded that their organization employs over 1,000 business travelers during any given year—and this is likely not even considering the remote worker population.

Larger mobile populations may require more upfront time spent developing policies and designing processes, but this will ultimately create more cost saving opportunities for the company as there are likely to be higher volumes of individuals requiring immigration, tax, or social security documentation. Managing a mobile employee population proactively with appropriate policies and process will create efficiencies that will reduce time spent coordinating tax, immigration, or social security compliance. Compared to managing the mobile employee population by reacting, which can lead to internal confusion, unnecessary time spent gathering details, and a subpar employee experience.

chart to show number of business travelers from 2021 survey

Look for a cost/benefit analysis when determining the extent to which a remote work or business travel policy and process should be implemented. If a company has (for example) one to two mobile employees, it may not be worth the money to invest in a comprehensive remote work policy and process. However, the lack of even a simplified remote work policy, regardless of the number of mobile employees, does carry some risk. Not having a policy and pre-travel review process can prove costly by way of penalties or fines for noncompliance with the appropriate tax jurisdictions. In addition, when a company does not remain compliant in a specific jurisdiction, their reputation with the local authorities may suffer. Pre-travel approval processes will assist in ensuring employees are only working in approved jurisdictions with appropriate paperwork for immigration, tax, and social security purposes.

Determine what solutions are available to help 

A robust global remote work/business travel policy and pre-travel approval process may not be the ideal solution for every company. GTN works with a myriad of clients who have varying mobile population sizes—different solutions work for different companies. Defining the purpose, identifying risks, and determining your company’s risk tolerance, are crucial first steps in developing any policy and process.

GTN’s Whereabouts™ technology offers a way to centralize and streamline the pre-travel approval process and can be configured to fit your mobility needs. Schedule your personalized demo today.

Technology can be beneficial in automating the review process and highlighting risks the company may want to consider before approving remote work or business travel. However, there may be situations that don’t require a comprehensive technology solution. For instance, you may have an internal team that will manage requests and track mobile employees on a manual basis. In a previous example, GTN assisted a company in developing an email-based pre-travel approval process where the requests and employees' travel were then tracked in an Excel file. So, there are situations where a full, comprehensive technology solution is not necessary given the size of the population and/or the ability to track the data through other means.

Determine a project manager, key stakeholders, and internal teams

Identifying a project manager who will be responsible for the implementation of the remote work policy and process will ensure the project continues moving forward. This individual will lead the process internally and will present leadership with enough information to make a sound business decision.

Once a project manager has been identified, it is important to identify the key stakeholders who will be responsible for reviewing remote work or business travel requests. Who internally will be included in the approval process, and thus responsible for approving and denying business travel or remote work requests? Key stakeholders could include compensation and benefits, corporate tax, global mobility, HR, legal, and travel managers. Our Business Traveler Risks tip sheet can help you decide who within your organization should be included and able to assist.

Once you have identified the project manager and key stakeholders, you will need to train these individuals on the policy, process, and technology. This will streamline the implementation by ensuring everyone involved is familiar with their responsibilities.

In our survey of 169 companies, 50% of companies responded that their Global Mobility department is one of the key stakeholders in managing their mobile population including employee and requirements tracking.

chart to show departments tracking mobile population from 2021 survey

According to the survey results, a company’s global mobility team typically takes a lead role in implementing a remote work/business travel policy and process. However, many companies don’t have a dedicated global mobility team, so this large undertaking is added to the workload of the HR or compensation and benefits teams who may have little knowledge of the requirements in this area.

When the remote work responsibility falls to one person who serves other functions within the company and who is then pulled in several directions, risks and stress ensues. They don’t have the time or resources to consider all the obligations necessary when employees are working in multiple jurisdictions. In addition, they may be unfamiliar with international relocations and the potential tax, immigration, payroll, or PE risks that may result from remote work and/or business travel. To help alleviate this, having internal teams working together to implement and manage your remote work policy and process is imperative to the success of the solution.

Develop and manage a budget

Managing a mobile population using pre-travel approvals can assist in ensuring any company obligations, such as income tax withholding, social security tax withholding, or certificates of coverage, are discovered before the travel takes place. This ensures any required actions, such as immigration documentation needs, can be taken proactively. A budget for remote work and business travel compliance should be created so you can easily manage and understand the costs. This could also help you achieve cost savings by capturing and completing any actions required from the arrangement or trip in advance, as opposed to completing these actions after the travel has taken place, when penalties or fines may be incurred.

