This document provides an executive summary and analysis of Keurig, a company that produces single-serve coffee brewing systems and K-Cup packs. It discusses Keurig's mission, vision, objectives, strategies, products/services, competition, and recommendations. The summary analyzes Keurig's strengths such as its strong brand recognition, patented brewing technology, and wide distribution channels. It also examines factors in Keurig's external business environment and provides suggestions to help lower costs and expand markets.
This document analyzes the market for a new single-serve coffee brewer system. It finds that the mass-market coffee sales are flat while gourmet coffee sales are increasing. The document outlines competitors in the space and concludes proprietary coffee grounds systems will be important. A SWOT analysis is presented for two approaches to marketing the coffee pods. The recommended solution is a single "cup approach" selling pods directly and through demonstrations to appeal offices and households. Pricing forecasts and a "pioneer" marketing strategy are outlined.
Strategic management - Class1 group 10-presentation-case 34- keurigHung Nguyen Hoang
The document provides an overview of Keurig, including its history, mission, products, brands, global operations, finances, and strategic analysis. It was created by a group for a case study assignment. The document contains sections on the company's industry, history, mission/vision, products/technology, global footprint, finances, SWOT analysis, product lifecycle, expansion plans, marketing, market presence analysis, competition, and various strategic frameworks for analysis.
Keurig is looking to expand into the at-home coffee brewing market after establishing dominance in the office coffee service market with its single-cup brewing system. Its current plan involves introducing a second portion pack size, paying greater attention to brewer pricing, using direct marketing and leveraging existing partnerships with office distributors. However, this plan faces limitations from a lack of marketing resources and potential new competitors entering the market. Suggested strategies include returning to a single portion size, using a premium pricing strategy for the brewer, setting appropriate cup pricing, pursuing initial direct online sales followed by traditional retail partnerships, and promoting the brand through product demonstrations, referrals and building brand awareness.
This document summarizes Keurig's business including its history, products, customers, competition, pricing, distribution channels, and SWOT analysis. It discusses that Keurig was founded in 1990 and produces single-cup brewing systems for coffee, tea and other beverages. Their popular K-Cup system offers over 200 varieties and they are targeting affluent customers through new larger products and environmentally friendly options while addressing quality concerns to maintain customer confidence against competitors like Starbucks.
Case Study : Procter and Gamble (P&G) Marketing CapabilitiesSarthak Rahate
Case Analysis of the Business case provided by Harvard business school; on the well-known consumer goods brand named Procter and Gamble (P&G).This case study shows how P&G excelled in reaching out to customers by various methods and advanced techniques. Further, the presentation tells about the journey of marketing progress made by P&G.
Keurig Green Mountain is introducing a new growth strategy called "Keurig-On-The-Go" to expand its single-serve coffee brewing business beyond the home. The strategy involves placing Keurig vending machines in high traffic areas like offices, universities, and cities along the East Coast. Market research was conducted to identify target customers for the new vending machines and their purchasing behaviors. Promotional strategies using social media and music apps will be used to promote the vending machines to Keurig's target demographic. An initial placement of 1,000 vending machines in various East Coast cities is planned, and financial projections estimate positive gross profits increasing an average of 9% each year over three years.
This document provides an overview and analysis of PepsiCo, including:
- A history of PepsiCo from its founding in 1965 through its growth globally and acquisition of brands.
- PepsiCo's mission and vision statements, as well as a proposed revised mission and vision.
- External assessments of PepsiCo including opportunities, threats, a CPM analysis, EFE matrix, and positioning map.
- Internal assessments including strengths, weaknesses, an IFE matrix, income statement, and balance sheet.
The document conducts a thorough analysis of PepsiCo's business using multiple frameworks to evaluate its position in the marketplace.
Coca cola final project- mba- s3 -group (group a )Mohamed Ahmed
Coca Cola is the world's largest beverage company founded in 1886 in the US. It operates in over 200 countries and distributes various beverages including juice, energy drinks, water, and coffee through partnerships with 300 bottling companies worldwide. John Pemberton invented Coca Cola as a non-alcoholic version of coca wine in 1888. The company uses a cost leadership strategy and product differentiation to gain a competitive advantage. It employs intensive strategies like market penetration, product development, and market development to expand its market and sales globally.
This document analyzes the market for a new single-serve coffee brewer system. It finds that the mass-market coffee sales are flat while gourmet coffee sales are increasing. The document outlines competitors in the space and concludes proprietary coffee grounds systems will be important. A SWOT analysis is presented for two approaches to marketing the coffee pods. The recommended solution is a single "cup approach" selling pods directly and through demonstrations to appeal offices and households. Pricing forecasts and a "pioneer" marketing strategy are outlined.
Strategic management - Class1 group 10-presentation-case 34- keurigHung Nguyen Hoang
The document provides an overview of Keurig, including its history, mission, products, brands, global operations, finances, and strategic analysis. It was created by a group for a case study assignment. The document contains sections on the company's industry, history, mission/vision, products/technology, global footprint, finances, SWOT analysis, product lifecycle, expansion plans, marketing, market presence analysis, competition, and various strategic frameworks for analysis.
Keurig is looking to expand into the at-home coffee brewing market after establishing dominance in the office coffee service market with its single-cup brewing system. Its current plan involves introducing a second portion pack size, paying greater attention to brewer pricing, using direct marketing and leveraging existing partnerships with office distributors. However, this plan faces limitations from a lack of marketing resources and potential new competitors entering the market. Suggested strategies include returning to a single portion size, using a premium pricing strategy for the brewer, setting appropriate cup pricing, pursuing initial direct online sales followed by traditional retail partnerships, and promoting the brand through product demonstrations, referrals and building brand awareness.
This document summarizes Keurig's business including its history, products, customers, competition, pricing, distribution channels, and SWOT analysis. It discusses that Keurig was founded in 1990 and produces single-cup brewing systems for coffee, tea and other beverages. Their popular K-Cup system offers over 200 varieties and they are targeting affluent customers through new larger products and environmentally friendly options while addressing quality concerns to maintain customer confidence against competitors like Starbucks.
Case Study : Procter and Gamble (P&G) Marketing CapabilitiesSarthak Rahate
Case Analysis of the Business case provided by Harvard business school; on the well-known consumer goods brand named Procter and Gamble (P&G).This case study shows how P&G excelled in reaching out to customers by various methods and advanced techniques. Further, the presentation tells about the journey of marketing progress made by P&G.
Keurig Green Mountain is introducing a new growth strategy called "Keurig-On-The-Go" to expand its single-serve coffee brewing business beyond the home. The strategy involves placing Keurig vending machines in high traffic areas like offices, universities, and cities along the East Coast. Market research was conducted to identify target customers for the new vending machines and their purchasing behaviors. Promotional strategies using social media and music apps will be used to promote the vending machines to Keurig's target demographic. An initial placement of 1,000 vending machines in various East Coast cities is planned, and financial projections estimate positive gross profits increasing an average of 9% each year over three years.
This document provides an overview and analysis of PepsiCo, including:
- A history of PepsiCo from its founding in 1965 through its growth globally and acquisition of brands.
- PepsiCo's mission and vision statements, as well as a proposed revised mission and vision.
- External assessments of PepsiCo including opportunities, threats, a CPM analysis, EFE matrix, and positioning map.
- Internal assessments including strengths, weaknesses, an IFE matrix, income statement, and balance sheet.
The document conducts a thorough analysis of PepsiCo's business using multiple frameworks to evaluate its position in the marketplace.
Coca cola final project- mba- s3 -group (group a )Mohamed Ahmed
Coca Cola is the world's largest beverage company founded in 1886 in the US. It operates in over 200 countries and distributes various beverages including juice, energy drinks, water, and coffee through partnerships with 300 bottling companies worldwide. John Pemberton invented Coca Cola as a non-alcoholic version of coca wine in 1888. The company uses a cost leadership strategy and product differentiation to gain a competitive advantage. It employs intensive strategies like market penetration, product development, and market development to expand its market and sales globally.
Nestle Refrigerated Foods: Contadina Pasta & Pizza (A) - Case AnalysisNikhil Saraf
Nestle Refrigerated Foods (NRFC) was considering extending its successful Contadina pasta brand into refrigerated pizza. It had two options for the pizza product: "Pizza with Toppings" or "Pizza Only". Research showed the "Pizza with Toppings" concept was more popular with consumers but pricing may be too high. NRFC followed guidelines to develop new products through idea generation, testing, and evaluation. While the large pizza market presented an opportunity, launching the product required addressing challenges of price positioning and competition from Kraft.
Keurig Green Mountain launched the Keurig KOLD at-home soda making machine but pulled it from shelves after 9 months of disappointing sales. The presentation examines reasons for the product's failure and provides alternatives for improving future launches. Key issues included the high price of the machine and pods, a focus only on soda rather than other drinks, and the machine being too large. Recommendations include offering lower-priced models, expanding the beverage selection, reducing pod costs, and improving market research.
Harvard Business School Case Study on Mountain Man Brewing Company by Shashank Srivastava, IET Lucknow under the guidance of Prof. Sameer Mathur, IIM Lucknow.
This document provides a marketing plan for Absolut Vodka. It begins with an introduction to Absolut and its objectives to increase brand preference and distributor promotional spending. It then analyzes the market, competitors, and Absolut's strengths and weaknesses. The plan segments the target market of 21-35 year olds and focuses on "Status Seekers". Marketing mix strategies are proposed, including refining Absolut's product to focus on premium taste, launching specialty flavors, and promoting through cultural events and influencers to appeal to trends. Implementation and conclusions are also discussed.
