The Challenge of Gaining

and Maintaining
Marketplace Leadership

Case 8: Keurig

Strategy

2 Semester 2016/2017

Group 8:

Henrique Guerreiro
Beatriz Polidoro
Francisco Lima
Audrey Than
Table of Contents

1. Keurigs Industry Analysis and Current Profitability ................................................. 3

1.1 Keurigs market, industry, and the broad external environment ..................................... 3

1.2 Keurigs Industry Value Chain ........................................................................................ 5

1.3 Power and profit drivers in the industry and in the value chain? Which players capture the most value?

................................................................................................................................................ 5

2. Analysis of the industry (and its value chain) trends over the next five years .............. 6

2.1 Macroeconomic factors affecting market size in the industry ......................................... 6

3. Keurigs different business areas ................................................................................. 7

4. Keurigs Partnerships ................................................................................................. 8

4.1 Benefits from partnerships and alliances ......................................................................... 8

5. Keurigs differentiation strategy ................................................................................. 9

5.1 Advantages/disadvantages and sustainability of Keurigs strategy ................................. 9

5.2 How will the industry behave in the upcoming years .................................................... 10

5.3 Future threat of new big players .................................................................................... 11

6. Firms execution strategy .......................................................................................... 11

6.1 Challenges facing its strategy ........................................................................................ 12

6.2 Structure and systems for strategy execution................................................................. 12

6.3 Processes put in place to achieve a successful execution .............................................. 13

7. Target market and customers value proposition. .................................................... 13

8. Recommended strategy and implementation examples. ........................................... 13

8.1 Keurigs Strategy ........................................................................................................... 13

8.2 Competitors reaction and results .................................................................................... 15

References ..................................................................................................................... 16

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1. Keurigs Industry Analysis and Current Profitability

1.1 Keurigs market, industry, and the broad external environment

The internal and external environment of Keurig helps to shape and develop the firms strategies, to

enable the firm to compete in a dynamic environment and achieve its long-term objectives and goals. Keurigs

internal environment comprises of its resources and capabilities, such as people, brands, technology and know-

how, that are leveraged on to build its strategy. This includes the following:

Internal Environment: Resources and capabilities

Physical/tangible Assets:

- Plant and equipment: GMCRs manufacturing plant and product lines.

- Key inputs: Coffee bean roasting operations, K-Cup portion pack operations.

Intangible Assets:

- Intellectual property: Patents for single serve brewing system and portion pack system (marketed under

the K-Cup brand).

- Brand reputation: Choose. Brew. Enjoy. Being consistent in brewing quality coffee, offering a large

variety of brewed drinks, providing convenience, and being innovative in single serve brewing.

- Managerial talent: Improving in-store and company overall performance.

- Customer base: Large customer base, due to its first mover advantage to the At-Home (AH) marketplace

with a single cup brewer designed for use at home, with network externalities from spillover recognition

for single serve brewing systems from competitors ad campaigns.

Organizational Capabilities:

- Design capabilities: Enabling innovative, functional and modular designs of Single-Cup Brewing

Systems and portion pack systems.

- Supply chain management capability: Supporting tight relationships and partnerships with suppliers.

- Procurement capability: Allowing for global sourcing and acquisition, resulting in licensing

arrangements with a variety of gourmet coffee roasters. The virtuous cycle of resources and capabilities

accumulated over time allows Keurig to increase the effectiveness of its activities to gain a competitive

advantage over its competitors, and to remain profitable in the industry.

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 The external environment is shaped by the micro-environment and macro-environment, which is the

industrys environment and the broad external environment respectively. Keurig adapts to the constantly

changing environment to shape its strategies, ensuring an external fit between the firms strategies and the

external environment.

External Environment: Industry Environment

Competitors: Salton U.S. (Melitta), Flavia, Phillips, Sara Lee International (Senseo), Proctor & Gamble

(Black & Decker), Braun, Bunn, Mr. Coffee, Krups, Sturm Foods.

Customers: Multiple customer segments (segmented by good customers, better customers, best

customers based on the suite of good, better, best brewers) in different retail segments.

Suppliers (Coffee): Dunkin Donuts, GMCR, Diedrich Coffee Inc., Van Houtte Inc., Timothys Coffee of the

World Inc., Tullys, Caribou Coffee, Folgers Gourmet Selections, Starbucks.

