Boston Beer Co., Inc. is a craft brewery founded in 1985 in Boston, Massachusetts. It employs around 1,400 people and produces over 50 types of beer. The company has experienced steady growth in recent years, with sales revenue increasing 6.3% from 2014 to 2015. Net income also increased over this period, rising 8.5% from $90.7 million in 2014 to $98.4 million in 2015. Boston Beer Co. has a strong financial position, with increasing cash levels and low debt. It performs well compared to industry averages across various financial ratios. The company faces competition from larger brewers but has maintained growth through its focus on craft beers.
San miguel flavored beer 10 step marketing plankristianf_ang
1. People Ages (21-35 Years Old)
2. Who loves to drink beer but hates the “bitter” taste of Beer
3. Tanduay Ice, Imported Beers, Cocktails, Wine
4. Cheap Beer that doesn’t taste “bitter”
5. Philippine beer sales volume was at 16.5 million hectoliters
6. SMB taste like beer without the “bitter” taste with less alcohol and calories.
7. Price is same or 10% higher that competitors
8. Uses television, Print Ads, Radio, Billboards
9. Everywhere
10. Differentiation and Leveraging on Advanced Distribution Channels
The document provides an analysis of Boston Beer Company conducted by a group of students. It includes an overview of the company's history and financials. The group values Boston Beer at $63.38 per share based on a discounted cash flow analysis and recommends investors hold their positions, though note increased competition may hinder growth given market stagnation in the industry. Sensitivity analyses show valuations ranging from $52.54 to $77.07 per share depending on scenarios for revenue, costs and growth rates.
Boston Beer Company is facing challenges as the craft beer industry grows increasingly competitive. It is squeezed between large multinational breweries and small local breweries. While Boston Beer has strengths like its quality and brand recognition, it struggles with high competition and an inability to respond effectively. It should expand its successful Angry Orchard hard cider brand and acquire small craft breweries to gain market share. This will allow it to combat threats while leveraging opportunities in the changing beer industry environment.
This document provides an overview and history of Heineken's marketing strategy in the US beer market. It discusses Heineken's early advertising campaigns after 1933 prohibition lift, targeting of women in 1948. In the 1980s, Heineken became associated with luxury, but lost market share in the 1990s requiring a new campaign. Today, Heineken faces a shrinking US beer market with strong competitors like Bud Light and Corona. The document proposes positioning Heineken as a premium beer for daily moments and targeting younger educated consumers.
This was a project that my team - which I am very proud of - did for a business school case competition. I took charge of conceptualizing, designing and producing the final deck of slides for presentation to our client from AB-InBev -- all within 24 hours! We delivered a great presentation and impressed the judges enough to achieve an outstanding team score. I hope you will enjoy viewing the slides as much as I did putting them together. And, if you ever find yourself in need of help to put together a professional slide presentation, remember to reach out to me -- I'd be more than happy to lend my expertise !
p.s. Thanks for the love, everyone. I'm excited to see my slides go viral within a day! Great if you could post your comments on this wall or email to francisfoo@wustl.edu.
Boston Beer Co., Inc. is a craft brewery founded in 1985 in Boston, Massachusetts. It employs around 1,400 people and produces over 50 types of beer. The company has experienced steady growth in recent years, with sales revenue increasing 6.3% from 2014 to 2015. Net income also increased over this period, rising 8.5% from $90.7 million in 2014 to $98.4 million in 2015. Boston Beer Co. has a strong financial position, with increasing cash levels and low debt. It performs well compared to industry averages across various financial ratios. The company faces competition from larger brewers but has maintained growth through its focus on craft beers.
San miguel flavored beer 10 step marketing plankristianf_ang
1. People Ages (21-35 Years Old)
2. Who loves to drink beer but hates the “bitter” taste of Beer
3. Tanduay Ice, Imported Beers, Cocktails, Wine
4. Cheap Beer that doesn’t taste “bitter”
5. Philippine beer sales volume was at 16.5 million hectoliters
6. SMB taste like beer without the “bitter” taste with less alcohol and calories.
7. Price is same or 10% higher that competitors
8. Uses television, Print Ads, Radio, Billboards
9. Everywhere
10. Differentiation and Leveraging on Advanced Distribution Channels
The document provides an analysis of Boston Beer Company conducted by a group of students. It includes an overview of the company's history and financials. The group values Boston Beer at $63.38 per share based on a discounted cash flow analysis and recommends investors hold their positions, though note increased competition may hinder growth given market stagnation in the industry. Sensitivity analyses show valuations ranging from $52.54 to $77.07 per share depending on scenarios for revenue, costs and growth rates.
