*** Author: Suet Ying Chow and Kristina Proskurina ***
The slides provide the overview of history of Carlsberg, SWOT analysis for figuring out their threats and opportunities in the markets and business development strategies in China.
Core Value and Mission Statements for Central City Brewery (Surrey.docxvanesaburnand
Core Value and Mission Statements for Central City Brewery (Surrey)
According to the research about Central City Brewery and the whole beer industrial in Vancouver, BC, and we can know that the number of public and private breweries are increasing every year. For now there are about 51 (1) craft brewers in Metro Vancouver to meet the demand of the beer lover. In this extreme competition environment, Central City Brewery decide to invest (2) 35 million dollar on opening a public Bridgeview site and a public beer tasting tour for their own factory in Surrey. Central City Brewery also sign a contract with Simon Fraser University and they decide to open a new course in Simon Fraser University Surrey campus which call the Science of Brewing. This course will express the chemistry, biology and microbiology involved in the brewing process, and the relatives of the students which take this course also can join the classes and learn the brewing science by doing it. Red racer beer is the core product of Central City Brewery, and they make these beer into many different flavored, for example, the red racer winter ale is a spicy taste beer and red racer white ale is an orange taste beer(3). Central City Brewery also works hard on inviting some different new products beside beer, such as Gin and vodka. Therefore, the core value and mission statement of Central City Brewery are to promote the craft brewing industry in Vancouver, BC by means of education, promotion of special events and to research and develop different alcoholic beverages to meet the demand of the market.
Corporation Goals for Central City Brewery (Surrey)
1. Raise awareness in the market – promotion, education of special events to the costumer, and advertising
The nowadays brewery industrial for Vancouver BC is a perfect competitive market, and Central City Brewery should let the costumers in the market know the advantage about their company. The investment on the factory tour and sign with SFU for opening new course for brewing are the good start for marketing. They can also do the following to make their brand more famous:
· Lower the ticket price for people which want to visit their factory
· Sign contract with Vancouver local TV station for doing the advertising on television
2. Research and develop different alcoholic beverages for attract more customers in the market
Central City Brewery was opened at 2003, and only focus on making different flavored beer during these 14 years till now, and in this year January they just distill their first single malt whisky and vodka(4). They decide to produce both wine and beer in the future operation. According to the research, the number of Canadian people drink wine now is about two time than the number in 1900, therefore, it is a good time to join the wine market to marker more profits. They may make low-alcohol wine to let the beer lovers also can enjoy it.
3. Production- Improve the working efficiency by hiring, training and investment .
*** Author: Suet Ying Chow and Kristina Proskurina ***
The slides provide the overview of history of Carlsberg, SWOT analysis for figuring out their threats and opportunities in the markets and business development strategies in China.
Core Value and Mission Statements for Central City Brewery (Surrey.docxvanesaburnand
Core Value and Mission Statements for Central City Brewery (Surrey)
According to the research about Central City Brewery and the whole beer industrial in Vancouver, BC, and we can know that the number of public and private breweries are increasing every year. For now there are about 51 (1) craft brewers in Metro Vancouver to meet the demand of the beer lover. In this extreme competition environment, Central City Brewery decide to invest (2) 35 million dollar on opening a public Bridgeview site and a public beer tasting tour for their own factory in Surrey. Central City Brewery also sign a contract with Simon Fraser University and they decide to open a new course in Simon Fraser University Surrey campus which call the Science of Brewing. This course will express the chemistry, biology and microbiology involved in the brewing process, and the relatives of the students which take this course also can join the classes and learn the brewing science by doing it. Red racer beer is the core product of Central City Brewery, and they make these beer into many different flavored, for example, the red racer winter ale is a spicy taste beer and red racer white ale is an orange taste beer(3). Central City Brewery also works hard on inviting some different new products beside beer, such as Gin and vodka. Therefore, the core value and mission statement of Central City Brewery are to promote the craft brewing industry in Vancouver, BC by means of education, promotion of special events and to research and develop different alcoholic beverages to meet the demand of the market.
