Keurig: From David to Goliath: The Challenge of Gaining and Maintaining Marketplace Leadership Case Solution

From 2002 to 2011, maker Keurig coffee Incorporated had been a private company with a little more than $ 20 million in revenue and a plan to enter the arena only serve coffee to consumers in the home, to a wholly owned subsidiary Exclusive Green Mountain Coffee Roasters, Inc., a publicly traded company, with net income of $ 1.36 billion and a market capitalization of between $ 8 billion and $ 9 market society. In 2003 he had presented his first Keurig home brewer. Now, about 25 percent of all coffee machines sold in the U.S. were branded machines Keurig and Keurig has been recognized as a market leader. The company had reached agreements with retailers both Dunkin ‘Donuts and Starbucks coffee to make them available for use with systems specialist preparation Keurig. The company faces many different challenges as a young unknown market participant. John Whoriskey, Vice President and General Manager of Keurig A Division, had to consider the impact of the impending expiry of patents on key technology and perceived environmental impact of the K-Cup ® packs pods could have on the growth of the company. Whoriskey also asked about the potential growth of Keurig, and how new agreements with Starbucks and Dunkin ‘Donuts could be used to achieve this goal.
by
Eric T. Anderson,
Elizabeth Anderson
Source: Kellogg School of Management
16 pages.
Publication Date: March 8, 2012. Prod #: KEL714-PDF-ENG
Keurig: From David to Goliath: the challenge of gaining and maintaining the resolution of cases of market leadership

Keurig: From David to Goliath: The Challenge of Gaining and Maintaining Marketplace Leadership Case Solution
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