Kbs Business Model

4. Brand erosion is also a key factor to take into account. MMBC is doing things right in the eye of the core consumer and can possibly stumble with its brand equity if they introduce a new product.

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.

Boston Beer’s strategy is primarily focused on growth through differentiation. The sources of its competitive advantage can be classified as a company that provides high quality beer with unique flavors, a market driven approach, and a very efficient contract brewing strategy.

Consumer demand for robust ale was not being fulfilled with the current beers on the market. In 1991 Jeff Lebesch and his wife Kim started the company out of their basement. They focused on the rich flavor and unique concept. Their focus on social and environmental responsibility has set them apart from brewing companies on the market. Jeff and his wife wanted to promote a product while being innovative and socially responsible. They designed their core values and mission statement while hiking in a national park (Ferrell, 2010). In addition they wanted to promote the brand and corporate citizenship (Ferrell, 2010). Although the product is alcohol they encourage consumers to be responsible. Also, they have sponsored events, dinners and philanthropic causes to help gain consumer loyalty. In 2013, USA named NBB as 6 out of 15 best brewing companies (Franklin, 2013). Also, the company has increased is competitive advantage with is stance on environmental conscience brewing. They were the first brewery to utilize wind power generator, even with an increase cost of .025 per kilowatt (Asher, Bidner and Greene, 2003). Also, they utilize light tunnels, windows and recycled steam to reduce their carbon footprint (Gorski, 2013). In 2002 NBB participated in the LEED-EB pilot program (Ferrell, 2010). Furthermore, the company donates $1 for every barrel of beer sold to each of the 26 states territories and distributed $700,000 in 2012 (What we are about, 2013). Despite

I believe that currently AB is keeping a close eye on competitors, especially those throughout the craft beer industry. Over the past few years, AB has not only been monitoring the expansion and popularity of smaller breweries, but also has been acquiring craft breweries in order to compete with the growing craft beer industry. With the rapid growth of craft breweries, I believe AB has been focusing more effort on targeting those people that seek out craft beer or who are interested in trying more craft beers, which is why they have purchased smaller craft breweries such as Wicked Weed, 10 Barrel, Elysian, Blue Point, and Goose Island (Herz, 2017). Managing their competitors closely can help keep them one step ahead in markets and also in acquisitions within the industry.

The next project was bottling Gordon Biersch signature beer and retailing it. This had three biggest challenges: this project was entirely Gordon’s baby and demanded time and attention; secondly the freshness of the bottled beer versus the freshly brewed was an issue for which they decided the beer would have a shelf life no longer than three months. Thirdly and the most exciting challenge was the head-to-head competition with other microbreweries and premium beers. Despite the tough competitive environment, Gordon Biersch aimed to achieve 11% of the market in three years (by 1996). This retail venture required huge investment, thus they decided to start small to prove to the investors that they could pull it off.

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

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.

They have focused on building brand recognition and profitability by growing the business gaining assets to grow the company and products for greater customer satisfaction (About GMCR, 2004-2009). GMCR’s strategy to incorporate current large brands, such as Tully’s, Diedrich, and Keurig has helped to expand their customer base and satisfaction as well as the markets for their products (Phillips, 2011). Their focus on increasing their market shares in other companies will facilitate their expansion into new geographical markets and promote the brand. GMCR’s partnership with Keurig creates a larger consumer choice and the addition of agreements to create portion packs for the Keurig with companies such as Starbucks, Dunkin Donuts, and Newman’s Own helps set them apart from the competition (Invest in the Markets, 2011).

A good example is a children?s clothing store. They must be able to understand what has made their competitors like Carter?s and

The Company must revisit objectives and goals and look into available resources (partnerships). At an external level, facing competition from other types of craft brew products. The Company needs to assess competitor’s strength and weaknesses, gathering data which in turn may provide a “loophole” for New Belgium to target the competitor’s market share. The Company will gather information of potential new customers. Figuring out why do customers select competitor’s product over theirs or what customers want, as tastes and trends are always changing. There will always be regulatory laws and social propaganda of “drink responsibility.”

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.

Indeed, the sharing economy known as collaborative consumption. It is a trending concept that highlights the skills for individuals to rent or borrow the goods as compared to purchase them. Without a doubt we can say that 2013 is a sharing economy year. (Forbes, 2013) The concept of the sharing economy is following below:

M & S moderately or diligently aligns its products and ideas based on the dynamic or ever transforming market trends and fashion needs. According to the case study, M & S is highly concentrated in the fashion industry and its ever-growing demand for its exclusive garments and customized accessories. Hands-on approach is mostly utilised by modelling agencies to fulfil the industry’s standards, and in the process valued customers attain assistance from M & S to enable open communications pertaining to the required alters to be made to placement orders. M & S has put in place two forms of communications to assist customers who require to voice out changes

Strategy as positioned by Rotharmel, describes the goals actions a firm intends to takin in its quest to gain and sustain competive advantage, its when you understand this strategy that an business model is formed. Business model outlines how the business works and thrives (i.e understanding who is the consumer, what does the consumer want and how are we bringing value to the consumer. In other words A business model is an abstract representation of some aspect of a firm’s strategy (Lewis, G & Seddon, P, 20013, p.2). One can look as strategy being the external piece coming up with perspectives for the organization, while the business model is the internal piece of the organization, demonstrating how the organization plan on utilizing those strategies to generate revenue.