Corporation Goals for Central City Brewery (Surrey)
1. Raise awareness in the market – promotion, education of special events to the costumer, and advertising
The nowadays brewery industrial for Vancouver BC is a perfect competitive market, and Central City Brewery should let the costumers in the market know the advantage about their company. The investment on the factory tour and sign with SFU for opening new course for brewing are the good start for marketing. They can also do the following to make their brand more famous:
· Lower the ticket price for people which want to visit their factory
· Sign contract with Vancouver local TV station for doing the advertising on television
2. Research and develop different alcoholic beverages for attract more customers in the market
Central City Brewery was opened at 2003, and only focus on making different flavored beer during these 14 years till now, and in this year January they just distill their first single malt whisky and vodka(4). They decide to produce both wine and beer in the future operation. According to the research, the number of Canadian people drink wine now is about two time than the number in 1900, therefore, it is a good time to join the wine market to marker more profits. They may make low-alcohol wine to let the beer lovers also can enjoy it.
3. Production- Improve the working efficiency by hiring, training and investment .
Davide Campari – Milano S.p.A.IntroductionHeadquartered in.docxsimonithomas47935
Davide Campari – Milano S.p.A.
Introduction
Headquartered in Milan, Italy, Gruppo Campari (Campari) is the sixth-largest beverage company in the world with operations in more than 190 nations, including being the self-proclaimed leader in Italy and Brazil and a top-tier presence in the USA, Germany and Switzerland.
Davide Campari-Milano S.p.A. traces its beginnings to 1860, when Italian drink master Gaspare Campari created the eponymous bitter aperitif at his bar in Novara. He soon opened the Café Campari in Milan’s central gallery, where the drink gained widespread popularity and is credited with establishing the Milanese social cocktail ritual. Son Davide Campari helped focus the business on the most successful Campari aperitif and the Cordial Campari spinoff, and he soon began to build Campari into an internationally distributed liquor. The Campari product line was extended in 1932 with the introduction of Campari Soda, the world’s first pre-mixed, single serve bottle marketed worldwide, which featured a distinctive bottle designed by Fortunado Despero. Chemist Domenico Garavoglia joined the Company in 1952 and would guard the secret Campari recipe and eventually lead the Company until his death in 1992. Under Garavoglia’s leadership, Campari would continue to expand its reach, eventually reaching distribution in over 190 countries. Garavoglia inherited control of the Company after the last living Campari heir passed away in 1982.
As the spirits industry began a still-ongoing wave of international consolidation in the 1990s, Campari decided to join the fray in 1995 with the acquisition of Dutch company BolsWessanen’s Italian soft drinks business. In exchange for a 35% stake in the Company, Campari acquired a portfolio including the non-alcoholic aperitif Crodino, Lemonsoda, and Cynar brands. Campari followed that up with the acquisition of Cinzano sparkling wine and vermouth, plus Greek liquor Ouzo12, from Diageo for €122.7 million in 1999. Campari also acquired a portfolio of local Brazilian brands from Diageo for $105 million in early 2001. To support additional growth and provide an exit for minority shareholders, Campari completed its initial public offering on July 6, 2001. Led by Deutsche Bank and UBS and listed on the Italian Stock Exchange, Campari sold 13.7 million existing shares at €31 per share (€1.55 per share, split adjusted). The IPO allowed Wessanen to exit its position in Campari, and the Company did not raise any money through primary share issuance. Campari’s growth accelerated following the IPO through global expansion of acquired portfolios. Today Campari is a truly international Company with a broad wine and spirits portfolio; Campari and Campari Soda have declined from 43% of net sales in 2000 to just 14% in 2013.
Vision / Mission Statement
The company doesn’t provide a written vision statement but it has provided what the company aspire to be (mission) and values that it lives through.
The company wants.
