“He was a wise
man who
invented beer”
-Plato
Boston Beer
Strategic Recommendations
Group 5
Checkpoint 3
Management 4970
12:30
Spring 2013
Andy Karpel, Nick Krakosky, Nick McGovern, Nancy O’Connell, Alex
Reed, Thomas Schulte, Cam Tills
Overview
Strategic Planning
Strategic Thinking
• Brainstorming
• SWOT Analysis
• External-
• Strategic History, 5F, MEA, SGA
• Internal
• SOGs, Business Level Strategy,
VRIO, CCM, OCA, OSA, 5S
Framework
Strategy Making
• SWOT Matrix
• SO, ST, WO, WT
Recommendations
• Pre-Brainstorming
• During
• Post-Brainstorming
Strategic Planning
• SWOT Analysis
• External• Strategic History, 5F, MEA, SGA
• Internal
• SOGs, Business Level Strategy, VRIO,
CCM, OCA, OSA, 5S Framework
Strategic Thinking
• Brainstorming
• Pre-Brainstorming
• During
• Post-Brainstorming
Strategy Making
• SWOT Matrix
• SO, ST, WO, WT
Recommendations
SP: Strategic Position
5F: 5 Forces Analysis
SH: Strategic History
SP: Strategic Position
Strengths:
Brand recognition (SOG/VRIO)
Continued emphasis on innovation (SOG/VRIO)
Knowledge in industry (VRIO)
Broad product offering (SOG)
Customer loyalty (SOG)
Perception as a “local craft beer” (SP)
Steeped in tradition and quality (SP)
Strong culture (STYLE)
Quality control (VRIO)
Open door policy (OSA)
Family environment (OCA)
Excellent fit between strategy and superior ordinate goals (SFA)
Excellent fit between skills and superior ordinate goals (SFA)
Excellent fit between structure and skills (SFA)
Excellent fit between structure and style (SFA)
Weaknesses:
Much smaller compared to other brewers with broad differentiation (BLS)\
Large percentage of sales rely on young price conscious customers (BLS)
Different laws across states may restrict or hinder contracts with distributors (BLS)
Too bureaucratic (OCA)
Competitiveness can create divisiveness amongst employees (OCA)
Not focused on production as much as culture (OCA)
No low cost segment (SOG)
Hard to predict demand for seasonal beers (SOG)
Work-life balance (OSA)
Few options for career advancement (OSA)
Highly political work environment (OSA)
Strategy doesn’t fit well with organizational fit (DOF)
High marketing costs (VRIO)
SWOT ANALYSIS
BLS: Business Level Strategy
SOG: Super Ordinate Goals
DOF: Degree of Fit
MEA: Macro Environmental
OCA: Organizational Culture
OSA: Organizational Structure Analysis
VRIO: Valuable, Rare, Inimitable, Organized
SGA: Strategic Group Analysis
Opportunities:
Further expansion of “light” products (SH)
Reach more consumers with a broader range of appeal from new products (SH)
With-in their strategic group they have the largest market share with 20% (SGA)
Craft brewing industry is experiencing rapid growth amidst a declining overall beer industry (SGA)
Craft brewers working together against major brewers (TNE)
Increased transportation ability allows geographic freedom (5F)
High unemployment allows flexible compensation option for prospective employees (5F)
Rapid sales growth despite overall industry decline (5F)
Product differentiation and demand for new product lines (5F)
Price flexibility due to low price sensitivity increasing potential profits (5F)
With minor modifications substitute products can easily be imitated (5F)
Higher production leads to increased sales (MEA)
Recycling of man-made waste products (MEA)
Alteration of drinking age/underage restrictions (MEA)
Growing popularity of hard cider among women (MEA)
Higher number of consumers reaching legal drinking age (MEA)
Growing Hispanic population (MEA)
All American trend (MEA)
Do-It-Yourself trend (MEA)
Electronic nose and tasting technology (MEA)
Alternative packaging options (MEA)
Mobile media boom (MEA)
Real disposable income rising (MEA)
Availability of financial capital (MEA)
Threats
Misperception as a “monster brewery” (SH)
Oversaturated markets may lower profits (5F)
Better farming techniques improve input quality of product giving suppliers leverage (5F)
Major brewers ability to create similar products and steal market share (5F)
Inability to do business without distributors and wholesalers (5F)
Low switching costs, highly available and high price performance tradeoff (5F)
Increased competition (5F) increased frequency of natural disasters (MEA)
Limited Natural Resources, price of inputs dependent on climate (Hops, Barley, Etc.)(MEA)