Make sure you have a budget allocated to mobile employees. To keep it simple, break the budget down into different phases:

  • Policy and process development
  • Technology configuration and use
  • Regular (monthly, quarterly, semiannually) review of your mobile population
  • Downstream services that result from the travel (e.g., certificates of coverage, tax return preparation)

Having a set budget and clear expectations for what you can spend will be helpful to get the ball rolling when proposing a solution to your internal teams. Another important element of business travel is company and/or individual obligations that arise from an internal cross-charge policy. When costs related to an employee are charged from the employee’s Home jurisdiction entity to the Host jurisdiction entity, there may be additional requirements that didn’t exist should the cross-charge not take place.

Manage the change internally through clear and meaningful communication

Change can be difficult to manage within an organization. Generally, it will take some time for the new remote work policy and process to be accepted internally and become the “norm.” Creating a smoother transition through clear communication can alleviate some of the pushback that may be initially received as the process is rolled out. Providing training to employees impacted by the change can help eliminate confusion and provide comfort for affected employees. It is important to consistently communicate and set realistic expectations surrounding travel and set an appropriate understanding of the policy.

Remote workforces are the future of mobility

It is important to familiarize yourself with the risks associated with having employees working in different jurisdictions and understand how policies and processes can help to manage those risks. Implementing any new company policy or process has its challenges, but these challenges can be conquered with appropriate planning, communication, and proactive management.

One last question you may be asking yourself: Is now the best time to implement a policy and process of this magnitude? The short answer is “yes.” Remote work doesn’t appear to be something that will fade away and should be at the forefront of a company’s decision making. Having a remote work policy and process in place will prepare your company for the inevitable increase in travel and continuation of remote work as we transition to a new normal. As you are building your budgets for the new year, consider how your company plans to tackle the remote work opportunity.

Read our article on planning for the future state of global mobility.

GTN has extensive experience in assisting companies in building and implementing remote work and business travel policies and processes. Schedule a call with our team to learn how we can guide your organization in building a policy, create automation around an approval process, and address your compliance concerns.

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Author Jennifer Stein

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business travel services bts case study

Harvard Business School Released An Insightful Case Study On BTS & BigHit’s Unrivaled Success

A team from harvard business school conducted an in-depth analysis on the global popularity of bts and  bighit’s role in the process..

Harvard Business School released a report which contains analysis of BTS and BigHit Entertainment’s global success. On June 26, the case study article was unveiled in the Harvard Business Review online store. Professor Anita Elberse of Harvard Business School and her team had prepared this material.

BTS

The case study titled “Big Hit Entertainment and Blockbuster Band BTS: K-Pop Goes Global” talks about BTS and BigHit’s reach around the world. Delving into the BTS phenomenon, the article introduces the septet as true superstars who have received tremendous support from millions of fans worldwide.

It states that BTS is a band of seven men in their twenties with unprecedented success in the world. Additionally, the case study points out the group’s success in the US market. This is an amazing achievement given the fact that most of BTS’ songs are in Korean.

In the 22-page report, the research team highlights the K-Pop’s way of making superstars based on the success of BTS and BigHit. The paper also explained the history of BTS and BigHit from the beginning to the present. In particular, the research team paid attention to the training system of BigHit to cultivate artists and their bold decision-making process.

? Coming soon to my classroom at Harvard! Like and respond with hashtag #pickme if you’d like a chance to win a free copy of my new case on @BTS_BigHit and @BigHitEnt ! #bts   #kpop #btsarmy  ?? pic.twitter.com/mCncQrOu9x — Anita Elberse (@anitaelberse) June 25, 2020

The BigHit Trainee System

Regarding the trainee system, Harvard’s research team quoted the interviews with Chairman Bang Si Hyuk and other BigHit officials. They said, “BigHit’s training program looks like a university class. There are discussions with individual trainees to find the optimal schedule.”

Emphasizing their respect for autonomy and efficiency of the system, they also stated “We are trying to find the best way to balance everything. The training program includes a music appreciation course. It will educate the trainees on what music they like and how they can create the music they want.”

business travel services bts case study

In addition, the report focuses on BigHit’s contract agreement with BTS. Regarding the topic, the company had stated that they respect their artist’s decision-making power. It also mentions the dedicated fans who are much more engaged and enthusiastic.

