Nespresso

1

THE
DIFFUSION OF
NEW ANALYSIS OF THE NESPRESSO
PRODUCTS
AND DIFFUSION
TECHNOLOGIES

Diffusion of Innovations: Nespresso

Student No: 0955773 | Word Count: 3000 + 10%

2

Contents

Introduction .............................................................................3
The Nespresso Journey............................................................4
Strategic Leadership.................................................................5
Main Driving Factors: PESTLE Analysis................................7
Political............................................................................8
Economic..........................................................................9
Social..............................................................................10
Technological.................................................................12
Legal...............................................................................13
Environmental................................................................14
Nespresso – Consumer uncertainty in process.......................16

Key Marketing for Innovation Diffusion – Nespresso Club..18
Appeal to Opinion Leaders....................................................19
Conclusion..............................................................................20
References..............................................................................21
Appendix 1 – Key Survey Results.........................................24

3

Introduction
The Nespresso story began with a simple but revolutionary idea;

‘The perfect cup of coffee, time after time and cup after cup’
To do so Nespresso pioneered the concept of premium portioned coffee, designed for

maximum convenience. The process redefined the way coffee lovers around the world could

enjoy their coffee. Key to the vision was a determination for quality, innovation and

perfection. This essay will consider the diffusion of Nespresso over time, through different

markets and countries, identifying the main driving factors in the process through a PESTLE

analysis.

With all innovations comes uncertainty, I will identify potential issues which Nespresso faced

within the diffusion process, considering the consumer characteristics which made this

innovation viable. The essay identifies the key marketing efforts which Nespresso utilised to

speed up the diffusion process and develop worldwide consumer acceptance.


4

The Nespresso Journey

In the Late 1970s Nestle dominated the instant coffee market with its Nescafe brand, this

accounted for 30% of worldwide coffee consumption, although Nestle had no significant

presence in the larger roast and ground segment. Senior management realised the

opportunities for growth in this rapidly developing 'gourmet' segment.

The technology behind the Nespresso system originated in Geneva, gaining support from the

food service division, which identified Nespresso as a suitable product to enter the

restaurant market. By late 1987 only half the machines that had been manufactured were

sold and subsequently in 1992 they decided to abandon the strategy in favour of targeting

the office coffee sector, which seemed a good place to build awareness and create a loyal

customer following. They partnered with a Swiss company already present within the office

market with distribution experience; it was felt that compared with households, office

managers would be less sensitive to the relatively high unit price of the machine.


5

Strategic Leadership

Shreiber and Chakravarthy (2007) demonstrated the crucial role of innovation at Nespresso,

stating that the project would not have become a reality had the CEO of Nestlé, Dr Helmut

Maucher listened to the pessimistic consumer surveys for the proposed innovation.

Deschamps (2005) identified the importance of the selecting the right leader to implement

innovation strategies. The key aspects of leadership are to promote and sustain innovation;

it seems the Nespresso success could be linked to the selection of an innovative leader. The

Swiss born and US educated Yannik Lang was brought into the Nespresso team, with a

reputation for flair and creativity. He concluded that the prospects in the office sector were

limited, but identified potential in the household market.

They tested this high risk strategy in the single market of Switzerland, deciding that one

market would be easier to keep in control of and be easier to shut down if not successful.

The test proved successful, so a staggered international introduction was followed,

launched in Italy, the world's largest espresso drinking nation and a market renowned for its

passion and expertise of espressos. Nespresso obviously were confident in this product,

followed by entry in Japan, one of the world's fastest growing coffee markets.

Due to the shift to the household market, they decided to re-evaluate their old distribution

strategy, the idea of channelling capsule sales through supermarkets was explored, but

selling the coffee capsules in US food outlets failed. The premium consumer segment was

small, they still had an average awareness rate of less than 5% within international markets,

while penetration was less than 1% of households. This left retailers with a considerable

stock of stale coffee capsules, taking up to three months for the Nespresso capsules to

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arrive on store shelves, cutting in half the time remaining until the expiry date. With such a

short shelf life quality could not be assured, this strategy of supermarket distribution was

subsequently rejected as it was felt this would transfer the profitability of the business away

from Nespresso. Nespresso seized upon the idea of offering a direct channel to stay in close

contact with the consumer, creating exclusivity at the same time, effectively turning a

technical constraint into an elegant marketing solution. In addition to handling calls it

offered consumers around the clock order taking through the usual channels, with the

advantage of prompt delivery in just two business days. While offering personalised advice,

trained coffee specialists were on hand to advise consumers about the different coffees and

provide technical assistance. By 1999, Nespresso were receiving 70,000 orders worldwide

each day.


