Boston Brewing Company Mini Presentation

9,891 views
9,563 views

Published on

This is a brief analysis of the Boston Brewing Company\'s competitive advantages.

0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
9,891
On SlideShare
0
From Embeds
0
Number of Embeds
8
Actions
Shares
0
Downloads
0
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • Despite increased advertising expenditures, increasing net income margin. Significant, company-wide resource utilization fostered higher gross-margins and spending efficienciesSales revenue and volume increased selling more than 2million barrels for the first timeSell beer @ gift shop after OK by Commonwealth of Massachusetts brewery tour attendance rose 40% in the last year)Huge brewery mergers in 2008 (Anheuser-Busch/InBev and MillerCoors) – control 94% of US beer production and 80% of US beer sales US and Import beer sales volumes decline in 2009 More variety and better freshness in craft beers, but still on 5% of total beer marketFINANCIAL TRENDS. The company has enjoyed low single digit to mid-teens revenue growth in recent years, driven by volume growth and strong pricing. Gross margins have held steady at around 59% in recent years, but fell below 50% in 2008 on a glass bottle recall and inefficiencies at its new brewery. S&P analysts expect gross margins to expand significantly in 2010 and beyond as efficiencies are realized at the new Pennsylvania brewery.With lower average costs for ingredients, aluminum and energy, S&P thinks margin pressures eased in the latter part of 2009, and S&P looks for more modest increases in 2010. In addition, S&P believes lower gasoline prices helped net margins, and see a continued boost as an earlier spike has since receded. S&P expect brewers to seek continued productivity improvements and higher industrywide capacity utilization rates.
  • Throughout economic downturn (for company started in 2008), Boston Beer Co. has sustained efficient cash mgmt practices not having to tap into LOC and now maintains total CF at the same level, previous to purchase of Pennsylvania Brewery.Company maintains a 0 debt balance, and is still growing. Analyst estimates indicate a decline in growth following the 2010 fiscal year. SAM also has more than $55 million of cash on the balance sheet – strong free cash flow and low probability of future change in capital structurePurchase of Pennsylvania BreweryThe aggregate purchase price for the acquisition of the Pennsylvania Brewery assets was $56.5 million, which was paid in cash and includes $54.6 million in purchase price and $1.9 million in transaction costs, and represents property, plant and equipment. During fiscal year 2008, the Company spent $43.9 million on capital improvements at the Pennsylvania Brewery to upgrade portions of the facility and to restart the brew house. Brewing began prior to taking ownership of the brewery, and kegging and bottling commenced during the third quarter of 2008. Most of the major investments necessary to upgrade the facility were completed in 2008. The Company spent an additional $12.5 million in 2009 on improvements at the Pennsylvania Brewery and continues to focus on projects that will drive efficiency and increase productivity.FutureFinancially healthy, profitable, and steady cash flowPlans to hire and invest in more talent and the organization in generalExclusive supplier (Anchor) for Cincinnati & Pennsylvania Breweries – could experience increased packaging costs (SR) if agreement goes southForeign sources of Hops makes Boston Beer Co susceptible to foreign exchange rate fluctuationsSignificant increases in direct & indirect energy costs over last 5 years
  • SAM in S&P SmallCap 600BUD – owns 50% share in GrupoModelo (Corona)
  • Investability Quotient (IQ) Percentile – 91 (scored higher than 91% of companies for which S&P report is available)
  • Distributors: Distributors because of government regulations have a lot of power in the beer industry. Government laws require that a distributor be used. Also, smaller distributors have consolidated and have gained more power. The largest beer companies garner exclusive relationships with these large distributors. This limits competition for smaller brewers. Suppliers: Suppliers, have little power in the brewing industry. There are many suppliers for the raw materials, malt and hops, needed in brewing and the switching costs are low. While there are no substitutes for the ingredients of beer, the producer could move the growing process in house to eliminate the supplier.
  • Barriers: The beer industry has high barriers to entry, which increases overall profitability. Large, industry-specific capital requirements and the limited channels of distribution deter entry. The high volume of beer produced gives brewers economies of scale. The regulation on beer includes location of breweries, formula and even special on beer brewers. Substitutes: Substitutes that range from other alcoholic beverages like wine and liquor to non-alcoholic beverages. 50% of all alcohol sales are that of beer. However, wine consumption is increasing as its health benefits are discovered. There are no switching costs for consumers.
  • Rivals: Some factors increase rivalry including large capital investments and the industry growth stage. Large scale beer brewing needs a large capital investment. This creates high exit barriers, and drives down profitability. The beer industry is in the maturity stage and growth is slow. However, industry players generally do not resort to price wars. They rely on product innovation such as low-calorie beers, new flavors and packaging innovation, for example the new vortex bottle. Overall rivalry was reduced with the Miller and Coors merger. The overall, rivalry in the industry is neutral due to the competing positive and negative results.
  • http://www.bi-interactive.com.libproxy.lib.unc.edu/index.aspx?Lang=en&MainPage=rendercontent&StoryID=834022&ReportID=1262&Highlight=craft beer samadams“Timeless Quality” videohttp://www.samueladams.com/media/video-player.aspx?clip=timeless_quality
  • Multidimensional Scaling Analysishttp://www.stealingshare.com/content/1148399654031.htm
  • http://www.stealingshare.com/content/1148399654031.htm
  • http://www.stealingshare.com/content/1148399654031.htm
  • http://www.stealingshare.com/content/1148399654031.htm
  • “Variety” video
  • http://www.bi-interactive.com.libproxy.lib.unc.edu/index.aspx?Lang=en&MainPage=rendercontent&StoryID=834022&ReportID=1262&Highlight=craft beer samadams“Timeless Quality” videohttp://www.samueladams.com/media/video-player.aspx?clip=timeless_quality
  • Boston Brewing Company Mini Presentation

