Keurig Green Mountain (KGM) created a new category of consumer products, becoming a household name in at-home coffee brewing in North America. But by the early 2010s, the public company had lost momentum and suffered a series of product missteps, negative media scrutiny, and ongoing challenges to its partner relationships.
In late 2015, the company was acquired by JAB Holding Company. The new CEO Bob Gamgort led efforts to turn the newly private company around by strengthening partnerships, upping productivity, and reducing costs. In 2017, the company was then able to focus on new growth.
Gamgort had to decide the best strategy from four major options: take the company public again through an IPO; set out for greater global expansion; combine with another coffee business to become a larger player in North American coffee; or diversify beyond coffee through a &#8220;pure play beverage&#8221; strategy. Harvard Business School&#8217;s Senior Lecturer David Fubini and Research Associate Patrick Sanguineti join host Brian Kenny to discuss these options from their case, &#8220;<a href="https://hbsp.harvard.edu/product/425009-PDF-ENG" rel="noopener" target="_blank">Keurig: A Return to Growth</a>.&#8221;

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