Executive Summary Of Molson Coors
Matt Clarke
6866288
November 16, 2012
ADM1300B
Jean-Francois Aubert
In partial fulfillment of the requirements of ADM1300
Executive Summary
Molson Coors is known worldwide as the fifth largest brewing corporation and they have proven to be a very successful company over their past years of business. Molson and Coors never used to be together. They were each successful breweries long before the two merged in 2005 and although the merge may have had early signs of failure, things have begun to look good for the company. Peter Swinburn, the company’s CEO has been able to greatly improve the every-day operations of Molson Coors and completely transform their mission. His democratic leadership style has helped the company reach new heights …show more content…
and develop their innovative reputations.
For the most part, Peter Swinburn and the entire organization have done a great job in running Molson Coors and developing a Fortune 500 company.
They started under much scrutiny and negative projections, but they were able to soon prove that they knew what they were doing. They have a fairly strong organizational structure, their planning and goal-setting has helped them reach the point they’re at now and their key leader’s styles have proven to work well with controlling the company. They have even gained a positive view in the public eye due to the many environmental changes they have made. If I could recommend anything, I would suggest they try to expand their demographics and try to win over the younger age groups, as they are currently selling to mostly those in the 30+ range. I would also encourage them to continue to come out with new and innovative products such as they recently did with Molson M; the first micro-carbonated …show more content…
beer.
Company Overview
Molson Coors is a worldwide brewing company and boasts one of the largest lineups of beer. Molson and Coors have not always been together, in fact they began separately: Molson in 1786 and Coors in 1873. They each ran very successful brewing companies and in the year 2005, they merged to form Molson Coors brewing company. It is currently headquartered in Denver, Colorado and Montreal, Quebec with breweries and offices in many other parts of the world. They have subsidiary offices in the United States, the United Kingdom, Europe, Asia and Mexico. Molson Coors has a portfolio of over 100 beer brands that is always continuing to grow. They sell different brands of beer in each of the countries they are located in, in order to connect and appeal to the average buyer in the area. For example, in Canada they sell Molson Canadian, which is obviously placed in Canada due to the name “Canadian”. The company is always looking for new and innovative ways to challenge the market and provide their dedicated customers with something exciting. Molson Coors also likes to learn from their customers, as they are who drives Molson Coors creative process and aids them in providing a better beer. They also care immensely for the communities and places where they brew and believe in integrity, respect and accountability.
Governance
Molson Coors corporate governance is set up quite well and they have a very stable Board of Directors, resulting in a well-run company. Molson Coors Board of Directors is elected by the stockholders in order to oversee their interests and to substitute the long-term success of the Company in agreement with the requirements of our Certificate of Incorporation and Bylaws. The Board of directors serves as the ultimate decision-making body of the Company, except for those matters reserved for or shared with the stockholders. The Board selects and oversees the members of senior management, who are charged with directing the business of the Company.
The Board of Directors:
Chairman of the Board…………………………………………………....Andrew T. Molson
Vice Chairman of the Board…………………………………………….Peter H. Coors
President and CEO………………………….……………………………....Peter Swinburn
Chairman, President and CEO – BELLUS Health Inc …...........Francesco Bellini
President and CEO – Hasbro Inc……………………………………...Brian Goldner
President and COO – National Bank………………………………...Louis Vachon
CEO – Yum! Brands Inc…………………………………………………...Roger Eaton
Executive Vice President – Avon Products Inc………………….Charles M. Herington
Partner – One Equity Partners…………………………………………Franklin W. Hobbs
President and CEO – Club de hockey Canadien………………….Geoff Molson
Chairman – Imperial Tobacco Group PLC………………………….Iain Napier
Region Chain Director – MillerCoors…………………………………Christien Coors-Ficeli
Chairman and CEO – Flavors and Fragrances Inc……………….Doug Tough
President and CEO – Richardson Financial Group………………H. Sanford Riley
Molson Coors has four in-house committees that are used very well and create a very efficient company. These include The Compensation and Human Resource Committee, an Audit Committee, Board of Directors Charter and Corporate Governance Guidelines, and Nominating Committee Charter. The Compensation and Human Resources Committee of Molson Coors Brewing is to review and approve compensation levels for the Company’s executive officers. It also supervises certain aspects of the Company’s retirement plans. It is made up of at least three directors determined by the Board as an “Independent Director”. The Board of Directors Charter and Corporate Governance Guidelines is chosen by the company’s stockholders to oversee the management of the business and dealings of the company. The Nominating Committee Charter’s purpose is to carry out authorities and responsibilities. Molson Coors has set up an Audit Committee Charter that is composed of not less than three directors, each meeting a series of guidelines to ensure that they are proper candidates and belong with the Charter. Ultimately, the Board of Directors chooses the Committee. Committee members hold their offices for one year and until their successors are elected or qualified, or until resignation.