Boston Beer Company is facing challenges as the craft beer industry grows increasingly competitive. It is squeezed between large multinational breweries and small local breweries. While Boston Beer has strengths like its quality and brand recognition, it struggles with high competition and an inability to respond effectively. It should expand its successful Angry Orchard hard cider brand and acquire small craft breweries to gain market share. This will allow it to combat threats while leveraging opportunities in the changing beer industry environment.
This document provides an overview and history of Heineken's marketing strategy in the US beer market. It discusses Heineken's early advertising campaigns after 1933 prohibition lift, targeting of women in 1948. In the 1980s, Heineken became associated with luxury, but lost market share in the 1990s requiring a new campaign. Today, Heineken faces a shrinking US beer market with strong competitors like Bud Light and Corona. The document proposes positioning Heineken as a premium beer for daily moments and targeting younger educated consumers.
This was a project that my team - which I am very proud of - did for a business school case competition. I took charge of conceptualizing, designing and producing the final deck of slides for presentation to our client from AB-InBev -- all within 24 hours! We delivered a great presentation and impressed the judges enough to achieve an outstanding team score. I hope you will enjoy viewing the slides as much as I did putting them together. And, if you ever find yourself in need of help to put together a professional slide presentation, remember to reach out to me -- I'd be more than happy to lend my expertise !
p.s. Thanks for the love, everyone. I'm excited to see my slides go viral within a day! Great if you could post your comments on this wall or email to francisfoo@wustl.edu.
Heineken aims to accelerate sustainable growth while improving profitability. It faces challenges from industry consolidation and losing US market share. A SWOT analysis found strengths in global brands but weaknesses in appealing to younger drinkers. Solutions include increasing advertising toward Hispanics and promoting lower-calorie beers. Recommendations are to boost advertising, vertically integrate, diversify, and develop low-carb beers and new dispensers.
Heineken is one of the world's leading beer brands with over 130 years of history. It aims to grow sustainably through innovation, efficiency, and focus on markets it can win. It faces challenges from industry maturation and consolidation. Heineken can grow in the US by increasing advertising of brands like Tecate and Dos Equis to young and Hispanic drinkers. Developing lower calorie beers also taps into growing consumer interests. Global expansion through acquisitions maintains competitiveness.
Anheuser-Busch InBev is a leading global brewer headquartered in Belgium with over 116,000 employees worldwide. Its mission is to become the best beer company in a better world by delivering volume growth above industry levels while maintaining costs below inflation. In India, AB InBev entered the market in 2007 and now has three breweries with a total capacity over 700,000 hectoliters. While the Indian beer market is fragmented, consumption is growing at 1.5 liters per capita and expected to continue rising. AB InBev's strategies focus on reducing costs, connecting with consumers through branding, and achieving sustainable profitable growth.
Heineken Case Study: Perceptual Mapping of Consumers AnalysisLara Zaccaria
Analysis of the perceptual map of Heineken consumers within the Spanish market to develop a new marketing strategy in order to increase ROI.
This is a presentation related to the module eCRM by Prof. Dr. Philippe Baecke during the 3rd semester at UCD Graduate Business School, Dublin, Ireland.
Students:
• Tove Perlhede
• Lara Zaccaria
Benjamin Franklin's quote about beer suggests it makes people happy. The document discusses the beer industry and its history. It provides an agenda covering topics like the history of beer, emerging and developed markets, production margins, growth opportunities, and M&A activity in the industry. The beer market is large and consolidated, with the top four brewers dominating 50% of global beer sales.
Heineken: International Marketing presentation brand equityCap Anh
Heineken was founded in 1873 and is now a major global beer brand. It has a strong brand image representing fun, enjoyment, and premium quality. Heineken targets young adult males and focuses on creating excitement around socializing and special events. The brand builds loyalty through large marketing campaigns like UEFA sponsorship and a strong social media presence with over 19 million Facebook likes. Heineken aims to have broad universal appeal while maintaining its reputation for taste and as a trusted global beer brand.
Cola Wars!!
Stage 1 (1950-1970) saw Pepsi target African Americans and younger consumers while Coke focused overseas. Pepsi doubled US consumers while Coke assumed saturation.
Stage 2 (1970-1990) saw both diversify into food while their market shares fluctuated between 30-40%. They imitated each other's ads and perceived brand differences.
Stage 3 (1990-2006) challenges included flat demand, obesity links to CSDs, and bottlers' profit pressures. Both shifted to non-CSD drinks and smaller packaging. Coke relied more on international markets while Pepsi was more aggressive in the US non-CSD market.