High excise tax on alcohol, legally cumbersome product to sell (MEA)
Increased law enforcement of alcohol regulations (MEA)
Increased consumer preference for wine up 2.5% since 2011 (MEA)
Aggressive and attacking marketing by wine and spirits industry (MEA)
High unemployment among beer market’s core consumers (MEA)
Health conscious trends (MEA)
Changing consumer preferences (MEA)
Easy access brewing technology (MEA)
Increase in taxation (MEA)
Competing with brewers who have a much greater amount of bargaining power (SGA)
Strategic Thinking
• Brainstorming
• Pre-Brainstorming
• During
• Post-Brainstorming
Strategic Planning
• SWOT Analysis
• External-
• Strategic History, 5F, MEA, SGA
• Internal
• SOGs, Business Level Strategy,
VRIO, CCM, OCA, OSA, 5S
Framework
Strategy Making
• SWOT Matrix
• SO, ST, WO, WT
Recommendations
Brainstorming
Creativity vs. Consumption
Series 1
5
Level of Creative Thinking
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
0
1
2
3
Number of Drinks
4
5
Brainstorming
After
Before
Sam Adams’s face on Mt.Rushmore
Beer Bottle Buoy
Overview
Strategic Planning
Strategic Thinking
• Brainstorming
• SWOT Analysis
• External-
• Strategic History, 5F, MEA, SGA
• Internal
Strategy Making
• SOGs, Business Level Strategy,
VRIO, CCM, OCA, OSA, 5S
Framework
• SWOT Matrix
• SO, ST, WO, WT
Recommendations
• Pre-Brainstorming
• During
• Post-Brainstorming
Threats:
Misperception as a “monster brewery” (Strategic History)
Oversaturated markets may lower profits (5-Forces)
Better farming techniques improve input quality of product giving suppliers leverage (5
Forces)
Major brewers ability to create similar products and steal market share (5 Forces)
Inability to do business without Distributors and Wholesalers (5 Forces)
Low switching costs, highly available and high price performance tradeoff (5 Forces)
Increased competition (5 Forces)
Increased frequency of natural disasters (Macro environmental)
Limited natural resources, price of inputs dependent on climate (Hops, Barley, Etc.)
High excise tax on alcohol, legally cumbersome product to sell (Macro environmental)
Increased law enforcement of alcohol regulations (Macro environmental)
Increased consumer preference for wine up 2.5% since 2011 (Macro Environmental)
Aggressive and attacking marketing by wine and spirits industry (Macro Environmental)
High unemployment among beer market’s core consumers (MEA)
Health conscious trends (MEA)
Changing consumer preferences (MEA
)Opportunities:
Further expansion of “light” products (SH)
Reach more consumers with a broader range of appeal from new products (SH)
With-in their strategic group they have the largest market share with 20% (SGA)
Craft brewing industry is experiencing rapid growth amidst a declining overall beer industry
(SGA)
Craft brewers working together against major brewers (TNE)
Increased transportation ability allows geographic freedom (PoS)
High unemployment allows flexible compensation option for prospective employees (PoS)
Rapid sales growth despite overall industry decline (RAEF)
Product differentiation and demand for new product lines (PoB)
Price flexibility due to low price sensitivity increasing potential profits (PoB)
With minor modifications substitute products can easily be imitated (TS)
Higher production leads to increased sales (Global)
Recycling of man-made waste products (Natural Environment)
Alteration of drinking age/underage restrictions (Political/Legal)
Growing popularity of hard cider among women (Demographic)
Higher number of consumers reaching legal drinking age (Demographic)
Growing Hispanic population (Demographic)
All American trend (Sociocultural)
Do-It-Yourself trend (Sociocultural)
Strengths:
Brand recognition (SOG/VRIO)
Continued emphasis on innovation (SOG/VRIO)
Knowledge in industry (VRIO)
Broad product offering (SOG)
Customer loyalty (SOG)
Perception as a “local craft beer” (SP)
Steeped in tradition and quality (SP)
Strong culture (STYLE)
Quality control (VRIO)
Open door policy (OSA)
Family environment (OCA)
Excellent fit between strategy and superior ordinate goals (SFA)
Excellent fit between skills and superior ordinate goals (SFA)
Excellent fit between structure and skills (SFA)
Excellent fit between structure and style (SFA)
STRENGTHS AND THREATS
STRENGTHS AND OPPORTUNITIES
1.