Peter Browning was hired as the new president of Continental White Cap to address challenges facing the company. Continental White Cap had a history dating back to 1926 and a corporate culture characterized by paternalism. However, the company now faced price competition, high overheads, and a need for new technologies. Browning planned to implement gradual changes to cut costs, enrich the customer experience, and expand product lines while transitioning away from the paternalistic culture. His changes included redesignating roles, adopting performance-based compensation, and creating more open communication to facilitate the cultural shift.
The document analyzes the Chase Sapphire Reserve credit card. It finds that the 100,000 point introductory sign-on bonus was a good investment for Chase as it will achieve a positive net present value within 6 years. However, to breakeven on costs, customers need to spend $1,408 annually on the card. The document recommends Chase reduce the intro bonus to 50,000 points, increase annual fees to match competitors, and lower the points redemption rate to 1.25x to improve profitability. It also suggests rejecting recent credit card applicants to reduce churners.
Pfizer is a large pharmaceutical company founded in 1849. In 2014, Pfizer's revenue was $53.8 billion with net income of $22 billion. Pfizer's top selling drugs include Lipitor, Lyrica, and Viagra. The company is evaluating strategic options to maintain its leadership position, including horizontal integration through an acquisition of AstraZeneca. In May 2014, Pfizer offered $117 billion for AstraZeneca, but the offer was rejected. Pfizer will likely need to make another major acquisition in the next 4-5 years to continue growing and remain the largest pharmaceutical company.
Procter & Gamble (P&G) is an American multinational consumer goods company founded in 1837. It has pursued growth through acquisitions, international expansion, and innovation in product development and marketing. P&G pioneered approaches like celebrity endorsements, television and radio sponsorships, and digital/social media marketing. It focuses on rigorous research and testing of products and marketing strategies. P&G's continued success stems from adapting to new technologies and consumer preferences while building on its strengths in brand portfolio management and marketing capabilities.
Harvard Business School Case Study on Southwest AirlinesPramey Zode
Southwest Airlines has been successful due to its principal values, creation of a unique culture, and business model focused on operational simplicity and low costs. Some strengths that have contributed to its success include having a friendly approach with customers, innovative retention strategies, and a strong work culture. However, the airline is dependent on a single airplane producer and faces threats from increasing costs and competition from other carriers offering similar low-cost services. Overall, Southwest has created a memorable brand focused on customer service through strategies like empowering employees and prioritizing building relationships.
Red Bull faces problems with its aging target market and need to reposition its strategy against new competitors. It currently focuses only on young urban males, but needs to target other generations as well to maintain its market leadership. The document recommends Red Bull increase product availability through mass media promotions to reach a wider demographic while staying true to its positioning as an affordable way to gain energy and experience.
The document discusses the cola wars between Coca-Cola and Pepsi from 1970 to 2010. It describes how consumption of carbonated soft drinks grew steadily at 3% annually from 1970 to 2000 due to increasing availability, new diet and flavored varieties, and declining prices. While Coca-Cola and Pepsi dominated the cola segment, their market share has declined in recent years as consumers have shifted to healthier beverage alternatives like water, juice, and sports drinks. Both companies have adapted by expanding their product portfolios internationally and acquiring companies in the snack and beverage industries to sustain profits in the face of flattening carbonated soft drink demand.
Internal Analysis and Strategy Report - LululemonKailey Cornett
The document is an internal case analysis report for lululemon athletica inc. prepared by Kailey Schaneberg for CEO Laurent Potdevin. It provides background on lululemon's success and challenges, including a product recall and leadership transitions that hurt growth. An analysis of lululemon's strengths, weaknesses, opportunities, and threats is presented. The memo recommends that lululemon create an exclusive multi-site fitness membership program, acquire the company that manufactures its Luon fabric to improve quality control and lower costs, expand its men's product line to include traditional sports apparel, and expand its brand ambassador program to professional athletes. Further details supporting these recommendations are attached.
The carbonated soft drink (CSD's) industry was dominated by Coca Cola and Pepsi vying for market share. The CSD organizations gained market share in the U.S. and in global markets extending their brands’ recognition and capturing sales from new markets. The shift in consumer beverage preference and the expansion into global markets proved to uncover new opportunities for growth and profitability. In addition the changes in the organizational structure of business for these companies have allowed them to sustain growth beyond CSD’s.
This PowerPoint presentation highlights Social Media Marketing Strategy Analysis of the Wendy's fast food chain. Based on highlighted analysis, recommendations are given.
Advertising plan book for a campaign focused on increasing sales for the Five Guys Brand. This book includes a new slogan for the company and research that was conducted in order to appeal to two target audiences, along with media choices within an allocated budget of 18 million dollars.
This document provides an overview and analysis of Coca-Cola. It discusses the company's history beginning in 1886, products, vision, mission, objectives, PEST analysis, Porter's 5 forces, SWOT analysis, corporate strategy, business strategy, life cycle, and BCG matrix. Recommendations are made to focus on product differentiation, avoid negative health effects, expand into non-carbonated drinks and snacks, pursue vertical integration, and broaden distribution channels.
- Apex Corporation is facing problems with its organizational structure including informality, lack of structure and financial planning, and increasing customer complaints.
- The document evaluates changing to a circular, functional, or divisional structure.
- It recommends a divisional structure to improve accountability, budgeting, planning and focus on financial targets while balancing control from upper management and freedom from lower management.
Here are three key points about Kitopi's growth trajectory while balancing other stakeholders' interests:
1. Automate operations and implement a restaurant management system to improve efficiency, quality control and food safety while reducing costs. This allows profitable growth that benefits both Kitopi and partner restaurants.
2. Partnering with major food delivery platforms and food bloggers expands brand awareness and customer reach, driving sales growth. But quality must remain high to ensure customer satisfaction.
3. Opening a standalone restaurant can test new concepts while maintaining focus on the core cloud kitchen business. Penetration pricing can attract more customers, but profitability must be monitored to sustain partnerships and invest in future innovations. Balancing growth, quality and stakeholder interests is important for
Keurig Green Mountain is considering expanding into Ethiopia to capture more of the coffee market. This would be a major undertaking with many risks. Internal risks include slumping sales, distractions from their core business, and losing a key partner. Competitors in the coffee industry include Starbucks, Dunkin Donuts, and Nestle. Currently, Keurig Green Mountain has the third largest market share in the coffee industry. A financial analysis shows potential short-term liquidity issues and challenges with asset utilization and operating performance if expansion projections are not met.
On March 17, 2011, the vice president and general manager of Keu.docxcherishwinsland
On March 17, 2011, the vice president and general manager of Keurig Incorporated’s At
Home division, John Whoriskey, sat in his office in Reading, Massachusetts, reminiscing
about the changes he had been a part of since joining the company in 2002. At that time
Keurig was a privately held company with just over $20 million in revenues and a plan to
enter the single serve coffee arena for home consumers, which Whoriskey himself had been
hired to head up (see Exhibit 1). Nine years later Keurig was a wholly owned subsidiary of
Green Mountain Coffee Roasters, Inc. (GMCR), a publicly traded company with 2010 net
revenues of $1.36 billion (see Exhibit 2) and a market capitalization of between $8 and $9
billion.
In 2003 Whoriskey oversaw the introduction of Keurig’s first At Home brewer, at the same
time convincing the company’s board of directors to take the risky approach of launching
design and development of a next-generation brewer before the first brewer had reached
the marketplace. That decision turned out to be critical to Keurig, providing the basis for a
suite of products that secured Keurig the four best-selling coffee makers, in dollars, in Q4
2010. Its strategy had been to offer a wide variety of coffees compatible with its single
serve brewing system. Now, the company had just concluded an agreement with Dunkin’
Donuts that would make five flavors of its coffee available in K-Cup® portion packs
compatible with Keurig brewers. Starbucks, a company synonymous with super-premium
gourmet coffee, had also agreed to offer its coffee and Tazo tea for the Keurig® single-cup
brewing system.
In the fourth quarter of 2010, approximately 25 percent of all coffee makers sold in the
United States were Keurig-branded machines, and Keurig was recognized as among
the leaders in the marketplace. Keurig now faced different challenges than in 2003 when it
was a small, unknown marketplace entrant. Among them, Whoriskey considered what
impact the impending expiration of key technology patents and the perceived environmental
impact of the K-Cup® portion packs could have on the company’s growth. Whoriskey
wondered what Keurig’s growth potential was, and how the new arrangements with
Starbucks and Dunkin’ Donuts could be leveraged to achieve it.
The Company and Its Products
Keurig had been founded to commercialize an innovative technology that allowed coffee
lovers to brew one perfect cup of coffee at a time. Beginning with the company’s
inception in 1992, the word “keurig,” derived from the Dutch word for excellence, had been
the guiding principle behind the company’s products and services. With its patented single
serve brewing system, Keurig first entered the office coffee service, or Away From Home
(AFH), marketplace in 1998. In 2003 Keurig became one of the first to enter the At Home
(AH) marketplace with a single-cup brewer designed for use in the home.
Keurig’s single-portion brewer strategy was built on three key product features: a .
Nestle Refrigerated Foods: Contadina Pasta & Pizza (A) - Case AnalysisNikhil Saraf
Nestle Refrigerated Foods (NRFC) was considering extending its successful Contadina pasta brand into refrigerated pizza. It had two options for the pizza product: "Pizza with Toppings" or "Pizza Only". Research showed the "Pizza with Toppings" concept was more popular with consumers but pricing may be too high. NRFC followed guidelines to develop new products through idea generation, testing, and evaluation. While the large pizza market presented an opportunity, launching the product required addressing challenges of price positioning and competition from Kraft.
