Brewery Highlight_ Del Cielo Brewing.pdf
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Luis Castro founded Del Cielo Brewing two years ago in Martinez, CA. During the COVID-19 pandemic, the brewery had to shift its focus to online orders and curbside pickup since its taproom was closed, losing about 40% of its revenue. They joined the Black is Beautiful initiative started by Weathered Souls Brewery to support the Black Lives Matter movement, brewing 80 cans and kegs using the initiative's dark stout recipe and donating proceeds. Del Cielo shows how breweries can support each other and their communities during difficult times.
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Brooklyn Brewer
Brooklyn Brewery:
Setting the Course for Growth
ID#160404
PUBLISHED ON
AUGUST 24, 2018
BY STE PHAN MEIE R * AND DAN J. W ANG †
Video Prologue: Before reading the case click here to see Brooklyn Brewery and meet the company’s
leaders.
Introduction
When Eric and Robin Ottaway took on greater responsibilities in 2010 as senior executives
with Brooklyn Brewery, the company was thriving. The brewery, founded by Steve Hindy and
Tom Potter (CBS ‘83) in 1987, had grown exponentially from a neighborhood enterprise,
brewing traditional lagers for local beer enthusiasts, to one of the top US craft beer producers.
By 2014 the firm ranked ninth among US craft breweries with 260,000 barrels and $60 million
in sales. Brooklyn Brewery beers were sold in 26 states and exported to 20 countries.
But times were changing in the craft beer marketplace. Giant industrial brewers like Anheuser-
Busch InBev (AB InBev) and MillerCoors were entering the segment, selling their own “craft-
like” beers or buying up craft breweries outright. Simultaneously, the craft beer business was
attracting a multitude of local start-ups, and each new entrant promised consumers their local
version of fresh, flavorful craft beer.
In 2015, anticipating tougher times to come, the Ottaways—now with Eric as CEO and Robin
as President—considered several strategic options: upgrading production, broadening
distribution, adding new products, investing more in advertising, or pursuing other ventures.
With these options in mind, the brothers called together the senior team—Chairman and Co-
founder Steve Hindy, Brewmaster Garrett Oliver, and Director of Operations Matt Gordon
(CBS ’12)—to determine the firm’s best path forward.
Author affiliation
* Associate Professor of Business, Columbia Business School
† Assistant Professor of Business, Columbia Business School
Acknowledgements
Kate Permut ’83 provided research and writing support for this
case.
Copyright information
© 2015-2018 by The Trustees of Columbia University in the City
of New York. This case includes minor editorial changes made to
the version originally published August 14, 2015.
This case is for teaching purposes only and does not represent an
endorsement or judgment of the material included.
This case cannot be used or reproduced without explicit permission
from Columbia CaseWorks. To obtain permission, please visit
www.gsb.columbia.edu/caseworks, or e-mail
[email protected]
CU227
For the exclusive use of R. SINGH, 2021.
This document is authorized for use only by RENU SINGH in 2021.
http://www.kaltura.com/tiny/wvovd
mailto:[email protected].columbia.edu
www.gsb.columbia.edu/caseworks
Company History
The idea for a craft brewery in Brooklyn first came up in a conversation in 1986 when journalist
Steve Hindy and banker Tom Potter met as neighbors in Park Slope. Both were looking fo ...
Craft Beer Study - BRICK+BOND
No longer niche, the craft beer market is growing at a remarkable rate. Brands of all sizes can not only coexist, but prosper, by strategically tapping into an influential audience ready to purchase, drink,
and spread the word.
Cafe cuba project 1
This document is a project report submitted by Harshit Behki to fulfill the requirements of a post-graduate diploma in management. The report compares Café Cuba, a product of Parle Agro, to Coca-Cola. It includes declarations, acknowledgements, a table of contents, and an executive summary. The introduction provides background on the beverage industry and Parle Agro. It also includes SWOT and BCG matrix analyses of Parle Agro. The report will examine Coca-Cola and Café Cuba, compare the two, and provide recommendations on whether Café Cuba can substitute Coke.
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This document discusses how brewpubs and tasting rooms are fueling the growth of the craft beer market. It notes that brewpubs accounted for over 1,100 of the 2,347 total craft breweries in 2012. These brewpubs and tasting rooms attract new beer drinkers through their unique atmosphere and knowledgeable staff. They also generate brand awareness that increases off-premise sales. The document argues that convenience stores should take advantage of the growing craft beer segment by expanding their selections to meet consumer demand.
Coca-Cola at a crossroads with new CEO in chargeAs new CEO James.docx
Coca-Cola at a crossroads with new CEO in charge
As new CEO James Quincey takes over from the outgoing Muhtar Kent, he faces challenges that have turned Buffett's aphorism into a painful reminder of better days.
By Russell Grantham Atlanta Journal-Constitution
May 7, 2017
ATLANTA – Legendary investor Warren Buffett once was quoted as saying Coca-Cola was such a strong company that a ham sandwich could run it.
As new CEO James Quincey takes over from the outgoing Muhtar Kent, he faces challenges that have turned Buffett’s aphorism into a painful reminder of better days.
The Atlanta company is still hugely profitable, but increasingly under pressure. Soda sales stalled, and its core Coke brand slipped in the U.S. market as people cut back on sweet, fattening drinks in recent years. The beverage market is more fragmented, with new choices constantly materializing. Coke is pushing to broaden its lineup with non-fizzy brands, but its lifeblood remains soda.
Behind its perpetually sunny marketing facade, Coke in recent years has spent enormous corporate energy rearranging internally and retooling operations to deal with new marketplace realities.