1.
2.
Weaknesses:
Much smaller compared to other brewers with broad differentiation (BLS)
Large percentage of sales rely on young price conscious customers (BLS)
Different laws across states may restrict or hinder contracts with distributors (BLS)
Too bureaucratic (OCA)
Competitiveness can create divisiveness amongst employees (OCA)
Not focused on production as much as culture (OCA)
No low cost segment (SOG)
Hard to predict demand for seasonal beers (SOG)
Work-life balance (OSA)
Few options for career advancement (OSA)
Highly political work environment (OSA)
Strategy doesn’t fit well with organizational fit (DOF)
High marketing costs (VRIO)
WEAKNESSES AND THREATS
WEAKNESSES AND OPPORTUNITIES
1. Focus on increased product placement within bars and
restaurants
2. Partner with Maritz to develop employee incentive
programs that provide intrinsic motivation and help
create a better means of promotion through the company
1. Create cheaper beer line under
different name, produced in cans
SWOT MATRIX
Sponsor Boston athletic teams, such as the Red Sox,
Bruins, and Celtics
2. Focus on being perceived as the “Real
American Beer” capitalize on foreign
ownership of other breweries
3.
4.
3. American presidents specially released
beer released around July fourth
4.
Create and sell, “brew it yourself” Sam Adams Kits
New flagship brand focused on growing Hispanic
market
3. Backward integration into the suppliers
of barley, wheat and hops.
Creation of a “light” cider line for angry orchard
Creation of line that emphasizes historical traditions
2.
3.
Create new spirits line that focuses on traditional
American distilling processes
Create mantra that unifies and motivates employees
Franchise Sam Adams name to start up craft
breweries
Champion Recommendation #1 (SO)
Strengths:
• Brand recognition (SOG/VRIO)
• Broad product offering (SOG)
• Steeped in tradition and quality (SP)
Opportunities:
• Reach more consumers with a broader range of appeal for new
products (SH)
• Product differentiation and demand for new product lines (5F)
• All-American trend (MEA)
American President themed specialty beer line released
annually around July fourth
•
•
•
•
Independence Day release
President themed; rotates every year
Patriotic marketing
Patriotic packaging structured around Presidential theme
• Bottle caps
• Labels
• Packaging (6 pack, case)
• Promotional merchandise to accompany beer release
• https://vimeo.com/65196204
Champion Recommendation #2 (ST)
Strengths:
• Brand recognition (SOG/VRIO)
• Customer loyalty (SOG)
• Perception as a “local craft beer” (SP)
Threats:
• Major brewers ability to create similar products and steal market
share (5F)
• Increased competition (5F)
• Competing with brewers who have a much greater amount of
bargaining power (SGA)
Focus on being perceived as the “Real American Beer”
capitalize on foreign ownership of other breweries
•
•
•
•
•
Aggressive marketing techniques
Recent acquisition of Anheuser Bush by InBev
Symbol of patriotism
Brewed by real Americans
https://vimeo.com/65194408
Champion Recommendation #3 (WT)
Weaknesses:
• Different laws across states may restrict or hinder
contracts with distributors (BLS)
• Now low cost segment (SOG)
• Hard to predict demand for seasonal beers (SOG)
Threats:
• Better farming techniques improve input quality of product giving
suppliers leverage (5F)
• Increased frequency of natural disasters (MEA)
• Limited natural resources, price of inputs dependent on climate
(hops, barley, etc.) (MEA)
Backward integration into the suppliers of barley, wheat and
hops.
•
•
•
•
•
Purchasing of farm lands
taking on farmers on payroll
Improve quality of products
Increase inventory turnover rate
Have control over quality of farming production equipment to ensure and enforce high
standards
• https://vimeo.com/65195032
Champion Recommendation #4 (WO)
Weaknesses:
• Large percentage of sales rely on young price
conscious customers (BLS)
• No low cost segment (SOG)
Opportunities:
• Reach more consumers with a broader range of appeal from new
products (SH)
• Higher production leads to increased sales (Global)
Create cheaper beer line under different name, produced in
cans
• Alternative brand name- not under flagship Sam Adams name
• Able to target unique market
• Appreciation and desire for higher quality beers
• Low price point
• Cans vs. bottles, separated from other Boston Beer lines
• High production and high revenue line
• https://vimeo.com/65195769
Strategic Partnership Ideas:
(You’re welcome other groups)
• Boston Beer and Nike
• Sam Adams golf collection
• Sam Adams clothing line “I Run like Sam”
• Boston Beer and Macy’s
• Sell Sam Adam’s Nike product lines
• Boston Beer and Walgreens
• “Beer as Medicine” ad campaign
• Sam Adams hangover pill
• Boston Beer Netflix
• Netflix original series titled “The Adventures of Sam Adams”
• Boston Beer and Coke
• Soda-Beer hybrid energy drink (the next Four Loko)
“Thanks for your time,
congrats on graduating,
and
DRINK UP!”