This document provides an overview of the 8-stage process for developing a comprehensive marketing strategy:
1. Defining strategic marketing objectives such as target markets and goals.
2. Determining strategic focus on market growth, share, or segments.
3. Defining customer targets by understanding market segments and choosing attractive ones to target.
4. Competitor analysis to understand alternatives and positioning.
5. Identifying sources of differential advantage over competitors.
6. Developing the marketing mix of product, price, place, and promotion.
7. Implementation of the marketing plan.
8. Monitoring market performance and revising the strategy as needed.
The document discusses Porter's three generic strategies: cost leadership, differentiation, and focus. It provides details on each strategy, including the strengths companies need to successfully implement each one and risks involved. It gives examples of companies like McDonalds, Apple, Medimix, and PepsiCo that have used cost leadership, differentiation, or focus strategies.
Beer market is getting stagnated, no new strategies and products are coming up, this is my take on applying principles of Marketing to revive this brand and try a different positioning
Heineken company presentation 23 april 2015Tom Kuipers
This document provides an overview of Heineken N.V., the world's third largest brewer. Some key points:
- Heineken is the #1 brewer in Europe and has a presence in over 70 countries. Its flagship brand, Heineken, is the leading international premium beer.
- The company has a diverse brand portfolio including Heineken, Desperados, Sol, Affligem, and various ciders. It focuses on growing its brands globally and innovating new products.
- Heineken has a long history dating back to 1864 and has expanded significantly through acquisitions. It aims to further capture growth opportunities in emerging markets.
Mountain man brewing company: Bringing the Brand to LightRamit Khurana
Mountain Man Brewing Company (MMBC) is facing a 2% decline in revenue as the light beer segment grows in popularity among youth. MMBC currently has high brand equity in the premium beer segment but holds no share in the growing light beer market, which is dominated by large competitors. The case study analyzes two options for MMBC to enter the light beer segment: 1) introducing a light beer under the Mountain Man brand or 2) introducing a light beer under a new brand. Introducing a light beer under the existing brand carries risks of brand dilution but has lower costs, while a new brand would have higher costs to build awareness but protect the core brand. Financial analysis shows that introducing a light beer under
How is strategic planning carried out at theSameer Mathur
Strategic planning is carried out at different levels of an organization. At the corporate level, headquarters define the corporate mission, establish strategic business units, assign resources to each unit, and assess growth opportunities. Each business unit then develops its own strategic plan, which includes analyzing strengths, weaknesses, opportunities and threats, setting goals, developing strategies to achieve goals, implementing programs, and collecting feedback to adjust plans over time in response to a changing environment. The strategic planning process aims to align business unit plans with the overall corporate mission and strategy.
BSG Game Final Presentation 2017 - Champion footwear 12 18-2017 version 1Markyamc
Champion Footwear achieved strong financial results from 2011 to 2022 by focusing on quality footwear at sustainable prices while balancing profits and social responsibility. Key strategies included low-cost, high quality shoes; reliable celebrity endorsements; extensive training; and maximizing materials and styling. This led to industry-leading metrics such as a 27.6% operating profit increase and stock price growth of 358%. While some CSR initiatives did not provide clear returns, diversity and efficiency programs helped. Major successes came from high quality positioning and stock buybacks. Going forward, the company will consider a high volume, low price strategy to target untapped markets.
The Competitive Profile Matrix (CPM) is a tool that compares a firm to its rivals to reveal their relative strengths and weaknesses. The CPM identifies a firm's key competitors and compares them based on an industry's critical success factors. This allows companies to understand their external environment, competition, and determine which areas they should improve or protect against competitors. The CPM provides a single-page view of all major competitors' strengths and weaknesses in an industry to help visualize and communicate the competitive landscape.
Starbucks Corporation is an American coffee company and coffeehouse chain founded in 1971 in Seattle, Washington. It operates over 30,000 locations worldwide. Starbucks aims to establish itself as the premier purveyor of the finest coffee in the world while maintaining its principles through growth. It uses strategies like market penetration, product development, and concentric diversification. Starbucks faces competition from chains like Dunkin' Donuts and threats from imitative business models and rising costs. However, its strong brand image and global supply chain provide competitive advantages.
Mountain Man Brewing Company is a family-owned brewery that has been successful for over 50 years brewing its flagship Mountain Man Lager beer, which is popular among blue-collar workers. However, the company is now experiencing a decline in sales for the first time as the market for light beers is growing. The case study evaluates whether Mountain Man should launch a light beer called Mountain Man Light to attract younger drinkers and capture market share in the growing light beer segment. An analysis of revenues, costs, and market forecasts suggests that Mountain Man Light could be profitable and cover its investment costs within two years. Therefore, the document recommends that Mountain Man Brewing Company should enter the light beer market with Mountain Man Light.