Keurig Green Mountain launched the Keurig KOLD at-home soda making machine but pulled it from shelves after 9 months of disappointing sales. The presentation examines reasons for the product's failure and provides alternatives for improving future launches. Key issues included the high price of the machine and pods, a focus only on soda rather than other drinks, and the machine being too large. Recommendations include offering lower-priced models, expanding the beverage selection, reducing pod costs, and improving market research.
Harvard Business School Case Study on Mountain Man Brewing Company by Shashank Srivastava, IET Lucknow under the guidance of Prof. Sameer Mathur, IIM Lucknow.
This document provides a marketing plan for Absolut Vodka. It begins with an introduction to Absolut and its objectives to increase brand preference and distributor promotional spending. It then analyzes the market, competitors, and Absolut's strengths and weaknesses. The plan segments the target market of 21-35 year olds and focuses on "Status Seekers". Marketing mix strategies are proposed, including refining Absolut's product to focus on premium taste, launching specialty flavors, and promoting through cultural events and influencers to appeal to trends. Implementation and conclusions are also discussed.
Peter Browning was hired as the new president of Continental White Cap to address challenges facing the company. Continental White Cap had a history dating back to 1926 and a corporate culture characterized by paternalism. However, the company now faced price competition, high overheads, and a need for new technologies. Browning planned to implement gradual changes to cut costs, enrich the customer experience, and expand product lines while transitioning away from the paternalistic culture. His changes included redesignating roles, adopting performance-based compensation, and creating more open communication to facilitate the cultural shift.
The document analyzes the Chase Sapphire Reserve credit card. It finds that the 100,000 point introductory sign-on bonus was a good investment for Chase as it will achieve a positive net present value within 6 years. However, to breakeven on costs, customers need to spend $1,408 annually on the card. The document recommends Chase reduce the intro bonus to 50,000 points, increase annual fees to match competitors, and lower the points redemption rate to 1.25x to improve profitability. It also suggests rejecting recent credit card applicants to reduce churners.
Pfizer is a large pharmaceutical company founded in 1849. In 2014, Pfizer's revenue was $53.8 billion with net income of $22 billion. Pfizer's top selling drugs include Lipitor, Lyrica, and Viagra. The company is evaluating strategic options to maintain its leadership position, including horizontal integration through an acquisition of AstraZeneca. In May 2014, Pfizer offered $117 billion for AstraZeneca, but the offer was rejected. Pfizer will likely need to make another major acquisition in the next 4-5 years to continue growing and remain the largest pharmaceutical company.
Procter & Gamble (P&G) is an American multinational consumer goods company founded in 1837. It has pursued growth through acquisitions, international expansion, and innovation in product development and marketing. P&G pioneered approaches like celebrity endorsements, television and radio sponsorships, and digital/social media marketing. It focuses on rigorous research and testing of products and marketing strategies. P&G's continued success stems from adapting to new technologies and consumer preferences while building on its strengths in brand portfolio management and marketing capabilities.
Harvard Business School Case Study on Southwest AirlinesPramey Zode
Southwest Airlines has been successful due to its principal values, creation of a unique culture, and business model focused on operational simplicity and low costs. Some strengths that have contributed to its success include having a friendly approach with customers, innovative retention strategies, and a strong work culture. However, the airline is dependent on a single airplane producer and faces threats from increasing costs and competition from other carriers offering similar low-cost services. Overall, Southwest has created a memorable brand focused on customer service through strategies like empowering employees and prioritizing building relationships.
Red Bull faces problems with its aging target market and need to reposition its strategy against new competitors. It currently focuses only on young urban males, but needs to target other generations as well to maintain its market leadership. The document recommends Red Bull increase product availability through mass media promotions to reach a wider demographic while staying true to its positioning as an affordable way to gain energy and experience.
The document discusses the cola wars between Coca-Cola and Pepsi from 1970 to 2010. It describes how consumption of carbonated soft drinks grew steadily at 3% annually from 1970 to 2000 due to increasing availability, new diet and flavored varieties, and declining prices. While Coca-Cola and Pepsi dominated the cola segment, their market share has declined in recent years as consumers have shifted to healthier beverage alternatives like water, juice, and sports drinks. Both companies have adapted by expanding their product portfolios internationally and acquiring companies in the snack and beverage industries to sustain profits in the face of flattening carbonated soft drink demand.
Internal Analysis and Strategy Report - LululemonKailey Cornett
The document is an internal case analysis report for lululemon athletica inc. prepared by Kailey Schaneberg for CEO Laurent Potdevin. It provides background on lululemon's success and challenges, including a product recall and leadership transitions that hurt growth. An analysis of lululemon's strengths, weaknesses, opportunities, and threats is presented. The memo recommends that lululemon create an exclusive multi-site fitness membership program, acquire the company that manufactures its Luon fabric to improve quality control and lower costs, expand its men's product line to include traditional sports apparel, and expand its brand ambassador program to professional athletes. Further details supporting these recommendations are attached.
The carbonated soft drink (CSD's) industry was dominated by Coca Cola and Pepsi vying for market share. The CSD organizations gained market share in the U.S. and in global markets extending their brands’ recognition and capturing sales from new markets. The shift in consumer beverage preference and the expansion into global markets proved to uncover new opportunities for growth and profitability. In addition the changes in the organizational structure of business for these companies have allowed them to sustain growth beyond CSD’s.
This PowerPoint presentation highlights Social Media Marketing Strategy Analysis of the Wendy's fast food chain. Based on highlighted analysis, recommendations are given.
Advertising plan book for a campaign focused on increasing sales for the Five Guys Brand. This book includes a new slogan for the company and research that was conducted in order to appeal to two target audiences, along with media choices within an allocated budget of 18 million dollars.
This document provides an overview and analysis of Coca-Cola. It discusses the company's history beginning in 1886, products, vision, mission, objectives, PEST analysis, Porter's 5 forces, SWOT analysis, corporate strategy, business strategy, life cycle, and BCG matrix. Recommendations are made to focus on product differentiation, avoid negative health effects, expand into non-carbonated drinks and snacks, pursue vertical integration, and broaden distribution channels.
- Apex Corporation is facing problems with its organizational structure including informality, lack of structure and financial planning, and increasing customer complaints.
- The document evaluates changing to a circular, functional, or divisional structure.
- It recommends a divisional structure to improve accountability, budgeting, planning and focus on financial targets while balancing control from upper management and freedom from lower management.
Here are three key points about Kitopi's growth trajectory while balancing other stakeholders' interests:
1. Automate operations and implement a restaurant management system to improve efficiency, quality control and food safety while reducing costs. This allows profitable growth that benefits both Kitopi and partner restaurants.
2. Partnering with major food delivery platforms and food bloggers expands brand awareness and customer reach, driving sales growth. But quality must remain high to ensure customer satisfaction.
3. Opening a standalone restaurant can test new concepts while maintaining focus on the core cloud kitchen business. Penetration pricing can attract more customers, but profitability must be monitored to sustain partnerships and invest in future innovations. Balancing growth, quality and stakeholder interests is important for
Keurig Green Mountain is considering expanding into Ethiopia to capture more of the coffee market. This would be a major undertaking with many risks. Internal risks include slumping sales, distractions from their core business, and losing a key partner. Competitors in the coffee industry include Starbucks, Dunkin Donuts, and Nestle. Currently, Keurig Green Mountain has the third largest market share in the coffee industry. A financial analysis shows potential short-term liquidity issues and challenges with asset utilization and operating performance if expansion projections are not met.
On March 17, 2011, the vice president and general manager of Keu.docxcherishwinsland
On March 17, 2011, the vice president and general manager of Keurig Incorporated’s At
Home division, John Whoriskey, sat in his office in Reading, Massachusetts, reminiscing
about the changes he had been a part of since joining the company in 2002. At that time
Keurig was a privately held company with just over $20 million in revenues and a plan to
enter the single serve coffee arena for home consumers, which Whoriskey himself had been
hired to head up (see Exhibit 1). Nine years later Keurig was a wholly owned subsidiary of
Green Mountain Coffee Roasters, Inc. (GMCR), a publicly traded company with 2010 net
revenues of $1.36 billion (see Exhibit 2) and a market capitalization of between $8 and $9
billion.
In 2003 Whoriskey oversaw the introduction of Keurig’s first At Home brewer, at the same
time convincing the company’s board of directors to take the risky approach of launching
design and development of a next-generation brewer before the first brewer had reached
the marketplace. That decision turned out to be critical to Keurig, providing the basis for a
suite of products that secured Keurig the four best-selling coffee makers, in dollars, in Q4
2010. Its strategy had been to offer a wide variety of coffees compatible with its single
serve brewing system. Now, the company had just concluded an agreement with Dunkin’
Donuts that would make five flavors of its coffee available in K-Cup® portion packs
compatible with Keurig brewers. Starbucks, a company synonymous with super-premium
gourmet coffee, had also agreed to offer its coffee and Tazo tea for the Keurig® single-cup
brewing system.
In the fourth quarter of 2010, approximately 25 percent of all coffee makers sold in the
United States were Keurig-branded machines, and Keurig was recognized as among
the leaders in the marketplace. Keurig now faced different challenges than in 2003 when it
was a small, unknown marketplace entrant. Among them, Whoriskey considered what
impact the impending expiration of key technology patents and the perceived environmental
impact of the K-Cup® portion packs could have on the company’s growth. Whoriskey
wondered what Keurig’s growth potential was, and how the new arrangements with
Starbucks and Dunkin’ Donuts could be leveraged to achieve it.