-The Group 5
Appendix
Strengths:
1.
Brand recognition (SOG/VRIO)
2.
Continued emphasis on innovation (SOG/VRIO)
3.
Knowledge in industry (VRIO)
4.
Broad product offering (SOG)
5.
Customer loyalty (SOG)
6.
Perception as a “local craft beer” (SP)
7.
Steeped in tradition and quality (SP)
8.
Strong culture (STYLE)
9.
Quality control (VRIO)
10.
Open door policy (OSA)
11.
Family environment (OCA)
12.
Excellent fit between strategy and superior ordinate goals (SFA)
13.
Excellent fit between skills and superior ordinate goals (SFA)
14.
Excellent fit between structure and skills (SFA)
15.
Excellent fit between structure and style (SFA)
Weaknesses:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Much smaller compared to other brewers with broad differentiation (BLS)
Large percentage of sales rely on young price conscious customers (BLS)
Different laws across states may restrict or hinder contracts with distributors (BLS)
Too bureaucratic (OCA)
Competitiveness can create divisiveness amongst employees (OCA)
Not focused on production as much as culture (OCA)
No low cost segment (SOG)
Hard to predict demand for seasonal beers (SOG)
Work-life balance (OSA)
Few options for career advancement (OSA)
Highly political work environment (OSA)
Strategy doesn’t fit well with organizational fit (DOF)
High marketing costs (VRIO)
Opportunities
1.
2.
3.
4.
Further expansion of “light” products (SH)
Reach more consumers with a broader range of appeal from new products (SH)
With-in their strategic group they have the largest market share with 20% (SGA)
Craft brewing industry is experiencing rapid growth amidst a declining overall beer
industry (SGA)
5. Craft brewers working together against major brewers (TNE)
6. Increased transportation ability allows geographic freedom (5F)
7. High unemployment allows flexible compensation option for prospective employees
(5F)
8. Rapid sales growth despite overall industry decline (5F)
9. Product differentiation and demand for new product lines (5F)
10. Price flexibility due to low price sensitivity increasing potential profits (5F)
Opportunities Cont.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
With minor modifications substitute products can easily be imitated (5F)
Higher production leads to increased sales (MEA)
Recycling of man-made waste products (MEA)
Alteration of drinking age/underage restrictions (MEA)
Growing popularity of hard cider among women (MEA)
Higher number of consumers reaching legal drinking age (MEA)
Growing Hispanic population (MEA)
All American trend (MEA)
Do-It-Yourself trend (MEA)
Electronic nose and tasting technology (MEA)
Alternative packaging options (MEA)
Mobile media boom (MEA)
Real disposable income rising (MEA)
Threats
1. Misperception as a “monster brewery” (SH)
2. Oversaturated markets may lower profits (5F)
3. Better farming techniques improve input quality of product giving suppliers leverage (5F)
4. Major brewers ability to create similar products and steal market share (5F)
5. Inability to do business without distributors and wholesalers (5F)
6. Low switching costs, highly available and high price performance tradeoff (5F)
7. Increased competition (5F)
8. Increased frequency of natural disasters (MEA)
9. Limited natural resources, price of inputs dependent on climate (Hops, Barley, Etc.)(MEA)
Threats Cont.