Onto the stage now steps Quincey, a British-born, 21-year Coke veteran who is expected to bring new ideas and vitality.
His tenure didn’t start quietly. On Tuesday, in what was essentially his first act as CEO, Quincey used an earnings call with financial analysts to announce job cuts that will hit the headquarters staff in Atlanta hard.
The company plans to eliminate 1,200 jobs later this year from a pool of 5,500 corporate positions. The cuts are part of a plan to save about $800 million through 2019.
Quincey said the cuts are “clearly a painful process,” but necessary. He said job decisions will be made “as fairly as possible,” but also with “speed.”
“People don’t want this to linger on,” he said in an interview.
Quincey said the plan is to use about half of the savings to speed investment in new products and marketing, and to restore Coke’s revenue and profit growth to 4 to 6 percent per year.
“There’s an acceleration we’d like to see,” Quincey said. “I don’t think we’re broken, but I don’t think we’re where we need to be.”
While soda sales are an obvious sore spot, they aren’t Coke’s only issue. Assessing the company’s fortunes from the outside has been complicated in recent years by an overhaul of bottling operations.
In 2010 Coke bought North American bottling operations from partner Coca-Cola Enterprises. It did the same with hundreds of bottlers around the world. Coke for a time took control of the operations, significantly enlarging the company. Now it’s spinning them back out to new partners.
Coke’s revenue has slipped for the past four years — from $48 billion in 2012 to $41.9 billion last year — in part because of the accordion effect of the bottling overhaul.
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Lagunitas Case Study
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Recommended
Brooklyn Brewer
Brooklyn Brewery:
Setting the Course for Growth
ID#160404
PUBLISHED ON
AUGUST 24, 2018
BY STE PHAN MEIE R * AND DAN J. W ANG †
Video Prologue: Before reading the case click here to see Brooklyn Brewery and meet the company’s
leaders.
Introduction
When Eric and Robin Ottaway took on greater responsibilities in 2010 as senior executives
with Brooklyn Brewery, the company was thriving. The brewery, founded by Steve Hindy and
Tom Potter (CBS ‘83) in 1987, had grown exponentially from a neighborhood enterprise,
brewing traditional lagers for local beer enthusiasts, to one of the top US craft beer producers.
By 2014 the firm ranked ninth among US craft breweries with 260,000 barrels and $60 million
in sales. Brooklyn Brewery beers were sold in 26 states and exported to 20 countries.
But times were changing in the craft beer marketplace. Giant industrial brewers like Anheuser-
Busch InBev (AB InBev) and MillerCoors were entering the segment, selling their own “craft-
like” beers or buying up craft breweries outright. Simultaneously, the craft beer business was
attracting a multitude of local start-ups, and each new entrant promised consumers their local
version of fresh, flavorful craft beer.
In 2015, anticipating tougher times to come, the Ottaways—now with Eric as CEO and Robin
as President—considered several strategic options: upgrading production, broadening
distribution, adding new products, investing more in advertising, or pursuing other ventures.
With these options in mind, the brothers called together the senior team—Chairman and Co-
founder Steve Hindy, Brewmaster Garrett Oliver, and Director of Operations Matt Gordon
(CBS ’12)—to determine the firm’s best path forward.
Author affiliation
* Associate Professor of Business, Columbia Business School
† Assistant Professor of Business, Columbia Business School
Acknowledgements
Kate Permut ’83 provided research and writing support for this
case.
Copyright information
© 2015-2018 by The Trustees of Columbia University in the City
of New York. This case includes minor editorial changes made to
the version originally published August 14, 2015.
This case is for teaching purposes only and does not represent an
endorsement or judgment of the material included.
This case cannot be used or reproduced without explicit permission
from Columbia CaseWorks. To obtain permission, please visit
www.gsb.columbia.edu/caseworks, or e-mail
[email protected]
CU227
For the exclusive use of R. SINGH, 2021.
This document is authorized for use only by RENU SINGH in 2021.
http://www.kaltura.com/tiny/wvovd
mailto:[email protected].columbia.edu
www.gsb.columbia.edu/caseworks
Company History
The idea for a craft brewery in Brooklyn first came up in a conversation in 1986 when journalist
Steve Hindy and banker Tom Potter met as neighbors in Park Slope. Both were looking fo ...
Craft Beer Study - BRICK+BOND
No longer niche, the craft beer market is growing at a remarkable rate. Brands of all sizes can not only coexist, but prosper, by strategically tapping into an influential audience ready to purchase, drink,
and spread the word.
Cafe cuba project 1
This document is a project report submitted by Harshit Behki to fulfill the requirements of a post-graduate diploma in management. The report compares Café Cuba, a product of Parle Agro, to Coca-Cola. It includes declarations, acknowledgements, a table of contents, and an executive summary. The introduction provides background on the beverage industry and Parle Agro. It also includes SWOT and BCG matrix analyses of Parle Agro. The report will examine Coca-Cola and Café Cuba, compare the two, and provide recommendations on whether Café Cuba can substitute Coke.
Holy Craft! (beer industry sample)
This document discusses how brewpubs and tasting rooms are fueling the growth of the craft beer market. It notes that brewpubs accounted for over 1,100 of the 2,347 total craft breweries in 2012. These brewpubs and tasting rooms attract new beer drinkers through their unique atmosphere and knowledgeable staff. They also generate brand awareness that increases off-premise sales. The document argues that convenience stores should take advantage of the growing craft beer segment by expanding their selections to meet consumer demand.
