Koppert Cress, a Dutch horticultural company founded by Rob Baan, specializes in growing and selling micro-vegetables that promote health or prevent disease. Its business began under the name Koppert Trading before Baan acquired it in 2002. In the five years after the takeover, Baan redesigned the business model, developed new products, expanded production capacity, invested in the latest technology, enlarged the work force, recruited talented managers, and made Koppert Cress a world-class player in the niche market of chefs and restaurants. Its business model centered on innovative price setting. Unlike other Dutch horticultural companies, Koppert Cress detached itself from auctions that determined agricultural prices. Instead, it made up ‘imaginative’ prices, selling high premium products by providing unique added value to customers. Baan contemplated on the option to expand his business to the consumer market, a dream he had cherished ever since he went into the agricultural business over 20 years before. He wondered whether he had all the resources and capabilities in place to create better value for mass consumers without disturbing his up-market niche. In addition, as the consumer market was harder to predict than the chefs’ market, he had to devise the best strategy to minimize risk and increase his chance of success.

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Erasmus Research Institute of Management

Marsili, O., & Yue, T. (2010). Koppert Cress: Creation of New Markets. RSM Case Development Centre. Retrieved from http://hdl.handle.net/1765/38798