10. High excise tax on alcohol, legally cumbersome product to sell (MEA)
11. Increased law enforcement of alcohol regulations (MEA)
12. Increased consumer preference for wine up 2.5% since 2011 (MEA)
13. Aggressive and attacking marketing by wine and spirits industry (MEA)
14. High unemployment among beer market’s core consumers (MEA)
15. Health conscious trends (MEA)
16. Changing consumer preferences (MEA)
17. Easy access brewing technology (MEA)
18. Increase in taxation (MEA)
19. Competing with brewers who have a much greater amount of bargaining
power (SGA)
SWOT MATRIX
Strengths:
1. Brand recognition (SOG/VRIO)
2. Continued emphasis on innovation (SOG/VRIO)
3. Knowledge in industry (VRIO)
4. Broad product offering (SOG)
5. Customer loyalty (SOG)
6. Perception as a “local craft beer” (SP)
7. Steeped in tradition and quality (SP)
8. Strong culture (STYLE)
9. Quality control (VRIO)
10. Open door policy (OSA)
11. Family environment (OCA)
12. Excellent fit between strategy and superior ordinate goals (SFA)
13. Excellent fit between skills and superior ordinate goals (SFA)
14. Excellent fit between structure and skills (SFA)
15. Excellent fit between structure and style (SFA)
Threats:
1. Misperception as a “monster brewery” (Strategic History)
2. Oversaturated markets may lower profits (5-Forces)
3. Better farming techniques improve input quality of product giving suppliers leverage (5 Forces)
4. Major brewers ability to create similar products and steal market share (5 Forces)
5. Inability to do business without Distributors and wholesalers (5 Forces)
6. Low switching costs, highly available and high price performance tradeoff (5 Forces)
7. Increased competition (5 Forces)
8. Increased frequency of natural disasters (Macro Environmental)
9. Limited natural resources, price of inputs dependent on climate (Hops, Barley, Etc.) (MEA)
10. High excise tax on alcohol, legally cumbersome product to sell (Macro Environmental)
11. Increased law enforcement of Alcohol Regulations (Macro environmental)
12. Increased consumer preference for wine up 2.5% since 2011 (Macro Environmental)
13. Aggressive and attacking marketing by wine and spirits industry (Macro Environmental)
14. High unemployment among beer market’s core consumers (MEA)
15. Health conscious trends (MEA)
16. Changing consumer preferences (MEA)
STRENGTHS AND THREATS
1. Sponsor Boston athletic teams, such as the Red Sox,
Bruins, and Celtics
2. Focus on being perceived as the “Real American
Beer” capitalize on foreign ownership of other
breweries
3. Create and sell, “brew it yourself” Sam Adams kits
4. New flagship brand focused on growing Hispanic
market
SWOT MATRIX
Strengths:
1. Brand recognition (SOG/VRIO)
2. Continued emphasis on innovation (SOG/VRIO)
3. Knowledge in industry (VRIO)
4. Broad product offering (SOG)
5. Customer loyalty (SOG)
6. Perception as a “local craft beer” (SP)
7. Steeped in tradition and quality (SP)
8. Strong culture (STYLE)
9. Quality control (VRIO)
10. Open door policy (OSA)
11. Family environment (OCA)
12. Excellent fit between strategy and superior ordinate goals (SFA)
13. Excellent fit between skills and superior ordinate goals (SFA)
14. Excellent fit between structure and skills (SFA)
15. Excellent fit between structure and style (SFA)
Opportunities:
1. Further expansion of “light” products (SH)
2. Reach more consumers with a broader range of appeal from new products (SH)
3. With-in their strategic group they have the largest market share with 20% (SGA)
4. Craft brewing industry is experiencing rapid growth amidst a declining overall beer industry (SGA)
5. Craft brewers working together against major brewers (TNE)
6. Increased transportation ability allows geographic freedom (PoS)
7. High unemployment allows flexible compensation option for prospective employees (PoS)
8. Rapid sales growth despite overall industry decline (RAEF)
9. Product differentiation and demand for new product lines (PoB)
10. Price flexibility due to low price sensitivity increasing potential profits (PoB)
11. With minor modifications substitute products can easily be imitated (TS)
12. Higher production leads to increased sales (Global)
13. Recycling of man-made waste products (Natural Environment)
14. Alteration of drinking age/underage restrictions (Political/Legal)
15. Growing popularity of hard cider among women (Demographic)
16. Higher number of consumers reaching legal drinking age (Demographic)
17. Growing Hispanic population (Demographic)
18. All American trend (Sociocultural)
19. Do-It-Yourself trend (Sociocultural)
STRENGTHS AND OPPORTUNITIES
1. Creation of a “light” cider line for angry orchard
2. Creation of line that emphasizes historical traditions
3. American presidents specially released beer released
around July fourth
4. Create new spirits line that focuses on traditional
American distilling processes
SWOT MATRIX
Weaknesses:
1. Much smaller compared to other brewers with broad differentiation (BLS)
2. Large percentage of sales rely on young price conscious customers (BLS)
3. Different laws across states may restrict or hinder contracts with distributors (BLS)
4. Too bureaucratic (OCA)
5. Competitiveness can create divisiveness amongst employees (OCA)
6. Not focused on production as much as culture (OCA)
7. No low cost segment (SOG)
8. Hard to predict demand for seasonal beers (SOG)
9. Work-life balance (OSA)
10. Few options for career advancement (OSA)
11. Highly political work environment (OSA)
12. Strategy doesn’t fit well with organizational fit (DOF)
13. High marketing costs (VRIO)
Threats:
1. Misperception as a “Monster Brewery” (Strategic History)
2. Oversaturated markets may lower profits (5-Forces)
3. Better farming techniques improve input quality of product giving suppliers leverage (5 Forces)
4. Major Brewers ability to create similar products and steal market share (5 Forces)
5. Inability to do business without Distributors and Wholesalers (5 Forces)
6. Low switching costs, highly available and high price performance tradeoff (5 Forces)
7. Increased competition (5 Forces)
8. Increased frequency of natural disasters (Macro Environmental)
9. Limited Natural Resources, price of inputs dependent on climate (Hops, Barley, Etc.)
10. High excise tax on alcohol, legally cumbersome product to sell (Macro Environmental)
11. Increased law enforcement of alcohol regulations (Macro environmental)
12. Increased consumer preference for wine up 2.5% since 2011 (Macro Environmental)
13. Aggressive and attacking marketing by wine and spirits industry (Macro Environmental)
14. High unemployment among beer market’s core consumers (MEA)
15. Health conscious trends (MEA)
16. Changing consumer preferences (MEA)
WEAKNESSES AND OPPORTUNITIES
1. Create cheaper beer line under different name,
produced in cans
2. Create mantra that unifies and motivates employees
3. Franchise Sam Adams Name to start up craft
breweries
SWOT MATRIX
Weaknesses:
1. Much smaller compared to other brewers with broad differentiation (BLS)
2. Large percentage of sales rely on young price conscious customers (BLS)
3. Different laws across states may restrict or hinder contracts with distributors (BLS)
4. Too bureaucratic (OCA)
5. Competitiveness can create divisiveness amongst employees (OCA)
6. Not focused on production as much as culture (OCA)
7. No low cost segment (SOG)
8. Hard to predict demand for seasonal beers (SOG)
9. Work-life balance (OSA)
10. Few options for career advancement (OSA)
11. Highly political work environment (OSA)
12. Strategy doesn’t fit well with organizational fit (DOF)
13. High marketing costs (VRIO)
Opportunities:
1. Further expansion of “light” products (SH)
2. Reach more consumers with a broader range of appeal from new products (SH)
3. With-in their strategic group they have the largest market share with 20% (SGA)
4. Craft brewing industry is experiencing rapid growth amidst a declining overall beer industry (SGA)
5. Craft brewers working together against major brewers (TNE)
6. Increased transportation ability allows geographic freedom (PoS)
7. High unemployment allows flexible compensation option for prospective employees (PoS)
8. Rapid sales growth despite overall industry decline (RAEF)
9. Product differentiation and demand for new product lines (PoB)
10. Price flexibility due to low price sensitivity increasing potential profits (PoB)
11. With minor modifications substitute products can easily be imitated (TS)
12. Higher production leads to increased sales (Global)
13. Recycling of Man-made waste products (Natural Environment)
14. Alteration of drinking age/underage restrictions (Political/Legal)
15. Growing popularity of hard cider among women (Demographic)
16. Higher number of consumers reaching legal drinking age (Demographic)
17. Growing Hispanic population (Demographic)
18. All American trend (Sociocultural)
19. Do-it-yourself trend (Sociocultural)
WEAKNESSES AND THREATS
1. Focus on increased product placement within bars and
restaurants
2. Partner with Maritz to develop employee incentive
programs that provide intrinsic motivation and help
create a better means of promotion through the
company
3. Backward integration into the suppliers of barley,
wheat and hops.