The preparation of this case study began when the Harvard team visited Seoul in August last year. Professor Anita Elburse will use this case study as part of the teaching materials for her next semester’s lecture. Subsequently, the professor also offered online public lectures to fans after posting the news of the case study on SNS.

I wish I could but I can’t possibly give you all a free case study… You can buy it here too, if you like: https://t.co/yagrmXhRCO I’ll see if we can set up a virtual class session for all of you (where I suspect you will be the teachers and I’ll be the student ?) — Anita Elberse (@anitaelberse) June 26, 2020
  • BTS Shines In A Bedazzling Music Video For “Stay Gold”

Source: Xsports News , Newsis

Image Credit: BigHit Entertainment

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business travel services bts case study

Harvard Business School released a case study of the success of Big Hit Entertainment and BTS to the public. This study was revealed through the Harvard Business Review online store. The title of the case study was Big Hit Entertainment and Blockbuster Band BTS: K-Pop Goes Global .

🚨 Coming soon to my classroom at Harvard! Like and respond with hashtag #pickme if you’d like a chance to win a free copy of my new case on @BTS_BigHit and @BigHitEnt ! #bts   #kpop #btsarmy  🕺🏻 pic.twitter.com/mCncQrOu9x — Anita Elberse (@anitaelberse) June 25, 2020

They analyzed that BTS was a “true world start with millions of fans around the world” , and “a band of seven men in their twenties that have received unprecedented success worldwide including the U.S. market.”

This 22-page report investigated the success of BTS and the role of Big Hit in the method K-Pop uses to create a super star. They also touch on the story of Big Hit and BTS from the beginning to the current day. They also highlighted Big Hit’s training system and bold decision-making process.

business travel services bts case study

They also included quotes from interviews with Big Hit’s officials and chairman Bang Si Hyuk . “ Big Hit’s training program is much like a college class in that we discuss with each trainee to negotiate the best schedule.” They also revealed that they are constantly working on trying to find the best balance of autonomy and system efficiency. They added, “The program also includes a music appreciation course to allow the trainees to find out what type of music that they like and how to make that kind of music.”

They compared and analyzed BTS’s success through Professor Anita Elberse ’s ‘Blockbuster Law’. In addition, they explained that they respect the artists’ decision-making power in their contracts as well as K-Pop fans having the most engagement and enthusiasm compared to other music genres.

I wish I could but I can’t possibly give you all a free case study… You can buy it here too, if you like: https://t.co/yagrmXhRCO I’ll see if we can set up a virtual class session for all of you (where I suspect you will be the teachers and I’ll be the student 😁) — Anita Elberse (@anitaelberse) June 26, 2020

This case study started last August after a researcher visited Seoul. This study will be used as teaching material for Professor Anita Elberse next semester. Elver announced the case study through social media last month and suggested offering online public lectures to fans.

business travel services bts case study

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Recognizing the need to develop its salespeople, an organization sought fast, high-quality training for salespeople and sales managers that was cost effective and easy to deploy. The organization needed development that would be relevant and applicable in the moment of need, enabling sellers and managers to perform in common, critical situations. They also needed something that could be delivered both by internal leaders and remotely in a group session – eliminating the need for travel.

The solution…

The organization partnered with BTS to create a solution that consisted of:

  • One-hour virtual modules, focused on what great looks like when gaining access to C-suite and building credibility.
  • Modern research based content , that is designed with the end user in mind and the tools they need be great when it counts.
  • Simulated experiences, virtual and remote, allowing for practice of new skills in a risk-free environment.
  • Structured application that helps salespeople take learning into the field.
  • Support in the time of need by helping managers coach to great behavior quickly and easily.

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Program participants shared results such as…

  • “Gained access to the CFO and successfully lay out a roadmap by obtaining mutual agreement on what the needs were and what steps it would take to bring about a solution, it brought us much closer and next steps.”
  • “Gain access to the CEO early, he will be instrumental in the funding of this project and it was always my goal to get to him early, but as a result of the training I was able to gain access in a more efficient way demonstrating credibility immediately.”

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Business Analysis Blog

How to do a MoSCoW Analysis and prioritise requirements in a complex environment?

business travel services bts case study

How to do a MoSCoW Analysis and prioritise requirements effectively in a complex environment?