Complementors: Amazon.com, Bed Bath & Beyond, Kohls, Macys, Target, Williams-Sonoma, Dunkin

Donuts, Starbucks, Caribou Coffee.

Substitutes: Coffee shops, instant coffee, canned/bottled coffee, tea, water, soft drinks

New Entrants: High structural (brand reputation, capital needs, legal barriers, absolute advantages, economies

of scale, economies of learning, economies of scope) and strategic barriers to entry (geographic proliferation)

External Environment: Broad Environment

Political:

- Geopolitical conflicts (Japan earthquake, tsunami and nuclear power plant damage in 2011)

- Free Trade Agreements

Economic:

- Worldwide increase in income and standard of living

- Increase in credit availability to consumers and to Keurig

Social:

- Increasing consumption of coffee at home

- Rise in urbanization

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 - Increase in population

- Health threats

Technological:

- Advancements in technology (patents of Keurigs brewing system and K-cup portion packs)

- Increased online platforms for online sales and marketing campaigns

- Improvements in telecommunications

Legal/Regulatory:

- Licenses for partnerships

- Patents for Keurigs brewing system and portion packs

Environmental:

- Climate change (Environmental impact of the production of the K-cup portion pack packaging and

packaging disposal)

- Increasing pressures for environmental sustainability

1.2 Keurigs Industry Value Chain

1.3 Power and profit drivers in the industry and in the value chain? Which players capture the most

value?

The drivers of power and profits in the industry and value chain is dependent on the industrys demand,

willingness-to-pay (WTP), and industrys supply, (value chain costs). By increasing the industrys demand

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and decreasing the industrys supply, the total value creation potential of an industry relative to substitute

industries increases.

Drivers of Industry Demand:

- Increase demographics: Population growth, urbanization

- Increase income: Higher standards of living, higher spending power

- Increase features/attributes: Customization, variety of coffee and drinks

- Increase complements: Partnership coffee retailers

- Decrease substitutes: Instant coffee, tea, water, soft drinks

Drivers of Industry Supply:

- Decrease scale/scope/learning economies: Production line and manufacturing efficiencies

- Decrease specialization efficiencies: Single-serve brewing (K-cups)

- Decrease coordination efficiencies: Sales and service staff at Keurig and retail outlets

- Increase intermediation costs: Online purchase systems

- Increase cost of raw materials: Coffee beans

The players that capture the most value is the manufacturer and retailers due to its differentiation of products

and services, and ability to discriminate prices to different segments of the market.

2. Analysis of the industry (and its value chain) trends over the next five years

2.1 Macroeconomic factors affecting market size in the industry

Market size is an indicator of the value creation potential of an industry relative to substitute industries.

The main macroeconomic trends that affect market size in the industry:

Political: Potential geopolitical conflicts and tension could reduce industry demand for Keurigs

brewery machines and K-cups. Thus, significantly reducing Keurigs market size in the industry.

Economic: In times of economic growth, there is a general worldwide increase in income and

standards of living. Keurig could face an increase in demand, sales, and market size as Keurigs products are

more expensive compared to other single serve coffee makers.

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 Social: The rise in urbanization could positively affect Keurigs market size. Urbanization could result

in greater social influences amongst the population, making Keurigs marketing campaigns and ads more

impactful.

Technological: Advancements in technology enables Keurig to innovate and produce new products

or improve the production process. By constantly building new and better products to meet the needs and

tastes of customers, it could build brand loyalty and result in higher sales. Efficiency improvements to the

production process could translate to lower prices for customers, and higher sales. These results in an

expansion of Keurigs market size in the industry.

Legal: Patents for single serve brewery machines, K-cup portion packs, etc. is one of Keurigs

competitive advantages, leading to high barriers to entry for new entrants as well as a lower number of rivals.

The maintenance and increase of such patents protects Keurig from reduces its market size, and could

potentially increase its market size.

Environmental: As more people are becoming increasingly concerned about environmental

sustainability, the lack of environmental consciousness and the contribution to unsustainable practices is

sufficient for customers to boycott the company.

3. Keurigs different business areas

Keurigs businesses are coffee brewers manufacturing, for At Home usage, meaning that the user can

brew a single cup of coffee at home and single portions of coffee to brew, packaging and selling, with a lot of

varieties.

