1. The industry analysis for Beyond the Bean holds a few differing positions. One of these main factors in determining where exactly their business will be placed in the industry has to do with the option of serving alcohol to customers. As mentioned above, there are a few different competing businesses in the same type of industry that are in the area of London, Ontario. Some implications for the proposed venture include the other competing business called Palasad and Fleetway. Both of these businesses have bowling, billiards, food and drink. The one aspect that all three have in common is social and recreational experiences among friends. So, Beyond the Bean will already have direct competitors in the industry when they decide to enter.
Simpson, B. (2008). “New Belgium Brewing (B)” in Ferrell, O. C., and Hartline, Michael D., Marketing Strategy, Fourth Edition, Mason, Ohio: Thompson Southwestern Publishing, pp. 1-5.
The scope of this report is an evaluation of the profitability of each brand. The report does not intend to make recommendations of how invest and promote new products and how to increase brewing capacity.
Business Problem and Recommended Solution Intrigued by the opportunity to own his business, Larry Brownlow must decide whether a distributorship opportunity with Coors is a worthy venture. To aid Larry in his decision, the following pages provide an assessment of this business opportunity. With a limited research budget of $9,500 (p.143), careful selection of reports was essential to obtain both the necessary data to project profitability (e.g., revenues, cost of sales, other expenses, Coors projected market share, retail pricing data) and to provide a qualitative, consumer-focused perspective that would give these quantitative projections a solid foundation. Considering the given financial background, if Larry does not go forward with this investment, we assume he will choose to continue earning annual income from his trust at $40,000 per year (p.143). However, if he goes forward with the investment, he will cash in on the entire trust and take a significant financial risk.
Now days, AB has a domestic market share of 45 percent and 94 percent of its total production is being consumed domestically. Forced by decreasing demand in the domestic market, major competition by small breweries, imported beers and the increasingly scrutiny of the regulatory agencies, AB started to look abroad. Looking towards the international markets for expansion in the new century. AB faced a trademark problem in some Europeans countries, where it couldn’t market its beer under the Budweiser name and it had to use the Bud brand name instead.
Sister Kay Haver explains, "the Refugees realize that the suffering is not over when they arrive in the US” (Mehri). As a member of the Sanctuary's Educational Committee, which helped to create a safe haven for immigrants, Haver describes the obstacles Guatemalan immigrants faced once they escaped to the United States. The Guatemalan Civil War involved extreme violence and pressure from the government, which fought mostly against leftist rebels. The Guatemalan Government has been proven guilty for the genocide of these people. The government targeted mainly poor, indigenous Mayans, similar to Estevan and Esperanza in The Bean Trees by Barbara Kingsolver. Kingsolver grew up in rural Kentucky and briefly lived in the Congo during her childhood. The novel tells the story of a young woman who leaves Kentucky for Arizona and picks up a deserted young child along the way. The book relates to her experiences throughout her life as she wrote it at night while she struggled with insomnia during the pregnancy of her first child. The story features two refugees from Guatemala, Estevan and Esperanza, whom Taylor helps out during their struggles in the United States. These immigrants often find themselves in danger of being abducted, which creates tremendous instability in their lives. Esperanza and Estevan also cannot return to Guatemala or out of fear that their old government will kill them. Taylor is invaluable to the couple, and because most immigrants did not have this advantage when coming to America. Despite this assistance, their lives are still stressful just like the lives of many immigrants that came to the United States from Guatemala at this time. While America may be a safe haven for certain immigrants, Mayan refugees from Gua...
When attempting to define a well-conceived strategy, one must be fully aware of both the strengths and weaknesses that one inherently possesses within the market. When speaking of the Lagunitas Brewing Company, we see a company of profound strength as well as possessing several weaknesses that act as hazardous liabilities. Perhaps the first example of a weakness is a continued lack of foresight, demonstrated through inaccurate projections for their business regarding hitting maximum capacity. Following the purchase of an 80-barrel brew house which was expected to put off hitting maximum capacity for ten years, it was found that only two years later LBC was forced to purchase a 250-barrel automated brew house to meet demand. While this reactionary approach is a weakness, we cannot forget LBC’s first strength in having amassed a considerable net-profit since the acquisition of the second brew house, nearly tripling net 2009’s net profit of $563,000 to 2010’s of $1,500,000.
