Product details

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Abstract

This is a Spanish version. This is the second of a three-case series. The (B) case describes the introduction of the new machine (called Nescafe Dolce Gusto) in October 2006, and compares its strategic positioning (and business model) relative to Nespresso. It examines the questions: (1) is the Nescafe Dolce Gusto strategic position substantially different from the Nespresso and Nescafe strategic positions? Has Nestle succeeded in entering the mass market with the new machine or is it simply crowding out Nespresso? and (2) was the choice of brand name appropriate?
Location:
Industry:
Size:
Sales USD71 billion
Other setting(s):
2004-2007

About

Abstract

This is a Spanish version. This is the second of a three-case series. The (B) case describes the introduction of the new machine (called Nescafe Dolce Gusto) in October 2006, and compares its strategic positioning (and business model) relative to Nespresso. It examines the questions: (1) is the Nescafe Dolce Gusto strategic position substantially different from the Nespresso and Nescafe strategic positions? Has Nestle succeeded in entering the mass market with the new machine or is it simply crowding out Nespresso? and (2) was the choice of brand name appropriate?

Settings

Location:
Industry:
Size:
Sales USD71 billion
Other setting(s):
2004-2007

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