Coca-Cola at a crossroads with new CEO in chargeAs new CEO James.docx
Coca-Cola at a crossroads with new CEO in charge
As new CEO James Quincey takes over from the outgoing Muhtar Kent, he faces challenges that have turned Buffett's aphorism into a painful reminder of better days.
By Russell Grantham Atlanta Journal-Constitution
May 7, 2017
ATLANTA – Legendary investor Warren Buffett once was quoted as saying Coca-Cola was such a strong company that a ham sandwich could run it.
As new CEO James Quincey takes over from the outgoing Muhtar Kent, he faces challenges that have turned Buffett’s aphorism into a painful reminder of better days.
The Atlanta company is still hugely profitable, but increasingly under pressure. Soda sales stalled, and its core Coke brand slipped in the U.S. market as people cut back on sweet, fattening drinks in recent years. The beverage market is more fragmented, with new choices constantly materializing. Coke is pushing to broaden its lineup with non-fizzy brands, but its lifeblood remains soda.
Behind its perpetually sunny marketing facade, Coke in recent years has spent enormous corporate energy rearranging internally and retooling operations to deal with new marketplace realities.
Onto the stage now steps Quincey, a British-born, 21-year Coke veteran who is expected to bring new ideas and vitality.
His tenure didn’t start quietly. On Tuesday, in what was essentially his first act as CEO, Quincey used an earnings call with financial analysts to announce job cuts that will hit the headquarters staff in Atlanta hard.
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“People don’t want this to linger on,” he said in an interview.
Quincey said the plan is to use about half of the savings to speed investment in new products and marketing, and to restore Coke’s revenue and profit growth to 4 to 6 percent per year.
“There’s an acceleration we’d like to see,” Quincey said. “I don’t think we’re broken, but I don’t think we’re where we need to be.”
While soda sales are an obvious sore spot, they aren’t Coke’s only issue. Assessing the company’s fortunes from the outside has been complicated in recent years by an overhaul of bottling operations.
In 2010 Coke bought North American bottling operations from partner Coca-Cola Enterprises. It did the same with hundreds of bottlers around the world. Coke for a time took control of the operations, significantly enlarging the company. Now it’s spinning them back out to new partners.
Coke’s revenue has slipped for the past four years — from $48 billion in 2012 to $41.9 billion last year — in part because of the accordion effect of the bottling overhaul.
The 130-year-old company’s star has also faded a bit in other ways.
In 2007, Coca-Cola was the most valuable brand in the world, acc ...
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This marketing plan aims to increase sales of Moon Under Water Brewery's beers through brand awareness. Goals include increasing annual beer sales by 32% and social media presence by 10% by specific dates in 2016. Target audiences are craft beer drinkers, especially women and millennials, on Vancouver Island. Competitors include larger breweries like Hoyne and Driftwood. Promotional tactics will include a summer kickoff event and using social media to personify beers and promote the brewery.
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Case 3Competition in the Craft Brewing Industry in 2017John D. Var.docx
Case 3Competition in the Craft Brewing Industry in 2017
John D. Varlaro
Johnson & Wales University
John E. Gamble
Texas A&M University–Corpus Christi
Locally produced or regional craft beers caused a seismic shift in the U.S. beer industry during the early 2010s with the gains of the small, regional newcomers coming at the expense of such well-known brands as Budweiser, Miller, Coors, and Bud Light. Craft breweries, which by definition sold fewer than 6 million barrels (bbls) per year, expanded rapidly with the deregulation of intrastate alcohol distribution and retail laws and a change in consumer preferences toward unique and high-quality beers. The growing popularity of craft beers allowed the total beer industry in the United States to increase by 6.7 percent annually between 2011 and 2016 to reach $39.5 billion. The production of U.S. craft breweries more than doubled from 11.5 million bbls per year to about 24.6 million bbls per year during that time. In addition, production by microbreweries and brewpubs accounted for 90 percent of craft brewer growth in 2016.1
The industry had begun to show signs of a slowdown going into 2017, with Boston Beer Company, the second largest craft brewery in the United States and known for its Samuel Adams brand, experiencing a 4 percent sales decline in 2016 that erased two years of of growth. The annual revenues of Anheuser-Busch InBev SA, whose portfolio included global brands Budweiser, Corona, and Stella Artois and numerous international and local brands, remained relatively consistent from 2014 to 2016. However, the sales volume of Anheuser-Busch’s flagship brands and its newly acquired and international brands such as Corona, Goose Island, Shock Top, Beck’s, and St. Pauli Girl allowed it to control 45.8 percent of the U.S. market for beer in 2016.2
Industry competition was increasing as grain price fluctuations affected cost structures and growing consolidation within the beer industry—led most notably by AB InBev’s acquisition of several craft breweries, Grupo Modelo, and its pending $104 billion acquisition of SABMiller—created a battle for market share. While the market for specialty beer was expected to gradually plateau by 2020, it appeared that the slowing growth had arrived by 2017. Nevertheless, craft breweries and microbreweries were expected to expand in number and in terms of market share as consumers sought out new pale ales, stouts, wheat beers, pilsners, and lagers with regional or local flairs.The Beer Market
The total economic impact of the beer market was estimated to be 2.0 percent of the total U.S. GDP in 2016 when variables such as jobs within beer production, sales, and distribution were included.3Exhibit 1 presents annual beer production statistics for the United States between 2006 and 2016.
Year
Barrels Produced (in millions)*
2006
198
2007
200
2008
200
2009
197
2010
195
2011
193
2012
196
2013
192
2014
193
2015
191
2016
189
*Rounded to the nearest million. .
