Massive collective: Redefining cool nightspots

• Main Authors: SMIT, Willem, WONG, Adina
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2014
• Subjects: Marketing; branding; brand building; entrepreneurship; effectuation; branding strategy; customer-based brand equity; brand equity; short-lived brands; Advertising and Promotion Management; Business Administration, Management, and Operations; Entrepreneurial and Small Business Operations
• Online Access: https://ink.library.smu.edu.sg/cases_coll_all/106; https://cmp.smu.edu.sg/case/2461
• Institution: Singapore Management University

In September 2010, entertainment company Massive Collective, launched its first club, Filter, in Singapore. Filter offered a mix of unique propositions not offered at other nightclubs in Singapore – cutting edge electronic dance music (“EDM”), an invite-only guest list, and a higher proportion of females in the clientele mix. Six months later in March 2011, Filter was continuing to do well, but John Langan, one of the co-founders of Massive Collective, knew from his experience that most clubs were at their most popular for about 18 months. There was also news about a number of new nightclubs that were slated to open in Singapore later that year, which would mean increasing competition in an already competitive environment. Langan has to rethink the success behind Filter and come up with a competitive response to the new industry entrants. The case discusses Singapore’s night clubbing scene, Langan’s history of building new clubs and party events, the origin of Massive Collective, and the threat of new entrants into the industry. This case is suitable for undergraduate, graduate and executive education classes in marketing and branding, as well as in entrepreneurship.