As a Business Analyst, the question of how to prioritise requirements may seem like an easy question to answer but it can also be wrought with a variety of complications and interesting complexities. Once you have overcome these potential complexities which can come with requirements prioritisation, the most relevant Business Analysis technique to apply is what is known as the MoSCoW Analysis.

This blog article will cover both how to apply the MoSCoW Analysis for requirements prioritisation as well as the considerations and complexities for a Business Analyst to understand about their environment before attempting to prioritise requirements.

So let’s start by talking about some of these complexities that can face a Business Analyst when it comes to requirements prioritisation.

#1: Different perspectives on what is important

business travel services bts case study

#2: Lack of leadership

This factor walks hand in hand with the previous factor (and is most likely the cause of it!) where people have different perspectives on what takes priority. A lack of leadership in the project or initiative team causes confusion around what is important and this is when people will end up providing their own perspective around priorities rather than following business priorities or guidelines. This causes problems in various ways and can put the Business Analyst in a very awkward position. Sometimes this lack of leadership can mean that a stronger or more senior stakeholder might get the requirements prioritised according to his/her team’s preferences due to his/her position and level of influence in the organisation rather than it being the true priorities for the good of the organisation. This leads to requirement priorities which is not necessarily being implemented in the most valuable or efficient manner and consequently reflects badly on the project as a whole.

It is imperative for a Business Analyst to receive clear direction from their project manager or project steering committee about what are the clear business objectives (with their relative priorities outlined) that requirements must deliver against so that the Business Analyst can use these business objective priorities to guide the conversations when requirement prioritisation activities take place.

#3: Not prioritising requirements

In some organisations or projects there is simply no formal and explicit effort undertaken to prioritise requirements at all. This doesn’t mean requirements are not in some sort of priority, it simply means that the requirements are not prioritised in a structured and collaborative way. This type of approach can cause problems when expectations are not managed about what will be delivered by when but it can also be that prioritising the requirements are very clear cut in a particular type of project and hence this informal way works in those circumstances. So although the Business Analyst must be very careful when choosing to not formally go through a requirements prioritisation activity, it can be the most logical and suitable approach for certain types of projects.

#4: Priority levels are not well defined

The last complexity or consideration for the Business Analyst to pay careful attention to before embarking on requirements prioritisation activities are simply the definition of the priority levels and what each priority means. Many organisations have adopted a method or set of priority levels which they are used to using without it necessarily being the most effective way to prioritise.

business travel services bts case study

So now that we have discussed some of the common complexities in projects and organisations that make requirements prioritisation somewhat tricky for the Business Analyst lets now look at the MoSCoW Analysis technique and how best it can be applied.

The MoSCoW Analysis Technique

The MoSCoW Analysis is a very common and effective requirements prioritisation technique because it allows not only for three clear priority levels but also covers the requirements that will end up not being included in the currently delivery or project at all. This works very well because it allows people to explicitly agree the different priorities including the requirements, which will be excluded or referred to a future release.

Let’s have a look at how this prioritization technique works:

MoSCoW is an acronym.

M = Must ‘Must’ level requirements are those requirements which will definitely be included to be delivered. There is no negotiation around whether they will be delivered and are considered mandatory requirements.

S = Should ‘Should’ level requirements are those requirements which should be included if at all possible. If the project have capacity and time and it will not jeopardise any of the “Must” requirements, then these requirements should be delivered or included in whatever the prioritisation is done for.

C = Could The ‘Could’ level requirements are the requirements which could be included if it doesn’t have any impact on any of the ‘Should’ or ‘Must’ requirements.

W = Won’t The ‘Won’t’ level requirements tend to be the requirements which will not be included to be delivered or implemented this time but are requirements that would be favoured for a future delivery or implementation.

In Conclusion

As a final point to make, it is important that although the Business Analyst uses a best practice requirements technique , the outlined complexities listed here should be addressed as much as possible prior to embarking on a requirements prioritization activity to ensure a successful and accurate outcome.

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business travel services bts case study

CASE STUDY: BUSINESS TRAVEL NEWS

How can you leverage audience data to create custom research, completed surveys.

Completion Rate

Data Points Collected

Questions Answered

Organizations Participated

How do you tap the voice and expertise of your audience to create valuable industry research.