Doświadczenia w zarządzaniu marką miejską – wybrane przykładyJan Lichota
DOBRE PRAKTYKI W PROMOCJI I ZARZĄDZANIU
MARKAMI TERYTORIALNYMI
-
Doświadczenia w zarządzaniu marką miejską
-
Przykłady promocji turystycznej z Belgii i innych miast w Europie
International Associations in Brussels and the Association BureauJan Lichota
Presentation - activities visit.brussels Association Bureau - Europa Café - Bydgoszcz - panorama international associations - services for associations in Brussels
More Related Content
Similar to The role of contract brewers in the Polish beer revolution (Beeronomics 2019)
Davide Campari – Milano S.p.A.IntroductionHeadquartered in.docxsimonithomas47935
Davide Campari – Milano S.p.A.
Introduction
Headquartered in Milan, Italy, Gruppo Campari (Campari) is the sixth-largest beverage company in the world with operations in more than 190 nations, including being the self-proclaimed leader in Italy and Brazil and a top-tier presence in the USA, Germany and Switzerland.
Davide Campari-Milano S.p.A. traces its beginnings to 1860, when Italian drink master Gaspare Campari created the eponymous bitter aperitif at his bar in Novara. He soon opened the Café Campari in Milan’s central gallery, where the drink gained widespread popularity and is credited with establishing the Milanese social cocktail ritual. Son Davide Campari helped focus the business on the most successful Campari aperitif and the Cordial Campari spinoff, and he soon began to build Campari into an internationally distributed liquor. The Campari product line was extended in 1932 with the introduction of Campari Soda, the world’s first pre-mixed, single serve bottle marketed worldwide, which featured a distinctive bottle designed by Fortunado Despero. Chemist Domenico Garavoglia joined the Company in 1952 and would guard the secret Campari recipe and eventually lead the Company until his death in 1992. Under Garavoglia’s leadership, Campari would continue to expand its reach, eventually reaching distribution in over 190 countries. Garavoglia inherited control of the Company after the last living Campari heir passed away in 1982.
As the spirits industry began a still-ongoing wave of international consolidation in the 1990s, Campari decided to join the fray in 1995 with the acquisition of Dutch company BolsWessanen’s Italian soft drinks business. In exchange for a 35% stake in the Company, Campari acquired a portfolio including the non-alcoholic aperitif Crodino, Lemonsoda, and Cynar brands. Campari followed that up with the acquisition of Cinzano sparkling wine and vermouth, plus Greek liquor Ouzo12, from Diageo for €122.7 million in 1999. Campari also acquired a portfolio of local Brazilian brands from Diageo for $105 million in early 2001. To support additional growth and provide an exit for minority shareholders, Campari completed its initial public offering on July 6, 2001. Led by Deutsche Bank and UBS and listed on the Italian Stock Exchange, Campari sold 13.7 million existing shares at €31 per share (€1.55 per share, split adjusted). The IPO allowed Wessanen to exit its position in Campari, and the Company did not raise any money through primary share issuance. Campari’s growth accelerated following the IPO through global expansion of acquired portfolios. Today Campari is a truly international Company with a broad wine and spirits portfolio; Campari and Campari Soda have declined from 43% of net sales in 2000 to just 14% in 2013.
Vision / Mission Statement
The company doesn’t provide a written vision statement but it has provided what the company aspire to be (mission) and values that it lives through.
The company wants.
Doświadczenia w zarządzaniu marką miejską – wybrane przykładyJan Lichota
DOBRE PRAKTYKI W PROMOCJI I ZARZĄDZANIU
MARKAMI TERYTORIALNYMI
-
Doświadczenia w zarządzaniu marką miejską
-
Przykłady promocji turystycznej z Belgii i innych miast w Europie
International Associations in Brussels and the Association BureauJan Lichota
Presentation - activities visit.brussels Association Bureau - Europa Café - Bydgoszcz - panorama international associations - services for associations in Brussels
Beer tourism management by public and private sector: an international overvi...Jan Lichota
Overview of beer tourism approach - different countries - common patterns - business opportunities - destination management - presented at Beeronomics 2019
Paths for smart tourism opportunities towards beer consumers (Poster)Jan Lichota
EBC Congress 2019, Antwerp, June 2019: Poster.
Key aspects of smart tourism that may be applicable to
beer consumers in search of a visitor’s experience. The results aim to leverage from tourist characteristics and technology framework towards setting paths for future development of smart tourism experiences for confirmed beer consumers or those that may develop their interest for beer.
