Strengths:
1) Stakeholders
Since its conception in the early 1990, the facility has been moving toward employee-owned (Gorski, 2013).
2) Environmental impact
Strives to be a leader in environmental responsibility
3) Marketing
The company went with a new concept the “Follow your Folly where it relied on whimsical branding that evoked nostalgic and reflective memories” (Ferrell, 2010.pg 67/473).
4) Sustainability
Strives to be the leader in micro brewing while maintaining the core values it started with and had employee buy in even before it went” 100 % employee owned in2013” (Gorski, 2013).
Weakness:
1) Limited Distribution
Distribution limited to 26 states. Cost of product higher than other brand beers.
2) Increase cost of Eco-Friendly plant
Increase cost of Eco-Friendly new building in Art District will be 150 million (“What we are about”, 2014).
Opportunity:
1) New Site expansion
New Art district site will be state of art with a focus on the environment (“New Site”, 2014).
2) Increase Distribution
NBB could expand distribution from 26 states to 50 states.
3) Product
Expand product line. Although the “Lips of Faith has been voted six of 15 Craft beer by USA Today in 2013 the product is limited to a few types of beer” (Franklin, 2013).
Threat:
1) Brands expanding lines into craft beer
As larger beer corporations move toward this growing market, NBB will have to develop measures to maintain market share (Gorski, 2013).
2) Consumer Demand
At the current time, NBB is sold in 26 states; therefore they have not captured the rest of the market and are losing the opportunity to gain additional consumer loyalty.
Competitive Advantage question 2
The New Belgium Brewing Company transformed the craft brewing into a multi-million d...
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...lgium brewing company: Brewing with a conscience. University of Colorado at Denver Health and Sciences Center. The Wirth Chair in Environmental Community Development Policy
Franklin, M. (2013, August 26). Top 15 craft beer breweries in USA. USA Today:The daily meal deal. Retrieved from http://www.usatoday.com/story/travel/destinations/2013/08/10/top-15-craft-beer-breweries-in-usa/2637493/
Ferrell, O.C. (2010). Case 8. New Belgium Brewing (A): social responsibility as a competitive advantage (pp 473-479).Mason, Ohio:South-Western/Cenage Learning.
Gorski, E. (2013, January 15). [Web log message]. Retrieved from http://blogs.denverpost.com/beer/2013/01/15/new-belgium-positio/7872/
What we are about. (2013). Retrieved from http://www.newbelgium.com/Brewery/company/what-were-about.aspx
New Belgium Brewing. (2013). Retrieved from http://wwwnewbelgium.com/brewery/company
From our research, Anheuser-Busch is content with being the number one beer company in the world, increasing sales each year in operation. We found that Anheuser-Busch met many views associated with the world, business, and behavioral dimensions. The company also displayed its stability as we reviewed one of its most successful products Budweiser, owned by Anheuser-Busch, under the marketing view and the financial view. Not only do they hold almost half of the market share in the industry but their stock prices, sales volume, and net sales have all increased from 2002 to 2003. We also looked at Budweiser in terms of geography and culture. We found due to the fact that the "western" countries consume the majority of beer, it only makes sense that Anheuser-Busch concentrates on that market. Along these lines, another key goal that is also important to Anheuser-Busch is to boost other beer markets that are located in other cultures, where at the time beer is not a major consumption.
The founders of Keurig Inc. created the company to develop an innovative technique which allows customers to brew one perfect cup of gourmet coffee at a time. In this case, the CEO Nick Lazaris along with the other leaders of Keurig Inc. must determine how to successfully enter the at-home-market for use at customers’ homes, while maintaining a healthy relationship with Green Mountain Coffee Roasters, Inc. (GMCR) and Van Houtte. GMCR and Van Houtte are two of the company’s main roaster partners that own a 70% stake in Keurig, so they want the business to succeed but are a little apprehensive about the company’s marketing and pricing strategies.
Belgium is known for a culture of high-quality beer and this concept was formulated by an electrical engineer from Fort Collins, Colorado. The electrical engineer, Jeff Lebesch, was traveling through Belgium on his fat-tired mountain bike when he envisioned the same high-quality beer in Colorado. Lebesch acquired the special strain of yeast used in Belgium and took it back to his basement in Colorado and the experimentation process was initiated. His friends were the samplers and when they approved the beer it was marketed. In 1991, Lebesch opened the New Belgium Brewing Company (NBB) with his wife, Kim Jordan, as the marketing director. The first beer and continued bestseller, Fat Tire Amber Ale, was named after the bike ride in Belgium. The operation went from a basement to an old railroad depot and then expanded into a custom-built facility in 1995. The custom-built facility included an automatic brew house, quality-assurance labs and technological innovations. NBB offers permanent, seasonal and one-time only beers with a mission to be a lucrative brewery while making their love and talent visible. In the cases presented by the noted authors (Ferrell & Simpson, 2008), discusses the inception, marketing strategy, brand personality, ethics and social responsibility that New Belgium Brewing Company has demonstrated. The key facts with New Belgium Brewing Company are the marketing strategy, promotion, internal environment and social responsibility with the critical issues of the public, brand slogan, growth and competition.
Using consumer survey information, we devised a metric for calculating and projecting Coors market share. While only 300 customers were surveyed (Research Study G), we made an assumption that this sample sufficiently represents the preferences of the greater population in the two-county market area. We also assumed that attitudes toward Coors were equally distributed amongst consumer weekly beer consumption levels. Then, we forecasted Coors market share by multiplying the percentage of people with a certain preference by the Coors purchase percentage for that preference. We projected an anticipated market share range, between 13.7% and 21.5%, illustrated in Exhibit 2. Calculations relied upon customers’ “Attitude Toward Coors” because we felt this measure was more indicative of regular purchasing frequency than simply an “Intention to Buy Coors”.