Pre-Brainstorming Ideas
• Andy:
• Sponsor Boston sporting events to increase local sales
• Tom:
• Franchise Sam Adams name out to start up craft breweries to increase production
• Nick K:
• Create cheaper beer under different name to compete with major brewers
• Nick M:
• Expand into aluminum canned beer to broaden product offering
• Nancy:
• Create new flagship product line focused on growing Hispanic Population
• Cam:
• Expand into festivals and events with “beer tents” and portable selling stations
• Alex:
• Customizable labels for customers to enjoy
Brainstorming
1ST ROUND OF BEERS
• Sam Adams lime
• Women focused beer
• Beer in can
• Funny patriotic commercial (like dos Equis)
• Sponsor marathon or soccer
• Regatta beer positioning
• Come up with official mantra
Brainstorming
2ND ROUND OF BEERS
•
•
•
•
•
•
•
•
•
•
Exploit the fact that they're the largest/only TRUE American beer co
Sponsor Boston marathon
Boston icon themed beers
Capitalize on local brand "buy local buy Boston"
Return bottles to be green
Invest in small startup s /acquire
Sponsor small breweries to feature
Start a second flagship brand John Adams
Have a line of spirits that is distilled in a traditional fashion matching their beer brewing style
Start their own bar
Brainstorming
3RD ROUND OF BEERS
• Invent a new type of beer that gets you drunk faster
• McDonald's esque peel off labels/American facts
• Brew it yourself kits
• Custom label bottles
• Negative ad campaign
• Pepsi challenge
• Beer cruise
• Vintage themed
• Build biggest beer bottle in world national landmark and throw largest beer party
• Boston beer fest -spring break
• Boat race around beer buoys
• Regatta, horse race/polo, golf classy sports- group
Brainstorming
FOURTH ROUND OF BEERS
• Add Sam Adams face to Mt. Rushmore
• Sam Adams country/colony/elementary/Sam Adamsville
• Partner with Walmart to have bars in Walmart
• Partner with Macy's and Netflix
• Nike sponsors Sam Adams apparel "I run like Sam Adams"
• Ready made beer evaporate beer into sugar and pour into water to be ready made beer
• Golf line - partner with Nike golf- sell it in Walgreens and the movie about it will be on Netflix and wear clothes from Macys
• Sam Adams golf line by Nike
• Netflix original series about documenting craft beer in America
• Sam Adams merchandise sold at Macy's
• Beer is medicine Walgreens
• Golf kit Walgreens
• Sam Adams hangover pill Walgreens
Brainstorming- Horizontal Integration
5th Round of Beers
•
•
•
•
•
•
Peanuts
Steaks/brats/BBQ food
Restaurants to complement their breweries
Teaming up with restaurants
Midwest breweries for easier distribution
Merchandising/ t-Shirts
Post Brainstorming Ideas
• Tom:
• American presidents specially released beer released around July fourth
• Andy:
• Focus on being perceived as the “Real American Beer” capitalize on foreign ownership of other breweries
• Nick K:
• Create cheaper beer line under different name, produced in cans
• Nick M:
• Sponsor Boston athletic teams, such as the Red Sox, Bruins, and Celtics
• Alex:
• Create new spirits line that focuses on traditional American distilling processes
• Cam:
• Backward integration into the suppliers of barley, wheat and hops.
• Nancy:
• Partner with Maritz to develop employee incentive programs that provide intrinsic motivation and help create
a better means of promotion through the company
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Print.
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• Dignan, Larry. "Pabst CIO Ben Haines Brewing Cloud." ZDNet. N.p., 28 Aug. 2012.
Web. 24 Feb. 2013.
Works Cited Cont.
• "Government Beer Regulations." Apex Publishers. N.p., n.d. Web. 24 Feb. 2013.
<http://www.beer-brewing.com/beerbrewing/government_beer_regulations/federal_beer_regulations.htm>.
• Kesmodel, David. "In Lean Times, a Stout Dream." The Wall Street Journal. N.p., 18 Mar.
2009. Web. 30 Jan. 2013.
• Kowitt, Beth. "Big Beer's Response to Craft: If You Can't Beat 'em, Join 'em." Fortune
Management Career Blog RSS. N.p., 12 Dec. 2012. Web. 24 Feb. 2013.
• Montague-Jones, Guy. "Scientists Sniff out Potential for Electronic Noses in Brewing."
FoodProductionDaily.com. N.p., 10 Jan. 2011. Web. 24 Feb. 2013.
• Peck, Nathan. "The Mug Overflows: As Breweries Expand, Craft Brewing Industry Sees
Opportunity for Growth." The Mug Overflows: As Breweries Expand, Craft Brewing
Industry Sees Opportunity for Growth. N.p., 30 Sept. 2012. Web. 24 Feb. 2013.