The Company and Its Products
Keurig had been founded to commercialize an innovative technology that allowed coffee
lovers to brew one perfect cup of coffee at a time. Beginning with the company’s
inception in 1992, the word “keurig,” derived from the Dutch word for excellence, had been
the guiding principle behind the company’s products and services. With its patented single
serve brewing system, Keurig first entered the office coffee service, or Away From Home
(AFH), marketplace in 1998. In 2003 Keurig became one of the first to enter the At Home
(AH) marketplace with a single-cup brewer designed for use in the home.
Keurig’s single-portion brewer strategy was built on three key product features: a .
SafaricomOn March 17, 2011, the vice president and general man.docxanhlodge
Safaricom
On March 17, 2011, the vice president and general manager of Keurig Incorporated’s At Home division, John Whoriskey, sat in his office in Reading, Massachusetts, reminiscing about the changes he had been a part of since joining the company in 2002. At that time Keurig was a privately held company with just over $20 million in revenues and a plan to enter the single serve coffee arena for home consumers, which Whoriskey himself had been hired to head up (see Exhibit 1). Nine years later Keurig was a wholly owned subsidiary of Green Mountain Coffee Roasters, Inc. (GMCR), a publicly traded company with 2010 net revenues of $1.36 billion (see Exhibit 2) and a market capitalization of between $8 and $9 billion.
In 2003 Whoriskey oversaw the introduction of Keurig’s first At Home brewer, at the same time convincing the company’s board of directors to take the risky approach of launching design and development of a next-generation brewer before the first brewer had reached the marketplace. That decision turned out to be critical to Keurig, providing the basis for a suite of products that secured Keurig the four best-selling coffee makers, in dollars, in Q4 2010.1 Its strategy had been to offer a wide variety of coffees compatible with its single serve brewing system. Now, the company had just concluded an agreement with Dunkin’ Donuts that would make five flavors of its coffee available in K-Cup® portion packs compatible with Keurig brewers. Starbucks, a company synonymous with super-premium gourmet coffee, had also agreed to offer its coffee and Tazo tea for the Keurig® single-cup brewing system.
In the fourth quarter of 2010, approximately 25 percent of all coffee makers sold in the United States were Keurig-branded machines,2 and Keurig was recognized as among the leaders in the marketplace. Keurig now faced different challenges than in 2003 when it was a small, unknown marketplace entrant. Among them, Whoriskey considered what impact the impending expiration of key technology patents and the perceived environmental impact of the K-Cup® portion packs could have on the company’s growth. Whoriskey wondered what Keurig’s growth potential was, and how the new arrangements with Starbucks and Dunkin’ Donuts could be leveraged to achieve it.
The Company and Its Products
Keurig had been founded to commercialize an innovative technology that allowed coffee lovers to brew one perfect cup of coffee at a time.3 Beginning with the company’s inception in 1992, the word “keurig,” derived from the Dutch word for excellence, had been the guiding principle behind the company’s products and services. With its patented single serve brewing system, Keurig first entered the office coffee service, or Away From Home (AFH), marketplace in 1998. In 2003 Keurig became one of the first to enter the At Home (AH) marketplace with a single-cup brewer designed for use in the home.
Keurig’s single-portion brewer strategy was built on three key product features: a .
Keurig is a company that produces single-serve coffee brewing systems and K-Cup coffee pods. It was founded in 1981 as Green Mountain Coffee Roasters and began investing in Keurig in the late 1990s, eventually acquiring the whole company. Keurig aims to put a brewing system in every home and offer a beverage for every occasion. Their products allow users to brew single servings of coffee or other drinks quickly and with minimal cleanup. Keurig advertises mainly on television in the mornings to target early risers, and also uses newspapers and social media. They emphasize qualities like speed, convenience, and variety to appeal to different demographics. Keurig also has social responsibility programs around
Hug a Mug is a coffee chain cafe founded in 2015 in Calicut, India. It currently has 4 outlets and aims to expand. The report discusses Hug a Mug's products, competitors like Cafe Coffee Day and Downtown, and performs a SWOT analysis. It finds that while Hug a Mug offers quality products and service, it could improve store design, marketing strategies, and consider franchising or airport lounges for expansion. A survey on customer preferences is also included.
Coca-Cola has achieved a competitive advantage through strong brand recognition around the world and an extensive distribution system. It holds the leading market share for carbonated beverages and offers over 400 brands globally. Coca-Cola faces competition from PepsiCo but maintains competitive differentiation through emotional branding appeals and product variety. Its marketing strategies aim to target young consumers and expand into new markets and product categories.
Sheet1Exhibit 6 Segment SummarySpecialty Coffee business unit(SCB.docxlesleyryder69361
Sheet1Exhibit 6 Segment SummarySpecialty Coffee business unit(SCBU): Sources, produces, and sells more than 200 varieties of coffee, cocoa, teas, and other beverages in K-Cup portion packs and coffee in more traditional packaging, including whole bean and ground coffee selections in bags and ground coffee in fractional packs, for use both at-home (AH) and awayfrom-home (AFH). In addition, SCBU sells Keurig single-cup brewers and other accessories directly to consumers and to supermarkets.Keurig: Sells AH single-cup brewers and accessories and coffee, tea, cocoa, and other beverages in K-Cup portion packs produced by SCBU and other licensed roasters to retailers by principally processing its sales orders through fulfillment entities for the AH channels. Keurig sells AFH single-cup brewers to distributors for use in offices. Keurig also sells AH brewers, a limited number of AFH brewers and K-Cup portion packs directly to consumers via its website, www.keurig.com.Net Sales ($ millions)Growth (%)20102009200820102009SCBU629383.8285.96434Keurig727.8402.3206.68195Corporate————— Total company1,356.80786.1492.57360Income before Taxes ($ millions)Growth (%)20102009200820102009SCBU119.553.527.812392Keurig72.340.4287944Corporate(44.1)(2.8)(18.7)(1475)85Intercompany eliminations(14.5)(3.1)(1.7)(368)(82) Total company133.28835.451149Source: GMCR 2010 annual report.
Sheet2
Sheet3
Sheet1Exhibit 4 Green Mountain Coffee Roasters Income StatementPeriod EndingSept. 25, 2010Sept. 26, 2009Sept. 27, 2008Total Revenue1,356,775786,135500,277Cost of Revenue931,017540,744323,372Gross Profit425,758245,391176,905Operating Expenses: Research Development——— Selling General and Administrative286,986169,005134,493Operating Income or Loss138,77293,38642,412Income from Continuing Operations: Total Other Income/Expenses, Net(269)16,338(235) Earnings before Interest And Taxes138,50392,72442,177 Interest Expense5,2944,6935,705 Income before Tax133,20988,03136,472 Income Tax Expense53,70333,59214,173 Net Income from Continuing Operations79,50654,43922,299Net Income79,50654,43922,299Preferred Stock and Other Adjustments———Net Income Applicable to Common Shares79,50654,43922,299Source: Yahoo Finance.
Sheet2
Sheet3
Sheet1Exhibit 5 Green Mountain Coffee Roasters Balance SheetPeriod EndingSept. 25, 2010Sept. 26, 2009Sept. 27, 2008AssetsCurrent Assets: Cash and Cash Equivalents4,756242,091965 Short-Term Investments—50,000— Net Receivables204,547101,71060,928 Inventory262,478132,18285,311 Other Current Assets23,48811,3844,886Total Current Assets495,269537,367152,090Property, Plant, and Equipment258,923135,98197,678Goodwill386,41699,60073,953Intangible Assets220,00536,47829,396Other Assets9,9613,9794,531Total Assets1,370,574813,405357,648LiabilitiesCurrent Liabilities: Accounts Payable214,669118,15672,214 Short/Current Long-Term Debt19,0095,03033 Other Current Liabilities4,3773,257673Total Current Liabilities238,055126,44372,920Long-Term Debt335,50473,013123,517Othe.
Cadbury is a leading confectionery company that manufactures chocolate and other candy products. It produces the popular Dairy Milk chocolate brand. The document discusses Cadbury's demand forecasting process. It provides an overview of Cadbury's operations and product lines. It then covers topics such as segmentation and targeting of customers, advertising methods, demand forecasting techniques, and key performance metrics. Cadbury uses techniques like historical sales data to predict future demand for planning inventory levels and production capacity. Accurate forecasting is important for Cadbury's stock control and decision making.
Case 36 Green Mountain Coffee Roasters and Keurig CoffeeOn M.docxtidwellveronique
Case 36: Green Mountain Coffee Roasters and Keurig Coffee*
On March 10, 2011, Starbucks and Green Mountain Coffee Roasters (GMCR) announced the formation of a strategic relationship for the manufacturing, marketing, distribution, and sale of Starbucks and Tazotea branded K-Cup portion packs for use in GMCR’s Keurig single-cup brewing system. The new relationship was designed to provide owners of Keurig single-cup brewers with the additional choice of Starbucks-branded super-premium coffees for their brewers. This strategic relationship furthered Starbucks’s stated goals of expanding its presence in premium single-cup coffee, making its premium coffees conveniently available to consumers whenever, wherever, and however they wanted it. Howard Schultz, president, CEO, and chairman of Starbucks Corporation stated,
Today’s announcement is a win for Starbucks, a win for GMCR and most importantly a win for consumers who want to enjoy Starbucks coffee with the Keurig Single-Cup Brewing system. Our research shows that more than 80 percent of current Starbucks customers in the U.S. do not yet own a single-cup brewer and our relationship will enable Starbucks customers to enjoy perfectly brewed Starbucks coffee at home, one cup at a time.
