Case Study New Belgium Expands

An important factor in any business is the branding of that business. A company such as New Belgium Brewery, which obtains a strong slogan, uses their brand to gain new customers. In any grocery store, there is more than likely a New Belgium Brewery product on their shelves. New Belgium is an employee based company that allows their employees to be themselves. Also, the founders of New Belgium teaches their employees to work for them with passion and not just for a paycheck (Goodman, 2015). New Belgium Brewery has to create a strategy to keep the same branding when it decides to take its business globally. However, for them to accomplish this, New Belgium Brewery will have to keep its employees passionate about working for them. Also, New Belgium will have to advertise their brands of beers to their targeted buyers. To reach more people all over the world, New Belgium Brewery has created websites to allow its customers to interact with their brands (Ferrell & Hartline, 2014). Also, New Belgium can think about building a brewery overseas to gain more customers in different countries.

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.

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

New Belgium has created a mission statement that is implemented in every facility and among every worker within the company. The company embraces the idea that they are a small company and promotes the sale of their products by creating a mission statement that is appealing to customers. A well thought of mission statement serves as a guide for the company and customers to understand the direction the company wants to progress in as well as develop a company purpose (Bartkus, Glassman, and McAfee, 2000). New Belgium’s mission statement is “to operate a profitable brewery which makes our love and talent manifest” (Ferrell and Hartline, 2005, p. 354). Therefore, the mission statement is one way for the company to express how whimsy and fun the

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.

     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

* Business located in a prosperous and developing neighborhood which could lead to new potential customers

As of June 2015, there are eight breweries in Huntsville, soon to be nine. This smallish southern city, population 180,000, has undergone a total transformation as far as its craft brewing industry is concerned. Like so many other American cities, beer has come into the vogue, but few if any can claim to have experienced such as a rapid, radical, city-defining seismic shift. In just five years, “old veteran” brewing presences have been established and a younger generation has come along to reap the rewards of a clientele that continues to refine its taste. It’s still very much a work in progress, but to compare the “before” and “after” statistics is shocking. Thanks to a timely repeal of some antiquated laws that held the brewing industry back-a home brewing ban, an ABV cap, a ban on large-format bottles-craft beer is now free to thrive.

1. What environmental issue does the New Belgium Brewing Company work to address? How has NBB taken a strategic approach to addressing these issues? Why do you think the company has chosen to focus on environmental issues?

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.

Belgium is home of the finest ales and have been known to brew for centuries. So when Jeff Lebesch, an electrical engineer from Fort Collins, Colorado took a bicycle trip through Belgium it made him realize there may be a market back home to sell Belgian-style ale. Jeff returned home with hopes to experiment and brew his own beer in his basement from the various ingredients he received on his trip. When his friends approved of the ales he started marketing them to the local town. He later opened New Belgium Brewing Company in 1991. His wife, Kim Jordan was the company’s marketing director. They named their first brew “Fat Tire Amber Ale” after Jeff’s

Volume decreased for the first time in over twenty years in 1975 by four percent, during that same time Coors started to push out further in an attempt to become a national brand. 1985 marked a major year for the company as it set records in volume sold and revenues from the brewing division. Between 1975 and 1985 there were major changes in the company that eventually led to the company possibly opening its second brewing facility in history in Virginia. Through these years there were many new strategies implemented to foster this growth. In this paper I will diagnose key decisions, analyze potential solutions and show the actions needed to achieve the suggested changes.

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.

|What do you see as the key success factors for firms in the global beer industry? |