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CAP210-Founders
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PH
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The document proposes opening a brewpub to offer local craft beers and address consumer demand for more variety beyond mainstream beers. It would provide seasonal brews and different beers monthly. Market research shows the target demographic is males aged 21-44 who want real, non-mass produced beer. While larger breweries threaten competition, establishing quality products and regional or national expansion present opportunities. Financial projections estimate $571,500 in startup costs and $180,000 in first year sales, forecasting continued growth.
1 Team Number 155 Strange Days Brewing Co.
1
Team Number: 155
Strange Days Brewing Co.
Strange Days Brewing Co is an up and coming craft brewery in Kansas City, MO that will open with a
taproom. With a combined 12 years brewing experience, the brewery will focus on: building a
community experience, providing beer education, and having an imaginative, adventurous, and risk
taking philosophy. Beers will be sold out of the taproom in year one, but look to sell bottles and
distribute in the future.
THIS BUSINESS PLAN CONTAINS TRADE SECRETS AND OTHER CONFIDENTIAL AND
PROPRIETARY INFORMATION OF STRANGE DAYS BREWING CO. ACCORDINGLY, THIS
BUSINESS PLAN IS CONFIDENTIAL AND IS INTENDED SOLELY FOR THE INFORMATION
OF THE INDIVIDUAL OR ENTITY TO WHICH IT IS DELIVERED BY OR ON BEHALF OF
STRANGE DAYS BREWING CO. BY ACCEPTING A COPY OF THIS BUSINESS PLAN, THE
RECIPIENT AGREES NOT TO COPY, DISTRIBUTE OR OTHERWISE DISCLOSE THIS
BUSINESS PLAN OR ITS CONTENTS OR ANY OTHER RELATED INFORMATION TO ANY
OTHER INDIVIDUAL OR ENTITY WITHOUT THE PRIOR WRITTEN CONSENT OF STRANGE
DAYS BREWING CO., AND TO RETURN THIS BUSINESS PLAN TO STRANGE DAYS
BREWING CO. UPON REQUEST.
2
NOTHING IN THIS BUSINESS PLAN, OR IN ANY MATERIALS OR PRESENTATIONS RELATING TO SUCH BUSINESS
PLAN IS INTENDED, NOR SHOULD BE CONSTRUED AS, AN OFFER TO SELL ANY ACTUAL SECURITIES OR ANY
OTHER INTEREST OR INVESTMENT OPPORTUNITY IN THE BUSINESS VENTURE DESCRIBED IN SUCH BUSINESS
PLAN. THE BUSINESS PLAN AND ALL SUCH MATERIALS AND PRESENTATIONS HAVE BEEN DEVELOPED FOR
EDUCATIONAL PURPOSES BY ONE OR MORE STUDENTS IN A UMKC COURSE OR OTHER PROGRAM OF
INSTRUCTION AND WILL BE ENTERED IN A VENTURE CHALLENGE COMPETITION (“COMPETITION”) WHICH
ENHANCES THE EDUCATIONAL EXPERIENCE FOR THE STUDENTS THROUGH AVENUES FOR FEEDBACK BY
JUDGES ON THE STUDENTS’ WORK.
AS PART OF THE OPPORTUNITY FOR INSTRUCTIVE FEEDBACK FROM INSTRUCTORS AND FROM JUDGES AT THE
COMPETITION, THE STUDENTS HAVE PREPARED VARIOUS TYPES OF HYPOTHETICAL FINANCIAL
PRESENTATIONS AND PROJECTIONS AND BUSINESS VALUATION CALCULATIONS AS PART OF THE
DEVELOPMENT OF THIS BUSINESS PLAN. TERMS SUCH AS “BELIEVE,” “ESTIMATE” AND “PROJECT” AS USED
IN THIS BUSINESS PLAN AND IN RELATED MATERIALS AND PRESENTATIONS ARE FORWARD-LOOKING
STATEMENTS AND ILLUSTRATIONS BASED ON VARIOUS ASSUMPTIONS AND PERFORMANCE ESTIMATES.
ALTHOUGH THE STUDENTS HAVE BASED SUCH FINANCIAL PRESENTATIONS AND PROJECTIONS ON
ASSUMPTIONS AND CALCULATIONS THEY DEEM REASONABLE, THEY COULD PROVE TO BE INACCURATE DUE
TO ECONOMIC CLIMATE, COMPETITIVE AND MARKET CHANGES AND CONDITIONS, RISK FACTORS AND
EVOLVING BUSINESS DECISIONS, OR OTHER FACTORS WHICH ARE DIFFICULT OR IMPOSSIBLE TO PREDICT.
THERE IS NO ASSURANCE THAT THE FINANCIAL CIRCUMSTANCES OR RESULTS ILLUSTRATED OR
CONTEMPLATED BY SUCH STATEMENTS AND PROJECTIONS COULD OR WOULD BE REALIZED, AND, AGAIN,
THE PURPOSE IN PREPARING THEM WAS EDUCAT ...
Coca-Cola Brews a Hot Acquisition Costa Coffee Case A
The Coca-Cola Company acquired British coffee chain Costa Coffee for $5.1 billion in 2018. Coca-Cola's revenues and profits had been declining as soda sales fell due to health concerns. Meanwhile, global coffee consumption was rising. The acquisition gave Coca-Cola almost 4,000 Costa stores in 32 countries and entry into the hot beverage market for the first time. It was seen as a strategic move to diversify away from soft drinks into the more profitable coffee industry as consumers turn away from sugary drinks.
