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              Tassimo Hot Beverage System—a platform innovation—“brings
              coffee house beverages home,” according to Kraft’s 2005 press
              release announcing it. Based on bar codes on the beverage car-
              tridges, “T-DISCS,” that are inserted into the brewing machine,
              Tassimo automates all aspects of the beverage preparation
              process, from cappuccinos to teas. Kraft has also pursued inno-
              vation along the organization vector to support Tassimo, part-
              nering with Italy’s Saeco for production and Germany’s Braun
              for distribution and service. Tassimo is an early example of
              Kraft’s aggressive R&D program integrating information tech-
              nologies such as bar coding, RFID (radio-frequency identifica-
              tion), and Internet-enabled products into the kitchen, thus
              positioning Kraft as a leader in the evolving home experience.
                 The Tassimo case also illustrates that business design along
              each of the vectors of the business system presents the corpo-
              rate innovator with a make-or-buy decision. Should the com-
              pany modify its capabilities along a particular vector, or should
              it partner with some entity that is able to bring that capability
              to the new business? In some cases, the answer can be obvious,
              like Kraft’s decision to outsource manufacturing, while for
              other business system options, it might not be so clear. Kraft’s
              relationships with its traditional distribution channels were
              established and strong; however, it had little presence in loca-
              tions such as electronics retailers like Best Buy or department
              stores such as Macy’s. The company had the option of build-
              ing these relationships on its own or relying on partners with
              established channels for consumer durables.
                 Unfortunately for Kraft, Tassimo’s success was limited by a
              number of factors, including an insufficient recognition that
              Tassimo was not just a new product but a comprehensive sys-
              tem that needed to be treated differently from the firm’s core
              products. Although Kraft and its partners, Saeco and Braun,
              developed a complete solution, the rollout of the complex com-
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