New Belgium's Brewery Case Analysis

New Belgium’s leadership team is interested in opening a third brewery to join our Fort Collins and Asheville locations. As Chief Operating Officer, I have been asked to prepare a list of pros and cons for opening a third brewery. The most important thing to first do would be form a small team consisting of very strong and important people within our organization whom I feel would provide the best combination of ideas, opinions, and overall understanding of the situation. After the team has been formed we would conduct a strong analysis of the situation and determine what would be the key items of importance to consider the opening of a third brewery. The key items on my list would be the cost associated with opening of a third brewery, the

New Belgium is a company in which stands behind its core values of ownership, giving back to the community, and sustainability. Furthermore, they are a highly regarded brand that is essentially known for its high quality and its commitment to becoming environmentally friendly (Ferrell & Hartline, 2014). Moreover, New Belgium has formed many collaborative and strategic partnerships. Even more importantly, one of the cornerstone competitive advantages is how customers serve as an advertising advocate for New Belgium Brewery in how the customers word of mouth brings forth more business to the company. The core values exemplified within the company draws many consumers and employees to their business. Furthermore, the customers and employees

The New Belgium Brewing's tremendous growth to become the nation's third-largest craft brewery and the ninth-largest overall is a great reason for wanting to open the third brewery in its Fort Collins and Asheville locations. When indicating further interesting directions of the future research on the competitive advantage, it is worth considering the relationship between the competitive advantage, the strategy of success, the durability or variability of the competitive advantage and the repeatability or durability of the success in the competitive struggle (Soloducho-Pelc p.278). As a Chief Operating Officer, I would take a list of pros and cons from the internal environment, customer environment, and external environment that help makes

Not all businesses are well received in their local communities. Therefore, selecting the right location is critical in the acceptance of the community. New Belgium continues to grow, and they are interested in opening the third brewery to join its Fort Collins and Asheville location. As Chief Operating Office one has been asked to prepare a list of pros and cons on opening a third brewery. The essential items that would be on one’s list are location, culture, and staffing needs.

“A SWOT Analysis is the most used tool for audit and analysis of the overall strategic position of the business and its environment. Its principal purpose is to identify the strategies that will create a firm-specific business model. The plan aligns the organization’s resources and capabilities to the requirements of the environment in which the firm operates. The analysis is to evaluate any potential and limitations and the probable/likely opportunities and threats from the external environment. The results provide the positive and negative factors inside and outside the firm that affect the success.” A SWOT analysis is conducted to determine the strengths, weaknesses, opportunities, and potential threats to the organization. ("SWOT

Stack is a newly established craft brewery located in Sudbury, Ontario. It’s the only brewery plant within the two hours’ drive from Sudbury. With only half a year of operation, Stack had received numerous positive feedbacks through selling their beer to 4 popular local establishment located downtown. Given the positive media article, Stack had developed a bunch of loyal customer. Also, a government grant of $125,000 was given to Stack based on growth and job creation potential. This will help increase the production capacity by 500%, necessitating the development of additional distribution and marketing communication strategy.

New Belgium has received many awards for it continued performance of environmental sustainability (“The Brewery with,” 2003). Before global expansion, it would be smart for New Belgium Brewery’s marketing directors to travel overseas and engage with the beer drinkers in different countries before global expansion. Also, by interacting with consumers overseas, New Belgium Brewery can determine which beers need to be sold overseas. The marketing directors for New Belgium should not automatically try to sell every brand of beer they carry overseas. If they try to do this, they will more than likely lose

By implementing advertisements on television to create awareness and interest in the company, New Belgium Brewing (NBB) can craft their image as a first impression to a new market. Looking back and reflecting on the previous television ad that ran for a short time long ago, some things would have to change, but the music, the bike, the beer, must remain the same. Creating a television ad should be a major project that deserves careful attention to detail to exhibit the values of the company through fun and folly, sophistication, and long lasting endurance.

The New Belgium Brewery Company divides the importance of profitability and social responsibility to become one of the largest “craft breweries” in the nation. The New Belgium Brewery re-discovered the art of creating an experience matched by too few in the craft beer industry. I, along with many others, have taken vacations to Denver, Colorado and always seem to find myself among the large groups of tourists that visit the famous Ft. Collins, New Belgium Brewery. The core values of the New Belgium Brewery are what drive the innovative streak that has quickly turned this uncommon brew into a household brand customers enjoy daily. In addition, the New Belgium Brewery considers their mission in the craft brew sector to be a decision of purpose

The New Belgium Brewing Company creates an excellent beer. Consumers have become loyal to this brand due to its quality and unique tasting beer products. The Flat Tire brand remains extremely popular among the millenniums who pursue something different from his or her parents or grandparents. The company has managed to capture the mindset of this generation. Its influence on this generation could make it one of next future leading brands in America. The organization’s marketing strategy must be on point and not alienate its loyal consumer base. Consumers of this brand are not interested in hip catch phrases to garner one’s attention to its product. The company has formulated its marketing strategy and advertising on presenting consumers

New Belgium brewery has increasingly grew throughout the years since their development in 1991. Despite the dominance of the “Big Three” (Budweiser, Miller, and Coors), NBB needs to be aggressive and strive to invest in the attractive beer industry in able to grow more. If positioned correctly, NBB and its main brand, Fat Tire, can continually grow. An evaluation of the industry, the business itself, its brands, and the customers and competitors is needed in order to be continuously successful.

Rickey L. Freeman Southeastern Oklahoma State University Case Study #1: New Belgium Brewing MKT5243.W1- Marketing MNGT June 10, 2018 1. What environmental issues does the New Belgium Brewing Company work to address? How has NBB taken a strategic approach to addressing these issues? Why do you think the company has taken such a strong stance towards sustainability? A.

Belgium is home of the finest ales and have been known to brew for centuries. So when Jeff Lebesch, an electrical engineer from Fort Collins, Colorado took a bicycle trip through Belgium it made him realize there may be a market back home to sell Belgian-style ale. Jeff returned home with hopes to experiment and brew his own beer in his basement from the various ingredients he received on his trip. When his friends approved of the ales he started marketing them to the local town. He later opened New Belgium Brewing Company in 1991. His wife, Kim Jordan was the company’s marketing director. They named their first brew “Fat Tire Amber Ale” after Jeff’s

New Belgium Beer started in 1991 in Jeff Lebesch’s basement in Colorado. Since its humble beginnings, New Belgium continues to embrace sustainability, whimsy, and fun culture rooted from its Colorado-based history embracing their founders and employee’s beliefs. As the NBB distribution continues to grow and expand into other states plus other countries away from its Colorado headquarters the organization had learned to market their brand very well thru the internet. Facebook, Twitter, and Youtube in addition to other social media outlets. Social media allows the company to stay in contact with all their loyal customers around the world.

Hirotaro Higuchi, became CEO of Asahi Breweries in 1986. His primary focus was to increase profit by incorporating a top down, decision- making management approach. Through efforts of enhancing the company’s functionally, Higuchi was prepared to disburse the necessary