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

From 2002 to 2011, coffee machine manufacturer Keurig Incorporated had grown from a privately held company with just over $20 million in sales and also a plan to enter the single serve coffee arena for home consumers, to a fully owned subsidiary company of Green Mountain Coffee Roasters, Inc., a publicly traded company with net earnings of $1.36 billion and a market capitalization of between $8 and $9 billion. At Home brewer Keurig had introduced its first in 2003. The company had merely closed deals with both Dunkin' Donuts and Starbucks that would make these retailers' coffee available to be used with Keurig's specialized brewing system. The firm faced much different challenges than when it turned out to be a little, unfamiliar marketplace candidate. John Whoriskey, vice president and also the general manager of Keurig's At Home office, had to consider the effect that forthcoming expiration of crucial technology patents and the perceived environmental impact of the K Cup(registered company) part packs would have on the business 's growth. Whoriskey also wondered what the growth potential of Keurig was, and the way the innovative preparations with Starbucks and Dunkin' Donuts could be leveraged to reach it.

PUBLICATION DATE: March 08, 2012 PRODUCT #: KEL714-PDF-ENG

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