Under Title VII the employer doesn’t have to resolve conflict in the way the employee wants. According to the book, the employer can discriminate against an employee for religious reasons if it causes undue hardships (490). Also if the employer finds out an employee has a conflict between their religion and employee’s policy, the employer is required to provide accommodation. If “accommodation isn’t possible, the employer can implement the policy” (490). In Clarissa’s case, the headmaster can provide any type of accommodation if it doesn’t cause undue hardship. Once accommodations have been provided to Clarissa, if she doesn’t want to comply she can leave the job. It doesn’t matter if Clarissa doesn’t like the way the headmaster implements the accommodations, as long as the headmaster provides accommodations.
Research into the target audience of Sun King Brewing Company showed that the owners have stated on record that they have no particular target audience. Rather than focus on a singular group of people to advertise to, the owners wanted to market to a broad audience. Most of this line of reasoning is that they would like to introduce their product to people who are fans of local, fresh products (Lynch, n.d.). To reach a deeper understanding of the marketing techniques of Sun King Brewing and to make more informed recommendations, we can examine the demographics of craft brewery audiences.
Relationships with interest groups and the public policy makers has been one of the many things that the Boston Beer Company has strived to maintain and expand. The company realizes that these relationships are critical for the future success of the company. Being in the brewing industry the policies and publics opinion can influence the changes in future policies and procedures that would affect the industry. Developing and maintaining the relationships with the interest groups as well as the policy makers could prove to be very beneficial to not only the company but the brewing industry as a whole.
The craft beer market is primarily composed of the middle class beer consumer that appreciates a fine tasting brew and is willing to pay a little more for it. Craft beer consumers are typically male, white and in the 25-45 age group (Clarke, 2012; Pierre, 2013). Further demographic data suggests that the craft beer consumer is also likely to be college educated and to earn an income of $50,000 or more per year (Clarke, 2012). 80% of craft beer is drunk by white consumers, more than half of which are in the 21 -44 age group (Clarke, 2012; Pierre, 2013). While it would be understandable to concentrate marketing efforts on the white, male, and middle class consumer, there is definitely potential to expand into other demographics. Marketing professionals could expand the craft beer market by appealing to the Latino beer consumer. Many major corporations such as Nissan, McDonald’s, and Wal-Mart are marketing to the Latino market as they can see that the profit potential is vast (Rigik, 2012). I...
This strategic capitalises on weaknesses since will decrease the cost of coffee beans/beverages but also Starbucks operating cost which they regularly ship across the world to various stores. Starbucks can capitalise on this weakness to improve their brand options. It adds value in the inbound logistics activities, operations and procurements. Starbucks should consider this option since it will decrease their operating cost and therefore will reduce the prices on their menu. The attractiveness is the exact same as mentioned in option 1.
The primary marketing objective is to open between 190 to 205 new restaurants by the end of 2015. This will help connect more customers with local farmers providing better quality and tasting food items. By spreading awareness to customers of where their food comes from and how it is prepared, it looks to draw in more customers and increase their profits.
Starbucks is currently the industry leader in specialty coffee. They purchased more high quality coffee beans than anyone else in the world and keep in good standings with the producers to ensure they get the best beans. Getting the best beans is only the first part, Starbucks also has a “closed loop system” that protects the beans from oxygen immediately after roasting to the time of packaging. They did this through their invention of a one-way valve which let the natural gasses escape but keeping oxygen out. This gave them the unique ability to ensure freshness and extended the shelf life to 26 weeks. Starbucks isn’t only about the coffee, it’s also about a place where people can escape to enjoy music, reflect, read, or just chat. It is a total coffee experience. The retail outlet has been responsible for much of Starbucks growth and has contributed substantially to their brand equity.
Three methods that L.L. Bean uses to determine past demand data and a specific item forecast to decide how many units of that to stock are: frozen forecast, A/F ratio demand, and forecast demand. Frozen forecast is based on items in the future period, which is done by the forecasting department and it involves book forecasting and past demand data. One advantage is that this forecast is used together with historical forecast errors, known as A/F ratios. A/F ratios are comprised of past season items and actual demand. Having this information, Bean will be able to estimate the range of inventory that the product will be in the upcoming season after converting the point forecast into a demand distribution. E.g., a 50% chance that the forecast
... part from that, the threat of substitutes. With so many firms in the quick service drink industry, low switching costs, similar products, and healthier options, the threat of substitutes is very high. When there is one product successful, it also leads to the creation of other products that can perform the same functions as the product of the same industry.