Jeff Hansberry, president, Starbucks Global Consumer Products Group, added, “We are proud to be the exclusive super-premium licensed coffee brand produced by GMCR for the Keurig Single-Cup Brewing system, and we are looking forward to working with our colleagues at GMCR to further accelerate growth in single-serve coffee.” Lawrence J. Blanford, GMCR president and CEO stated, “This relationship is yet another example of GMCR’s strategy of aligning with the strongest coffee brands to support a range of consumer choice and taste profiles in our innovative Keurig Single-Cup Brewing system.”1
GMCR appeared on a roll with the Starbucks development following similar news in February with Dunkin’ Donuts announcing a promotion, manufacturing, and distribution agreement making Dunkin’ Donuts coffee available in single-serve K-Cup portion packs for use with Keurig Brewers.2 Beginning in the summer of 2011, Dunkin’ Donuts will offer 14-count boxes of Dunkin’ Donuts coffee in single-serve K-Cup portion packs exclusively at participating Dunkin’ Donuts restaurants in the United States and Canada. GMCR will exclusively package the new Dunkin’ K-Cup portion packs using coffee sourced and roasted to Dunkin’ Donuts exacting specifications. Nigel Travis, Dunkin’ Brands CEO and Dunkin’ Donuts president stated,
We believe customers will be delighted to learn that ‘America’s Favorite Coffee’ will soon be able to be prepared in America’s fastest-growing single-cup brewing system. By introducing Dunkin’ K-Cup portion packs and making them available exclusively in our restaurants, we are giving people more occasions to enjoy Dunkin’ Donuts coffee and more ways to enjoy using the Keurig Single-Cup Brewing System. We believe this alliance o ...
Which are the opportunities and threats in Starbucks external environment?
Which are the strategic capabilities, which Starbucks could leverage to enter the tea market?
1. Cafédirect was founded in 1991 in response to the collapse of the international coffee agreement to help small coffee farmers.
2. It pioneered the direct trade model which guarantees farmers a minimum price and provides training and financing.
3. Over time, Cafédirect expanded its product range and distribution channels to become a mainstream high quality fair trade brand while maintaining its social mission.
1. Cafédirect was founded in 1991 in response to the collapse of the international coffee agreement to support smallholder coffee farmers through fair trade practices.
2. Cafédirect grew to support over 260,000 farmers in 13 countries and became a publicly listed company in 2004 while maintaining its social mission.
3. Theories like the corporate reputation quotient model and Kano model help explain how Cafédirect effectively marketed itself as a high-quality socially-conscious brand to attract new customers while satisfying existing customers.
Procter & Gamble (P&G) is a consumer goods company founded in 1837 that has grown to include over two dozen $1 billion brands through acquisitions and innovation. P&G pursued a multi-brand strategy across categories like detergents. Recently, P&G has shifted to partnering externally through programs like "Connect and Develop" to source over 35% of new products, and to digital and direct marketing from television. However, P&G still spent only 5% on online marketing in 2010 and slowed other digital efforts. P&G restructured in 2007 into global business units to improve innovation speed through standardization.
Cafédirect PLC is a coffee and tea manufacturing company based in London, UK that focuses on fair trade. It works with over 250,000 smallholder farmers in 11 countries. Cafédirect's mission is to strengthen the income and livelihoods of producer partners in developing countries through fair pricing and direct trade. The company offers a range of coffee, tea, and drinking chocolate products. It has experienced steady growth in recent years through marketing investments and quality improvements with farmers.
This document discusses the marketing mix framework for several brands using the core, basic, expected, augmented, and potential product levels. It analyzes brands such as Coca-Cola, Nike, mineral water, iPhone, Gucci, Dove, McDonald's, olive oil, Starbucks, and content marketing based on these different product levels.
Case 36 Green Mountain Coffee Roasters and Keurig CoffeeOn Mar.docxtidwellveronique
Case 36: Green Mountain Coffee Roasters and Keurig Coffee*
On March 10, 2011, Starbucks and Green Mountain Coffee Roasters (GMCR) announced the formation of a strategic relationship for the manufacturing, marketing, distribution, and sale of Starbucks and Tazotea branded K-Cup portion packs for use in GMCR’s Keurig single-cup brewing system. The new relationship was designed to provide owners of Keurig single-cup brewers with the additional choice of Starbucks-branded super-premium coffees for their brewers. This strategic relationship furthered Starbucks’s stated goals of expanding its presence in premium single-cup coffee, making its premium coffees conveniently available to consumers whenever, wherever, and however they wanted it. Howard Schultz, president, CEO, and chairman of Starbucks Corporation stated,
Today’s announcement is a win for Starbucks, a win for GMCR and most importantly a win for consumers who want to enjoy Starbucks coffee with the Keurig Single-Cup Brewing system. Our research shows that more than 80 percent of current Starbucks customers in the U.S. do not yet own a single-cup brewer and our relationship will enable Starbucks customers to enjoy perfectly brewed Starbucks coffee at home, one cup at a time.
Jeff Hansberry, president, Starbucks Global Consumer Products Group, added, “We are proud to be the exclusive super-premium licensed coffee brand produced by GMCR for the Keurig Single-Cup Brewing system, and we are looking forward to working with our colleagues at GMCR to further accelerate growth in single-serve coffee.” Lawrence J. Blanford, GMCR president and CEO stated, “This relationship is yet another example of GMCR’s strategy of aligning with the strongest coffee brands to support a range of consumer choice and taste profiles in our innovative Keurig Single-Cup Brewing system.”1
GMCR appeared on a roll with the Starbucks development following similar news in February with Dunkin’ Donuts announcing a promotion, manufacturing, and distribution agreement making Dunkin’ Donuts coffee available in single-serve K-Cup portion packs for use with Keurig Brewers.2 Beginning in the summer of 2011, Dunkin’ Donuts will offer 14-count boxes of Dunkin’ Donuts coffee in single-serve K-Cup portion packs exclusively at participating Dunkin’ Donuts restaurants in the United States and Canada. GMCR will exclusively package the new Dunkin’ K-Cup portion packs using coffee sourced and roasted to Dunkin’ Donuts exacting specifications. Nigel Travis, Dunkin’ Brands CEO and Dunkin’ Donuts president stated,
We believe customers will be delighted to learn that ‘America’s Favorite Coffee’ will soon be able to be prepared in America’s fastest-growing single-cup brewing system. By introducing Dunkin’ K-Cup portion packs and making them available exclusively in our restaurants, we are giving people more occasions to enjoy Dunkin’ Donuts coffee and more ways to enjoy using the Keurig Single-Cup Brewing System. We believe this alliance of two ...
The Coca-Cola Company is a global beverage company headquartered in Atlanta, Georgia. It has over 150,000 employees and serves products in over 200 countries worldwide. Coca-Cola was founded in 1886 and has grown to be a leading soft drink brand known for its marketing strategies involving celebrity endorsements, music, and sports sponsorships. The company faces challenges around distribution, investment needs, and competition from PepsiCo, but maintains a strong brand through consistent promotion and CSR activities focused on community development.
Starbucks engages in the purchase, roasting, and sale of coffee and tea beverages through company-operated retail stores. It has three segments: United States, International, and Global Consumer Products Group. Starbucks faces direct competition from regional chains like Peet's Coffee and indirect competition from fast food restaurants expanding into coffee. The document analyzes Starbucks' competitors, strengths, weaknesses and recommends expanding internationally, creating a rewards program for frequent customers, and offering meeting space and free wireless internet in stores.
Starbucks Corporation is an American coffee company and coffeehouse chain founded in 1971 in Seattle, Washington. It operates over 30,000 locations worldwide. Starbucks aims to establish itself as the premier purveyor of the finest coffee in the world while maintaining its principles through growth. It uses strategies like market penetration, product development, and concentric diversification. Starbucks faces competition from chains like Dunkin' Donuts and threats from imitative business models and rising costs. However, its strong brand image and global supply chain provide competitive advantages.
Coca-Cola has a long history dating back to 1886 and is now the largest beverage company in the world, owning 26 brands. In 2015, Coca-Cola launched Fairlife, a joint venture with Select Milk Producers, to produce enriched milk alternatives. Fairlife milk has 50% more protein and calcium while containing half the sugar of regular milk. Coca-Cola has many strengths like a valuable brand, large global distribution network, and consumer loyalty, but also faces weaknesses such as negative publicity about health issues and low diversification beyond soft drinks.
Funny-Trip Travel Service is a Vietnamese tour operator with a mission to create the best travel values for customers through diverse business in inbound, outbound, and domestic travel. The company is led by a CEO and managers of finance, HR, marketing, and customer service, and aims to serve customers well while maintaining professionalism and social responsibility. However, the document also notes several weaknesses and areas for improvement at the company such as a lack of capital, staff training, and strong relationships.
The strategic plan identifies weaknesses in the company including a small size, lack of relationships and ideas from the CEO, and lack of professional employees and capital. The goals are for the CEO to build a better structure and create new ideas and plans, for the HR manager to improve employee skills, motivation, and performance, and for the finance manager to cut costs, raise funds, and invest capital correctly to earn a profit.
This document is an application form for Funny-Trip Travel Service. It requests personal information such as name, address, contact details, as well as education history, foreign language skills, and details about the position being applied for such as salary expectations. The form has multiple parts asking for identification, contact details of references, learning information including schools attended and certificates, foreign language proficiency, and details about the specific position being applied for.
This document discusses marketing strategies for Greek yogurt. It analyzes different consumer behaviors and factors that influence purchasing decisions. Some key points include:
- Greek yogurt marketing appeals to consumers' hedonic needs and uses attention-grabbing stimuli in commercials. Celebrity endorsements are also used to generate interest.
- Cultural factors like gender roles influence purchasing. In Vietnam, women are the primary yogurt shoppers due to their traditional roles.