Evolution of the European Brewing Convention CongressJan Lichota
Presentation of the EBC Congress from 1947 to 2017. EBC history; correlation of trends in the brewing sector and congresses across 70 years; comparison with ICCA data. Presentation done at Beeronomics 2017 conference held in Copenhagen.
Beer taxation in Europe - A consumer friendly framework ? (Poster)Jan Lichota
Short description of excise taxation framework for beer and key aspects from consumer perspective. Poster from 36th European Brewery Convention Congress in Ljubljana, Slovenia.
Some history and statistics on Polish beer - Factors behind the Polish craft beer scene - EBC Symposium announcement - Copenhagen Beer Festival - May 2016
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...
The role of contract brewers in the Polish beer revolution (Beeronomics 2019)
1. THE ROLE OF CONTRACT BREWERS
IN POLAND’S BEER REVOLUTION
BARTOSZ WOJTYRA ADAM MICKIEWICZ UNIVERSITY, POZNAŃ
ŁUKASZ GRUDZIEŃ POZNAŃ UNIVERSITY OF TECHNOLOGY, POZNAŃ
JAN LICHOTA UNIVERSIDAD NACIONAL DE EDUCACIÓN A DISTANCIA,
MADRID, SPAIN
SZRENIAWA, 2018
1
2. INTRODUCTION
Position of Poland in the European beer market
According to the 2017 production data, Poland
ranked 3rd in Europe, behind Germany and the
Great Britain.
2
Considering the consumption of beer per capita,
Poland takes the 4th place, behind the Czech
Republic, Austria, and Germany.
The Brewers of Europe 2018
4. INTRODUCTION
Dynamics of beer consumption in Poland
Since the economic
transformation in the early
90s the beer sector in Poland
has experienced the highest
dynamics of beer
consumption in Europe.
➢ The effect of the
successful restructuring
process
➢ The marketing practices
have been changed
➢ The beer quality standard
has risen
➢ Beer became the most
popular beverage, not
vodka (!)
➢ Increasing incomes and
standard living
4
5. INTRODUCTION
Modern history of Polish beer market
5
1945 1989 2010 2011 2017 2018
Brewing sector
centralisation
Disappearing of many
breweries as direct
consequence of the war rage.
Long economic reconstruction
of the country, with the brewing
industry being highly
centralised by the state.
Consolidations, expansions,
and the privatization
of global beer corporations
After 1989, small breweries
collapsed, were taken over, or
incorporated into larger brewers.
Product standardisation period.
Homebrewers
Polish Association of
Home Brewers was
formally established in
August 2010.
Hop Attack by Pinta
The Polish beer revolution
officially began when the
Pinta Brewery brewed the
first batch of beer in the
style of AIPA.
Rapid growth
Above 300 brewing
entities on Polish beer
market follow Pinta’s
success.
Taxation
Reviewed
thresholds for
excise duty
reduced taxation
rates.
6. RESEARCH
Aim and scope
➢ Characteristics of Polish contract brewers'
activities and identification of their importance in
the context of the craft beer revolution.
➢ Active contract breweries established after 2011
➢ Entities operating in 2018
6
7. RESEARCH
Methodology – Survey
➢ The online anonymous diagnostic survey for contract breweries’ owners in Poland
➢ April – May 2019
➢ The interview form with a standardized list of closed and open questions
➢ The survey was sent to all 119 breweries which were identified as operating on the market in
2018. In fact, 30 companies were inactive, suspended temporarily, or permanently closed in
as early as in 2018 or at the beginning of 2019
➢ 56 contract breweries (63% out of 89) took part in the survey
➢ The first part of the survey included general questions about the brewery and concerned:
the year of origin, the number, age, and gender of the founders, production and sales
volumes in 2018, the portfolio structure, the range and direction of distribution, the location
of hired stationary brewery and marketing forms. Other questions focused on the company's
development strategy,
7
8. RESEARCH
Other sources
“The Beer Map” was used
as a starting material for
identification, of changes
in the number of breweries
and their locations. The
map was funded by a
group of Polish
“beergeeks”
8
The data was verified through
Internet sources (ratebeer.com,
brewery websites, main social
media channels, etc.)