As it is probably clear, those businesses are tightly connected, as both branches enjoy from the

existence of synergies between them. By one side, the quality and variety of the coffee that is used in the

single portions is positively correlated with the demand for those portions and indirectly positively linked with

the demand for coffee brewers, as one need the coffee brewer to drink the coffee, and the single portions

produced by Keurig only fit Keurigs brewers.

One the other hand, the quality of the brewer increases the perceived quality of the coffee brewed in

that machine, and so, increases the willingness to pay for single coffee portions owned by Keurig, one can say

that the positive impact of Keurigs businesses integration comes from the fact that the company is able to

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leverage its unique superior capacities in both business, as the perceived superior value of the coffee portions,

increase the perceived value of the brewers, and the other way around as well. Lastly, is wort mentioning that

Keurig also produces Away From Home brewers, being those the first ones to be commercialized by the

company, but, nowadays are a secondary business.

4. Keurigs Partnerships

In this case, one of Keurigs main strengths are its partnerships. At the beginning, Keurig was partner

of many coffee roasters, such as, GMCR, Diedrich Coffee, Inc. Van Houtte, Timothys Coffee of the World

and Tullys. These partnerships allowed Keurig to be independent from a single roaster, being, in this way

able to serve a more varied set of customers. Those partnerships were strategic for both sides, as the roasters

could promote their coffee, and Keurig guaranteed the quality of their product, instead of producing it itself.

Over time the conditions changed, and Keurig was acquired by GMCR, starting to be a business from

that group, but still with a multilayer strategy. This acquisition gave some financial support to Keurig, and so,

enjoying this leverage from GMCR, Keurig could expand and launch new products, for example new

partnerships with Caribou Coffee, more advertising,

After this, due to tensions existent between GMCR and other roasters, GMCR started to acquire other

roaster K-cup production lines, meaning so that now GMCR owns a respectful number of brands, enjoying

in this way scale and scope economies in distribution, promotion, and so on. At this point I believe it is

important to mention that Keurig is also paying some attention to retailing deals, creating a minimum

advertised price, to reap the benefits from retailers cooperation, instead of letting them create a price war.

Lastly, Keurig created partnerships with famous brands, to increase perceived value for K-Cup, such

as Starbucks, Dunkin Donuts and Tazo, for tea. These partnerships allow Keurig to reap the benefits of

serving excellent coffee, without producing it, and, creates synergies between brands, especially in perceived

value.

4.1 Benefits from partnerships and alliances

Both with the K-Cup and Coffee roaster production, and the merge with GMCR, where the company

enjoy benefits between coffee roasting and K-Cup production. Though, there is still some room to improve

this and develop new partnerships.

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 One good example are some regional coffee roasters or coffee brands, for example, that might ease

Keurigs penetration into new markets, or even to enlarge the K-Cup offering, in example Lavazza for Italian

coffee, Ozerlat for Turkish coffee or even Presidentti for Northern Europe coffee.

Also, another interesting partnership to explore are the Hotel chains. In this case, Keurig can increase

its sales, by adding a new market to is customer portfolio, but it is also able to increase its brand valuation and

reputation, driving benefits from this, increasing customers willingness to pay; For the Hotels, this

partnership is also good, as they outsource a service that they could have to do with more rudimental methods

and increase quality perception.

5. Keurigs differentiation strategy

Since its existence, Keurig intended to provide its customers with the finest coffee brewer system

which they could use in the comfort of their homes.

The company was the first entering the market in 1998, allowing them to patent the service for single

serve brewing system, therefore avoiding the entrance on the market of potential competitors. Therefore,

companys first competitive advantage is its expertise of an innovative retail beverage company with high-

tech product development, namely the holistic innovation of every component of their brewing systems.

Due to its great list of partnerships, Keurigs third advantage is its multi-branded platform, allowing

the company to sell their consumers a wide variety of products including coffee and tea. The brewer cultivated

strong partnerships with multiple coffee growers and machine manufactures which allows them to sustain a

strong position in the market (Food Business News, 2014). Innovation and its distinct characteristics also

differ from its competitors like Mellita which uses a one branded system.

This differentiation strategy used by Keurigs management and its patent over the K-cups product,

allowed the company to sustain itself as the main retailer in the At Home Marketplace, allowing the brand to

sell 6, 185, 532 thousand dollars only in K-cup packs (Harvard Business Review, 2016; Case 8).

