The convenience stores and supermarkets are the dominant off-premise retail channels for energy beverages. 2) Does your characterization bode well for a new energy beverage brand introduction generally and for DPSG, in particular? It is very hard for new energy beverage brand to survive as one of the best beside the five most popular energy beverage brands: Red Bull, Hansen Natural Corporation, Pepsi-Cola, Rockstar, Inc and Coca-Cola. Those brands are well known all over the world and they invested a lot of time and money to be recognized as one of top five brands. The new beverage brand and generally the DPSG will need invest much more money than they
Beer Brewers Industry Analysis 1 of 17 M E M O R A N D U M Date: April 16, 2008 Subject: Beer Brewer Industry Analysis To: Dr. Matt Ford From: Liz Boeing Brian Casey Jeff Colson John Cropenbaker David Edwards Craig Lyons Tom Poe Andy Rauf Industry Analysis of Beer Brewing Industry This report will provide an industry analysis for the beer brewing industry, discussing the attractiveness of the industry in regards to sustainable profitability. We will first give background on the industry, and then will use Porter’s Five Forces, a tool that will help us to determine the attractiveness of the industry. Industry Background Industry name. The industry that we chose is the beer brewing industry, and we are focusing on operations based in the United States. We chose to focus on a larger scope because the top three competitors in this industry control about 90% of the market.
The company has built its brand as a “beer that is discovered” rather than using traditional beer marketing strategies. Creemore Springs must not alienate its existing customers with aggressive, off message marketing while growing its customer base and thus sales to justify the expense of the expansion Recommendations: Creemore Springs must expand. While a capital investment of this magnitude does constitute a risk for a comparatively small business, the risks that not expanding represent are greater. Thompson himself stated the case for growth when he identified the challenges faced with capping production, including stock-outs, being unable to supply existing customers who open another bar, and challenges reversing a cap without further brand damage. Creemore risks damaging existing customer relationships and being unable to fulfill demand from fully engaged partners if capacity is not increased.
Threats encumber an organization from realizing its objectives. The main risk facing Bolthouse Farm is the fierce competition from other local juice stores. With the increasing advent of bars, people prefer these smoothies, which are customized according to their preference. The impact poses a significant threat to Bolthouse farms since their smoothies are standardized. In 2011, bars/cafes grew by 4% in terms of current value to reach sales of 4.7 billion dollars of which 15% is revenue from smoothies sold in Canada bars.
2. What challenges does SodaStream face as the disruptor and how should it approach these challenges? As the disruptor, SodaStream faces many challenges including sociocultural, economic and technological factors. Among sociocultural factors, one of the biggest challenges for SodaStream is to overcome customer’s “emotional connection” to their favorite soda brands. Unlike people in Europe, Americans don’t drink as much sparkling water.
Midterm Case Study: Mountain Man Brewing Company 1.) Perform a SWOT analysis for MMBC. What is MMBC’s competitive advantage and is it sustainable? Strengths: -“Grass Roots Marketing”-“Best Beer in Virginia” - “Best Beer in Indiana”-Reputation- Blue collar market-East Central Region-Americas Championship lager-Brand Awareness in region compared to that of John Deer and Chevrolet-Quality- Brand loyalty (rate at 53%)-Small sales force to proselytize brand- Brand equity-Off premise locations Weaknesses: - product expansion or variety - declining sales in target market- broadcasting advertisement- female and younger beer drinker segments- Finances- market share. Opportunities: -Expand into different regions blue collard segment- Expand into new market segments in East Region- New products- Female- “First Time Drinkers” Threats: -Aging core- customer segment- Major Domestic producers- light beer- Second tier domestic producers- Wine and spirited drinks companies- federal excise tax rate, increase in national health concern MMBC’s competitive advantage is the companies unique brand equity.
Heineken Beer Marketing Research Spring 2012 Group 1 [pic] Abstract In our research, we chose criteria based on our literature which is important to consumers, including: Packaging/design, taste, image of brand, price, calories, lifestyle of consumer, and social/economic factors. As a group, we researched these criteria, making connections with our points and the empirical evidence that was found. There are many factors and alter the consumers' perceptions of different beers and different brands, and often times each individual consumer's criteria is not weighted the same way as the next person. One thing is for certain though; Americans love to drink beer. Because of this phenomenon, Heineken wishes to reposition their flagship brand as a younger, trendier beer and capture more of the 21 to 30 year old beer-consuming market.
Most experts on the matter agree that proper matching solely depends on the individuals personal preferences, yet there are plenty of proven beers that will enhance a meal when others fail. Wake up! It’s 8 AM and time to begin your day with the most important meal of the day, breakfast. Now there might be a few skeptics about beer for breakfast, but if it’s the most important meal of the day shouldn’t it be paired with the most important drink? Keeping the main rule of thumb in mind let’s start paring beer with breakfast
Corona Beer: From a Local Mexican Player to a Global Brand. Questions 1) Based on your analysis of the global beer industry and Grupo Modelo’s situation, what problems and issues does the company’s top management need to address? Grupo Modelo faces various problems and issues in the beer market in regards to competing effectively amongst the competitors. The company is falling short to catch up with consumer demands and hence Grupo Modelo has not foreseen the demand which is now generated among the beer drinkers target audience. According to the case, as we see above in exhibit 1, Corona has become one of the world’s top ten selling beer brands and Corona Extra has turned out to become the top selling imported beer in the United States according to exhibit 2, even though the company has allocated $300 million to renovate its production facilities, they have to make sure to distinguish which brand would be the winner and how the company could execute their plans to sell that winning brand in various markets around the world.
Sales reps then targeted shops near universities and gyms. Dealing with individual accounts rather than big retailers had the added advantage of being fast. In 2003, an estimated 64% of volume was generated by consumption in bars, clubs and petrol stations—accounting for 79% of the value due to the price premium—while retail outlets made up the remaining 36% of volume. Red Bull was facing strong competition in the retail space, not only from beverage heavyweights such as Coca-Cola and Pepsi, but also from private labels. For example, the retailer Asda (part of Wal-Mart) launched its own energy drink branded Blue Charge in the UK.