CredSpark Northstar Travel Group

The Context

How happy are you with your corporate travel support? Regardless of your answer, I think we can agree that most business travelers have strong opinions on the matter. In fact, most would just be happy to be asked the question. Northstar Travel Group’s Business Travel News did exactly that.

The Business Travel News Story

Northstar Travel Group is the leading B-to-B information and marketing solutions company serving all segments of the travel industry including leisure/retail, corporate/business travel, meetings and incentives, and travel technology. As part of their wide range of services for the travel industry, Business Travel News (BTN) is a multichannel print, online, and face-to-face brand with specialized content targeted to corporate travel managers.

BTN had brought two objectives to CredSpark. 1.) Increase BTN reader engagement by providing a unique benchmarking tool for travel managers to gauge their own corporate travel program effectiveness; and 2.) Establish an industry index to provide thought leadership for corporate travel professionals and to push a new, data-supported perspective on what constitutes a successful travel program.

For CredSpark, that meant collaborating with BTN to create a compelling individual user experience that rolls up into a big-picture industry perspective.

Market Overview

Northstar is the gold standard when it comes to B2B travel information and data, and Business Travel News has a long-standing reputation for delivering market intelligence for corporate travel managers and industry travel suppliers.

BTN’s close relationships with corporate travel managers and prior research on corporate travelers already had uncovered the competing demands and frustrations between the two groups. While many travel managers wanted to do the best for their travelers, translating one-off feedback and complaints into meaningful data to inform a business plan was challenging.

BTN wanted to bridge the gap by providing both groups with an opportunity: Give travelers a voice in their travel programs and give travel managers actionable data based on those aggregate voices. This way, travel managers had structured data to see which areas of their program needed the most work—moreover, BTN wanted to identify which areas were most important to travelers so that travel managers could even make small changes that would be impactful. The Traveler Happiness Index aimed to do that.

The CredSpark Approach

Business Travel News ‘ audience insights combined with CredSpark’s discovery experiences captured user interest and motivated users to engage with content, so Business Travel News could collect more and more data in the process.

If we combined the two successfully and presented the results in a useful way, Business Travel News would build its thought leadership profile, while simultaneously collecting exclusive data and insights for individual corporate travel professionals that they couldn’t get anywhere else.

Business Travel News Writing On A Paper

Configure custom survey content in a way that would compel corporate traveler interactions and responses, as well as generate the data needed to fuel BTN’s proprietary Traveler Happiness Index algorithm.

Calculator

Calculate results for specific organizations, as well as aggregate them into an industry view.

Graphic On A Computer

Develop an engaging discovery experience that created natural, “in-experience” opportunities to collect data, insights, and demographic information from business travelers.

Metrics

Design a data and analytics dashboard to showcase the survey findings to BTN’s travel manager participants and allow them to see how their organization-specific Traveler Happiness Index scores, as judged by their organizations’ business travelers.

Happy Face

Package the entire experience as the Business Travel News 2017 Traveler Happiness Index to draw interest from the target audience, as well as other interested parties in the worlds of transportation, hospitality, entertainment, and the news media.

The Results

Quiz Completions

Organization Participated

The Business Travel News Traveler Happiness Index isn’t a simple opinion survey. Its success would rely on exceeding the expectations of two disparate (and somewhat opposing) groups: the business traveler and corporate travel managers. If we had solely captured the opinions and sentiment of the business traveler, the corporate travel managers would have felt under siege and the Index experiment would have failed.

It was crucial that the data we generated and delivered through the Index would illuminate successes, identify gaps, and most of all, be actionable . Everything—the business traveler user experience, the wording of each question and response, the design of the analytics, and the promotional strategy—had to seamlessly come together to create a compelling engagement experience that was fully aligned with the ultimate purpose and vision for the data and insights we were capturing.

The survey & engagement experience took full advantage of human nature and our innate desire to give our opinion—and in this case, indicate our level of satisfaction with a topic that often drives very strong reactions: business travel. Business Travel News leveraged that “natural hook” to draw readers in to experience the survey and register their opinions, which in turn generated more data for the corporate travel managers.

CredSpark was integral to the success of The Traveller Happiness Index and worked with us to build the right connections and deliver accurate, credible results that have furthered BTN’s position not only as a thought leader in our industry, but also as the provider of a new metric for benchmarking leading-edge corporate travel programs.

— Business Travel News

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  18. How to do a MoSCoW Analysis?

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