1. Fuller Smith and Turner
PLC.
An analysis by Juliane Gundersen

2. Agenda
 Background
 The Cask, The Beer and The UK Market
 Fullers – From My POV
 Fullers SWOT Analysis
 Sharp’s Doombar
 Conclusion

3. Background
 25 million drinkers
 700,000 jobs,
 £18 billion retail value
 3,000 different beers
 650 operating breweries,
 200,000 licensed premises.
 2.5 million pints of Export
 £6 billion a year in VAT and duty
 £38.2 million invested into Sports and Music

4. The Cask, The Beer and The UK, Market
 2 system of production
 Low quality mass market
 High quality brewed local ale
 Cask beer grew 5%
 Cask ale outperformed the total beer market

Cask accounts for 15.2% of total on-trade beer volumes
 Regional and local cask ale brewers increased volume
by 1% and 5% respectively,

Multinational brewers decreased volume by 11%

5. The Cask, the Beer and The UK, Market
 121,000 people started drinking cask ale,
 18-24 year old cask drinkers grew by 17%
 3,000 more pubs started selling cask ale
 Premium Bottled and Canned Ale recruiting over 100k more shoppers
 Standard Canned Ale lost 210k shoppers.
 Dark beer sector dropped by 12.2% (in value terms) since 2006.
 9.6% growth from 2011 to 2015.
 85% of beer sold in the UK is produced in the UK with a predominantly UK
supply-chain
 The UK grocery retail sector now represents over 80% of the beer market

6. Fullers – From My POV
 Ale – not on the agenda
 Manly drink
 No information
 Premium ale

Quality
 Strong competition
 Bottles
 Pubs

7. Fullers Strengths
 A well known brand
 Quality products
 Independent family brewery - full control
 Strong fan base
 Strong pub base

8. Fullers Weaknesses
 “Old man’s” image
 Lack of creativity and innovation
 Company structure
 Limited capacity at brewery site.

9. Fullers Opportunities
 Resources for new products
 Staff education
 Increased export
 Expansion

10. Fullers Threats
 Tax and VAT  Increased
 Laws and regulations consumption at home
 Micro breweries  Competition
 Consumer trends  Acquisition
 Increased wine
consumption

11. Doombar
 2003 10,000
 2008  45,000
 2011  83,000
 A growing brand
 £2.2m in new brewery
 £500.000 in marketing
 Expansion

12. Doombar SWOT
 Strengths  Opportunities

Financial backup 
Expansion
• Molson Coors  Threats

Contemporary Image  “Beer of the moment”
 Strong fan base • Competition
 Weaknesses  Consumer trends

Lack of support from
CAMRA

Too image focused

13. Doombar
“Our branding is young and modern, we
don’t go for the cartoon-like images and
we don’t pretend that we have a 300-year
history behind us. Doom Bar is a modern,
progressive drink brand.”

14. Conclusions
 Strong brand

Safe fan base
 Safe structure
 Lack of innovation
 Competition
 Midlife crisis
 Solution
 Education