- Consumer attitudes and decision making are impacted by marketing techniques like reciprocity, scarcity, consistency, authority, liking, and consensus. Nutritional facts are also important.
- Contextual factors like mood, social influences, and shopping experiences affect in-store
This document discusses a student project analyzing consumer behavior on social networking sites (SNS) in Vietnam. It provides background on how SNS have changed communication methods and affected consumer behavior in Vietnam. Specifically, it examines the social media strategies and tactics of Pizza Hut in Vietnam, analyzes customer feedback about Pizza Hut on SNS, and identifies some negative effects of SNS on consumers and marketers. The group will propose a new social media marketing tactic for Pizza Hut based on their analysis.
G.E.R Company's mission is to responsibly collect and divert waste while promoting zero waste. It aims to provide eco-friendly recycling products to protect the planet. The company is committed to basic human rights and treating all employees with respect and dignity. It uses solar, wind and water power whenever possible to reduce environmental impact. All employees are trained in business ethics and protecting the natural environment.
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Case 34 keurig
1. UNIVERSITY OF SCIENCE - VIETNAM NATIONAL UNIVERSITY HCM
INTERNATIONAL TRAINING & EDUCATION CENTER
KEURIG BREWED ®
Strategic Management Project
GROUP 10
Le Hoang Kim Duyen – 295895
Tran Nhat Ha – 295921
Nguyen Hoang Hung – 295907
2. Table of Contents
I. Executive Summary
a. Mission Statement
b. Vision
c. Objectives
d. Strategies
e. Products and services
f. Competition
g. Recommendations
II. SWOT Analysis
III. Where is your product in the life cycle?
IV. What kind of strategy did your company have, and what kind do you need now?
V. Internal Factor Evaluation Matrix.
VI. External Factor Evaluation Matrix.
VII. Competitive Profile Matrix.
VIII. SPACE Matrix.
IX. RAND Matrix.
3. EXECUTIVE SUMMARY
Founded in 1990 by Peter Dragone and John Sylvan, Keurig set out to revolutionize the coffee
industry by providing a convenient, easy, and delicious way to enjoy a cup of coffee.
Specifically, Keurig believes that coffee should always be served fresh, whether at home or at
the office, just as in a gourmet coffeehouse. In 1998, Keurig released an industrial strength,
single-serve brewing coffee maker that delivered a perfect cup of coffee, hot tea, hot cocoa, and
specialty products every time. Keurig dispenses coffee along with desired condiments such as
cream and sugar but there are no limitations. With 2-in-1 technology furthers the adaptation of
the single-serve lifestyle as a necessary part of one's coffee enjoyment. In 2006, Keurig became a
wholly owned subsidiary of Green Mountain Coffee Roasters. Inc. as a world-wide industry
leader in single-cup coffee brewing technology. Keurig is now a quickly growing company as
they continue to innovate with new brewing technologies, expand their wide flavor selection,
promote their socially responsible business practices, and work hard to bring consumers the
absolute best cup of coffee available.
Mission Statement: Brewing excellence one cup at a time®
Vision: Keurig's vision is to be the leading specialty coffee company by providing the highest
quality coffee, having the largest market share in the targeted market while maximizing the
4. company value. Keurig intends to achieve this objective by differentiating and reinforcing the
Green Mountain Coffee Roasters and engendering a high degree of consumer loyalty.
Objectives: Due to approximately 24 million coffee brewers were sold in 2012 in the U.S., and
Keurig’s goal was convert half of the 90 million American homes with coffee brewers to Keurig.
Strategies: Keurig identified four main aspects to implement their strategy included new brewer
technologies, new beverage categories, new brands, new channels. First of all, about the
technologies, Keurig expands the Keurig Single Cup Brewing system to include Keurig Vue
brewers and related Vue packs. It launches the Keurig Rivo Cappuccino and Latte System and
Rivo pack espresso blend varieties in partnership with Luigi Lavazza S.p.A. Also, it try to
introduce the GMCR’s Wellness Brewed collection which includes coffees, teas, and “Vitamin
Burst” fruit brew beverages that contained added ingredients like antioxidant vitamins. Secondly,
Keurig try to gain the market share in the office market was to sell machines to distributors and
encourage them to give the machines away or lease them for a small fee. Thirdly, it expands
consumer choice by entering into a number of business relationships, enabling them to offer
strong national and regional coffee brands such as Folgers and Millstone, Dunkin’s Brands, Inc.,
Starbucks coffee, Tazo tea, Eight O’clock coffee, Tetley tea, Good Earth tea, and Snapple tea in
single-serve packs for use with Keurig Single Cup Brewers. Last but not least, it drives Keurig
Single Cup Brewer adoption in North American households and offices to generate ongoing
demand for single-serve packs.
Products and Services:
In the 1990s, Keurig introduced a drip-style machine that provided coffee for those who did not
like espresso. K-Cup® System is an original single-cup brewing maker which is designed to
5. brew a single cup of coffee, tea, hot chocolate, or other hot beverage. Besides, Keurig also
obtains, produces, and sells various kinds of coffee, teas, cocoa and other form of beverages in
K-cup portion packs and coffee in conventional packaging style. Keurig brews coffee or tea by
piercing the foil seal on top of the plastic K-Cup pack with a spray nozzle, while piercing the
bottom of the K-Cup pack with a discharge nozzle. Grounds contained inside the K-Cup pack are
in a paper filter. Hot water is forced through the K-Cup pack, passing through the grounds and
through the filter. A brewing temperature of 192 degrees Fahrenheit (89 Celsius) is the default
setting, with some models permitting users to adjust the temperature. It sells many models for
use with K-Cup packs, for household and commercial use. Licensed models from Breville, made
by the Australian company of the same name, Cuisinart, and Mr. Coffee all introduced in 2010
are also available. It is believed that it is offering more than two hundred varieties of hot
beverages. In addition to the products, Keurig is providing wide selection of whole beans,
ground coffee in fractional packs and ground coffee selections in bags that can be easily used by
customers of at-home and away-from-home markets.
Furthermore, Keurig improves its technology with the advent of Vue® System as a huge step of
innovation. The Vue system offers more control of the brew with a wider range of mug sizes.
Unlike K-Cups Packs, Vue Packs can be emptied and recycled after use. Some models can read
the RFID tags embedded in Vue packs to select the optimal brew settings for each variety of
beverages automatically and brew coffee at different strengths.
In specifically, in the most recent, Keurig is launched the Rivo® System as the most advent
model which offers the ability to make hot or cold espresso based beverages. Lavazza Espresso
coffee packs are used with this system. Espresso size options are 1.4 or 2.8 ounces and three
frothing modes include cold, cappuccino, and latte.
6. Competition: Competition in the single-cup brewing system market was increasing a s relatively
low barriers to entry encouraged new competitors to enter the market, particularly with typically
lower-cost brewers that brewed coffee packaged in non-patented pods. There are many currents
and potential competitors had substantially greater financial, marketing, and operating resources
than Keurig such as Nestlé (Nespresso and Dolce Gusto), Kracft (Tassimo), and Mars (Flavia).
Moreover, in the United States single-cup markert, Starbucks and GMCR had annouced in
March 2011 that Starbucks was the “exclusive, licensed super-premium coffee brand produced
by GMCR for the Keurig Single Cup brewing system." According to Keurig, their primary
competitors were Flavia beverage systems (manufactured of Mars), the Tassimo beverage system
(manufactured of Kraft), the Senseo brewing system (manufactured and marketed by Philips and
Sara Lee), and a number of additional single-cup brewing systems and brands. Kraft’s Tassimo
system was made primarily for at-home use, while Mar’s Flavia system targeted offices.
Recommendation: The case study about Keurig coffee helps us to understand deeply the
importance of strategy development along with factors that need to be taken into account when
designing the strategy. It also highlighted the problems being faced by the company along with
competitiveness in business environment. Throughout the case, we can see that the cost of
Keurig is too expensive lead to the product price seems like higher than competitors’ products.
So, Keurig’s revenue might be decreased (limited company resources). Therefore, we suggest
some useful solutions to reduce the cost by the following suggestions:
- It should continue with its innovation strategy by introducing new products in the market.
7. - With the help of integration, it will be able to lower its transaction costs and bear its efficiency
cost as well.
- It should make changes in its strategies to make sure that it is able to capture its desired market
share.
- It should find out the new market or new customer segments to introduce its products for the
purpose of expanding the sale ratio on global market.
- Improve marketing, advertising and public relations.
- Improve distributors or supplier relationships.
- It should create partnerships with competitors along with following right strategy for
acquisition and mergers.
- It should try to increase firm’s market share.
- It should try to attain lower overall costs than rivals.
- It should try to achieve technological superiority on this industry.
SWOT Analysis:
Strengths:
Firstly, Keurig has a strong brand in the field of the single-serve brewing coffee. It is introduced
in 1997. Hence, the partnership is one of the largest strengths of Keurig compared to other
competitors. Currently, Keurig has solid brand partners such as Green Mountain Coffee®,
8. Diedrich Coffee, Inc., Gloria Jean’s Coffee, Timothy’s World Coffee of Canada, Van Houtte
Inc., Ueshima Coffee Company of Japan (UCC), Celestial Seasonings, The Bigelow Tea Co.,
Ghirardelli, Twinings of London, Tully’s Coffee Co., Newman’s Own Organics, Caribou Coffee,
Coffee People that help Keurig take more opportunities to get a competitive advantage in the
market place.