Further information comes
from the Polish Association
of Home-brewers and
interviews with people
associated with Polish
breweries.
9. CONTRACT BREWERIES
Typology of breweries in Poland
Two tax thresholds valid until 2018 are the basis for the unofficial classification of breweries into
three basic groups:
9
1) small – annual production of up to 20,000 hl,
2) medium – annual production at the level of
20,000 hl up to 200,000 hl,
3) large – annual production at the level above
200,000 hl.
The fourth group are
contract/client breweries.
Wojtyra and Grudzień 2017
10. CRAFT BREWERIES IN POLAND
Definition problem
There is no official definition of a craft brewery in Poland, nor is there a definition
of craft beer.
In 2018 the Polish Association of Craft Breweries attempted to define a craft
brewery:
An entity that produces or orders beer production which at the same time:
➢ puts the product quality first; in the beer production process, mainly traditional
brewing, raw materials are used: water, malt, yeast, hops and the best and
most current brewing knowledge,
➢ is known for people making beer, a brewer or person responsible for
production are known by name and surname, and are reachable for the end
customer,
➢ is innovative; through constant work on developing recipes and production
technologies it contributes to the development of brewing knowledge,
➢ is independent; it is not personally or by capital connected with another
producer of beer (alcoholic beverages) which is not a craft brewery.
10
11. CRAFT BEER IN POLAND
Craft or not craft?
For the purpose of the “Kraft Roku”, the biggest
commercial craft beer contest in Poland, the
definition of craft beer was created.
Craft beer must be brewed commercially in an
amount not exceeding 5,000 hl per year and by
a brewer known by name.
This definition has existed for several years and so
the craft beer environment have accepted it.
However, due to the fact that once small
breweries are now too big, it is difficult to include
them in it.
11
12. CONTRACT BREWERIES
Definition and typology in Poland
A contract brewery is a brewing initiative, an enterprise producing beer using production
capacities hired from a stationary brewery with brewing installation. Contract breweries have
their own brewers who develop recipes and prepare beer independently. This definition
corresponds to the meaning of contract breweries in the world (Garavaglia and Swinnen
2017).
Contract brewing is an initiative which results in mutual benefits between a stationary
brewery, which does not fully use its production capacity and can rent it, and people who
want to share their brewing ideas with a wider group.
A specific form of the contract brewery is a client brewery. In the established nomenclature,
it is a company trading beer produced on commission by an existing brewery. A client
brewery orders the production of beer in a brewery and sells it under its own brand.
This type of contractors often meets with open criticism of the brewers' environment (Carroll
and Swaminathan 2002, Acitelli 2013, van Dijk et al. 2017).
12
13. ➢ Resource partitioning theory, an
oligopolistic structure of polish beer
market, more and more homogenous
products (Carroll and Swaminathan
2000)
➢ The most often produced and sold type
of beer was and still is the International
Pale Lager
➢ The creation of a niche market for beer
brewed in different styles
➢ Anti-mass production movements –
variety needs (Hayagreeva 2008)
➢ Globalisation, justifying the penetration
of markets, products, innovations,
➢ The development of Internet and other
alternative communication channels
➢ An increase in consumers’ income,
➢ Millennials generation, they use the
opportunity to choose, look for flavours,
or experiments
➢ Home brewing
13
CRAFT BEER REVOLUTION IN
POLAND
Phenomenon origins
14. CRAFT BEER REVOLUTION IN POLAND
Phenomenon origins
14
The Polish beer revolution unofficially began when the Pinta Brewery brewed and launched
on the market the first batch of beer in the style of AIPA – Atak Chmielu („HOP ATTACK”).
In fact, the Pinta Brewery is the sixth contract brewery in the history of Poland. However, only
the establishment of this brewery brought external effects and introduced the fashion for
craft beer to Poland as well as spread the form of brewing activity which is the contract
brewery.
Pinta's success has had many followers.
15. CRAFT BEER REVOLUTION IN POLAND
Course after Hop Attack
15
The number of
breweries in Poland,
including contract
breweries and client
breweries, increased
between 2010 and
2018 from 70 to 372.