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Main Driving Factors


PESTLE Analysis

8

Political

To further develop, produce and market the Nespresso system, a separate company was

created. The new business involved selling coffee, something Nestle were already the

market leader. The company’s top management decided early on that the similarities

between the two businesses were more illusory than real. Nestle were selling instant coffee

to the mass market but Nespresso specifically targeted wealthy and young urban

professionals, positioning itself as an upmarket brand. Nespresso adopted a business model

more akin to a luxury goods manufacturer, not only were the two business models different,

they potentially conflicted as Nespresso could be cannibalizing the sales of Nescafe, while

the values and attitudes of the Nespresso organization were the exact opposite of those in

the traditional Nestle organization.

It was decided that a new unit would be able to move faster in seizing the market

opportunities identified within the newly-created individual portion category. A study of

FMCG companies by Ghoshal and Bartlett (1988) considered the effects of subsidiaries for

creation, adoption, and diffusion of innovations. It found that the subsidiaries of Unilever,

ITT and Philips enjoyed considerable strategic and operational autonomy; such a structure

was found to be a better environment for innovation, creation and diffusion. It found that

high levels of centralization could be likely to impede an organization's ability to create

innovations. A separate company provided a more flexible and dynamic entity, with

freedom to experiment. Nespresso could position themselves differently than Nestle, this

separation allowed them to develop separate commercial, distribution and workforce

policies, it seems that this structure was an important success factor.

9

Economic

Cafes inspired the coffee revolution, stimulating the development of coffee drinking,

creating consumers willing to pay vast sums for the 'coffee shop experience’ Through
experience’.

creating interest in the coffee process and provenance, Nespresso have been able to add

value through the 'Grand Cru' offering
nd offerings.

When a customer purchases the machine, ranging from £119 to £1500 they are tied to
hen £1500,

using Nespresso capsules and the closed system allows Nespresso full control to set its

prices. Prices of capsules are fixed at between £0.27 and £0.31 per capsule, much higher

than any other coffee option in the home, over 3 times higher than for filtered Nespresso,
her

interestingly the brand communication very rarely even makes any reference to price, which

makes me think of quite an apt staying.


'If you have to ask the price, you can’t afford it’

10

Social
Aaker (1997) identified 5 dimensions of brand personality; most relevant for Nespresso is

‘Sophistication’, this helps reinforce its premium positioning, while developing exclusivity,

differentiating it from the other coffee brands, adding feelings of style and elegance.

Nespresso have segmented their target group further by simultaneously launching machines

to appeal to users within this segment, such as machines designed in a slim format to easily

fit into the smaller spaces, or those with an urban vibe or daring style. A recent model

shown below demonstrates the adaptability of Nespresso, creating a machine for couples,

representing flexibility for this group, at the same time retaining its trademark elegance.


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Primary research of young professionals (Appendix1) identified interesting characteristics

about affluent city dwelling professionals. They were asked ‘How important to you is fashion

and style? Based on 107 responses, 49% responded important, while 28% responded very

important. The next question ‘How many people live in your household?’ 24% responded

‘live alone’. For a greater understanding about levels of disposable income I asked, ‘How

much do you usually spend on a pair of jeans?’ 25% responded over £80, suggesting an

affluent young and single segment really does exist.

Nespresso utilised the power of celebrity endorsement, picking someone with an image

consistent to the Nespresso brand. George Clooney is a fantastic choice for brand

ambassador, stating they have many things in common, an intense love of style & good

living, both impress their respective fans and stand for incomparable quality. George

Clooney represents a personification of what the Nespresso brand stands for. This method

of linking similarities between the brand ambassador and the brand are detailed in

McCracken (1989), finding the use of celebrity was found to be most effective when

meanings are able to pass from celebrity to product and from product to consumer. The

article acknowledged that the celebrity can draw powerful characteristics from the roles

they assume while in character, seen to contribute to their personality.

Nespresso have targeted the premium market, finding product champions to represent the

high quality of the product. They have gained more media exposure while amazingly not

diluting any of the products exclusivity. Understanding the social aspects allowed Nespresso

to strengthen their brand image. Greater exposure helped with the diffusion process, subtly

informing the target market, encouraging them to try Nespresso.

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Technological

Nespresso machines were successfully developed thanks to the creation of an innovative

culture and environment that allowed and encouraged team members to take intelligent

risks, giving everyone the chance to be an innovator. Kumar & Steenkamp (2007) identified

that successful innovation requires changes in three key processes: new product

development, new product launch, and intellectual property protection. Nespresso have

effectively dealt with these three issues, firstly Nespresso have created technological

pairings with exceptional manufacturers, this can be seen through winning several design

awards from 1996 to the present day.