Marketing strategy for ice-cream companyShamim Hasan
Cold Berg is an Irish ice cream company that has acquired a license to operate in Bangladesh. It aims to grab market share and satisfy customers through high quality products while earning maximum profits. A S.W.A.T. analysis identified strengths in Irish equipment/technology and product variety, while weaknesses included high costs and seasonal demand fluctuations. Existing research found high competition targeting premium customers, so Cold Berg plans to promote new flavors, family packages, and advertise to attract upper middle class customers through retail channels, events, and ice cream parlors.
This document summarizes key topics from Chapter 9 on new product development and product lifecycle strategies. It discusses the new product development process including idea generation, concept development and testing, marketing strategy development, and commercialization. It also covers managing new product development through customer-centered, team-centered, and systematic approaches. Finally, it outlines product lifecycle stages of introduction, growth, maturity, and decline as well as strategies for each stage.
Heineken is a leading global beer brand with over 130 years of history. It aims to achieve sustainable growth through expanding its product portfolio and innovating in production, marketing, and packaging. However, it is facing challenges of losing US market share to competitors and operating in a mature beer industry. To address these issues, Heineken plans to accelerate growth, efficiency, and speed of implementation by focusing on priority markets and strengthening its brands globally through advertising, acquisitions, and developing new products like low-calorie beers.
Heineken is one of the world's leading beer brands with over 130 years of history. It aims to grow sustainably through innovation, efficiency, and focus on markets it can win. It faces challenges from industry maturation and consolidation. Heineken can grow in the US by increasing advertising of brands like Tecate and Dos Equis to Hispanics and young drinkers. Developing lower calorie beers also taps an expanding market segment. Global expansion through acquisitions maintains competitiveness.
Heineken aims to accelerate sustainable growth while improving profitability. It faces challenges from industry consolidation and losing US market share. A SWOT analysis found strengths in global brands but weaknesses in appealing to younger drinkers. Solutions include increasing advertising toward Hispanics and promoting lower-calorie beers. Recommendations are to boost advertising, vertically integrate, diversify, and develop low-carb beers and new dispensers.
Heineken is one of the world's leading beer brands with over 130 years of history. It aims to grow sustainably through innovation, efficiency, and focus on markets it can win. It faces challenges from industry maturation and consolidation. Heineken can grow in the US by increasing advertising of brands like Tecate and Dos Equis to young and Hispanic drinkers. Developing lower calorie beers also taps into growing consumer interests. Global expansion through acquisitions maintains competitiveness.
Anheuser-Busch InBev is a leading global brewer headquartered in Belgium with over 116,000 employees worldwide. Its mission is to become the best beer company in a better world by delivering volume growth above industry levels while maintaining costs below inflation. In India, AB InBev entered the market in 2007 and now has three breweries with a total capacity over 700,000 hectoliters. While the Indian beer market is fragmented, consumption is growing at 1.5 liters per capita and expected to continue rising. AB InBev's strategies focus on reducing costs, connecting with consumers through branding, and achieving sustainable profitable growth.
Heineken Case Study: Perceptual Mapping of Consumers AnalysisLara Zaccaria
Analysis of the perceptual map of Heineken consumers within the Spanish market to develop a new marketing strategy in order to increase ROI.
This is a presentation related to the module eCRM by Prof. Dr. Philippe Baecke during the 3rd semester at UCD Graduate Business School, Dublin, Ireland.
Students:
• Tove Perlhede
• Lara Zaccaria
Benjamin Franklin's quote about beer suggests it makes people happy. The document discusses the beer industry and its history. It provides an agenda covering topics like the history of beer, emerging and developed markets, production margins, growth opportunities, and M&A activity in the industry. The beer market is large and consolidated, with the top four brewers dominating 50% of global beer sales.
Heineken: International Marketing presentation brand equityCap Anh
Heineken was founded in 1873 and is now a major global beer brand. It has a strong brand image representing fun, enjoyment, and premium quality. Heineken targets young adult males and focuses on creating excitement around socializing and special events. The brand builds loyalty through large marketing campaigns like UEFA sponsorship and a strong social media presence with over 19 million Facebook likes. Heineken aims to have broad universal appeal while maintaining its reputation for taste and as a trusted global beer brand.
Cola Wars!!
Stage 1 (1950-1970) saw Pepsi target African Americans and younger consumers while Coke focused overseas. Pepsi doubled US consumers while Coke assumed saturation.
Stage 2 (1970-1990) saw both diversify into food while their market shares fluctuated between 30-40%. They imitated each other's ads and perceived brand differences.
