| Description |
1 online resource (1 online resource) : illustrations (black and white, and colour) |
| Series |
SAGE knowledge. Cases |
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SAGE knowledge. Cases
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| Summary |
From 2002 to 2011, coffee-machine manufacturer Keurig had grown from a privately held company with just over $20 million in revenues to become a wholly owned subsidiary of Green Mountain Coffee Roasters, a publicly traded company with net revenues of $1.36 billion. This case examines the rapid rise of Keurig |
| Notes |
Originally Published in: Anderson, E.T., & Anderson, E. (2012). Keurig: From David to Goliath: The Challenge of Gaining and Maintaining Marketplace Leadership. 5-411-751. Evanston, IL: Kellogg School of Management, Northwestern University |
|
Online resource; title from home page (viewed on April 28, 2016) |
| Subject |
Green Mountain Coffee Roasters, Inc.
|
|
Green Mountain Coffee Roasters, Inc. |
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Marketing -- Management -- Case studies
|
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Competition -- Case studies
|
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Strategic planning -- Case studies
|
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Corporations -- Growth -- Case studies
|
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Competition
|
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Corporations -- Growth
|
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Marketing -- Management
|
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Strategic planning
|
| Genre/Form |
Case studies
|
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Case studies.
|
|
Études de cas.
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| Form |
Electronic book
|
| Author |
Anderson, Elizabeth, author
|
| ISBN |
9781473970083 |
|
1473970083 |
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