Coca cola brews a hot acquisition costa coffee case a
The Coca-Cola Company acquired British coffee chain Costa Coffee for $5.1 billion in 2018. Coca-Cola's revenues and profits had been declining as soda sales fell due to health concerns. Meanwhile, global coffee consumption was rising. The acquisition gave Coca-Cola almost 4,000 Costa stores in 32 countries and entry into the hot beverage market for the first time. It was seen as a strategic move to diversify away from struggling soda sales into the faster growing coffee industry.
Silicon Valley Bank 2017 State of the Wine Industry Report
The document provides a summary and forecast of the 2017 U.S. wine industry. It begins with an introduction comparing the industry to the film "Jaws" and noting various risks and opportunities present, akin to a shark lurking beneath calm waters. The report then reviews predictions made in last year's report, noting what was correctly predicted, such as premium wine sales growth and harvest yields, and what was missed, including a prediction about declining per capita wine consumption. The review highlights lessons learned. The summary concludes by stating the 2017 forecast anticipates overall improving business conditions, but also calls out some risks like increasing regulations and interest rates.
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Drink 2.0 - Anything but the Usual
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Rhinegeist project to go on LinkedIN
Rhinegeist Brewery was founded by Bob Bonder and Bryant Goulding to bring communities together through craft beer. Their mission is to have customers share in each other's traditions and history. Using their historic 1910 brew house in Elm Street, they aim to include those outside the local area. The document discusses Rhinegeist's goals, branding strategy, and positioning as focused on connecting people to the local heritage and community through their unique beers and brew house experiences telling "The Ghost of Rhine" story.
Case 3Competition in the Craft Brewing Industry in 2017John D. Var.docx
Case 3Competition in the Craft Brewing Industry in 2017
John D. Varlaro
Johnson & Wales University
John E. Gamble
Texas A&M University–Corpus Christi
Locally produced or regional craft beers caused a seismic shift in the U.S. beer industry during the early 2010s with the gains of the small, regional newcomers coming at the expense of such well-known brands as Budweiser, Miller, Coors, and Bud Light. Craft breweries, which by definition sold fewer than 6 million barrels (bbls) per year, expanded rapidly with the deregulation of intrastate alcohol distribution and retail laws and a change in consumer preferences toward unique and high-quality beers. The growing popularity of craft beers allowed the total beer industry in the United States to increase by 6.7 percent annually between 2011 and 2016 to reach $39.5 billion. The production of U.S. craft breweries more than doubled from 11.5 million bbls per year to about 24.6 million bbls per year during that time. In addition, production by microbreweries and brewpubs accounted for 90 percent of craft brewer growth in 2016.1
The industry had begun to show signs of a slowdown going into 2017, with Boston Beer Company, the second largest craft brewery in the United States and known for its Samuel Adams brand, experiencing a 4 percent sales decline in 2016 that erased two years of of growth. The annual revenues of Anheuser-Busch InBev SA, whose portfolio included global brands Budweiser, Corona, and Stella Artois and numerous international and local brands, remained relatively consistent from 2014 to 2016. However, the sales volume of Anheuser-Busch’s flagship brands and its newly acquired and international brands such as Corona, Goose Island, Shock Top, Beck’s, and St. Pauli Girl allowed it to control 45.8 percent of the U.S. market for beer in 2016.2
Industry competition was increasing as grain price fluctuations affected cost structures and growing consolidation within the beer industry—led most notably by AB InBev’s acquisition of several craft breweries, Grupo Modelo, and its pending $104 billion acquisition of SABMiller—created a battle for market share. While the market for specialty beer was expected to gradually plateau by 2020, it appeared that the slowing growth had arrived by 2017. Nevertheless, craft breweries and microbreweries were expected to expand in number and in terms of market share as consumers sought out new pale ales, stouts, wheat beers, pilsners, and lagers with regional or local flairs.The Beer Market
The total economic impact of the beer market was estimated to be 2.0 percent of the total U.S. GDP in 2016 when variables such as jobs within beer production, sales, and distribution were included.3Exhibit 1 presents annual beer production statistics for the United States between 2006 and 2016.
Year
Barrels Produced (in millions)*
2006
198
2007
200
2008
200
2009
197
2010
195
2011
193
2012
196
2013
192
2014
193
2015
191
2016
189
*Rounded to the nearest million. .
C128CASESCASE 20THE BOSTON BEER COMPANYThe Bost.docx
The Boston Beer Company is the largest craft brewery in the US, holding a 1% market share. It faces competition from both larger breweries like Anheuser-Busch InBev and MillerCoors, as well as smaller craft breweries. The major breweries have begun purchasing craft breweries and releasing their own craft-style beers. While the Boston Beer Company has grown significantly, further growth could threaten its image as a craft brewery. It must balance maintaining its craft reputation while continuing to expand.
June B Sweet Exquisite Treats
June B Sweet is a luxury confectionery company based in Washington, DC that specializes in handcrafted Brazilian Brigadeiros and other gourmet sweets. They offer a variety of unique flavors and seasonal offerings in customizable gift boxes. In addition to their online store, their products can be found at several upscale retail locations in the DC area. The company was founded in 2009 by June Drummond and Raquel Carvalho, former professionals from Brazil who are passionate about crafting exquisite sweets.
