Five pages of information regarding the Master Strategist Certification: Craft Beer Business, including the syllabus for each of the three modules: Strategy, Marketing Intelligence and Strategic Operations & Controls.

1. CRAFT BEER
DESERVES
CRAFT STRATEGY
Earn an online Master Strategist Certification:
Craft Beer Business from Pamplin School of
Business.
Accredited by AACSB-International, our three modules
within the Master Strategist Certification offer a dynamic
online curriculum curated by CRAFTINGASTRATEGY.COM,
a completely digital online learning community dedicated to
the business of craft beer.
Each module offers continuing education credits for
lawyers and CPAs upon completion.
Strategy | Marketing Intelligence | Strategic Operations & Controls

2. Module 1:
Strategy
The 21st century presents managers with
rapidly changing markets, globalization,
new technologies and increasingly fickle
consumer tastes. Nowhere is this more
apparent than in the craft beer industry.
The Strategy module focuses on the value
chain, industry forces, sources of profit-
ability, resource-based strategy, industry
consolidation and fragmentation, valuation
strategy, and the intersection of brands
and community.
Module 2:
Marketing Intelligence
The Marketing Intelligence module presents
a problem-solving approach to understanding
how quantitative and qualitative information
improve decision-making. Beginning with a
broad introduction to competitive orientations
alongside marketing strategies and tactics,
students learn to define strategic objectives,
choose and evaluate data sources, and inter-
pret, analyze, and present research results in
order to implement their brand’s pricing,
product, place, and promotion decisions.
Module 3: Strategic
Operations & Controls
The Strategic Operations & Controls module
is designed to integrate business model
thinking with strategically important oper-
ations and controls. Participants learn to
limit and focus controls on critical goals and
processes while maintaining professional
and artistic freedom. Additional work in-
cludes setting standards and creating control
systems that maintain these standards. The
material focuses on craft beer, craft distilling,
and other beverage businesses.
Master Strategist Certification:
After completing each online module, earn a digital certification badge to let other’s know you’re becoming a true craft beer business expert.
Take all three courses and get certified as a Master Strategist.
For more information:
Melissa McCarthy, MBA Program Dir.& Assoc. Dir. of Graduate Programs,
503-943-7225 | mccarthy@up.edu | sites.up.edu/masterstrategist
The Pamplin School of Business is dedicated to bringing our students the most relevant, timely, and accurate business wisdom to ensure our
graduates have the tools needed to deliver value to their customers, their enterprises and to their communities. The global online learning
community at CRAFTINGASTRATEGY.COM allows the Pamplin School of Business to extend our impact to around the globe, helping
entrepreneurs benefit their communities by running profitable, ethical and socially responsible businesses.

3. 8765
4321
MASTER STRATEGIST CERTIFICATE – STRATEGY
-VALUECHAINECONOMICS
-PORTERSFIVEFORCES
-EXTERNALVALUECHAIN
STRATEGY
-INTERNALVALUECHAIN
STRATEGY
VALUECHAIN:VALUE
CREATION&CAPTURE
LEADINGWITHINAND
ACROSSCULTURES
BUSINESSMODELS,
INNOVATION&DISRUPTIONWHATISSTRATEGY?
-RESOURCE-BASEDSTRATEGY
-TRANSACTIONCOSTECONOMICS
-DISRUPTIVEINNOVATION
-DECISIONMODELING
-INDUSTRYLEVELDISRUPTION
-ARCHITECTURALINNOVATION
-DEATHOFTHEBUSINESSPLAN
-REVENUEMODELINNOVATIONS
-THREELEVELSOFLEADERSHIP
-WORKPLACEMOTIVATION
STRATEGY
-CROSSCULTURAL
COMMUNICATION
-CULTUREWITHINTHE
WORKPLACE
-INDUSTRYLIFECYCLE
-INDUSTRYCONSOLIDATION&
FRAGMENTATION
-MERGERS&ACQUISITIONS
INDUSTRY,
STRATEGYSTRUCTURE,&
CONSOLIDATION
BRINGINGITALLTOGETHER:
COMMUNITY
ENTREPRENEURSHIP
FINANCIALSTRATEGIESFOR
CRAFTBUSINESSOWNERS
MANAGINGPRODUCT
INNOVATION
-BLUEOCEANSTRATEGIES
-RHYTHMINOPERATIONS
-MANAGINGPROFITABLE
INNOVATION
-NEWPRODUCTDEVELOPMENT
-FINANCEANDACCOUNTING
FUNDAMENTALS
-FUNDRAISINGSTRATEGIESFOR
CRAFTBUSINESSES
-VALUATIONMETRICS&EXIT
STRATEGIES
-HOWCOMMUNITY
ENTREPRENEURSHIPCHANGES
THEGAME
-COMPETITIVEADVANTAGE
THROUGHCOMMUNITIES
-MISSIONDRIVENSTRATEGY