5.1 Advantages/disadvantages and sustainability of Keurigs strategy

Keurigs differentiation strategy, based in an innovative and pioneer product as well as in multiple

partnerships, can be threatened in the long-run. Since the company is based on the patent insurance, when this

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one is over, multiple competitors can enter the industry with similar products and features, which will divide

customers attention and can insure the companys market share and overall business.

Throughout the years, a new tendency towards the environmental trend can arise issues to Keurigs

products once the pods are not recyclable or biodegradable and generate several tons of plastic waste. The

single-serve delivery mechanism becomes a ubiquitous over time and there will be a need to reinvent the

product. The differentiation strategy conducted by the company is known to be successful and sustainable

through when allied to constant innovation and growth (Harvard Business Review, 2010).

5.2 How will the industry behave in the upcoming years

Profit drivers in the industry are expected to change as the industry matures, as the single cup brewing

is a recent business and there is clearly room to change, either consumer valuation drivers, cost drivers and

some features of the business itself. One may say that fundamental aspects of this industry value chain are the

supplier and customer bargaining power. Also, customers are both quality and price drive in the industry,

being one key feature, the variety of each players offer and the time to brew, key aspects of customers

valuations. Beside of this, macroeconomic trends also affect the industry.

Supplier Bargaining Power: In this industry, as there are a lot of suppliers, the players have more bargaining

power then suppliers, as the number of players is more limited. Though, may change in the upcoming years.

With the time limit for patents, the number of competitors in the market, tends to increase, due to the ease of

legal barriers to entry, decreasing in this way the dependence on customers from raw material suppliers. One

the other hand, suppliers are getting bigger with the industry, making partnerships and merges between them,

getting stronger over time, as it happened, for example, with GMCR. This factor, the increase in Suppliers

bargaining power, will negatively affect profitability of the industry.

Customer Bargaining Power: At the current time, customer strength might be defined as moderated, as the

number of players is restricted, customers are more sensitive to quality than to price. Also, as the technology

is recent, customers are more willing to pay for trying it. In the future, it is possible to say that customers will

increase their bargaining power, as the entrant of new players, due to the end of patents, will reduce customers

switching costs and the evolution of technology will increase s sensitivity to price, affecting negatively the

profitability.

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Macroeconomic trends: In 2011 the world is still recovering from 2008 crises and so, over the next five

years, customers income is expected to increase. As it is known, consumer goods are positively correlated

with income availability, the industry is expected to grow in volume over the next 5 years.

5.3 Future threat of new big players

As said in the previous paragraph, right now, customers and suppliers bargaining power is relatively

low but is expected to increase in the upcoming years, increasing competitivity inside the industry. This means,

that new entrants might benefit if they have the capacity to enter a price war, also, due to the time limit of

patents, that might set the technology free for competitors. So, in this way, big players, such as big retailers,

wholesalers, electronics companies, might represent a considerable threat for the industry, as they can sustain

lower entering prices, reducing margins for the industry. Moreover, big players can create dependency on

suppliers, as they represent a large slice of the available revenues for the industry, decreasing the bargaining

power of suppliers for them, as they enjoy synergies that come from the large scope that large players might

have.

6. Firms execution strategy

GMCR adopted a multi brand strategy: differentiating features. The company added complementary

brands to its portfolio while expanding its geographic presence and manufacturing and distribution

capabilities.

Keurigs retail launch strategy included two features, they recognized that retailers were different and

competed in different market segments so, Keurig envisioned producing a suite of brewers good, better, best

that would allow it to offer different products in each retail segment to meet the needs of those retailers target

customers. The product would match varying retail price points and offer a range of product features.

The better category would provide broader appeal for multiple segments. In launching the B50

brewer, Keurig needed to address retailer concerns, to, investments in support of Keurig would not be eroded

away. To address potential retailer concerns, Keurig created a minimum advertised program (MAP). These

programs minimized intra brand price competition by providing incentives to retailers who only advertised

prices at or above the MAP price.

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6.1 Challenges facing its strategy

-Questions about the potential size of the single serve opportunity:

Single-serving coffee brewing machines are the one of the most popular brewing system coffee

makers. The growing popularity of single-serving coffee brewing is a curious phenomenon considering the

cost of such a habit. Price comparison shows a unit of K-cups, the small capsules containing a single serving

of coffee grounds in small filter, command nearly 20 U.S. dollars more than a unit of traditional roast-and-

ground coffee. But for many consumers, the efficiency, quality, and array of choices offered by this machine

supplies a convenient alternative to the local coffee shop.