CAP210-Founders
This document proposes an advertising campaign for Founders Brewing Co. to promote their new Backstage Series beer called Big Lushious. The campaign would involve a scavenger hunt where customers can only initially purchase Big Lushious at select retail stores, and after buying it at two locations and collecting bottle caps, they can get it on draft at the Founders taproom. The goal is to increase sales of Big Lushious by 10% and build awareness of the Backstage Series within the target audience of young professionals ages 21-30 by 30% through participation in the scavenger hunt campaign. The budget for the campaign is estimated between $10,000-20,000 and would be allocated primarily to radio,
Shots Magazine 2015
Brazil is facing political, economic, and social upheaval that is challenging its advertising industry. The country is dealing with a large corruption scandal, recession, water shortages, and rising costs of power. However, the expanding middle class is driving growth in cultural appreciation and demand for more sophisticated advertising. While the current environment is difficult for ad agencies and production companies due to tight budgets, some are finding opportunities through international expansion or more nimble operations.
PH
Public House is launching a premium boxed wine brand targeted at millennials. Their boxed wine is packaged in eco-friendly bags-in-boxes that keep wine fresh for 6 weeks. They will distribute through traditional retailers, events, restaurants and online. Their wine varieties and content marketing aim to make wine approachable and relevant for millennials. They have partnered with a winery and raised $170k. Their goal is to establish the brand in major US cities and expand product offerings over 5 years.
New Belgium Brewing 2012 Clipbook
The document appears to be a monthly media report from New Belgium Brewing that covers their media presence and stories about them from January 2012. It includes several articles that were published about New Belgium and other Colorado breweries expanding their operations and having success in 2011, with New Belgium increasing their distribution and two other breweries opening. The articles also discuss the growing beer scene in Northern Colorado in general.
Kbc slide show
Kenosha Brewing Company (KBC) plans to open a brewpub in Kenosha, WI to take advantage of the growing popularity of craft beers. KBC will establish its brand through the brewpub and hopes to eventually expand distribution and open a larger production facility. KBC will brew various styles of beer and explore private labeling opportunities. The owners have restaurant experience and the brewer is an experienced master brewer. KBC aims to be the premier local craft brewery serving southeast Wisconsin.
Kurt Widmer Tribute - Portland Business Tribune
Kurt Widmer, co-founder of Widmer Brothers Brewing, is retiring at the end of 2015 after over 30 years leading the pioneering craft brewery. Widmer Brothers was one of the first microbreweries in the US and helped transform craft brewing. Widmer plans to stay involved by checking in occasionally and overseeing capital projects, but intends to spend much of his time traveling with his wife in retirement. The $10 million brewery expansion will increase production capacity as Widmer Brothers continues innovating and developing new beers under new leadership.
Business plan strategies powerpoint
A brewpub is proposed to offer locals a variety of craft beers and seasonal brews in response to demand for more options beyond mass-produced beers. Research shows the craft beer market is growing, dominated by males age 35-44. While large breweries face issues maintaining quality at scale, smaller breweries can struggle expanding beyond regional markets due to competition. The business model proposes a brewpub selling beer on-site and to retailers, with live music and events to drive sales of $180,000 in year one, forecasted to rise 15% and 20% in subsequent years. Startup costs are estimated at $571,500 with projections of cash flow and balance shown.
Narragansett Beer
This document discusses Narragansett Beer's community relations strategies and recommends ways to strengthen them further. It outlines how Narragansett has built loyalty since 1890 through marketing and supporting local entrepreneurs. The company recovered after failing in the 1970s due to community support. To continue growth, the document recommends targeting Hispanic populations, women business owners, and veterans, as they are significant populations in Rhode Island. It also suggests Narragansett can learn from the successful community relations of CVS, Citizens Bank, and local breweries like Newport Storm and Gray Sail. Focusing marketing efforts on these groups and learning from other companies can boost sales and reinforce Narragansett's community bonds.
Coke presentation
This document summarizes the history and growth of Coca-Cola in Latin America from the early 1900s to present day. It establishes that Coca-Cola began bottling franchises in Latin American countries in 1906 and had expanded operations to most countries in the region by the 1940s. It discusses Coca-Cola's use of bottling franchises and labor disputes in countries like Mexico, Guatemala, and Colombia. The document also analyzes Coca-Cola's extensive advertising campaigns and cultural marketing strategies targeted towards Latin American consumers.
Business plan strategies powerpoint
The document proposes opening a brewpub to offer local craft beers and address consumer demand for more variety beyond mainstream beers. It would provide seasonal brews and different beers monthly. Market research shows the target demographic is males aged 21-44 who want real, non-mass produced beer. While larger breweries threaten competition, establishing quality products and regional or national expansion present opportunities. Financial projections estimate $571,500 in startup costs and $180,000 in first year sales, forecasting continued growth.
1 Team Number 155 Strange Days Brewing Co.
1
Team Number: 155
Strange Days Brewing Co.
Strange Days Brewing Co is an up and coming craft brewery in Kansas City, MO that will open with a
taproom. With a combined 12 years brewing experience, the brewery will focus on: building a
community experience, providing beer education, and having an imaginative, adventurous, and risk
taking philosophy. Beers will be sold out of the taproom in year one, but look to sell bottles and
distribute in the future.
THIS BUSINESS PLAN CONTAINS TRADE SECRETS AND OTHER CONFIDENTIAL AND
PROPRIETARY INFORMATION OF STRANGE DAYS BREWING CO. ACCORDINGLY, THIS
BUSINESS PLAN IS CONFIDENTIAL AND IS INTENDED SOLELY FOR THE INFORMATION
OF THE INDIVIDUAL OR ENTITY TO WHICH IT IS DELIVERED BY OR ON BEHALF OF
STRANGE DAYS BREWING CO. BY ACCEPTING A COPY OF THIS BUSINESS PLAN, THE
RECIPIENT AGREES NOT TO COPY, DISTRIBUTE OR OTHERWISE DISCLOSE THIS
BUSINESS PLAN OR ITS CONTENTS OR ANY OTHER RELATED INFORMATION TO ANY
OTHER INDIVIDUAL OR ENTITY WITHOUT THE PRIOR WRITTEN CONSENT OF STRANGE
DAYS BREWING CO., AND TO RETURN THIS BUSINESS PLAN TO STRANGE DAYS
BREWING CO. UPON REQUEST.