The second strength of Keurig is related to the patented technology. Keurig has several patents
about its single-serve coffee machines. It seems like a superior technology. These patents cover
the way to brew a cup of coffee by the coffee maker and use the coffee maker. Keurig makes a
profit not only from the sale of the coffee machine but also selling its single-use coffee cartridge.
Thirdly, Keurig is available in many different distribution channels. It is one of the main
strengths of Keurig. A good instance for this view is that Keurig sell over 100 coffee categories
through the coordinated multi-channel distribution network. Multiple distribution channels are
designed to maximize Keurig’s brand recognition and product availability. Keurig products are
served for supermarket, specialty food store, convenience store, food service, hotel, restaurant,
university, travel and office coffee service customers. It helps almost customers can exposure
closer with various brands as well as easily to access to convenience products.
Last but not least, the variety of product is a competitive advantage of Keurig. The large majority
of customers said that they feel enjoy with Keurig products and services. It is really quick and
clean, efficient and convenient for next using. Moreover, Keurig products are eco-friendly
products with the natural environment.
Weaknesses:
9. We know that weaknesses refer to the internal conditions of the firm and where it may be lacking
relative to competitors. Therefore, our company identify the expense of systems that it is a
weakness of the brand. Moreover, Keurig has not spent a great amount of their money for
advertising. That is why it is little brand name presence in world. Beside that GMCR cannot
forecast the demand for K-Cups and have warranty issues as well as no system in place to
handle. Finally, GMCR depend on certain retailer for a substantial portion of revenues.
Opportunities:
In March 2012, GMCR launched Vue brewing machine which is next generation pod brewer that
proposes a variety of some advanced elements as evaluated to standard and modern Keurig
machines. They have been changed with innovative technologies that support demands of
consumer in getting coffees consistent with their tastes and choices. Moreover, consumers can
take control on their drink’s strength, temperature that should be set for brewing, generally it is
related to the brewed and wide range of options to choose from for brewing other drinks like café
beverages such as lattes. GMCR can participate in prosperous market, and carry out promotion
of its specialty coffee as a supplement to this latest presentation i.e. Keurig Vue.
Furthermore, there is a high perception in the market via competitors as partnering with other
coffee manufacturers like Folgers and Caribou Coffee, GMCR can enhance its brand image in
the market. Also, GMCR raises supply of K-Cup packs for competitors so its Keurig products
get more and more popular in the market.
In addition, there are wide options for expansion in other regions. In the last couple of years,
coffee consumption has been grown in Asia, Europe and Brazil so by getting target and creating
10. effect on more coffee drinkers in these countries, GMCR can obtain the competitive advantage
by entering in these markets before its competitors identify this opportunity.
Threats:
Firstly, decrease in coffee consumption in United States market, coffee consumption has fallen
dramatically, specifically it only reaches to 20% of coffee expenditure worldwide. Europe and
Asia are the countries that have capacity of targeting coffee drinkers.
Secondly, there is a high competition, majority of companies are arriving specialty coffee
industry and since there are low barriers to entry, there is an enormous possibility that number of
competitors will get double in next five years.
Next, another problem is related to price volatility, the cost of products is likely to change
suddenly which can be dangerous for GMCR as it is trying to maintain its low cost production
advantage. The coffee suppliers can even change their prices and may start charging high rates
considering the growth in this industry. There is high uncertainly for coffee supplier contracts in
future that can cause difficulty in future profits.
Finally, there is a heavy dependence on specialty coffee farms. Therefore, GCMR counts on
these farms to get best coffee beans for creating perfect coffee blend. If productivity is poor or
weather conditions are not favorable, then farming of specialty coffee beans will be adversely
affected which would create problem for GMCR as it will have low level of inventory and will
be unable to fulfill customer orders on time.
11. Where is your product in the life cycle?
Keurig product belongs to the maturity stage in the product life cycle. The U.S single-cup market
was dominated by GMCR with its cartridge-based Keurig K-cup brewing system. One of the
most valuable evidences for this view is that there were approximately 2.6 million coffee
brewers in offices nationwide serviced by a network of approximately 1,700 distributors in 2012.
Of those offices, GMCR accounted for about half of those were Keurig brewers. Keurig brewers
were to be in 30 percent of offices in England, national penetration in the office channel was
about 6 percent. Another valuable evidence suggests that Keurig maintained the quality products
to easy to use features, and innovative technologies earned Keurig high marks in customer
satisfaction, with 94 percent customer satisfaction from tracked brewer purchasers. According to
the statistics in this case, single-serve coffee machines accounted for 20 percent of total coffee
machine volume sales in 2012, up from 4 percent in 2006. Total coffee maker sales were
projected to increase by 20 percent from 2011 to 2016, largely driven by pod machine expansion.
Consequently, fresh-ground-coffee pods were expected to lead growth within coffee from 2011
to 2016, with off-trade volume growth of 74 percent. Furthermore, as of March 2012, between
10.8 and 12.2 million Keurig brewers were to be in use in the U.S. As of 2006, more than 1
billion cups of Keurig Brewed coffee and tea had been consumed since Keurig launched in 1998.
GMCR continued to be the leading K-cup roaster, representing 57 percent of K-cups shipped in
fiscal 2008. As of 2008, more than 2 billion K-cups had been shipped since 1998.
What kind of strategy did your company have, and what kind do you need now?
GMCR applied the differentiation strategy, specifically GMCR identified four vectors as part of
a growth strategy for Keurig as new brewer technologies, new beverage categories, new branch,
12. new channels. Moreover, it also focused on continued innovation, both in single-serve brewing
systems and other single-serve beverages. Some of GMCR’s 2012 initiatives included:
An expansion of the Keurig Single Cup Brewing system to include Keurig Vue brewers and
related Vue packs;
A launch of the Keurig Rivo Cappuccino and Latte System and Rivo pack espresso blend
varieties in partnership with Luigi Lavazza S.p.A. ( Lavazza); and
An introduction of GMCR’s Wellness Brewed collection which included coffees, teas, and
“Vitamin Burst” fruit brew beverages that contained added ingredients like antioxidant vitamins.
In addition, management was focused on executing on the above stated growth strategy to drive
Keurig Single Cup Brewer adoption in North American households and offices to generate
ongoing demand for single-serve packs. Also, with many single-serve beverage brands across
multiple beverage categories, GMCR offered more than 225 individual varieties, allowing
consumers to enjoy and explore a wide range of beverages. Furthermore, achieving a variety of
brands of coffee and tea, GMCR also produced and sold hot apple cider, iced teas, iced coffees,
iced fruit brews, hot cocoa, and other dairy-based beverages in single-serve packs. Also, it
continued expanding consumer choice in the Keurig Single Cup Brewing system by entering into
a number of business relationships, enabling them to refer some strong national and regional
coffee brands such as Folgers and Millstone (owned by The J.M. Smucker Company),
Dunkin’Brands,Inc., Starbucks coffee and Tazo tea, Eight O’Clock coffee, Tetley tea, Good
Earth tea, and Snapple teas in single-serve packs for use with Keurig Single Cup Brewers.
13. Now, GMCR need maintain profitable, strategic relationships with well-recognized coffee
brands. Also, they can expand their system and officers in other market, and attract some huge
coffee brands in other to create the strong business relationships for ensuring long-term growth,
the health of the overall business.
Internal Factor Evaluation Matrix
Key internal factor Weight Rating Weighted score
Internal Strength
The patented technology 0.05 4 0.2
Large variaties 0.1 3 0.3
Quality of product 0.1 4 0.4
Longer shelf life of product 0.1 4 0.4
Customer brand loyalty 0.05 4 0.2
Brand awareness 0.1 4 0.4
Internal Weakness
Past failure strategic decision 0.2 2 0.4
Inappropriate strategic vision 0.1 1 0.1
Little brand presence 0.1 1 0.1
Few strategic alliances 0.1 1 0.1
1.0 2.6
External Factor Evaluation Matrix
Key external factor Weight Rating Weighted score
Opportunities
Global market typically untapped 0.15 1 0.15
Increasing in the growth of industry 0.15 2 0.3
Quality consided important by consumers 0.10 2 0.2
Increasing trend of specialty coffee drinkers 0.15 3 0.45
Threats
Decline in coffee consumption 0.1 1 0.1
High competition 0.1 2 0.2
Price volatility 0.05 2 0.1
Heavy reliance on specialty coffee farms 0.2 2 0.4
1.0 3.0
15. SPACE Matrix
Internal Strategic Position External Strategic Position
Financial Strength
• Return of investment: 6
• Financial and operating leverage: 5
• Liquidity: 6
• Working capital: 4
• Cash flows: 5
Average: 5.2
Industry Strength
• Growth potential: 5
• Profit potential: 6
• Financial stability: 6
• Resource availability: 4
• Ease of entry: 5
• Capacity utilization: 3
Average: 4.8
Competitive Advantage
• Market share: -5
• Quality: -2
• Product life cycle: -2
• Customer preference: -2
• Technological innovation: -1
• Sound supply chain: -2
Average: 2.3
Environmental Stability
• Technological changes: -5
• Inflation: -5
• Demand elasticity: -5
• Competitor’s price ranges: -1
• Barriers to entry: -3
• Competitive pressure: -6
• Ease of exit: -5
• Price elasticity of demand: -5
• Risk exposure: -3
Average: 4.2
Total axis X score: 1.0
Total axis Y score: 2.5
16. Keurig has the financial strength rank of around 5.2 accounted for approximately 80% in 2012. It
shows strong financial strength and is unlikely to fall into distressed situations. According to the
statistic on the Gurufocus webpage, the financial strength rank measures how strong a company
financial situation is. It is based on the following factors:
• Keurig has a high ROI with 0.67 compared to the industry, the variable can have a 6
score.