-The impact of expiring patents and environmental concerns:

The longevity of some of the existing patents still can pose a problem, certain patents were set to expire

in 2012 and 2017. Without patent protection, the door could be open to competitors and everyone could use

Keurig technology. Another issue, is the environmental impact of the K-Cup portion pack. The amount of no

recyclable material leads to users contemplate the use of another friendly single-cup brewing system.

-Maximize effectiveness with partners: the relationship with partners is an important side on Keurigs growth,

the relationship between GMCR and Starbucks, for example, is not clear if it is an interim solution or it can

fulfill a key component in Starbuckss overall single serve offering.

6.2 Structure and systems for strategy execution

At the time of Keurigs entrance into AH marketplace in 2003, the company was privately held, with

three significant shareholders, MDT, an investment advisory firm. GMCR held 42% in Keurig and Van Houtte

owned 28 percent.

As provided for in separate shareholder agreements, neither GMCR nor Van Houtte could have a seat

on the board of directors, enabling Keurig to maintain a roaster-neutral company strategy.

In June 2006 GMCR completed the acquisition of Keurig shares. Ownership by GMCR allowed

Keurig avenue for expansion of its robust offering of coffee varieties. This move enabled Keurig to leverage

the resources of GMCR to further its growth in the single serve segment and show its commitment.

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6.3 Processes put in place to achieve a successful execution

From its initial entry into single serve brewing, Keurig recognized the importance of choice to allow

each person to find a coffee that met his individual taste preferences. Keurig entered relationships with three

key coffee brands: Folgers Gourmet Selections, Dunkin Donuts and Starbucks. GMCR entered into a

promotion, manufacturing and distribution agreement with Dunkin Donuts that would make five flavors

available in K-Cup portion packs, sold exclusively in its restaurants. In 2011 GMCR entered a manufacturing,

marketing, distribution and sales relationship with Starbucks that would make Starbucks and Tazo tea K-Cup

portion packs available. The relationship would enable Keurig to potentially reach 50 million customers

served in Starbuck every week. It was an opportunity for Keurig to add a super-premium coffee brand to its

offering however there was some uncertainty concerning the long-term benefit.

The commitment to technological innovation was a key component Keurigs success. Keurig obtained

patents covering its innovations, such as: a patent infringement lawsuit against Sturm Foods.

7. Target market and customers value proposition.

Keurig Co. products are redirected for people who prefer taking quality fresh-brewed gourmet coffee

at the comfort of their homes. During the recession, American preferred a cheaper, efficient and

convenient option for buying coffee which led to the coffee pod sales increase from 0,06% in 2000 to 34%

in 2014, as stated by euromonitor ( The Washington Post, 2016).

According to the National Coffee Association study of trends 40% of the consumers with the age

between 18-24 years old drink coffee daily and 54%. For those 25 to 39 years old, 54 percent said they drink

coffee daily, up from 44 percent in 2010 and ahead of 2009s 53 percent.

Keurig offers its consumers the possibility of controlling the amount of caffeine, temperature and

pressure of water in the packs, which results in a personal-taste shaped coffee. The companys multiple

partnerships with innumerous gourmet coffee roasters offers multiple coffee packages with the product they

already loved and experienced in the different coffee houses.

8. Recommended strategy and implementation examples.

8.1 Keurigs Strategy

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 As it was previously annualized, in the upcoming years, Keurig is about to face some challenges in the

At-Home market, as the drivers of the industry are changing and price wars are one sight, turning this market

into a red ocean. To avoid this, Keurig needs to design their strategy in order to decrease the price sensitivity

of customers, enjoy all the potential of their partnerships, decreasing costs, and, rethink their target customers

and positioning, in order to capture more market value.

To maintain and gain marketplace leadership, companies should address their customers needs and

evolve according to the market trends. In the U.S., consumers have developed tendency towards becoming

more sociable, especially in the millennials generation, that come from drinking coffee on the comfort of the

home, which is one of the advantages given by Keurig, to pursue the outdoors and the social experience

environment. (National Coffee Blog, 2016).