16. CRAFT BEER REVOLUTION IN POLAND
Course after Hop Attack
16
The most popular groups
of styles in 2018 are:
India Pale Ale (530),
Pale Ale (296),
Stout (266),
Sour Ale (163),
Barrel Aged Beers (202).
The most fertile
breweries present about
40 new beers annually.
17. CRAFT BEER REVOLUTION IN POLAND
The role of contract breweries
17
➢ From among all the types of
breweries established
between 2011 and 2018 the
largest growth rate of the
number of entities was
recorded by contract
breweries.
➢ From 5 existing in 2010 to
134 (119 contract and 15
client breweries)
➢ The average annual
dynamics index of 50%.
18. CRAFT BEER REVOLUTION IN POLAND
The role of contract breweries
18
➢ large urban agglomerations and their immediate
proximity
➢ present in the most populous cities: 24 in Warsaw
which has the highest population number, 10 in
Cracow, 9 in Poznań and 6 in Wrocław.
➢ contract breweries dominate in the south of
Poland where the population density is the highest
The development of contract breweries in large cities
results mainly from the higher level of
entrepreneurship,
a close and large market for products, and the
urban lifestyle which is associated with, e.g. drinking
and eating out.
19. BEER ENTREPRENEURSHIP INCUBATORS
Outcome of diagnostic survey 19
Year of
establishment
2011 2012 2013 2014 2015 2016 2017 2018 Total
Breweries
in survey
0 1 3 5 12 6 8 21 56
Breweries
in total
1 1 4 8 15 12 15 33 89
Effectiveness of
answers [%]
0.0 100.0 75.0 62.5 80.0 50.0 53.3 63.6 62.9
How many owners of contract brewery?
Among the owners of contract breweries the
largest group are men aged 30-45. The average
and median age was 38 for men. In rare cases,
the owners are both women and men. One
contract brewery was founded only by women.
27%
38%
23%
13%
1
2
3
4
20. BEER ENTREPRENEURSHIP INCUBATORS
Outcome of diagnostic survey
20
Do the owners have any
experience with home brewing?
Not all breweries that were classified as
contracted are the authors of the recipes of
beers they sell under their own brand.
Respondents from 11% of the breweries said that
they were not responsible for the majority of
beer recipes, so in this case we can describe
them as client breweries. This example shows a
very narrow border between these two types of
activity on the beer market.
Do the owners create
the beer recipes for own
contract brewery?
48%
45%
7%
all
some
none
21. BEER ENTREPRENEURSHIP INCUBATORS
Outcome of diagnostic survey
21
How many hectolitres of beer the contract brewery
brewed and sold in 2018?
About 80% determine the sales range as
macro-regional.
In 9 cases we can say about the international
range. This may be due to the fact that some
breweries cooperate with foreign brewers and
take part in international beer festivals.
Only about 20% of the respondents define the
range of their brewery as regional, or at most
local.
The main methods of beer distribution from
contract breweries are wholesalers (51.8%),
direct sales to pubs and restaurants (26.8%),
and stores (19.6%). Only one brewery has
identified beer festivals as the main way of
beer distribution.
71%
21%
2%
2% 4%
<2000
2000-5000
5000-10000
10000-20000
>20000
22. BEER ENTREPRENEURSHIP INCUBATORS
Outcome of diagnostic survey
22
How many percent of top-fermented beer
the contract brewery brewed in 2018?
How many premieres (new beers)
the contract brewery brewed in 2018?
5%
7%
13%
75%
0-25
26-50
51-75
76-100
50%
25%
21%
4%
1-5
6-10
11-20
more than 20
23. BEER ENTREPRENEURSHIP INCUBATORS
Outcome of diagnostic survey
23
Why was the contract brewery set up? Why wasn’t the stationary brewery set up?
87.5% of contract brewery owners did not
decide to establish their own stationary
brewery due to insufficient funds and
investment related risk.