    1. 1. Mini-Presentation<br />The Boston Beer Company<br />By: Sharlene Gale, Kelsey Schmidt, Jeff Schafer, Caitlin Smith, Brian Doran, Colin Keil<br />
    2. 2. Financial Analysis<br />
    3. 3. Balance Sheet & Other Financial Data (Million$) Year ended Dec. 31 <br />Financial Analysis<br />Copyright ©2010 The McGraw-Hill Companies, Inc. Source: S&P. <br />
    4. 4. Financial Analysis<br />Normalized Stock Price Chart2006 – 2010 <br />Copyright ©2010 The McGraw-Hill Companies, Inc. Source: S&P. <br />
    5. 5. Financial Analysis<br />Sub-Industry Stock Review<br />Copyright ©2010 The McGraw-Hill Companies, Inc. Source: S&P. <br />Boston Beer Company<br />P/E ratio lower than historical<br />Average Beta<br />Recent stock price $20 > Fair Value Calc<br />B+ Quality Ranking<br />Highest Sub-Industry IQ Percentile<br />
    6. 6. 5 Forces <br />
    7. 7. 5 Forces <br />
    8. 8. 5 Forces <br />+ Positive Sum Competition<br />+ Miller-Coors Merger<br />- High Exit Barriers<br />- Slow Industry Growth<br />Rivalry Among Existing Competitors<br />
    9. 9. Competitive Positioning<br />“American Craft Brewer”<br />SMALL - Annual production of beer less than 2 million barrels<br />INDEPENDENT - Less than 25% owned by an alcoholic beverage industry member who is not themselves a Craft Brewer.<br />TRADITIONAL - either an all malt or has at least 50% of its volume in beers which use adjuncts to enhance rather than lighten flavor.<br />Exclusive<br />Best Beer<br />Source: http://www.samueladams.com/company/about-us.aspx<br />
    10. 10. Competitive Positioning<br />Perceived as both a major player and a small, exclusive beer. <br />Perceived as being bigger and more mass-distributed than it actually is. <br />Consumers don’t realize it only has <1% of total market share.<br />“Growing Up Small” campaign <br />
    11. 11. Positioning Among Major Players<br />Source: http://www.stealingshare.com/content/1148399654031.htm<br />
    12. 12. Positioning Among Major Players<br />Source: http://www.stealingshare.com/content/1148399654031.htm<br />
    13. 13. Positioning Among Major Players<br />Source: http://www.stealingshare.com/content/1148399654031.htm<br />
    14. 14. Positioning Among Major Players<br />Source: http://www.stealingshare.com/content/1148399654031.htm<br />
    15. 15. Positioning Among Craft Beers<br />Attributes used to describe Sam Adams:<br />Best Beer<br />Full-bodied<br />Masculine<br />Special<br />American<br />Small<br />Exclusive<br />Perfectionist Brewing<br />Variety <br />
    16. 16. Positioning Among Craft Beers<br />
    17. 17. Positioning Among Competitors<br />Major domestic beers are working with same audience.<br />Distinctive taste and brand currently belongs to imports, micro-brews, and some specialty beer.<br />Major brewers trade off personality and brand image, not product benefit.<br />
