New Belgium Expands
Not all businesses are well received in their local communities. Therefore, selecting the right location is critical in the acceptance of the community. New Belgium continues to grow, and they are interested in opening the third brewery to join its Fort Collins and Asheville location. As Chief Operating Office one has been asked to prepare a list of pros and cons on opening a third brewery. The essential items that would be on one’s list are location, culture, and staffing needs. Realtors say it is all about location when selling or purchasing a home or business. Selecting the right state that is welcoming new business is paramount to the profitability of any organization. Several studies have revealed certain regional
This report is based on the plant information of Jos. Schlitz Brewing Company's sixth brewery, which located near Winston- Salem, North Carolina. The purpose of this report is to show the brewery's operation management, analysis and critique the plans and actions of the organization, and point out some disadvantages in the operating.
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 committee will then determine the cities with the most potential to move forward with. Representatives from the Real Estate Department will search the area for existing small, already existing brewery locations available to lease or rent. If no pre-existing locations are available, then competitors with the potential to buy out will be identified. Ideally, leases will be signed for a 7 year term, with the option to extend the lease after 5 years. All locations should be determined by the end of the third quarter. As soon as the areas are identified, members of the Human Resource Department will begin searching for Brew Master to run and operate each of the new nano-brewery locations. These Brew Masters can be identified from current brewery locations or from competitors local to the new locations. Training on the methods and policies of the Boston Beer Company should be immediately upon identification.
New Belgium brewery has increasingly grew throughout the years since their development in 1991. Despite the dominance of the “Big Three” (Budweiser, Miller, and Coors), NBB needs to be aggressive and strive to invest in the attractive beer industry in able to grow more. If positioned correctly, NBB and its main brand, Fat Tire, can continually grow. An evaluation of the industry, the business itself, its brands, and the customers and competitors is needed in order to be continuously successful.
Molson Coors is a thriving international brewing company that has nine Signature Brew drinks and 123 Special Brew drinks that ranges from non-alcoholic to alcoholic (Molson Coors Brewing Company, 2016b). They have multiple markets around the world which contributes to the success of the company in the brewing industry. This report analyzes Molson Coors’ internal and external environments which determines their position in the brewing industry. It also discusses strategies the company uses in order to be successful in their industry. Molson Coors shares the industry with its main competitors but has its own uniqueness that makes its business stand out. Molson Coors is a successful business that presents opportunities for economic growth.
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,
Anheuser-Busch, InBev is a Brazilian-Belgian beverage and brewing corporation headquartered in Leuven, Belgium. In 2016, the company acquired SABMiller to widen its operations. InBev is estimated to command a global market share of 28 percent. Further, the company’s brand portfolio includes soft drinks and beer, such as Corona, Budweiser, Stella Artois, Beck’s, Leffe, and Hoegaarden. InBev plans to launch a new alcoholic product into the market to attract back consumers who have moved away from products, such as Budweiser and Bud Light. This paper seeks to analyze the facility layout of AB InBev regarding how to address production of the alcoholic drink.
The Hampton Roads region is no exception to the recent nationwide interest in local breweries and craft beers. Although certain state regulations initially prevented craft breweries from existing to their full capacity in this area, some breweries still began to achieve success. O’Connor Brewing Company made interest in these beers possible in this area because of its immediate success after a long trail of failed brewing companies (“O'Connor Brewing Company” NP). Due to former regulations, most brewing companies closed within months of starting up their businesses. Previously, Virginia law prevented breweries from selling alcohol at its respective establishments, a key part of upkeep for any local brewery (Riggan NP). Although the
CBPRO is a leading real estate company in Virginia, an independent franchisor of the Coldwell banker brand since 2001. CBPRO’s business focuses on residential real estate services such as selling, buying, and leasing houses; has 299 agents in 13 offices. The residential real estate industry is influenced by the ups and downs of the economy. In good times it fuels consumers confidence and spending, and in bad times consumers are cautious and not willing to invest in a house etc. CBPRO had a breaking sale of 2,848 percent in the first three years of services and during the plummet in the economy, sales flattened down to 2.5 percent, as was the case with the industry in general. (Coldwell Banker – Virginia Beach, Page 279). Due to high competition in the residential real estate industry (especially locally), coupled with fluctuating national economic conditions, and narrowly defined target customers, CBPRO faced several distinctive challenges; residential and clients lists were important to CBPRO business and to its competitors, especially the local competitors.
The brewing industry was once held to competition among many breweries in small geographic areas. That was almost a century ago. The U.S. brewing industry today is characterized by the dominance of three brewers, which I will talk about in this paper. There are many factors today that make the beer industry an oligopoly. Such factors include various advancements in technology (packaging, shipping and production), takeovers and mergers, economies of scale, barriers to entry, high concentration, and many other factors that I will cover in this paper. Over the course of the paper I will try to define an oligopoly, give a brief history of the brewing industry, and finally to show how the brewing industry today is an
Residence Beer Making is way easier than you may realize. Lately, a customer requested me three issues that they should know before beginning their residence beer making adventure. My solutions?
Strengths:The largest producer; Improved productivity; strategic with foreign producers; Two independent distribution Weaknesses:Low volume of sales of nonbeer products; Antitrust restrictionOpportunities:Positive volume growth of beer sales; New and attractive market Threats:Rising foreign firms’ competition; Tariffs elimination; Rising imported ingredients cost
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
Selection of States for product launch: Using the Census data, we are also able to compare the employment, average income population, and other stats for the top ten states. The census helps us to determine where small business, large business, existing business, food marketing, economic plan for state government executive, Tax policy and workforce zone especially those area where natural disaster vanished everything. Which gave him a better understanding of his industry and what he should expect to pay his employees. These data were included in his business plan and in the application that he submitted to his local small business lender for a start-up capital loan. (Parker,
Through their brand recognition, New Belgium Brewery has won the beer battle between most of their competitors. Beer connoisseurs know New Belgium Brewery by their infamous New Belgium Fat Tire. Fat Tire has helped New Belgium gain a competitive advantage because of the beers high demand. Also, New Belgium’s social responsibility is a major part of why they obtain the competitive advantage over their competitors. New Belgium is a simple company that portrays an economical friendly production, a strong family back- round, and consumer-based market strategy. New Belgium focuses on three responsibilities, social responsibility, employee responsibility, and environmental responsibility. Also, because of their focuses, they have become one of the top competitors to other craft beer