The Nespresso key strategy is based on its core competency of coffee, they developed

policies to intensify cooperation in the R&D sector with universities, research institutions

and companies. Nespresso created a design award for students of product design, the

support of young talents is an investment in the future, nurturing talented innovative

inventors and creating an interest in coffee machine innovation. The pace of innovation is

fast within this high value industry, Mitchell (2007) found cooperation with others brings

new insights and can open new domains and develop the necessary experience. It’s

therefore imperative that Nespresso continue to attract and work with industry leaders and

continue their machine evolution, coffee quality and capsule development.

13

Legal

Nespresso commercialise the machines under license, while remaining in strict control of

the capsule content, only available in Nespresso stores or boutiques. The pod technology

means that no drinks other than what Nespresso intend can come out of a Nespresso co-

branded machine, such control over the licence can ensure a buzz is created through its

exclusivity.

The concept of Nespresso, the machine, capsules and service is protected by 70 patents

which acts as a suitable barrier for potential competitors and imitators. Suppliers must

conform to the restricted set of standardised designs and this level of control and exclusivity

ensures an exceptionally high quality, while Nespresso can gain leverage from respected

machine manufacturer brands such as Krups and the ultra premium machine brand Miele,

pictured below.


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Environmental

It seems Nespresso are content meeting the minimum ethical and environmental

expectations of consumers, knowing that taste and luxury are more important to this

segment. There is large waste-per-cup with this product, while aluminium recycling

programs have been limited to only a few markets. Starting in 2009, New York boutiques

started taking back used capsules, it is suggested this initiative should be rolled out globally.

To counteract criticism Nespresso have participated in various sustainability principles such

as collecting rainwater and local community heat exchange, while an automatic standby

function was introduced to help reduce energy consumption. Nespresso make little

ecological claims on their products, avoiding a hypocritical approach. While much of the

coffee industry is being sold through fair trade markets, Nespresso instead invest in

sustainable quality development, which is hoped to result in higher quality beans. Coffee

farmers who are part of program are rewarded with not only higher prices but through

creation of long term partnerships.

It seems Nespresso have taken a clever approach, avoiding the high priced fair-trade market

means that they can be more profitable, while investing in an exclusive program which

differentiates their product from the fair trade offerings which already saturate the market.

I have travelled to the coffee farms and met some farms that supply Nestle beans, shown in

the picture below is a similar coffee organisation called UTZ certified, which promotes

traceability for coffee, such sustainable projects are mutually beneficial, with the potential

to become more viable than the artificial price setting Organic and Fair-trade movements.

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16

Nespresso – Consumer uncertainty in the process

The premium pricing of this product could potentially restrict the successful diffusion rate of

the innovation, to protect against this Nespresso made sure to emphasise at every

opportunity its high quality, moving it away from a commoditised coffee drink, promoting

the ultimate coffee experience. Nespresso have added value by establishing the line of

'Grand Cru' coffees in a similar way that 'Grand Cru' distinguishes a top quality wine. The

association with 'Gourmet' suggests that special care and attention has been devoted,

adding value and differentiating it from all other coffee. The premium positioning that

Nespresso have taken makes it difficult to compare with other home consumption coffees,

the only thing coming close to Nespresso is a cafe espresso, and in this comparison

Nespresso is much cheaper at 30p per shot compared with around £2.00.

There is potential uncertainty among consumers that the range is quite small, club

members’ feedback was used to develop new and exciting coffees, each year they add

limited edition 'local discoveries'. The 'special club' and 'limited edition' coffee appeals to

consumers who enjoy exclusivity and limited edition products to feel special. Nespresso

have tried to counteract the limitation on coffee choice by allowing consumers to express

themselves with a stylish range of machines, specially designed for city goers and retro

lovers, the latest CitiZ machine was developed based on club members’ feedback, it is

hoped that this involvement would help product acceptance.

Nespresso toyed with the idea of making the Nespresso machine capable of handling other

hot drinks; however this approach was scorned, which subtlety suggests superiority. ‘Why

would you want to drink something other than coffee?’ Although advertising does

demonstrate the ability of Nespresso to make cappuccino and latte, the focus of this

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machine is towards espresso, to enjoy coffee it at its best; no compromise, no gimmicks.

The barrier to successful diffusion of Nespresso is potential resistance from coffee

traditionalists who are anti-technology and loyal to the old methods. Nespresso opened

boutique bars in glamorous locations to position Nespresso as a suitable rival, proving the

experience is exactly the same, if not better!

