Keurig Inc has been founded on an amazing idea that coffee making systems that uses individual portion packs of freshly roasted and ground coffee with unique coffee maker designed to brew perfect cup of coffee at a time. At that time there are already established gourmet coffee houses like Starbucks, which is making coffee consumers to spend more money with an average of $ 1.50 or more for a cup of gourmet coffee. This change is consumer behavior created opportunity to Keurig to offer gourmet coffees by a single-cup in offices in 1998. Within a span of four years (1996-2000), Keurig have noticed sales increased by 40% in US at home coffee market. With these facts Keurig´s management got convinced, to develop an at home one-cup coffee brewer especially for gourmet coffee lovers.
Keurig´s started approaching …show more content…
Increased inventory for roasters.
Keurig-Cups are not available for customers in retail stores because retail sectors have lack of demonstration.
Sale of brewer and Keurig cup in retail outlets are affected because of lack of resources Keurig has.
Continued growth in OCS market and more available resources for expanding distribution of at-home market into the retail sector. In future never there will be fall of brewing prices and due to this
Brewer pricing does not decrease and due to this reason opposition starts with lower pricing strategy and Keurig suffers large losses in future.
One-cup Approach with Brewer
Keurig Inc can easily enter into at home market before competition.
Customer confusion will be decreased.
Here after roasters not needed to keep two different cup inventories like one inventory for OCS market and one for at-home market.
Most likely Roasters´ production levels will be increase due to the increase in demand of at-home market including KADs and at-home
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The larger serving size of Great Cups of Coffee is perhaps the most apparent gage that will improve appeal for the company’s customers. Receiving extra of a proportionately quality product for a comparable price obviously works as an enticement for customers to prefer Great Cups more than the opposition. While customers identify with a better quality and superior taste with fresher coffee, Great Cups supports its effective model of serving coffee that has been roasted no more 72 hours ago and that is blended and ground right at the store. Great Cups also provides as an unintended marketing method community bulletin boards and assists with book club gatherings as well as
Geoff Herzog is the product manager for coffee development at Kraft Foods Canada. After reviewing successful results of single-serve coffee pod systems, he wondered whether it would be successful in other areas. It was July 6, 2004, and Herzog had just learned that Kraft Foods North America was planning an aggressive launch of coffee pods in the United States. He then had only a month to decide whether or not the company should proceed with a simultaneous launch in Canada, or await the U.S. results.
The founders of Keurig Inc. created the company to develop an innovative technique which allows customers to brew one perfect cup of gourmet coffee at a time. In this case, the CEO Nick Lazaris along with the other leaders of Keurig Inc. must determine how to successfully enter the at-home-market for use at customers’ homes, while maintaining a healthy relationship with Green Mountain Coffee Roasters, Inc. (GMCR) and Van Houtte. GMCR and Van Houtte are two of the company’s main roaster partners that own a 70% stake in Keurig, so they want the business to succeed but are a little apprehensive about the company’s marketing and pricing strategies.
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Another consumer trend that could support the potential success of the Kold machine is the relationship it will have with other well known brands such as Coca-Cola. Consumers are likely to purchase products they already know, and the Coca-Cola brand is very well known throughout the world. Some factors from the external marketing environment that could hinder the success of the Kold machine is competition and social/cultural forces. The Kold machine will face its strongest competitor in SodaStream, which already has been available for quite some time. Even though Mr. Kelly (Keurig'c CEO) mentioned having surpassed competitors in the past this might be a different scenario. SodaStream might have already took most of the market away as analysts are stating it will be more expensive buying Kold pods than buying a can or bottle at the grocery store. These statements will most likely not help growth the industry as much as Mr. Kelly things. Another factor that could hinder the success of the Kold machine is the social and cultural
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Caf? Expresso, as the first mover in the coffeehouse marketplace, which has expanded quickly and become one of the ?big three? players in the global coffee shops chain. However, recently this company is continuously facing a lot of problems in terms of its staff, easy-copied business model and product range, resulting this company lost its leading position to the number three. Therefore, its adjusted visionary goal is ?return Caf? Expresso to the number one position in the marketplace? (Beardwell, 2010). To achieve this goal, Caf? Expresso identifies ?the coffee drinking experience? is significant to achieve competitive advantage and customer value-added, which was delivered through three key elements (graph 1),
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