Case Study: New Belgium Company

NewCorp is potentially liable for breaching Pat's employee contract based on the termination terms established in the contract. NewCorp needed to put in the contract that hiring Pat was based on a three month probationary period. Pat also signed a document that stated that the employer has the right to terminate the employee at any time with respect to discharge; however, Pat believed that the document did not pertain to him because of the clause in the employee handbook he was provided since the employer failed to notify him of any deficiency in his duties and place him in corrective action plan. Pat also believes that he was being discriminated against because he was vocal over an issue during a recent school board meeting.

New Belgium’s leadership team is interested in opening a third brewery to join our Fort Collins and Asheville locations. As Chief Operating Officer, I have been asked to prepare a list of pros and cons for opening a third brewery. The most important thing to first do would be form a small team consisting of very strong and important people within our organization whom I feel would provide the best combination of ideas, opinions, and overall understanding of the situation. After the team has been formed we would conduct a strong analysis of the situation and determine what would be the key items of importance to consider the opening of a third brewery. The key items on my list would be the cost associated with opening of a third brewery, the

The New Belgium Brewing's tremendous growth to become the nation's third-largest craft brewery and the ninth-largest overall is a great reason for wanting to open the third brewery in its Fort Collins and Asheville locations. When indicating further interesting directions of the future research on the competitive advantage, it is worth considering the relationship between the competitive advantage, the strategy of success, the durability or variability of the competitive advantage and the repeatability or durability of the success in the competitive struggle (Soloducho-Pelc p.278). As a Chief Operating Officer, I would take a list of pros and cons from the internal environment, customer environment, and external environment that help makes

Likewise they revel in rewards and benefits and the exceptionally great perks. Ownership is an aspect that many companies do not give to their employees however, New Belgium Brewery wanted to be an exception and allow the employees to fully make decisions on behalf of the company if they gained ownership in the brand. Workers within New Belgium Brewery, as with time invested in the company, the benefits improve as well. By providing employees with perks and benefits and ownership, it increases the opportunity to provide longevity, better brand awareness, and proper operation of the business. Workers who have been at New Belgium get a cruiser bike for the first year of service, after five years they receive a complimentary brewery-hopping trip to Belgium, and after 10 years of service the workers are given a four week sabbatical and tree planted in their name. However, the greatest perk is the stock ownership plan in which employees have a 42% stake in the company. Essentially important, the company has a 97% employee retention rate which is optimal for success (Bailey, 2011). The employees help build the brand. When customers see the enjoyment of the workers then they are highly likely to gain an appreciation for the company and the brand it fosters. Likewise, the employee-owners or also known as co-workers are not only happy to work for the company, but they highlight many new

Canadian based company, Saralyn Mills, is in need of a new marketing strategy to repair the current shortage of sales in Quebec, Canada. According to the case study, the Quebec and Ontario markets account for 69 percent of the company’s sales in Canada. Currently, Saralyn Mills does not have an effective strategy in place for the market of Quebec. The company’s current goal is to implement a global standardization strategy, which is focused on keeping a set marketing strategy the same for every location. It is up to the marketing manager, Nicole Vichon, to come up with a new and separate marketing plan for Quebec. Even though this would be a major policy change from the current global strategy of Saralyn Mills, case facts prove it could be very effective.

New Belgium Brewing Company’s marketing strategy has always included being socially and environmentally responsible. They have accomplished this in many ways. The New Belgium Brewing Company has a policy of fiscal transparency. This concept and practice of open-book management creates and encourages trust among its employees and customers. They also voted in 1998 to switch to wind power. By 1999 the company was 100 percent wind-powered. New Belgium was the first in the United States to switch to wind power.

Because of Laurier Company buying Western Company, 20 of the previous workers of Western Company were let go. They were promised a severance package that would be equivalent to former Laurie Company employees that were terminated the previous year. Unfortunately, a former Western Company employee named Bill Smith complained his severance package was less than that of the severance package Laurier Company promised. Due to this, a statistician was hired to analyze the situation and see if Smith was correct. The statistician used a sample of 50 former employees from Laurier Company to see how much they were provided in their severance package.

One of the Nation’s third-largest craft breweries, based out of Colorado, New Belgium Brewing Company, Inc. (the Company). The Company was founded in 1991, a privately held corporation. Its first operation started off in the basement of Jeff Lebesch (founder). The Company prides itself on its branding strategies “triple bottom line” and social responsibility which focuses on economic, social, and environmental factors. New Belgium’s marketing strategy links the Company’s viewpoint to the quality of its products. The Company continues to support the community, giving back & advocating positive change. However for continued success, New Belgium has to continually analysis its situation in the marketplace,

1) Evaluate HTC’s performance as described in the case. What are its competitive assets and liabilities?

The Last in first out (LIFO) liquidation Inventory valuation method was changed as Inventory level in1984, 1983 and 1984 was decreased by Harnischfeger. By adopting this process, inventory that was purchased at lower cost in previous years was sold at higher prices.

The O.M Scott & Sons Company has had continued success in the grass seed and lawn care industry. The company started in 1868 as a local company in central Ohio, focused on selling grass seed only. The company saw great opportunity in the lawn care industry, so it decided tot take action. O.M Scott & Sons grew into a national company that distributed its products by mail, and eventually sold to retail stores nationwide in 1959. The company was able to grow expanding the company’s field sales force. This increase in sales force led to a continued increase in sales and profits, which allowed the company to invest in R&D more heavily. This increase in R&D led to better products, which further increased sales and profits. The objective was to service the various retailers across the U.S with adequate inventories, especially in the high seasonal peaks. This was difficult for most of the smaller sized dealers the company was selling to, so Scott had to fund the dealer inventory buildup by itself.

CVS Health Corporation is an integrated pharmacy healthcare and head quartered in Woonsocket, RI. The President and CEO of CVS is Larry J. Merlo. The company has three segments, Pharmacy services, Retail pharmacy and Corporate. CVS was previously known as Caremark Corporation and the name was changed to CVS on September 3rd 2014.

1. Evaluate the economics of Gulf's exploration and development program in net present value terms. How do Gulf's outlay for exploration and development compare to cash returns Gulf generates from these activities.

Planning system weaknesses: To begin with, fundamental assumptions, such as new plants, inventory carryovers, packaging trends, etc., which are used for initial sales forecast, are entirely made by corporate headquarters. However, the divisional managers assume full responsibility for the estimates they submitted to the corporate head office. As a result, they have to make efforts to increase the overall accuracy of forecast and avoid making changes in subsequent reviews of the budget. Moreover, each product line uses the same forecasting method. It is ineffective for the company to make accurate budget since factors affecting each product line are different, such as industry trends, customer preferences and so on. Lastly, instead of plant managers, the district sale managers raise the sales budgets. However, the plant managers are held accountable for this budgeted profit number, which is connected with their performance and is not controlled by them.

New Belgium Brewing Co. (NBB) is a craft beer leader that embraces sustainability and corporate responsibility. For New Belgium, social, ethical, and environmental responsibilities are as important to the company’s operations as profitability. For New Belgium, business is as much about improving the local community as it is about making beer.