This preference and different live style should be reflected in new and innovated products, betting on

a new, more broadly and growing target. Products such as the ones related to Coffee To Go experience, Green

and Environmental Friendly Coffee, could be differentiated products that can lead Keurig to achieve a much

more solid market share even if these tendencies change the way the market operates. The new set of

customers also prefers experience rather than price, which allows Keurigs to sell a different set of products

which enable the coffee experience outdoors with social gatherings at a higher price than its conventional

products.

Currently, Keurigs main target customer segment focus are the end-users, who are customers that

purchase Keurig coffee makers and K-Cup pods for at home use. There is a possibility that the industry and

business environment could grow more competitive in the future, especially when its technology patents

expire. To remain competitive in an increasingly competitive market, Keurig could consider expanding its

target customer segment to include B2B sales. This could possibly act as a Blue Ocean Strategy, by increasing

WTP while managing low costs. Two possible business markets that Keurig could expand its target customer

segment to are offices and airlines. Keurig could sell brewery machines and K-Cup pods to offices, who could

in turn sell the K-Cup pods to employees. Similarly, Keurig could sell its products to airlines, who could sell

the K-Cup pods to passengers on the aircraft. Following the EERC grid for Blue Ocean Strategy, by selling to

businesses, it eliminates the need for Keurig to conduct advertising or marketing campaigns. It also allows

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Keurig to reduce the range of K-Cup pods sold to businesses, which can result in greater ease of selection.

There is potential for Keurig to lower its costs, while gaining revenue, and therefore increasing its profits from

venturing into a new market.

Lastly, we think it is important for Keurigs current customers, to increase their WTP and, at

the same time, decrease the costs for them, providing a unique service, broadly available. To implement this,

we suggest that Keurig establishes partnerships with some luxury brands, such as Bugatti, Ferrari, SMEG, or

others, that increase customers valuation of the brand, making them fell they are paying for an exclusive

service and paying for that. Then it is essential to develop some agreements with retailers, where those

machines are available, to ensure time delivery of those machines, to give customers the possibility have

physical contact with the equipment. All the mentioned elements, are part of the Raise of ERRC, and will

allow Keurig to differentiate and increase market share and market value. Together with the previous

partnerships, it is also important for the exclusiveness strategy, to create synergies on the K-Cups, especially

with reputed coffee brands and hotel chains, as it is justified in the point 5 of the analysis.

8.2 Competitors reaction and results

As the predicted red ocean environment will be common to all the players in the market, competitors are
expected to develop their own strategies, both on competing over price and differentiating. That could
undermine Keurigs strategy, though, Keurig already have an important competitive advantage, that might
ensure the success of the recommended strategy, namely, the size of the company and the synergies existent
between producers and Keurig, being perceived as a premium brand, current partnerships, among other
features, that excel the uniqueness of Keurigs products.
Together with this, we also think that most of the competitors will focus on reducing prices and using
already existent technology, instead of developing their own new one. This means, that Keurigs
differentiation strategy might not be so affected by competitors reactions, as they have more difficulties to
create a unique market place, due to past decisions they have made.

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References

The Washington Post (2016). Down-go coffee-pods. Retrieved 21 April 2017 from

https://www.washingtonpost.com/news/wonk/wp/2016/02/03/down-go-coffee-

pods/?utm_term=.ca3464d5d93b

Vending market watch (2011). A new professionalism defines OCS. Retrieved 21 April from

http://www.vendingmarketwatch.com/article/10317126/a-new-professionalism-defines-ocs

Food Business News (2014). Keurig playing to win. Retrieved 26 April 2017 from

http://www.foodbusinessnews.net/articles/news_home/Business_News/2014/06/Keurig_playing_to_win.asp

x?ID=%7BCC012E81-7A51-4808-8E72-B8FA65F87A82%7D&cck=1

Harvard Business Review (2016). What innovative companies can learn from highs and lows. Retrieved 26

April 2017 from https://hbr.org/2016/06/what-innovative-companies-can-learn-from-keurigs-highs-and-lows

Harvard Business Review (2010). The Sustainability Imperative. Retrieved 26 April 2017 from

https://hbr.org/2010/05/the-sustainability-imperative

The Atlantic (2015). A Brewing Problem. Retrieved 26 April 2017 from

https://www.theatlantic.com/technology/archive/2015/03/the-abominable-k-cup-coffee-pod-environment-

problem/386501

Case 8: Keurig: From David to Goliath: The Challenge of Gaining and Maintaining Marketplace Leadership,

Eric T. Anderson.

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