• Rotunno, Tom. "Craft Beer Industry Continues To Surge." CNBC.com. N.p., 27 Mar. 2012.
Web. 24 Feb. 2013.
• "Top Brewers 2005-2006." Gale Business Insights: Essential. N.p., n.d. Web. 29 Jan. 2013.
• Troy, Leo, Ph.D. "Breweries." Almanac of Business and Industrial Financial Ratios. 2013
ed. Chicago: CCH, 2012. 52-56. Print.
Works Cited Cont.
•
"Beverage Industry." Value Line Investment Survey. N.p.: Value Line, 2013. N. pag. Print.
•
Blassingame, Kelley M. "Employee Benefit News." Beantown Benefits: Boston Beer Company Applies Relaxed, Family Culture to Benefits. Employee Benefit Advisor,
7 Oct. 2002. Web. 14 Apr. 2013. <http://eba.benefitnews.com/news/beantown-benefits-boston-beer-company-applies-237082-1.html>.
•
Boney, Jason, Jordan Gristy, Preston Madden, and Heath Stanley. "Boston Beer Quality Valuation." Http://mmoore.ba.ttu.edu. Texas Tech University, 1 Apr. 2005.
Web. 9 Apr. 2013. <http://mmoore.ba.ttu.edu/ValuationReports/BostonBeer.pdf>.
•
Boston Beer Co. Inc. (NYS: SAM). Rep. N.p.: Mergent, 2012. Mergent. Web. 29 Jan. 2013. <www.mergentonline.com/companyfinancials.php>.
•
Boston Beer. Rep. N.p.: n.p., n.d. ADVFN. Web. 9 Apr. 2013. <http://www.advfn.com/p.php?pid=financials&btn=s_ok&mode=&symbol=SAM&s_ok=OK>.
•
"The Boston Beer Company Inc. (SAM)." Reuters. N.p., 12 Dec. 2012. Web. 8 Apr. 2013.
•
"The Boston Beer Company Inc. International Directory of Company Histories." Gale Business Insights: Essentials. N.p., n.d. Web. 29 Jan. 2013.
•
"Boston Beer Salaries." Glassdoor. N.p., n.d. Web. 14 Apr. 2013.
•
Bride, Tiffany, Laura Findley, Paul Jessup, and Crystal Love. "Boston Beer Company Firm Analysis." Georgia State University. Intercon Business Consultants, n.d. Web.
6 Apr. 2013. <https://www.student.gsu.edu/~rbernard4/MBA7035/boston%20beer.pdf>.
•
"Case Study: The Boston Beer Company, Inc." Harvard Business School. Harvard University, 2 June 2000. Web. 6 Apr. 2013.
•
Chen, Joe. "OB Boston Beer Company." Prezi.com. Prezi, 10 Dec. 2012. Web. 14 Apr. 2013. <http://prezi.com/dn0sxwtmhcjv/ob-boston-beer-company/>.
•
Craft Beer Alliance Inc. Rep. N.p.: n.p., n.d. ADVFN. Web. 9 Apr. 2013.
<http://www.advfn.com/p.php?pid=financials&btn=s_ok&mode=&symbol=NASDAQ%3ABREW>.
•
Cyr, Linda, Joseph Lassiter, and Michael J. Roberts. "Case Study: Boston Beer Company: Light Beer Decision." Harvard Business School. Harvard University, 20 Nov.
2001. Web. 7 Apr. 2013.
•
Ernst & Young LLC. "10-K The Boston Beer Company, INC." United States Securities and Exchange Commision. N.p., 29 Mar. 2013. Web. 8 Apr. 2013.
<http://www.bostonbeer.com/phoenix.zhtml?c=69432&p=irolSECText&TEXT=aHR0cDovL2FwaS50ZW5rd2l6YXJkLmNvbS9maWxpbmcueG1sP2lwYWdlPTg3NDA5MjEmRFNFUT0wJlNFUT0wJlNRREVTQz1TRUNUSU9OX0VOVElSRS
ZzdWJzaWQ9NTc=>.
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<http://www.google.com/imgres?um=1&hl=en&biw=1614&bih=641&tbm=isch&tbnid=MxhEkz2H1PGf_M:&imgrefurl=http://beerstreetjou
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• Greenlee, Steve. "Sam Adams Releases Marathon Beer, '26.2'" Boston.com. N.p., 23 Mar. 2012. Web. 8 Apr. 2013.
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