John K. Labatt And The London Brewery Company

1467 Words6 Pages
John Labatt (1838-1915), businessman and third son of John K. Labatt and Eliza Kell of Westminster Township, Upper Canada. In 1866, under terms of his father’s will, John succeeded in the control of operations of the London Brewery Company. John K. Labatt had entered the alcoholic beverage industry in 1947 with $2000 investment made along with his partner Samuel Eccels. Labatt Sr. was able to acquire Eccels half of the business upon retirement in 1854, leaving sole proprietorship to the Labatt Family. Prior to the junior Labatt’s accession, his father had sent him to learn the trade under George Smith, a successful English brewer and family friend in West Virginia in 1859. It was there where Labatt was cultivated on the process of…show more content…
There is no denying the achievements of John Labatt, his strengths or the innovations he was able to bring to the consumers and the Canadian brewing industry. However, like many Canadian entrepreneurs being introduced to industrialization in the late nineteenth century, there were also many setbacks that came along with those successes. In the case of John Labatt, the question ultimately becomes whether his gifts were ideally suited to be sole-proprietor? Or whether a partner with alternative business skills would have prevented some of the financial difficulties the company faced toward the end of the century?
This paper concedes John’s Labatt’s accomplishments as a skilled engineer in his trade of brewing. “[Having] a sense his water would suit the production” of the India pale ale formula he brought back with him from West Virginia was an intuitive geographical exploitation of his resources. This examination would also like to acknowledge the tactfulness and innovation displayed by John Labatt’s ability to brand and market. For example, his strategic use of a Labatt logo that “resembled Bass’s red triangle” was an ingenious way of stimulating British colonizers to free associate with a recognizable beer brand from back home. On the other hand, Labatt on more than one occasion failed to make adequate decisions that inevitably
    Open Document