    18. 18. Positioning Among Competitors<br />Premium brands are on the rise – suffered a setback during current recession.<br />Domestic brewers are partnering with import brands to increase product and packaging innovation.<br />In the long run, the domestic beer industry will still experience higher net revenues per barrel. <br />
    19. 19. Positioning Among Competitors<br />As demand for premium beer rises, Boston Beer Company is in a good position.<br />Firm generates high returns on its invested capital.<br />Offers higher-margins for both distributors and retailers.<br />Gaining a space in the market is an achievable goal.<br />
    20. 20. Positioning Among Competitors<br />Boston Beer Company has the chance to grow geographically.<br />Currently concentrated on the east coast of the United States.<br />The firm has yet to enter many markets in the west.<br />This expansion will be costly, because it will require additional production facilities.<br />
    21. 21. Positioning Among Competitors<br />Overall, Boston Beer Company is in a good position as the beer industry changes.<br />Currently, though, the company has much higher costs than its domestic producers.<br />This is a much larger disadvantage in the market during the recession. <br />
    22. 22. Competitive Positioning<br />“American Craft Brewer”<br />SMALL - Annual production of beer less than 2 million barrels<br />INDEPENDENT - Less than 25% owned by an alcoholic beverage industry member who is not themselves a Craft Brewer.<br />TRADITIONAL - either an all malt or has at least 50% of its volume in beers which use adjuncts to enhance rather than lighten flavor.<br />Exclusive<br />Best Beer<br />Source: http://www.samueladams.com/company/about-us.aspx<br />
    23. 23. Competitive Positioning<br />Perceived as both a major player and a small, exclusive beer. <br />Perceived as being bigger and more mass-distributed than it actually is. <br />Consumers don’t realize it only has <1% of total market share.<br />“Growing Up Small” campaign <br />
    24. 24. Critical Resources<br />Common<br /><ul><li>Breweries in Boston and Cincinnati
    25. 25. 4 vessel brewing process
    26. 26. Craft brewery
    27. 27. Small, independent, traditional</li></ul>Distinctive<br /><ul><li>Human- 300 employees with passion for beer
    28. 28. Company culture
    29. 29. Finest natural ingredients</li></li></ul><li>Capabilities<br />American craftsmanship<br /><ul><li>Employee creativity</li></ul>Attention to detail<br /><ul><li>Koch tastes every batch of beer
    30. 30. Cooperative program to buy back beer when its past peak freshness date</li></ul>Brewing the American Dream<br /><ul><li>Micro-loans to financially-disadvantaged small business owners</li></li></ul><li>Competitive Advantage<br />Choice to stay small and independent<br />Allows for attention to detail, top-notch quality, wide range of flavors<br />Successfully hold niche positioning<br /> Compete based on quality over price<br />Executive leadership<br />

    ×