2
NOTHING IN THIS BUSINESS PLAN, OR IN ANY MATERIALS OR PRESENTATIONS RELATING TO SUCH BUSINESS
PLAN IS INTENDED, NOR SHOULD BE CONSTRUED AS, AN OFFER TO SELL ANY ACTUAL SECURITIES OR ANY
OTHER INTEREST OR INVESTMENT OPPORTUNITY IN THE BUSINESS VENTURE DESCRIBED IN SUCH BUSINESS
PLAN. THE BUSINESS PLAN AND ALL SUCH MATERIALS AND PRESENTATIONS HAVE BEEN DEVELOPED FOR
EDUCATIONAL PURPOSES BY ONE OR MORE STUDENTS IN A UMKC COURSE OR OTHER PROGRAM OF
INSTRUCTION AND WILL BE ENTERED IN A VENTURE CHALLENGE COMPETITION (“COMPETITION”) WHICH
ENHANCES THE EDUCATIONAL EXPERIENCE FOR THE STUDENTS THROUGH AVENUES FOR FEEDBACK BY
JUDGES ON THE STUDENTS’ WORK.
AS PART OF THE OPPORTUNITY FOR INSTRUCTIVE FEEDBACK FROM INSTRUCTORS AND FROM JUDGES AT THE
COMPETITION, THE STUDENTS HAVE PREPARED VARIOUS TYPES OF HYPOTHETICAL FINANCIAL
PRESENTATIONS AND PROJECTIONS AND BUSINESS VALUATION CALCULATIONS AS PART OF THE
DEVELOPMENT OF THIS BUSINESS PLAN. TERMS SUCH AS “BELIEVE,” “ESTIMATE” AND “PROJECT” AS USED
IN THIS BUSINESS PLAN AND IN RELATED MATERIALS AND PRESENTATIONS ARE FORWARD-LOOKING
STATEMENTS AND ILLUSTRATIONS BASED ON VARIOUS ASSUMPTIONS AND PERFORMANCE ESTIMATES.
ALTHOUGH THE STUDENTS HAVE BASED SUCH FINANCIAL PRESENTATIONS AND PROJECTIONS ON
ASSUMPTIONS AND CALCULATIONS THEY DEEM REASONABLE, THEY COULD PROVE TO BE INACCURATE DUE
TO ECONOMIC CLIMATE, COMPETITIVE AND MARKET CHANGES AND CONDITIONS, RISK FACTORS AND
EVOLVING BUSINESS DECISIONS, OR OTHER FACTORS WHICH ARE DIFFICULT OR IMPOSSIBLE TO PREDICT.
THERE IS NO ASSURANCE THAT THE FINANCIAL CIRCUMSTANCES OR RESULTS ILLUSTRATED OR
CONTEMPLATED BY SUCH STATEMENTS AND PROJECTIONS COULD OR WOULD BE REALIZED, AND, AGAIN,
THE PURPOSE IN PREPARING THEM WAS EDUCAT ...
Coca-Cola Brews a Hot Acquisition Costa Coffee Case A
The Coca-Cola Company acquired British coffee chain Costa Coffee for $5.1 billion in 2018. Coca-Cola's revenues and profits had been declining as soda sales fell due to health concerns. Meanwhile, global coffee consumption was rising. The acquisition gave Coca-Cola almost 4,000 Costa stores in 32 countries and entry into the hot beverage market for the first time. It was seen as a strategic move to diversify away from soft drinks into the more profitable coffee industry as consumers turn away from sugary drinks.
Coca cola brews a hot acquisition costa coffee case a
The Coca-Cola Company acquired British coffee chain Costa Coffee for $5.1 billion in 2018. Coca-Cola's revenues and profits had been declining as soda sales fell due to health concerns. Meanwhile, global coffee consumption was rising. The acquisition gave Coca-Cola almost 4,000 Costa stores in 32 countries and entry into the hot beverage market for the first time. It was seen as a strategic move to diversify away from struggling soda sales into the faster growing coffee industry.
Silicon Valley Bank 2017 State of the Wine Industry Report
The document provides a summary and forecast of the 2017 U.S. wine industry. It begins with an introduction comparing the industry to the film "Jaws" and noting various risks and opportunities present, akin to a shark lurking beneath calm waters. The report then reviews predictions made in last year's report, noting what was correctly predicted, such as premium wine sales growth and harvest yields, and what was missed, including a prediction about declining per capita wine consumption. The review highlights lessons learned. The summary concludes by stating the 2017 forecast anticipates overall improving business conditions, but also calls out some risks like increasing regulations and interest rates.
Concept-brands Leverage Packaging to Drive VQA Wines | PrintAction
The document discusses how Ontario VQA wine producers are leveraging innovative packaging and branding strategies to attract younger consumers and drive sales growth. It profiles several wineries that have launched new concept brands targeting millennials with funky, non-traditional labels and packaging. These brands are priced in the $10-15 range and emphasize fun and approachability over prestige. The new branding coincides with a trend of blending grape varieties to appeal to broader tastes. Producers see the concept brands as a way to introduce new consumers to VQA wines and build lifelong customers.