Stage 3 (1990-2006) challenges included flat demand, obesity links to CSDs, and bottlers' profit pressures. Both shifted to non-CSD drinks and smaller packaging. Coke relied more on international markets while Pepsi was more aggressive in the US non-CSD market.
This document provides an overview of the 8-stage process for developing a comprehensive marketing strategy:
1. Defining strategic marketing objectives such as target markets and goals.
2. Determining strategic focus on market growth, share, or segments.
3. Defining customer targets by understanding market segments and choosing attractive ones to target.
4. Competitor analysis to understand alternatives and positioning.
5. Identifying sources of differential advantage over competitors.
6. Developing the marketing mix of product, price, place, and promotion.
7. Implementation of the marketing plan.
8. Monitoring market performance and revising the strategy as needed.
The document discusses Porter's three generic strategies: cost leadership, differentiation, and focus. It provides details on each strategy, including the strengths companies need to successfully implement each one and risks involved. It gives examples of companies like McDonalds, Apple, Medimix, and PepsiCo that have used cost leadership, differentiation, or focus strategies.
Beer market is getting stagnated, no new strategies and products are coming up, this is my take on applying principles of Marketing to revive this brand and try a different positioning
Heineken company presentation 23 april 2015Tom Kuipers
This document provides an overview of Heineken N.V., the world's third largest brewer. Some key points:
- Heineken is the #1 brewer in Europe and has a presence in over 70 countries. Its flagship brand, Heineken, is the leading international premium beer.
- The company has a diverse brand portfolio including Heineken, Desperados, Sol, Affligem, and various ciders. It focuses on growing its brands globally and innovating new products.
- Heineken has a long history dating back to 1864 and has expanded significantly through acquisitions. It aims to further capture growth opportunities in emerging markets.
Mountain man brewing company: Bringing the Brand to LightRamit Khurana
Mountain Man Brewing Company (MMBC) is facing a 2% decline in revenue as the light beer segment grows in popularity among youth. MMBC currently has high brand equity in the premium beer segment but holds no share in the growing light beer market, which is dominated by large competitors. The case study analyzes two options for MMBC to enter the light beer segment: 1) introducing a light beer under the Mountain Man brand or 2) introducing a light beer under a new brand. Introducing a light beer under the existing brand carries risks of brand dilution but has lower costs, while a new brand would have higher costs to build awareness but protect the core brand. Financial analysis shows that introducing a light beer under
How is strategic planning carried out at theSameer Mathur
Strategic planning is carried out at different levels of an organization. At the corporate level, headquarters define the corporate mission, establish strategic business units, assign resources to each unit, and assess growth opportunities. Each business unit then develops its own strategic plan, which includes analyzing strengths, weaknesses, opportunities and threats, setting goals, developing strategies to achieve goals, implementing programs, and collecting feedback to adjust plans over time in response to a changing environment. The strategic planning process aims to align business unit plans with the overall corporate mission and strategy.
BSG Game Final Presentation 2017 - Champion footwear 12 18-2017 version 1Markyamc
Champion Footwear achieved strong financial results from 2011 to 2022 by focusing on quality footwear at sustainable prices while balancing profits and social responsibility. Key strategies included low-cost, high quality shoes; reliable celebrity endorsements; extensive training; and maximizing materials and styling. This led to industry-leading metrics such as a 27.6% operating profit increase and stock price growth of 358%. While some CSR initiatives did not provide clear returns, diversity and efficiency programs helped. Major successes came from high quality positioning and stock buybacks. Going forward, the company will consider a high volume, low price strategy to target untapped markets.
The Competitive Profile Matrix (CPM) is a tool that compares a firm to its rivals to reveal their relative strengths and weaknesses. The CPM identifies a firm's key competitors and compares them based on an industry's critical success factors. This allows companies to understand their external environment, competition, and determine which areas they should improve or protect against competitors. The CPM provides a single-page view of all major competitors' strengths and weaknesses in an industry to help visualize and communicate the competitive landscape.
Starbucks Corporation is an American coffee company and coffeehouse chain founded in 1971 in Seattle, Washington. It operates over 30,000 locations worldwide. Starbucks aims to establish itself as the premier purveyor of the finest coffee in the world while maintaining its principles through growth. It uses strategies like market penetration, product development, and concentric diversification. Starbucks faces competition from chains like Dunkin' Donuts and threats from imitative business models and rising costs. However, its strong brand image and global supply chain provide competitive advantages.
Mountain Man Brewing Company is a family-owned brewery that has been successful for over 50 years brewing its flagship Mountain Man Lager beer, which is popular among blue-collar workers. However, the company is now experiencing a decline in sales for the first time as the market for light beers is growing. The case study evaluates whether Mountain Man should launch a light beer called Mountain Man Light to attract younger drinkers and capture market share in the growing light beer segment. An analysis of revenues, costs, and market forecasts suggests that Mountain Man Light could be profitable and cover its investment costs within two years. Therefore, the document recommends that Mountain Man Brewing Company should enter the light beer market with Mountain Man Light.
