個案總覽

The product manager for coffee development at Kraft Canada must decide whether to introduce the company's new line of single-serve coffee pods or await results from the United States. Key strategic decisions include which target market to focus on and what value proposition to signal. Important questions are also raised as to how the new product should be branded, which flavors to offer, whether Kraft should use traditional distribution channels or direct-to-store delivery, and what forms of advertising and promotion to use.

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The product manager for coffee development at Kraft Canada must decide whether to introduce the company's new line of single-serve coffee pods or await results from the United States. Key strategic decisions include which target market to focus on and what value proposition to signal. Important questions are also raised as to how the new product should be branded, which flavors to offer, whether Kraft should use traditional distribution channels or direct-to-store delivery, and what forms of advertising and promotion to use. The case provides a basis for discussing consumer decision making, and stresses the importance of providing a clear incremental benefit when introducing a new product in an established category. It may be used independently or with the supplement, Kraft Foods: The Coffee Pod Launch (B).

This is the second of two cases on Kraft Canada's entry into the single-serve coffee and hot beverage market. Kraft Foods: The Coffee Pod Launch (A) describes the initial situation facing the category manager, who must decide whether to launch a new line of coffee pods that Kraft plans to introduce shortly in the United States. The (B) case summarizes key elements of the marketing strategy, and the preliminary results. Students are then faced with the challenge of what to do next.