4. 8765
4321
MASTER STRATEGIST CERTIFICATE – MARKETING INTELLIGENCE
-FIRMPHILOSOPHY,MISSION,
IDENTITY
-CUSTOMERORIENTATIONVS.
INNOVATIONORIENTATION
-MARKETDRIVENANDMARKET
DRIVINGPERSPECTIVES
MARKETDRIVEN
PERSPECTIVES RESEARCHDESIGNBUYERBEHAVIOR&QUALITATIVE
METHODSBUILDINGBRANDCOMMUNITY
-CORPORATEIMAGEAND
REPUTATIONMANAGEMENT
-COMMUNITYCONSTRUCTIONAND
DEVELOPMENT
-MUNICIPALRELATIONSHIPS
-QUALITATIVEINSIGHTS:
INTERVIEWSANDFOCUSGROUPS
-SOCIALMEDIARESEARCH
-UNDERSTANDINGCONSUMER
PSYCHOLOGY
-PROBLEMDEFINITIONAND
FRAMINGRESEARCH
-MARKETINGRESEARCHMETHODS
-INTERPRETATIONOFSECONDARY
DATA
-UNIQUESELLINGPOSITIONAND
COMPETITIVEADVANTAGE
-PERCEPTUALMAPPING
-PERSPECTIVESONMARKET
ENTRYANDPRODUCT
DIVERSIFICATION
MARKETINGSTRATEGIES DATAPREPARATION&
DESCRIPTIONSAMPLEDESIGNMARKETINGTACTICS
-USINGPRICE,PRODUCT,PLACE,&
PROMOTIONSSTRATEGICALLY
-BRANDIMAGEANDIDENTITY
-PRICINGSTRATEGIES
-MARKETINGCOMMUNICATIONS
-DEFININGANDTARGETING
CONSUMERMARKETS
-CREATINGDIFFERENTIATION
-DATACOLLECTIONANDSAMPLING
DESIGN
-QUANTITATIVEINSIGHTS:
SURVEYDESIGNAND
METHODOLOGY
-DATAPREPARATIONAND
INTERPRETATION
-COMMUNICATINGRESEARCH
FINDINGSANDIMPLEMENTATION

5. 765
4321
MASTER STRATEGIST CERTIFICATE – OPERATIONS & CONTROLS
-WHATARESTRATEGIC
CONTROLS?
-WHYUSETHEBUSINESSMODEL
CANVAS?
-LINKINGCONTROLSTOBUSINESS
STRATEGY
STRATEGICCONTROLS
OVERVIEW
TRACKINGCUSTOMERSAND
GETTINGPAID
THEVALUEPROPOSITIONS
ANDTHEIRCOSTS
DESIGNINGCONTROL
SYSTEMS
-THESTRATEGICPOWER(OR
FOLLY)OFSTANDARDS
-THECONTROLSYSTEMPROCESS
-THEFOURKINDSOFCONTROL
SYSTEMS
-GETTINGTHEINFORMATIONYOU
NEED
-REVIEW:WHATISVALUE?
-THECRAFTBREWPUB’SUNIQUE
VALUE
-RECIPECOSTINGVS.PORTFOLIO
PRICING
-PURCHASINGCONTROLS
-MENUENGINEERINGFORPROFIT
-WHATAREYOURCRITICAL
CUSTOMERSEGMENTS
-REVENUECONTROLS
-REVENUEOPTIMIZATION
-CONTROLOFDISTRIBUTION
CHANNELS
-WHATARETHECRITICAL/KEY
ACTIVITIES?
-CONTROLLINGSTRATEGIC
RESOURCES
-CONTROLLINGOPPORTUNISM
OFKEYPARTNERS
KEYRESOURCESAND
PROCESSES PUTTINGITALLTOGETHERCULTUREANDROUTINES
-VALUES,ASSUMPTIONS,BELIEFS,
&EXPECTATIONSASPRIMARY
CONTROLS
-POWERANDMOTIVATION
-USINGSOURCESOFGUIDANCEFOR
CONTROL
-APPLYINGTHEPRINCIPLESTOA
REALBUSINESSVENTURE
-ECONOMIZINGINTHEABSENCE
OFBARGAININGPOWER