Luckin Coffee (A): Caffeine-fueled Growth?

Ramon  Casadesus-Masanell; Karen  Elterman

Case | HBS Case Collection | August 2020

Luckin Coffee (A): Caffeine-fueled Growth?

by Ramon Casadesus-Masanell and Karen Elterman

Abstract

This case describes the founding of Chinese coffee chain Luckin Coffee in 2017 and its path to surpassing Starbucks as the largest coffee chain in China (by number of stores) in 2019. Unlike Starbucks stores, which were designed to be welcoming “third places” for customers to gather away from their homes or offices, most of Luckin’s stores were small and bare, reflecting its mission to provide convenient takeout or delivery coffee to busy customers. With its app-based ordering, cashierless stores, and “smart,” cloud-connected kitchen equipment, Luckin positioned itself as a technology company, rather than just a coffee shop, and attracted a number of big-name investors.
However, Luckin used deep discounts on its products to attract new customers, and as of 2019, it had yet to be profitable on a company level. The case asks whether Luckin’s business model could be sustainable, even in the absence of these promotional prices, and whether Luckin’s focus on takeout and delivery (soon to be expanded through a network of vending machines and express coffee machines) was enough to differentiate it from competitors.

Keywords: Business Model; Business Earnings; Cost; Cost Management; Financial Statements; Financial Condition; Financial Management; Stocks; Profit; Revenue; Price; Food; Business History; Employment; Brands and Branding; Product Positioning; Marketing Strategy; Business Strategy; Expansion; Competitive Strategy; Food and Beverage Industry; Technology Industry; Asia; China;

Language: English

Format: Print

44 pages

Educators

Citation:

Casadesus-Masanell, Ramon, and Karen Elterman. "Luckin Coffee (A): Caffeine-fueled Growth?" Harvard Business School Case 721-370, August 2020.

Case | HBS Case Collection | September 2020

Uber at a Crossroads (2017)

Ramon Casadesus-Masanell, Karen Elterman, Ramon Casadesus-Masanell and Karen Elterman

This case describes the history of Uber, its business model—including the ways it differed from that of the traditional taxi industry—and its competition with Lyft. The case is set in 2017, a year in which Uber was plagued by even more scandals than usual, though its behavior had frequently sparked controversy ever since its launch in 2010. By June 2017, Uber had a valuation of $70 billion, making it the most valuable venture-funded tech startup in the world, but a shadow hung over its reputation, due in part to recent revelations about its toxic and sexist corporate culture, and to its tendency to ignore local regulations when expanding into new markets. In June 2017, Uber’s co-founder and CEO Travis Kalanick resigned, and in August 2017, Dara Khosrowshahi, formerly the CEO of Expedia, was hired in his place. Meanwhile, Lyft, which presented itself as the “nice guy” alternative to Uber’s bad-boy image, seemed to be gaining ground. The case asks what Khosrowshahi might do to fix Uber’s broken culture and improve its public image, and how he could best ensure Uber’s dominance in the years to come.

Keywords: Business Startups; Business Model; Customer Satisfaction; Fairness; Values and Beliefs; Price; Profit; Revenue; Investment; Government Legislation; Business History; Compensation and Benefits; Resignation and Termination; Employment; Wages; Lawfulness; Leadership Style; Leading Change; Management Style; Market Entry and Exit; Two-Sided Platforms; Product Design; Organizational Culture; Problems and Challenges; Attitudes; Strategy; Competitive Strategy; Expansion; Transportation Networks; Mobile Technology; Technology Platform; Valuation; Transportation Industry; Technology Industry; United States;