Marketing Plan: Leinenkugel Brewing Company

Per capita beer consumption in the country had been stable for many years. In order to find new opportunities

The next project was bottling Gordon Biersch signature beer and retailing it. This had three biggest challenges: this project was entirely Gordon’s baby and demanded time and attention; secondly the freshness of the bottled beer versus the freshly brewed was an issue for which they decided the beer would have a shelf life no longer than three months. Thirdly and the most exciting challenge was the head-to-head competition with other microbreweries and premium beers. Despite the tough competitive environment, Gordon Biersch aimed to achieve 11% of the market in three years (by 1996). This retail venture required huge investment, thus they decided to start small to prove to the investors that they could pull it off.

Aguirre Ochoa, J. I., & Barbosa Muñoz, P. (2013). Violent subcultures and crime in Mexico. Journal of Alternative Perspectives in The Social Sciences, 5(3), 551-572.

Since the company commenced they have been constantly upgrading the technology of their operations. In this year alone they have spent $638,000 to improve their brewery operations. Overall, the most significant trend in the beer industry has been the price war that was started by the multinational breweries and will be discussed further on page 5.

A documentary film made in 2009, Beer wars features and describes the American beer industry distinguishing between the large and small breweries. The large breweries feature some main corporate companies like Coors Brewing Company, Anheuser-Busch, and Miller Brewing Company whereas the small breweries include craft beer producers like Moonshot 69, Stone Brewing Company, Dogfish Head Brewery, Yuengling, and others. The documentary shows how the beer market is controlled through advertising and lobbying, which is harmful for the competition in the market. There is a reason why the small companies are falling behind and the large corporates are controlling the market, which in turn makes it essentially oligopoly economy.

“The beer industry in the United States generates $75 Billion in annual sales.” (Abelli, 4)

Short Description Relish a great beer sourced from the finesse breweries. HonestBrew brings the freshest and superior quality beer from the producers around the nation, and eliminating the middleman to give you the best prices. The company skillfully and proficiently crafts the beer bottles, so whether you want a few beer bottles or a whole package, HonestBrew is here to provide you with every possible option. The store works with the top most breweries in the UK, Europe, USA & Japan to deliver the best to their customers. Honest-Brew had accelerated its business in very short span and now it has become the most loved brew.

Japan 's beer industry is concentrated and highly regulated. The industry was projected to grow by approximate 7.6% for 1988 as 1987 realized growth. There were mainly four kinds of beers: Dry, Draft, Lager, & Melt. Consumer taste was graduating changing. Their preferences were switching from Lager beer to dry and draft beer. The government has tremendous power in this industry in terms of price and distribution (a distributor or retailer needs a license issued by the government to sell beers). Therefore, both the beer license and structure of distribution channels

     In this paper I will be talking about the U.S. beer industry and in short an overview of the brewing industry worldwide. I will talk about the barriers to entry, economies of scale, government intervention, pricing, current market trends, product differentiation, and imports. The focus being mainly on the U.S. brewing industry oligopoly. The U.S. brewing industry has three major players: Anheuser-Busch, SAB Miller, and Coors/Molson. Anheuser-Busch is currently the largest brewer in the world, producing over 100 million barrels a year. Anheuser-Busch currently owns over 50% of the market in the United States, with Miller trailing behind at 20% and Coors at about 11% with the rest of the market occupied by imports and craft breweries. When analyzing any industry, how easy it is for newcomers to enter the market is a great importance. If there are high barriers to entry

Meanwhile, since Grolsch used other brewers for distribution while importing beer into foreign countries, the ongoing industry consolidation often led to a need for changing distributors. In several of their markets Grolsch was already on its third or fourth distributor in the span of 15 years. Besides the political, economic, and logistical issues Grolsch had to adapt to, they also were adapting to cultural differences. Their marketing campaigns would vary significantly from market-to-market. While their ability to be nimble, change strategies, and adapt where necessary has been a benefit, it has also been limiting in that Grolsch has struggled to build a consistent brand image and market position in several of its key markets. For example, even though the UK accounted for 25% of Grolsch’s volume, they still only held 1.5% of the UK market. Further, operations have been impacted by the consistent turnover of distributors in several important markets. Grolsch’s adaptation strategy has kept them nimble but has prevented any large scale and stability in certain countries outside the Netherlands.

distributors, brewers and retailers. A change suggested in Grolsch’s historic strategy is not to adapt the market completely in this case because it is an industry that gives importance to the country-of-origin. Markets Targeted: South Africa: Monopoly Market, No.1 SABMiller (Market Share: 98%) Brazil: Occupied by major Brewery Groups. China: Competitive Market. How to Compete: South Africa Brazil China Additional Line with SABMiller Co-Promotion with SABMiller

Despite the dominance of Carlsberg, in its annual report BGD could lay claim to being the largest Scandinavian beer exporter. This was because Carlsberg placed emphasis on licensing agreements or local production for its foreign markets, while BGD’s strategy was export led: ‘Eighty-three out of every hundred bottles of beer that we produce are sold in foreign markets.’ By 1995 the percentage of export sales by region of the world was as follows: western Europe 63 per cent, the Americas 10 per cent, eastern Europe 22 per cent, others 5 per cent. The development of BGD’s operations in some of these markets is now reviewed.

• The demand of American beer has been increased in Europe, Asia and South America.

Political –Governments tend to exercise significant control over beer as it contains alcohol which has caused many problems in society and has addicted people. This attention from the government will affect Heineken in sale volume in the market. Many governments have imposed heavy taxes on liquor and beer imports, and with globalisation many brewers are looking for new markets where they can gain maximal profits. This proves to be a threat for Heineken. Heineken must conduct thorough research on countries policies on alcohol such as drinking in public, alcohol contents in drinks, legal drinking ages and must strategically plan their integration into these markets based on the research.

In the 1980s, the mature German beer market experienced declining sales due to the emergence of trendy, lifestyle-softdrinks and alcoholic mixed drinks. Especially the small breweries were suffering from this development, such as the Bavarian Peter Brauerei. Thus the company had to come up with a new idea in order to keep the business running. In 1985, the master brewer Dieter Leipold (see attachment A2) started research on an organically brewed non-alcoholic drink, which he accomplished ten years later. With this innovative product, the company extended its product range and entered the beverage market, without having to invest in new production facilities. On the beverage market it had to compete with