Marketing strategy for ice-cream companyShamim Hasan
Cold Berg is an Irish ice cream company that has acquired a license to operate in Bangladesh. It aims to grab market share and satisfy customers through high quality products while earning maximum profits. A S.W.A.T. analysis identified strengths in Irish equipment/technology and product variety, while weaknesses included high costs and seasonal demand fluctuations. Existing research found high competition targeting premium customers, so Cold Berg plans to promote new flavors, family packages, and advertise to attract upper middle class customers through retail channels, events, and ice cream parlors.
This document summarizes key topics from Chapter 9 on new product development and product lifecycle strategies. It discusses the new product development process including idea generation, concept development and testing, marketing strategy development, and commercialization. It also covers managing new product development through customer-centered, team-centered, and systematic approaches. Finally, it outlines product lifecycle stages of introduction, growth, maturity, and decline as well as strategies for each stage.
Heineken is a leading global beer brand with over 130 years of history. It aims to achieve sustainable growth through expanding its product portfolio and innovating in production, marketing, and packaging. However, it is facing challenges of losing US market share to competitors and operating in a mature beer industry. To address these issues, Heineken plans to accelerate growth, efficiency, and speed of implementation by focusing on priority markets and strengthening its brands globally through advertising, acquisitions, and developing new products like low-calorie beers.
Heineken is one of the world's leading beer brands with over 130 years of history. It aims to grow sustainably through innovation, efficiency, and focus on markets it can win. It faces challenges from industry maturation and consolidation. Heineken can grow in the US by increasing advertising of brands like Tecate and Dos Equis to Hispanics and young drinkers. Developing lower calorie beers also taps an expanding market segment. Global expansion through acquisitions maintains competitiveness.
We value Boston Beer Company (NYSE: SAM) at $63.38 per share, and recommend that investors hold these securities. Increased competition in the craft beer market will hinder Boston Beer's revenue growth and ability to expand, as market growth occurs within an overall stagnating beer industry. The current market price is $65.21 per share.
This document contains a summary of SABMiller's quarterly investor seminar. It includes presentations from several SABMiller executives on the company's marketing strategy and global beer vision. Their strategy includes driving topline growth by capturing new occasions for beer, improving premiumization, and ensuring affordability. It also involves liberating resources through cost savings initiatives and optimizing their global footprint. The executives provide details on segmenting occasions by beverage benefits, developing portfolios to target occasions, and establishing core and premium sub-categories to realize their vision of making beer the most admired beverage worldwide.
This document provides an overview of the Boston Beer Company through a mini-presentation. It includes analyses of the company's financial performance and stock price, its competitive positioning among major beer players and craft beers, and its resources and capabilities. The company positions itself as an "American Craft Brewer" and competes based on its small, independent size and attention to quality rather than price. It holds a niche position between larger domestic brewers and smaller microbrews.
Role of Co-ops in Fair Trade & Entrepreneurship 5 8 08Eric Bowman
The document summarizes a presentation about cooperatives and fair trade given by Eric Bowman of the Northwest Cooperative Development Center. It discusses the role of cooperatives in providing ownership and economic opportunities for farmers and producers. It provides examples of successful agricultural cooperatives like Organic Valley and Country Natural Beef. It also outlines how cooperatives can partner with fair trade to market products in a way that benefits small producers and tells their stories.
The document provides a strategic plan for expanding the global operations of Grolsch, a subsidiary of SAB Miller. It analyzes Grolsch's current situation, issues, and options. It recommends entering new markets in South Africa, Brazil, and China using different entry strategies tailored for each market. For South Africa, it proposes utilizing SAB Miller's existing facilities and distribution channels. For Brazil, it recommends licensing production to a local company and providing promotional support. For China, it suggests leveraging SAB Miller's joint venture with a local brewer for distribution and promoting in high-quality locations. Financial projections through 2017 show increasing sales volumes and profits in each market, with the overall plan achieving a positive cumulative cash flow and
The document summarizes a presentation on UB Group, one of India's leading conglomerates. It discusses the company's origins, products, strategies, industry, competitors, and achievements. UB Group is a market leader in spirits and beer in India, with a diverse portfolio of brands. The presentation outlines the company's mission, businesses, market position, and strategies to increase profitability through premiumization and international expansion.
Stella Artois Class Presentation - Harvard Case ReviewFamy
- Interbrew traces its origins to a brewery founded in Brussels in 1366 and expanded significantly through acquisitions in the 20th century.