Research found 60 per cent of the sensory experience of drinking espresso comes from the

retail environment so they launched a chain of upmarket coffee outlets partially to enhance

the appeal of their home-prepared product, Soars (2009). The way that Nespresso promote

sampling has been successful to achieve acceptance from the traditionalists.

The café culture ties in well with the Nespresso image, a benefit of the coffee house

experience is the coffee education, a development of what you learn in Starbucks,

Nespresso is the next step of coffee appreciation, they want to recreate the Italian espresso

bar experience. Adverts appeal to those who are likely to have an urban apartment,

assuming they care about the design and are house-proud, they want to encourage the cafe

culture without even leaving your own home, it’s sociable and flexible!

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Key Marketing for Innovation Diffusion - The Nespresso Club

Prior to the Nespresso club, the company relied mainly on word of mouth, which was

possible due to the existence of an extremely loyal customer base, resulting in step by step

growth. Liebermann (1999) found membership clubs (MCs) to have a concrete potential of

enhancing members’ patronage, the empirical results show that MCs enhance three areas:

image, sales and marketing. In the annual satisfaction survey, 95% of the 1 million

respondents were 'Totally Satisfied’, suggesting brand loyalty created a special and unique

relationship. The Nespresso club database allowed segmentation according the consumption

patterns and length of membership, the database was set up to handle orders for capsules

and customer details, including ordering patterns. This database subsequently provides a

wealth of information about usage, attitudes and behaviour, providing valuable data, which

has proven instrumental the successful relationships Nespresso have developed.

Nespresso have total control of all sales coming through this channel, with the ability to

closely track new members. It’s felt that long term consumption habits are formed by usage

patterns established early in the relationship, allowing them to work out the potential

lifetime value, thereby placing an appropriate level of care. Heavy capsule users (more than

100 per month) were followed up by Nespresso club staff if these users failed to place an

order by an anticipated date they would get in touch to make sure their machine was

functioning, take orders or answer questions. This enabled identification if machines needed

servicing, arranging for free home pick-up and return, while a replacement would be loaned,

all contributing to the development of customer intimacy.

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Appeal to Opinion Leaders
Word of mouth proved to be a successful but slow process, other means were considered to

speed up the awareness and diffusion process of the Nespresso concept. Over the last 8

years the number of Nespresso club members worldwide jumped from 600,000 to more

than 6 million, with an additional 2.2 new members added in 2008 alone. 50% of all

Nespresso club members first experienced the brand through existing members.

Valente and Davis (1999) researched the role of opinion leaders, finding they accelerate the

diffusion process and opinion leaders usually were identified as heavy users. Nespresso

developed a model to target the innovative consumers and develop strong relationships

with them. Through WOM, sponsorship and PR, the customer base has steadily expanded

among the elite of espresso lovers, Nespresso reported that Heston Blumenthal, chef of the

renowned English Michelin-3-star restaurant "The Fat Duck", succumbed to the exceptional

quality of Nespresso coffees, suggesting mainstream gourmet acceptance.

The strategy to further internationalise and position Nespresso as a premium product was

strengthened through the patronage of British Airways and Cathay Pacific among many

other airlines who now serve Nespresso Coffee on-board first class, as each day more than

10,000 Nespressos are served in onboard this is diffusing the Nespresso concept further.

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Conclusion

Most people previously consumed espresso away from home, in restaurants, hotels, bars

and cafes, vending machines, offices and public areas. Home consumption was limited due

the perceived high price of espresso. In cafes, espresso was inexpensive and widely

available, but only 1 in 5 Italians consumed espresso at home.

Consumers have moved away from traditional coffees and developed a taste of inventive,

upscale, premium priced speciality coffee, the trends suggested that traditional coffee

popularity is declining, the gourmet coffee world was revolutionised by Starbucks, leading to

espresso being perceived as a trendy, socially elite drink. The typical espresso drinker can be

defined as a city dweller with discerning tastes in food some may say a ‘bon vivant’.

Nespresso identified well educated and affluent, 35-45 year old, who enjoyed drinking café

quality espresso at home, finding this segment would constitute a profitable segment for

the Nespresso system.

Nestle identified over time that the household market was suitable for building long term

business, they recognised that demanding consumers would need to receive high levels of

attention to retain their loyalty. Investments were made in the training of sales clerks in

retail stores to encourage the first connection, promote tastings and reflect the key

attributes of the product to emphasise the points which matched the consumer’s lifestyle.

The opportunity was there for a home gourmet coffee experience and Nespresso

successfully innovated a fantastic product to fulfil this need.

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Appendix 1 – Summary of Key Survey Results


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