Deutsche Brauerei has been a family owned and operated corporation for 12 generations, which has created a high level of focus and control. Each generation has kept the management and operations processes relatively simple, centered on brewing practices and quality. Deutsche Brauerei’s rapid growth in recent years can be attributed to several factors. First and foremost, the company’s success is centered on the product itself, which has won numerous quality awards and is quite popular in Germany. Another contributing factor to the recent growth may have been a bit inadvertent. The purchase of new equipment in 1994, which was necessary as a result of a fire that destroyed the old equipment, allowed the company to increase brewing capacity and efficiency. Finally, Deutsche Brauerei’s decision to enter the Ukranian market in 1998 contributed significantly to the rapid growth. The collapse of the U.S.S.R. brought market reforms, and Deutsche Brauerei jumped on the opportunity to enter the fragmented beer industry, capture the large population and capitalize on the prime location in Europe. Lukas Schweitzer was savvy enough to hire local expert Oleg Pinchuk away from a competitor as the marketing manager, and Oleg was instrumental in building the business in Ukraine by securing accounts and implementing the field warehousing to support distributors. Deutsche’s beer was hugely popular in the Ukraine almost immediately, and volume sales more than offset the depreciation of the Ukrainian currency. Sales in Ukraine accounted for 28% of Deutsche’s total sales, and skyrocketed from 4,262 euros in 1998 to 25,847 euros in 2001.
This case study is about the New Belgium Brewery (NBB) that started home brewing in 1991. Today, the NBB is the third largest craft brewing company is the USA with revenues between $50 and $100 million. They are focussed on the triple bottom line and their main goals include reducing their environmental impact and corporate social responsibility. The company has several core values and beliefs such as reducing their environmental impact; producing world-class beers; environmental stewardship; and kindling social, environmental, and cultural change as a business role model.
The incentive to develop a built environment which places the focal point on environmental and economic sustainability demonstrates progress and a shift in values from the past 10-20 years, and highlights that we have found a new value for the use of urban space.
The United States beer industry represents 233 million hectoliters of the world’s 1,501 million hectoliters and is a dynamic part of the United States national economy, contributing billions of dollars in wages and taxes. Within the U.S., the beer market accounts for nearly 50% of total volume of alcohol, with the import specialty and light beer segments driving growth.
... them. The expansion into other areas in the world is something that the company is constantly considering. Expanding their advertising and marketing to reach those individuals in the United States that have not “experienced” the craft beer industry is a constant tactic the company considers. There are also potential environmental threats that the company realizes and considers while making their business decisions.
After 1996, the U.S. beer industry had consistent growth with about 3,500 brands on the market in 2002 (Alcoholic Beverages, 2005). The U.S. exported beer to almost one hundred countries worldwide. The beer industry peaked production with 6.2 billion gallons in 2003 (Alcoholic Beverages, 2005). The U.S. beer industry haws over 300 breweries. However, this industry is dominated by three companies: Anheuser Bush (45% of the industry), Miller Brewing (23% of the industry), and Adolph Coors (10% of the industry) (Overview of the U.S. Beer Industry, 2005).
McDonalds’ corporation is a leader in the fast food industry. Nonetheless, the corporation website has some drawbacks I terms of detailing the company’s social responsibility statements. As opposed to Starbucks, which delineates in a more precise manner its social responsibility statements, McDonald’s does not show its commitment in a clear way. Here are some of the aspects that were impressive when analyzing Starbucks business ethics and compliance standards of business conduct booklet.
Every customer that is served is treated with utmost respect, while an equal care is given to the coffee and other merchandise – providing the recipient with superior quality the first time or they will gladly remake it. When customers enter the establishment they are welcomed with comfy chairs and a cozy, “nestled-at-home” feel – keeping the barren walls and cold atmosphere for other businesses. This environment yearns to be a place of unity – bringing people together, a study room for the burned out college student, or even a place to read the paper before work. Whatsoever the necessities may be, Starbucks provides the answer. For instance, for every bottle of Ethos Water that is sold, five cents is donated to the Ethos Water Fund to provide clean water to children who are unable to access it themselves. This fund has helped more than 500,000 people across the globe obtain clean water, hygiene and sanitation (Ethos Water Fund). Clearly, Starbucks believes in the necessity of humanity.
Donkey Coffee and Espresso is a well-known coffee shop brand in Athens, Ohio, which sells fair-trade coffee and food products from local farm on West Washington Street. It has been around for more than 10 years. Donkey’s product mix includes high-quality espresso beverages, chocolate beverages, blended coffee and cream, brewed tea, food items and others. The SWOT analysis will focus on Donkey’s products to understand how their products contribute to success. Internally analyzing Donkey’s strengths and weaknesses helps the company determine their market position, and locating opportunities and threats externally assist to stay ahead of their competitors.
Monster Beverage Corp. shows that they understand their customers’ needs. They are a successful business with higher growing revenue every year. Their revenues did decrease during the economy’s recent recession (2008...
If there are more people, more, density, and a good mixture of uses, it will be a safer city... You cannot find a single city that does not wish to make the city center more vibrant or livelier.” This quote from Jan Gehl, the principal of Gehl Architects, illustrates the importance of having a sustainable city. The Central Park project has showcased to the world on how the landscape we design or occupy, can affect our daily activities and surrounding neighborhood. It sets an example of how design must be appreciated as a crucial factor in sustainability and emphasized on the fact the connection of people and nature should not be ignored. All in all, landscape architects are the ones to determine the physical characteristics of the public realm environment, to decide whether a city is attractive to people and whether people will choose to live in the city in the long