0% 10% 20% 30% 40% 50% 60% 70% 80%
the interest in craft beer and the desire to
commercialize the passion
the idea of an interesting business
the willingness to prove themselves after
home brewing experience
an initial stage before the establishment
of the stationary brewery
only adventure
change of profession
the desire for profit
imitation of others
the desire to revive local traditions
other
24. BEER ENTREPRENEURSHIP INCUBATORS
Outcome of diagnostic survey
24
Why did the owners choose this stationary brewery? ➢ The longer the contract breweries exist
on the market, the more often they
change the brewery.
➢ According to the average, they use two
breweries, and according to the median
there is just one.
➢ Most often contract breweries hire brew
installation from one brewery.
➢ In the study the record-holder has
change the stationary brewery eight
times.
➢ Gryf Brewery was most frequently chosen
by contract breweries – nine times. It is
located in a large cluster of contract
breweries in the south of Poland.
Interestingly, beers from the brewery
produced as private brands are not
particularly popular.
0% 10% 20% 30% 40% 50% 60% 70%
size and type of brewing instalation in
the stationary brewery
residence location proximity
cost of brewing instalation hiring in the
stationary brewery
contract breweries opinion about the
stationary brewery
the stationary brewery product
feedback
brewing instalation availability in the
stationary brewery
acquaintance with the owner of the
stationary brewery
other
25. BEER ENTREPRENEURSHIP INCUBATORS
Outcome of diagnostic survey
25
For 80% of the owners a contract brewery is only an additional source of income.
In most cases the main source of income is related to trade, customer service and gastronomy,
tourism and the hotel industry. A large group also consists of IT specialists and professionals
related to education and coaching (about 17% of breweries).
Is the contract brewery the main source of owners income?
93% respondents created a brewery with a long-term investment in mind, not as a short-lived
adventure with commercial brewing.
Was the contract brewery created with a long-term investment in mind?
26. BEER ENTREPRENEURSHIP INCUBATORS
Outcome of diagnostic survey
26
Do contract breweries cooperate with other contractors?
➢ In about 50% of cases, contract brewers declare the cooperation with others of this type,
for example by implementing a new beer on the market. The cooperation is a strong
feature of this market and encourages further research on the sharing knowledge and
clusters in the brewing industry.
Do the owners plan to transform the contract brewery into the stationary brewery?
➢ Most of contract breweries will turn into a stationary craft brewery in the future. 21% of the
respondents answer that they definitely did, and 43% that “rather yes”. Only 3.5% of
contract breweries exclude this scenario.
27. BEER ENTREPRENEURSHIP INCUBATORS
Outcome of diagnostic survey 27
Beer labels designed in Poland have often
been rewarded.
In addition, contract breweries
professionally manage fan pages in the
social media.
The new media, participation in beer
events such as beer festivals or tap
takeover in multitaps, and labeled gadgets
in the survey are all indicated as the main
form of advertising.
In Poland contract breweries pay big attention to the marketing strategy observed in the visual
identity, which is created often by professional advertising agencies.
28. BEER ENTREPRENEURSHIP INCUBATORS
Outcome of diagnostic survey 28
Contract brewers in Poland rarely link the marketing strategy with the local tradition. The conducted
research and observation of the market by the authors show that ‘neolocalism’ is related to the
contract breweries market to a small extent.
The name of only 14 out of 89 classified
contract breweries can clearly relate to the
region of origin.
Cases such as the SzałPiw Poznań contract
brewery whose beer names are in dialectal
language are marginal.
29. CONCLUSION
Forecast
➢ Despite the criticism which often falls on this form brewing activity, it is hard to deny that
contract breweries are an important element of the market and the brewing industry.
➢ Contract breweries have become entrepreneurship incubators on the brewing market, and a
low risk admission to the brewing market. They allow you to gain knowledge and
experience. They are an initial stage before the creation of a stationary brewery.
➢ Their number is growing and some stronger external effects may be expected next years
especially if some of them are transformed into stationary breweries.
29
30. THANK YOU FOR YOUR ATTENTION!
CONTACT:
bwojtyra@amu.edu.pl
lukasz.grudzien@put.poznan.pl
j.lichota1@alumno.uned.es
30