17. • Keurig’s change in working capital that ended in Sep. 2012 was $84 mil. It means
Keurig’s working capital declined by $84 mil comparison with the whole market, so the variable
can have a 4.
• Keurig’s liquidly ratio that ended in Sep. 2012 was nearly 125%. Therefore, the variable
cans probably a 6 score.
• Keurig’s financial and operating leverage ended in Sep. 2012 was nearly 76%. Therefore,
the variable cans probably a 5.
• Keurig’s resource availability ended in Sep. 2012 was nearly 59%. Therefore, the
variable cans probably a 4 score.
• The quality of Keurig is better than 86% of the other companies in its peer group with
91% so the variable can be probably a -2 score
• The product life cycle of Keurig is quite stable and there were approximately 2.6 million
coffee brewers in offices nationwide serviced by a network of approximately 1,700 distributors
in 2012, so the variable may be a -2 score
• The Cash flow of GMCR is quite high with other competitors due to its net income got
582.42M, this value is extremely high in competitive market, so the variable can have a 5 score
• The large majority of customers said that they feel enjoy with Keurig products and
services. It is really quick and clean, efficient and convenient for next using. Moreover, Keurig
products are eco-friendly products with the natural environment. Hence, Keurig’s customer
preference is very good, and the variable can have a -2 score.
18. • Through improving of both single-serve brewing systems and other single-serve
beverages in 2012 with the technological innovation of GMCR:
An expansion of the Keurig Single Cup Brewing system to include Keurig Vue brewers and
related Vue packs. A launch of the Keurig Rivo Cappuccino and Latte System and Rivo pack
espresso blend varieties in partnership with Luigi Lavazza S.p.A. ( Lavazza). An introduction of
GMCR’s Wellness Brewed collection which included coffees, teas, and “Vitamin Burst” fruit
brew beverages that contained added ingredients like antioxidant vitamins. Therefore, the
variable can have a -1 score.
• The coffee suppliers can even change their prices and may start charging high rates
considering the growth in this industry. There is high uncertainly for coffee supplier contracts in
future that can cause difficulty in future profits. Thus, the sound supply chain of Keurig is not
strong and the variable is a -2 score.
• The inflation of Keurig is very low with 0.2% compare to other companies, so the
variable is a -5 score.
• The average percentage of Keurig’s product price is around $41.8. It is higher than
Starbucks Corporation price with 31.28% in Jan. 26 2012. Hence, the variable is able to get a -1
score.
• The barriers to entry toward Keurig is low; therefore, the variable can take is a -3 score.
• The competitive pressure of Keurig is low compare to several new entrants or old rivals
because Keurig is a pioneer in the field of making single-serve system as well as it has a solid
foundation about features. So, the variable is a -6.
19. • There is an enormous possibility that number of competitors will get double in next five
years. Besides, market share of Keurig can probably increase with other competitors so the
Keurig is not easy to exit in this major industry, and the variable may be a -5 score.
• The price elasticity of demand is high because the production of Keurig depends on the
preference level of consumers, and price of goods can change by the production, so the variable
can have a -5 score.
• Risk exposure of Keurig is low because its PEG (5 years expected) as 1.86 is stable but it
is also limited by problems of coffee suppliers and price volatility, high competition so the
variable may be a -3 score.
• The quarterly revenue growth of GMCR is highest in competitive market as 0.06, P/E
(ttm) is quite high as 32.45 than some competitors, and so its growth potential is extremely
strong, and the variable can have a 5 score.
• GMCR’s EPS is highest in competitive market, and its profit potential is evaluated as
strength level so the variable cans probably a 6 score
• The market share of GMCR have an increased trend because the quantity current
competitors of this major increase rapidly, and Keurig supplied its product to competitors as a
distributor so the variable may be a -5 score
• According to the values of operating margins and net income of GMCR as 0.2 and
582.42M, the numbers is highest than other competitors so the financial stability is ensured well,
and the variable is a 6.
20. • The Keurig is able to make the product becomes popular , especially it is outstanding
about single K-cup system in US so its barriers is more low than other competitors in this
market, and the Keurig can be more easy to entry as well as the variable can probably a 5 score.
• According to the market capitalization of Keurig is not high, it only gains 18.68B than
other competitors in market, and this value is considered as a medium level for capacity
utilization of Keurig, so the variable can have a 3 score.
• The technological change of Keurig is related to the patented technology. It has several
patents about its single-serve coffee machines. It seems like a superior technology. These patents
cover the way to brew a cup of coffee by the coffee maker and use the coffee maker. Also, it
makes a profit not only from the sale of the coffee machine but also selling its single-use coffee
cartridge. Hence, the variable can have a-5
21. RAND Matrix
The position of Keurig (GMCR) in the quadrant one of the Grand Strategy Matrix that is meant
for those firms which are in a strong competitive position and flourishing with rapid market
growth. Based on case 34 in the book, we find out evidence to demonstrate Keurig in the
quadrant one of the Grand Strategy Matrix.
According to Euromonitor International, the retail volume of fresh-ground-coffee pods in the
U.S. grew by over 500 percent from 2006 to 2011. Pod machines had become increasingly
popular in workplaces and households with pods now available in mainstream grocery stores and
22. hypermarket, led by the products from food-service. Moreover, fresh ground coffee were
expected to lead growth within coffee from 2011 to 2016, with off-trade volume growth of 74
percent. Many forecasted that the global economic downturn would temper demand for pods, as
they were both priced and positioned as a premium product. Manufacturers continued to provide
consumers with customization and price segmentation, pods were forecasted to continue taking
market share from other coffee types. The Keurig found success in the United States, while the
higher-priced Nespresso had struggled, owning to Keurig’s speed and ease of use producing a
high-quality cup of coffee more appealing for American consumption, rather than the European
coffees that Nespresso recreated. Combining this with the licensing agreements between Keurig
and many popular specialty coffee brand like Caribou, Starbucks, and Dunkin’ Donuts, U.S.
consumers were using the machines to recreate the on-trade experience, giving a perception of
quality at lower price points. With single-serve brewer penetration increasing in U.S. households
and players such as Starbucks entering the premium brewer market, exposure for single-cup
machines had been forecasted to increase the double digit growth of the single-serve market.
Approximately 24 million coffee brewers were sold in 2012 in the U.S., and Keurig’s goal was
to convert half of the 90 million American homes with coffee brewers to Keurig. Keurig initially
focused on the away-from-home commercial segment of office users. Increasing demand and
brand awareness enabled Keurig to move to a multichannel strategy, providing widespread
exposure to consumer trial.
Keurig brewers were estimated to be in 30 percent of offices in New England, national
penetration in the office channel was only about 6 percent. Moreover, Keurig continued working
with its network of Keurig Authorized Distributors to execute office acquisition plans and
conduct lead generation, demonstrations, and samplings program to build Keurig’s office coffee
23. business. In addition to Keurig’s traditional distributor network, customers such as Office Depot
and Staples were helping Keurig grow through their business to business solution for both large
and small office applications. Another away-from-home single-serve opportunities Keurig
identified was the hotel market.
In January 2007 Keurig, Inc., and Caribou coffee, the second-largest publicly traded gourmet
coffee company in the United States in terms of number of retail stores, announced a partnership
to market Caribou’s gourmet coffee in the Keurig K-Cups. In September 2008 GMCR
announced an assets purchased agreement to acquire the Tully’s coffee brand and wholesale
business.
GMCR continued expanding consumer choice in the Keurig Single Cup Brewing system by
entering into a number of business relationships, enabling them to offer strong national and
regional coffee brands such as Folgers and Millstone, Dunkin’s Brands, Inc., Starbucks coffee
and Tazo tea, Good Earth tea, and Snapple teas in single-serve packs for use with Keurig Single
Cup Brewers.
GMCR identified four vectors as part of a growth strategy for Keurig:
• New brewer technologies
• New beverage categories
• New brands
• New channels
GMCR also focused on continued innovation, both in single-serve brewing systems and other
single-serve beverage. Some of GMCR’s 2012 initiatives included:
24. • An expansion of the Keurig Single Cup Brewing system to include Keurig Vue
brewers and related Vue pack.
• A launch of the Keurig Rivo Cappuccino and Latte System and Rivo pack
espresso blend varieties in partnership with Luigi Lavazza S.p.A
• An introduction of GMCR’s Wellness Brewed collection which included coffees,
uteas, and “Vitamin Burst” fruit brew beverages that contained added ingredients
like antioxidant vitamins.
References:
http://www.greenmountaincoffee.com/
http://www.ukessays.com/essays/marketing/green-mountain-coffee-roasters-marketing-essay.
php
http://www.nasdaq.com/symbol/gmcr/financials
http://finance.yahoo.com/q/co?s=GMCR+Competitors
http://www.marketwatch.com/investing/stock/gmcr/financials/cash- flow
http://www.gurufocus.com/term/Cash%20Flow%20from%20Operations/GMCR/Cash%2BFlow
%2Bfrom%2BOperations/Keurig%2BGreen%2BMountain%2BInc
http://finance.yahoo.com/q;_ylt=ArVmrYHbMSj0FHyI4rwW1aeiuYdG;_ylu=X3oDMTBxdGV
yNzJxBHNlYwNVSCAzIERlc2t0b3AgU2VhcmNoIDEx;_ylg=X3oDMTBybTBmM2xpBGxhb
mcDZW4tVVMEcHQDMgR0ZXN0AzUxMjAxOQ--
;_ylv=3;_ylc=X1MDMjE0MjQ3ODk0OARfcgMyBGZyA3VoM19maW5hbmNlX3dlYl9ncwR