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  • February 2019
  • Case
  • HBS Case Collection

Canibal—Play It Green!

By: Frank V. Cespedes, Joseph B. Fuller, Tonia Labruyere and Elena Corsi
  • Format:Print
  • | Language:English
  • | Pages:24
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Abstract

In 2011, Canibal launched a machine that could sort and compress aluminum cans, plastic bottles, and cups. Users could play a jackpot-style game on the machine’s digital display, while disposing of their beverage containers and earning coupons or other rewards. The machine could also display advertising or serve as a communication tool. In 2016, the company's new machine, the i3, had more potential than earlier models, due to enhanced reliability and displays that could allow Canibal to pursue new markets. Benoit Paget, CEO and founder of Canibal, must choose a growth path: which customer segment should he focus on? How should he position his product? What would be the implications of these choices for marketing and sales requirements, pricing, and funding?

Keywords

Sales Growth; Recycling; Start-up; Scaling; Market Selection; Sales; Marketing; Business Startups; Growth and Development Strategy; Segmentation; Product Positioning; Technology Industry; France

Citation

Cespedes, Frank V., Joseph B. Fuller, Tonia Labruyere, and Elena Corsi. "Canibal—Play It Green!" Harvard Business School Case 319-089, February 2019.
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About The Authors

Frank V. Cespedes

Entrepreneurial Management
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Joseph B. Fuller

Entrepreneurial Management
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More from the Authors

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    The High Cost of Neglecting Low-Wage Workers: Six Mistakes That Companies Make—and How They Can Do Better

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    Ferrari: Shifting to Carbon Neutrality

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More from the Authors
  • The High Cost of Neglecting Low-Wage Workers By: Joseph B. Fuller and Manjari Raman
  • The High Cost of Neglecting Low-Wage Workers: Six Mistakes That Companies Make—and How They Can Do Better By: Joseph Fuller and Manjari Raman
  • Ferrari: Shifting to Carbon Neutrality By: Raffaella Sadun, Elena Corsi and Leila Doumi
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