Case | HBS Case Collection | December 2012 (Revised April 2013)


by David E. Bell and Natalie Kindred


Patrick Coveney, CEO of Greencore, one of the top producers of private label prepared foods sold through UK grocery retailers, was assessing Greencore's growth options. Growth potential was limited in the UK, a mature market in which retailers were unlikely to grant much greater market share to Greencore or any of its competitors. In the U.S., where Greencore had struggled to gain traction since its initial entry in 2008, the market for fresh, chilled prepared foods was far less developed. Can Greencore translate its success in the UK to the U.S.? Should Coveney focus on developing the U.S. market or on maximizing Greencore's position in the UK?

Keywords: Agribusiness; Agriculture and Agribusiness Industry; United Kingdom; United States;


Bell, David E., and Natalie Kindred. "Greencore." Harvard Business School Case 513-052, December 2012. (Revised April 2013.)