Boston Beer Company

The Monster Beverage Corporation distributes, markets, develops and sells; sodas, energy drinks, and various juices. The Monster Beverage Corporation competes with many companies such as; PepsiCo, Red Bull Gmbh, The Dr. Pepper Snapple Group, Kraft Foods, etc. The Monster Beverage Corporation was founded in the 1930s as Hansen’s Natural and was later renamed as Monster Beverage Corporation in 2012. Hansen’s Natural was based in California and is still based there as the Monster Beverage Corporation. The most popular beverage that they make is Monster Energy, which came out in 2002.

Boston Beer Company Mission statement is to “seek long-term profitable growth by offering the highest quality product to the U.S. beer drinker”

Based on Talbots filing of the 10-K, net sales in FY 2005 were $1,808,606 compared to $1,697,843 in FY 2004, an increase of 6.5%. Operating income was $152,148 in FY 2005, compared to $142,115 in FY 2004, an increase of 7.1%. Cash flow from operations was 12% of sales, or $211,438 for FY 2005, compared to $155,223 for FY 2004. Total revenues for the year rose 7% to approximately $1.8 billion. Comparable store sales also grew at a modest 2.6%. Comparable store sales were positive in each of the first seven months of FY 2005, driven by a healthy sales performance across the U.S..

Busch Beer, an established brand sold by Anheuser-Busch since 1955 (3), needs to reshape its brand reputation. In order to do so, Busch’s creative advertising team needs to focus on publicizing the rebrand amidst the high density market for alcohol. They should, of course, do this with Busch’s target audience in mind, and find a strategy to combat the stereotypes for drinking the product, and negative reviews on the product itself exist. Analyzing the aforementioned will undoubtedly lead the Busch team to a strong strategy. Furthermore, the creative team needs to put the rebrand of Busch Beer at the forefront of their strategy, so the product will be recognizable to past, present, and new consumers. In this creative brief, I will outline the

Throughout most of its history, the Coors Brewing Company (Coors) has been a regionalized brewer within the United States, specializing in high-quality beer through by virtue of its source water selection, stringent production standards, and cold filtered brewing approach. As the company expanded its distribution to new markets within the U.S. in attempt to gain market share, it made a strategic decision to maintain a majority of its brewing operations at its primary production facility in Golden, Colorado. This decision was based upon the desire to preserve its core production strengths through close family control. However, as the company desires to expand its market presence beyond the

Boston Chicken is a company to operate and franchise food service stores that sold meals featuring rotisserie-cooked chicken, fresh vegetables, salads, and other side dishes. Its concept is to combine fresh, flavorful, and appealing meals associated with traditional home cooking with a high level of convenience and value. Boston Chicken focused its expansion through franchising the company through large regional developers rather than selling store franchises to a large number of small franchisees. In that, an established network of 22 regional franchises that targeted their operations in the 60 largest

AB seized the popularity of its new product and expanded its marketing campaign to capture all of the people who were active in pursuing a healthy lifestyle. They started marketing at sporting events such as the Michelob Ultra Open at Kingsmill golf tournament and became the "Official Beer" for Great Britain and the USA 2006 and 2008 Olympic teams. The low-carb beer’s popularity caught AB rivals off guard and left them scrambling to develop and market comparable products.

1. The unique business strategies of Boston Chicken acts as a differentiator to the market to obtain a competitive advantage. Boston Chicken’s business strategies are the key to achieving and sustaining this competitive advantage. Boston Chicken was going to utilize several different aspects to achieve their overall business strategy. First, they used collaboration with high quality area developers. Instead of franchising to large number of small franchisees, Boston franchises stores to large regional developers after a careful screening process. This means that the company immediately had strong area developers which are an important component for the development and marketing.

(AbInbev) AB Inbev has been directly affected by changes in the economy within the past few years. They have been forced to make drastic changes within their business practices including reductions in their workforce and changes in compensation and benefits. Fortunately, these changes within the company have proven to be successful and effective.

The higher growth rate in cost of goods sold than in revenues brought the gross profit growth rate down to an average of 8.91%. The gross profit margin was calculated and presented clearly on the company’s annual report. As stated on the report, the gross profit margin decreased in 2012 mainly because of the increased commodity costs during 2012, the increased expenses while shifting channel and package mix, the ongoing fluctuations in foreign currency exchange rates, and the increased cost associated with the acquisition of Great Plains in North America as well as the bottling operations in Vietnam, Cambodia, and Guatemala (50).

SABMiller plc, or SAB, is a beverage and brewing company. SAB is the second largest brewing company; currently the company is negotiating a merger with Anheuser-Busch InBev, or BUD. BUD is the largest brewing company, and also the largest beer distributor in the United States. A merger of such a large mass, like this one, is affecting many parts of the company. Managers of SAB must look closely at stakeholders needs, and ensure they are doing everything they can to keep their stockholders, customers, employees, and members of the government satisfied with their decisions in the upcoming year.

For many years, beer has become the world’s most generally devoured alcoholic drink. With the fast growing societies, thousands of beers are manufactured, sold and consumed every single day. Just like any other drinks, there are many different types of beer such as Heineken, Carlsberg, Tiger Beer, Guinness, Budweiser, Corona and Becks. There are many more brands of beer but these are a few brands that are well-known around the globe. Among the brand of beers that were mentioned above, Tiger Beer, owned by Asia Pacific Breweries (APB) has managed to work its way up to become an international success. This iconic beer that was originated from Singapore has won more than 40 worldwide honours and grants throughout the years (APB, n.a.). It

The company-wide gallon sales and unit case volume both grew 4% in 2006 when compared to 2005. The operating profit of the company was $6,308 million during fiscal year 2006, an increase of 3.7% over 2005. The net profit was $5,080 million in fiscal year 2006, an increase of 4.3% over 2005.

Appendix I outlines various financial ratios that illustrate AB’s overall financial health and potential. One of the most important pieces of financial strength that AB possesses is their free cash flow. This cash flow will allow AB to acquire local Chinese breweries which is a pivotal part of the strategies outlined in this analysis. In addition to large sums of free cash, AB already has a strong position in the Chinese market since its acquisition of Harbin Breweries. This acquisition has allowed AB to enter the Chinese market with a major customer base already established. These strengths will give AB the strategic advantages needed to succeed in the Chinese beer market.

Main business income growth rate (X7) = Main revenue growth of this year/ main income of previous year