- By the late 1990s, Interbrew had operations in over 80 countries across Europe, Asia, Africa, and the Americas.
- Interbrew pursued a strategy of decentralization and local branding while also aiming to strengthen its global brand portfolio and controlled brands' positions internationally through further acquisitions and expansion in growth markets.
The document discusses entering the Brazilian craft beer market for Yuengling brewery. It analyzes Brazil's large and growing market, and recommends licensing as the entry strategy. The strategy targets young metropolitan adults and women in major cities. Pricing is set at the market average to position Yuengling as an affordable luxury. Initial sales are forecast at 125,000 liters/month with a 3.6% market share within 5 years, generating $3 million annually in licensing revenues. Post-entry, establishing exclusive bars is recommended to gain market foothold.
The document summarizes the 100-year rivalry between Coca-Cola and Pepsi in 3 paragraphs:
Coca-Cola and Pepsi initially competed for market share through carbonated soft drinks and focused on bottlers, retailers, and suppliers. Coca-Cola was first to franchise but struggled with acceptance due to inexperience. It began acquiring bottlers to boost competition.
In the 21st century, competition centered on emerging international markets and expanding beyond carbonated soft drinks. Price wars in the 1990s focused on low-price strategies. Globally, Coca-Cola dominated with 51.4% market share compared to Pepsi's 21.8%.
Coca-Cola faced challenges including execution
PepsiCo has 4 main divisions and is the 2nd largest soft drink company and largest salty snack company worldwide. Its mission is to be a premier consumer products company focused on convenient foods and beverages that provides financial rewards to investors and opportunities for employees. Strategies include defensive layoffs and cost increases, stability through flagship brands, and growth through alliances and diversification. Strengths are its branding, diversification, broad product base, and global presence. Weaknesses include dependence on Walmart and US market concentration. Opportunities lie in European expansion and partnerships, while threats include health concerns, competition from Coke, and losing juice sales.
This document provides a summary and analysis of the Adolph Coors brewing company case study. It discusses Coors' history and performance through the 1970s-1980s. It then performs a PEST analysis and Porter's Five Forces analysis of the US brewing industry and Coors' position. It analyzes Coors' value chain and use of vertical integration strategies, including owning suppliers and distributors.
The document analyzes the beer industry and provides an overview of several major companies to recommend where to invest. It discusses the industry forces, threats, and profiles SABMiller, Diageo, Anheuser-Busch InBev, and Boston Beer Company. Anheuser-Busch InBev is the largest global brewer, while Boston Beer Company is the leading craft brewer. The recommendation is that a risk-averse investor would invest in Anheuser-Busch due to its size and stability, while a risk-seeking investor may prefer smaller microbreweries/regional brewers for their growth potential.
Starbucksbusiness Plan Final 090223123940 Phpapp01bbfvt
Starbucks aims to be the premier purveyor of high quality coffee while maintaining its values as it grows. It was founded in 1971 in Seattle's Pike Place Market and went public in 1992. Starbucks focuses on customer orientation, employees, and customization. It has high brand recognition and customers with disposable income. While the domestic market is saturated, international markets offer growth opportunities. Starbucks differentiates itself through its variety of products and customers' in-store experience. It charges a premium price and sees its stores as a third place beyond home and work.
Even if you already know what a SWOT analysis is and what it’s used for, it can be tough to translate that information into something you can action.
It can also be hard to examine your own business with a critical eye if you’re not entirely sure what you should be examining.
Reading an example SWOT analysis for a business that is either in your industry or based on a comparable business model can help get you started.
All of our SWOT analysis examples are based on real businesses that we’ve featured in our gallery of free sample business plans on bplans.com
The following 6 examples are
broken into three parts:
1. A quick introduction to the company.
2. The company’s SWOT analysis.
3. Some potential growth strategies for the company based on what’s revealed by the SWOT analysis.
The document provides examples of SWOT analyses for 6 different companies. Each example includes an introduction to the company, the company's SWOT analysis in a table format, and potential growth strategies based on the SWOT analysis. The examples cover companies in various industries including a brewery, plastics recycling company, herbal farm, pie cafe, medical device startup, and vintage hat online store. The document aims to help readers write their own SWOT analyses by providing real-world examples to examine.
Costco is the largest warehouse club chain in the world based in Seattle, Washington. It has over 500 locations worldwide and annual revenues of $72.5 billion. Costco's mission is to provide quality goods and services to its members at the lowest possible prices. The company focuses on direct buying relationships and high volume/low margin business model to keep prices low for its members. A SWOT analysis finds Costco's strengths include low costs, strong membership growth, and consistent financial performance, while weaknesses include reliance on American Express cards and limited international sales currently.
