[pic] NEW BELGIUM BREWING CO. [pic] TABLE OF CONTENTS EXECUTIVE SUMMARY 3 CORPORATE INFORMATION 5 SWOT ANALYSIS 9 PORTER 5 FORCES MODEL 14 PRODUCT MARKET MATRIX 22 CONCLUSION 23 REFERENCES 25 EXECUTIVE SUMMARY The New Belgium Brewing Company is one of the leading producers of craft beers, or
Management 303 SWOT Analysis of Anheuser Busch Section 1 Organizational history In 1843 Eberhard Anheuser immigrated to the United States from Germany, after settling in St. Louis he became part owner of Bavarian Brewery in 1852. In 1860 Anheuser bought out other investors and changed the name of the brewery to
New Belgium Brewing: Ethical and Environmental Responsibility History 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
Within the craft beer market, consumers have many products to chose. A product is anything offered within a market that which fulfills a want or need (Armstrong & Kotler, 2015). In 2012, over 1,750 breweries operated in the United States (U.S.), with over 1,920 the following year (Brewers,
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.
Meanwhile, since Grolsch used other brewers for distribution while importing beer into foreign countries, the ongoing industry consolidation often led to a need for changing distributors. In several of their markets Grolsch was already on its third or fourth distributor in the span of 15 years. Besides the political, economic, and logistical issues Grolsch had to adapt to, they also were adapting to cultural differences. Their marketing campaigns would vary significantly from market-to-market. While their ability to be nimble, change strategies, and adapt where necessary has been a benefit, it has also been limiting in that Grolsch has struggled to build a consistent brand image and market position in several of its key markets. For example, even though the UK accounted for 25% of Grolsch’s volume, they still only held 1.5% of the UK market. Further, operations have been impacted by the consistent turnover of distributors in several important markets. Grolsch’s adaptation strategy has kept them nimble but has prevented any large scale and stability in certain countries outside the Netherlands.
One of the weaknesses to distributing Coors beer in the two counties is the competition of other domestic and microbrew beers. Although the consumer and retailer willingness to buy Coors beer is high, will they actually purchase Coors beer when it becomes available to them? The questionnaires have strong feedback for Coors beer in the Delaware counties but people may become biased by their customer loyalty to other beer brand. There is a big enough marker share for Coors to be implemented, but will Brownlow be able to succeed in this competitive industry.
Our third attraction in New France is “Sam’s Souvenirs!” Created for the Father of New France, himself, this shop is all things Samuel de Champlain! Post cards of the beautiful New France and Quebec City are also available. Not to mention our amazing t- shirts that are accessible for all! Shirts are available in all sizes, and we can monogram them as well! Last, but certainly not least, everyone’s favorite, novelty mustaches! Everyone loves Sam’s famous and skillfully shaped mustache! As our most popular product in New France, make sure you are early to grab your own!
The current television advertising for New Belgium is an extension of the personality of the company (Ferrell & Hartline, 2014). The original commercial was a manifestation of the life of an urban professional who wanted to spend more time enjoying the mountain life in Colorado. The story is of a guy named Tinkerer who rehabs a bike in order to go on a riding adventure across the Colorado Mountains (Beirne, 2005). This is similar to the story of how New Belgium Brewery was founded when Jeff Lebesch, the co-founder went on a bike trip through Belgium and was inspired to brew a beer based on yeast found on his journey. The Tinkerer commercial about following your folly was a direct reflection of the culture and the spirit of New Belgium the company.
Introduction One of the biggest problems companies may face is keeping up with the current trends and habits of all customers in their respective age groups. In a time period where trends can change as rapidly as they come, that makes it even harder for smaller and more domestic companies to compete with the larger, more known brands. This is especially true for the beer market, where the younger population consumes the more than 27% of all beer consumption in the United States and that number is still growing. In addition, these adults age 21-27 spend twice as much per capita compared to beer drinkers over the age of 35 and is projected to
BA 580 June 28, 2011 New Belgium Brewing Case Study Analysis 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.
For all of you ladies who have designer taste but don’t want to spend your whole paycheck, Madtown Collection is your new favorite brand! As a designer originally from the Central Valley, Madison Kaplan launched a line of versatile, functional clothing with high-end quality at an affordable price point.
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.”
The Global Branding of Stella Artois* Synopsis Interbrew had developed into the world's fourth largest brewer by acquiring and managing a large portfolio of national and regional beer brands in markets around the world. More recently, senior management had decided to develop one of their premium beers, Stella Artois, as a global brand. This case examines the early stages of Interbrew's global branding strategy and tactics, enabling students to consider these concepts in the context of a fragmented but consolidating industry.
Table of ContentExecutive summary3Corporate Background4Which industry or industries is the firm operating in?4Who are the customers?4Where does the company serve?5What needs are being satisfied by the company´s goods or services?5What are the company's distinctive competencies?6Which generic strategy in currently used by the company?7Country analysis and attractiveness assessment7Brazil PEST analysis7India PEST