Similar to Brewery Highlight_ Del Cielo Brewing.pdf (20)
Case 3Competition in the Craft Brewing Industry in 2017John D. Var.docx
Case 3Competition in the Craft Brewing Industry in 2017John D. Var.docx
C128CASESCASE 20THE BOSTON BEER COMPANYThe Bost.docx
C128CASESCASE 20THE BOSTON BEER COMPANYThe Bost.docx
Coca-Cola Brews a Hot Acquisition Costa Coffee Case A
Coca-Cola Brews a Hot Acquisition Costa Coffee Case A
Coca cola brews a hot acquisition costa coffee case a
Coca cola brews a hot acquisition costa coffee case a
Silicon Valley Bank 2017 State of the Wine Industry Report
Silicon Valley Bank 2017 State of the Wine Industry Report
Concept-brands Leverage Packaging to Drive VQA Wines | PrintAction
Concept-brands Leverage Packaging to Drive VQA Wines | PrintAction
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→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Brewery Highlight_ Del Cielo Brewing.pdf
- 1. Brewery Highlight: Del Cielo Brewing Two years ago, Luis Castro founded Del Cielo Brewing and it has since become an important member of the craft beer community in Martinez, CA. Before the COVID-19 virus hit the U.S., the brewery had two main revenue channels: selling craft beer in their taproom and delivering to people and businesses all over the Bay Area. During normal operations, 40% of Del Cielo’s online orders were for canned craft beer and the rest were for kegs. Now the ratio is closer to 90% cans and only 10% kegs, as bars around the country closed and don’t need to restock their inventory. Del Cielo has shifted a lot of their attention toward online orders since the pandemic and their customers are stepping up to order from them directly, in part because Del Cielo takes a versatile service approach that leads to a better customer experience. However they’re still losing profits, and not just because they had to close their taproom for several months; even if they sold exactly the same amount of beer as before, craft beer sells for more in the taproom than it does canned and shipped in a six-pack. Del Cielo is determined to pick up the slack, offering online ordering features like: Curbside pickup available Wednesday through Sunday.Same day pickup.Next day shipping available throughout California at a $20 flat rate.Free home delivery on Thursdays for orders over $75.
- 2. Customers are facing hard economic times too, and offering deals like these fosters a better relationship with consumers and promotes customer loyalty, which is especially important while Del Cielo’s taproom remains closed. Taprooms reopen After months relying on online ordering as a main source revenue, opening procedures have progressed far enough that many taprooms around the country went back into operation. Del Cielo planned to; they intended to open the outdoor seating area in mid-June and their indoor tables on July 1st. However on June 28th, Governor Gavin Newsom issued an announcement that closed bars and breweries in seven counties around the state, due to an uptick in COVD-19 cases. Interestingly the governor only recommended, but didn’t require, breweries to close in Contra Costa county, where Del Cielo Brewer Co. resides. Nonetheless Castro decided the risk was too great to both customers as well as employees, and he decided to heed shelter-in-place orders for the foreseeable future. The taproom won’t open as planned. Del Cielo settled in for a long fight. They also extended some advice to other local breweries wondering how to stay operational and even thrive during this time. Keep customers engaged. Advertise that you’re still open, promote online store specials and come up with creative ways to capture your intended audience’s attention.
- 3. Communicate. Let your customer base know you’re making changes in reaction to new situations, and stay open and flexible to customers’ needs. Adaptability and transparency are key. Have a wide menu. People like variety. That’s why Del Cielo sells cans, crowlers and growlers so customers have a range of options. They can even take a keg home with them! Del Cielo has captured the Bay Area’s attention for a reason. Because of their streamlined online ordering system and customer-focused mindset, they’re prepared to weather COVID-19 for a long time. Social justice involvement Del Cielo isn’t just looking out for their own self-interest. When protests erupted around the world over George Floyd’s murder on May 25th, they found an opportunity to join an international craft brewery movement in the making. Marcus Baskerville, owner of Weathered Souls Brewery in San Antonio, TX, hoped to start a dialogue with the world about the Black Lives Matter movement. Thus he crafted a dark imperial stout and labeled it Black is Beautiful. Though he intended to only sell locally and donate proceeds to organizations in his community, the beer met with unexpected favor nationwide. At friends’ suggestions, Baskerville created a website for Black is Beautiful beer. He published the recipe and now invites other craft breweries to either use his creation or brew their own dark beer and apply the same label—as long as they donate the proceeds and join up with local nonprofits who help out marginalized communities.
- 4. Now, the Black is Beautiful social justice initiative has over 900 breweries involved, spans 50 states and 17 total countries, and includes 19 craft breweries in the Bay Area, Del Cielo among them. Since joining the cause, Del Cielo has brewed a lot of beer to raise awareness for the campaign. On Monday June 29th, they made eighty cans of beer and a whole bunch of kegs using Baskerville’s original dark stout recipe. Regarding the Black is Beautiful initiative, Castro said: “This is one of the cool things about the beer industry. We try to support each other. As a Colombian and being a minority in California, we want to be able to support them.” The intersection of the COVID-19 pandemic with other international crises is bringing people together in new and interesting ways. From breweries who share advice about staying in business to inventors of new beers that raise awareness for Black Lives Matter, the underlying takeaway is the inherent urge for humanity to stick together in times of crisis. Del Cielo Brewing Co. shows just how much we can support each other even when facing hardship ourselves, and that spirit will help them weather through COVID-19 shutdown, mass civil unrest, and whatever else 2020 brings—and they make amazing craft beer, too.