South Delaware Coors – Case Study 1
Question 1:
What research should be conducted by Manson and Associates to allow Larry Brownlow to estimate the feasibility of a Coors beer distributorship in Delaware and why?
Question 2:
Would you recommend a go/ no go decision by Brownlow regarding his application and why/why not?
A. Strategic issues and problems
Larry Brownlow is considering whether or not to apply for the distributorship of Coors in South Delaware. Coors started as a small brewery back in 1873 and has since grown to become the 4th largest seller of beers in the country. Coors focuses on high quality beer which is well known both to its suppliers and to its consuming public.
Larry Brownlow is 29-year old and just
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With the information and research at hand the following calculations has been carried out: Wholesale price per gallon for beers has been calculated on the basis of Study I and H. From Study H we learned that Coors beer is more expensive than the Miller, Miller Lite and Budweiser. From Study I we learned that Miller, Miller Lite and Budweiser is priced at US$ 3.29 per 6-pack and the somewhat more expensive beer Michelob is priced at US$ 3.68 per 6-pack.
Figure 1 from Study H. Extremely Very Somewhat Somewhat Very Extremely________
Cheap I M L B C Expensive
Key: Coors=C Ideal=I Miller =M Miller Lite =L Budweiser=B
Figure 2 from Study I. Wholesale (a) Retail (b) Six-Pack Price Six-Pack Price
Beer (dollars) (dollars)
Budweiser 3.29 3.49
Miller Lite 3.29 3.49
Miller 3.29 3.49
Busch 2.57 2.73
Bud Light 3.29 3.49
Old Milwaukee 2.68 2.85
Michelob 3.68 3.91
It is therefore assumed that Coors beer will also be selling at US$ 3.68 per 6-pack or US$ 6.50 per gallon (3.68x1.77). According to the two wholesalers that Larry interviewed, beer in bottles and cans outsold keg beer by a three-to-one margin. Keg beer prices at wholesale level were about 45% of prices of beer in bottles and cans.
Weight is therefore set at 3 for bottle and cans and 1 for kegs in the calculations above. Wholesale price for kegs is calculated to US$ 2.93 per
Chris is considering the production of a light beer for Mountain Man Brewing Company as a way to compensate for the recent decline in sales and increase in the market for light beer sales. How can the production of a light beer appeal to a younger demographic. What about their light beer will be different from competitors. How much is this new product going to cost and how will he go about launching the new product. How long is it going to take before the company begins to break even and then make a profit?
Which research studies should Larry ask Mason and Associates to complete? Upon consideration of the research study results, is this new business venture a go?
1. Keep the price at the trial estimations rates, those were very similar to those of the competition( $ 1.31 and $ 1.94 for the 8 and 16 ounce sizes.
Boston Beer Company (BBC) has enjoyed much success with their craft beers with Samuel Adams as their main focus. Being the leader of this segment, overtopping five of their competitors combined (Exhibit 1), the company now must decide how to take advantage of the light beer market. Boston Lightship, their current light beer, had been a small contributor in BBC’s product line. Currently, it is facing dwindling sales with product volumes down from 12 000 cases per month to 3000 cases per month.
The total product and per bottle cost under allocation based on direct-labor hours for Buffalo Ale, Bismark Bock and Four Heads Stout is $450.86 and $0.85, $347.79 and $0.91 and $369.96 and $0.86, respectively. Under activity based costing the total product and per bottle cost for Buffalo Ale, Bismark Bock and Four Heads Stout is $317.58 and $0.60, $615.5 and $1.6 and $379.29 and $0.88, respectively. Calculations can be found in Appendix A.
Even though their shipping costs were twice the industry’s, average shipping costs would have been much more had they attempted to enter other states. Besides, Coors made up for the inefficiency with the scale of their plant, the largest in the nation. The location lent itself well to Coors’ ability to differentiate its product. For example Coors was brewed using “pure Rocky Mountain spring water.” Coors had a great opportunity to serve an underserved geographical market. Seven of 24 million barrels sold in the region had to be imported from production facilities outside of the region, and Coors’ Colorado facility was more central to the area than the three other closest facilities in Missouri, Texas, and Wisconsin. Coors had the second lowest production cost per barrel in the industry, in spite of their claim of the most expensive raw material costs. Their cost advantage stemmed from the industry’s highest capacity utilization, economies of scale through the country’s largest brewery, single product focus, and the industry’s fastest packaging lines. Matching their low production cost was the lowest advertising cost relative to the industry. The mystique that had been built up about Coors and their differentiating, all-natural appeal allowed them to get away with lower advertising costs than average for the industry. Coors differentiated their product, both in the
Larry Brownlow, a young entrepreneur, wanted to operate his own business after completing graduate school. He agreed to a distributorship opportunity with Coors. The brewery company was looking at expanding their market potential of a Coors beer distributorship to a two-county area in southern Delaware. Brownlow used his resources to find and contact Manson and Associates, a research company,
Management has decided that the suggested retail price for the 8-ounce can to the consumer will be $1.00. The only unit variable costs for the product are $0.36 for materials and $0.12 for labor. The
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