Similar to Boston Beer Company Final Presentation Final (20)
1. Boston Beer Company Final Presentation December 5, 2010 Brian Doran Colin Keil Sharlene Gale Jeff Schafer Kelsey Schmidt Caitlin Smith
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3. CEO Jim Koch has authority to elect five of the eight board members
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6. Board Members are expected to present the board a request to leave the Board – the Nominating/Governance Committee decides if they may under circumstances.
7. Board must always have three committees: Audit, Compensation, and Nominating/Governance
8. Each committee has Chairman and the power to hire independent advisors when necessary.Corporate Strategy
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10. Board members give their decisions/comments to the Chairman, who is expected to give this information to the public.
15. Increased focus as consumer preferences as they areshifting towards premium beer, MillerCoors is following by sending every employee of its craft brewery Tenth and Blake back to beer school.
16. Like there competitors Boston Beer has existing agreements with suppliers and distributors which yields stability and predictability.
17. Boston Beer is unique with there contract brewing. It utilizes the excess capacity of other breweries.
20. Organizational Culture “As a company, we look at the world as one without limits, and as one in which we are free to explore, grow, create, and enjoy. Although proud of what we have achieved thus far, we look forward to the opportunities and possibilities that lie ahead.” – Jim Koch Corporate Strategy
21. Corporate Social Responsibility 2008 Hops Shortage Sharing Selected 108 craft brewers to receive the 20,000 pounds of hops it could spare Long Shot Competition Home brewers submit to see their creation in large scale production and sold on store shelves along side Sam Adams Brewing the American Dream Micro-loans to financially-disadvantaged small business owners Corporate Strategy
22. Brewery Acquisition June 2008, Boston Beer acquired Pennsylvania Brewery from Diageo Core product volume at company-owned breweries increased from 35% to 95% Significantly higher capital costs, change in leadership and execution style Greatly reduces risks, increases flexibility, and reduces operational savings Recent Alliance
23. Infinium Strategic Alliance with Weihenstephan Completely new ultra-premium beer Weihenstephan Oldest Brewery in the world - 1000 years World’s largest brewing university Owned by Bavarian government Reached out to Sam Adams to deliver the world’s most premium beer Strategic Alliance Recent Alliance
24. Related Diversification Economies of Scope Germany and USA Sharing Marketing/Promotion activities Pooling brewing knowledge German Reinheitsgebot ADDING Value Framework Recent Alliance
26. Ownership Test for Strategic Alliance Modular Soft Medium Medium Low Solution: Strategic Alliance Recent Alliance
27. Challenges Challenges New market for ultra-premium beer Profitable? Accessible? Brand awareness Not directly associated with Sam Adams Competitor response Recent Alliance
28. Foreign Sources Two-row wheat barley in malt United States and Canada Noble hops varieties in lagers Germany and Czech Republic Traditional English hops in ales United Kingdom www.naturaltraveler.com International Markets
29. Implications Dependent on a limited number of foreign and domestic suppliers Operations exposed to quality of crop and timely delivery of dealers Subject to risk of Euro or Pound fluctuating against the U.S. dollar Do not currently hedge forward currency commitments Cannot easily switch suppliers Quality of product and reputation of company is dependent on ingredient sourcing International Markets
33. Second Dimension: What Sequence? High Strategic Importance of the Market Low Low High Ability to Exploit Market International Markets
34. Third Dimension: How? LEVEL OF INFLUENCE AND CONTROL Wholly-owned subsidiary Joint Venture Licensing or Franchising Export ENTRY MODE International Markets
35. Current International Cooperatives Canada Moosehead Breweries Ltd distributes the Samuel Adams family of beer in Canadian markets Israel Tempo Beverages LLC Pacific Rim: Australia, Hong Kong, Japan San Miguel Corporation (acquired J Boag and Son, exclusive distributor of Samuel Adams in Australia) Caribbean Mexico International Markets
36. Current International Cooperatives Europe UK Beer Paradise Ltd Germany Weihenstephen Brewery Scandanavia (Norway, Sweden, and Finland) Galatea AB Dr. Joseph Schrädler and Jim Koch. http://www.washingtonlife.com/2010/06/16/wine-spirits-to-infinium-and-beyond/ International Markets
50. Greater quality controlVertical Integration – Decreased Involvement with Third Parties Core product volume brewed at independently owned breweries increased from 35% to 95% from 2007 to 2009 Evolution of Strategy
58. The company is aiming to reinforce that Sam Adams is truly a boutique craft brewer that is unique and special, and not mass-produced.Corporate Strategy