Redhook Brewery

940 Words2 Pages


The distribution alliance Redhook formed with Anheuser-Bush in 1994 was to run for 20 years, but could be terminated after 10 years under certain conditions. Under the alliance, A.B. invested in Redhook and gained a 25% stake in the company’s equity, and made its nationwide networks of 700 wholesale distributors. Redhook retained full control over production and marketing. Distributors who participated in the alliance were to be given exclusive distributing rights in their territories. Redhook believed they could gain acceptance and much greater exposure with this alliance with Anheuser-Bush, but the alliance was viewed controversial be many.

Strengths and Weaknesses
Regarding strengths and weakness, we found that one of Redhook’s weaknesses was that management wanted to make it too big in the craft beer industry too fast. For instance, once Redhook started making a profit they replaced the first brewery with a larger capacity with state of the art equipment. Redhook also has a problem regarding the structure of the industry and the quality of the company’s management team. Another weakness for Redhook was the age group that was buying their craft beer. One of Redhook’s strengths was that they had an agreement with one of the biggest beer distributor Anheuser-Busch to distribute their product. However, one could probably turn that into a weakness for Redhook as Anheuser-Busch may not promote Redhook’s product as well as their own. The table below shows the strengths and weaknesses of Redhook.


Major source of revenue and profit Craft Beer
Market share of the company 4.7%
Strong company brands Blonde ale
Marketing and advertising effective Yes. Articulate plans in place
Major focus of the company Production to produce high quality beer
Skilled workers Trained, educated and prepared
Stock price track record Varies. Down now
Technology efficient Company has embraced technology
Company proactive about change Yes. Company proven change can work
International trade Company goal is to compete in the international market


Competitiveness ...

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Community Gatherings
Marketing on Site
Price Discounting
Company owned Pubs
Visitor Tours
Homepage provided classes on brewing
Open office of collegiality and collaboration part of office culture

Human Resources:


Production of high quality craft beer
Control of production in company owned business
Operation of regional brewing facilities
Production economics through technologically advanced equipment
Strategic distribution alliance with Anheuser-Busch
Promotion of production within local markets


Continued market development and penetration in East
Addressing short fall of growth in West
Growth in International Market


Although Anheuser-Busch governs the brewery industry top management also sought to dominate the craft beer market. Their endeavors were rewarded when Red Hook beer sold company stock to Busch. This mutual agreement was beneficial to Red Hook because it offered opportunities for them to serve a larger customer base, increased their distribution suppliers and provided additional brewery locations. Anheuser-Busch attacked the evolution of microbreweries with “gusto” therefore, forever shaping the revolution of craft beer makers.

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