Major shareholders include: Allianz NFJ Dividend Value Instl, Vanguard Windsor II Inv, Perkins Mid Cap Value L and American Funds Invmt Co of America A.
I feel that their governance is set up very well and that they set strong, realistic expectations for their employees. I also believe that they distribute jobs throughout the work place very well and grant power to employees, as they should. I find it to be smart of them to also have the three committees previously mentioned as it definitely strengthens the company’s governance.
Ethics and Social Responsibility
Molson Coors works very hard to maintain their reputation of being an ethical and socially responsible company. I feel that they are definitely both an ethical and a socially responsible company. Molson Coors governance embraces family traditions and performance-based management and they are focused on attaining the best standards of good corporate governance. In return, they are able to reinforce shareholder value and fulfill their responsibilities to their employees, customers, and suppliers. It also results in the ability to satisfy credit, environmental, legal and other necessities. Molson Coors is very concerned about the matter in which their alcoholic beverages are consumed. The company does not want their product to be used excessively, irresponsibly, or by an underage person. Molson Coors is very particular about the excellence of their products and this is reflected when picking the barley and other agricultural products they purchase, throughout the brewing procedure, in their packaging, and ensuring that all beer served is fresh. All of their employees must take compulsory alcohol responsibility training, which includes the company’s policies and the part their people play in demonstrating responsible behavior. Molson Coors cares greatly for the environment and they work to package and manufacture their products while keeping the environment in mind. They are working on increasing water efficiency and decreasing their carbon intensity in order to drive lower consumption of natural resources. The company also helps in the community in many ways such as donating money to local charities or setting up food-drives. Responsible sourcing principles were set in 2009 in order to extend their values and corporate responsibility practices over their supply chain.
In the past year, a Native American Indian tribe sued Molson Coors along with other brewing companies for $500 million in damages and accused them of meaningfully contributing to “crippling” alcoholism rates on one of the nation’s largest reservations in South Dakota. They were said to have been illegally importing alcohol to the Pine Ridge Indian Reservation, where the sale, consumption and possession of alcohol is banned. Molson Coors did not immediately respond to request for comment. It was reported on October 1, 2012 that the judge dismissed the case without prejudice, meaning the tribe is allowed to bring the lawsuit to a state court. The tribe’s lawyer has not yet decided on what he will do but he still does believe that they have a chance in winning the lawsuit. Molson Coors must ensure that they are in no way, providing alcohol illegally and must keep a closer eye on sales of their products and who is getting their hands on it.
Other than this recent flaw still under investigation, I feel that Molson Coors has done a good job in the area of ethics and social responsibility. There are no other areas that I have discovered that could pose a potential risk to the company and if they continue to improve, none should come up.
Organization
Molson Coors is Brewing Company is set up with upper, middle and lower management. The upper management includes the board of directors, such as the CEO and other Chairmen. Middle management are those that run and look after certain departments such as those in charge of marketing or finance. Lower Management includes supervisors at the breweries or subsidiary offices. They then have basic employees at the bottom that work in the breweries or offices. Molson Coors has a diverse portfolio of more than 65 strategic and partner brands positions with signature brands such as Molson Canadian, Coors Light and Miller Genuine Draft. The company currently operates in more than 30 countries and it divides its operations primarily based on its geographic regions. These regions include: Canada, the US, the UK, and Molson Coors International and corporate. The company’s operating subsidiaries include Molson Coors Canada, MillerCoors operating in the US and Molson Coors Brewing Company operating in the UK. They have a strong organizational structure that everything they do should be fact-based, as they do not like making decisions based on a thought or gut feeling. Senior management encourage all Molson Coors employees to make decisions like this as they believe it is the only way things can always be done right.
After Molson and Coors merged in 2005, Molson became much less profitable in early stages and it seemed to be a bad decision to merge with Coors. Ian Molson did not want Molson to join Coors and fought against an extremely controversial deal. Many shareholders and others involved in Molson felt that Molson should undergo a proper auction because they believed that this would get them the best return. However, controlling shareholder and chair; Eric Molson wanted his family to take part as the business combined. The merge has helped Coors expand into Canada and gain better recognition. Molson Coors has proven to have a fairly strong organizational structure in the last few years due to the way operations are beginning to run for them. Peter Swinburn has provided great insight to the organizational structure of Molson Coors and has directed its new, innovative approach to beer.
Planning
Molson Coors uses many different types of strategic planning across the board. The company sets many objectives that they hope to reach in both the near, and the distant future. For example, they have stated that by 2015 they wish to reduce water usage in their breweries by 15%, reduce total energy use by 15%, reduce packaging by 2% and reduce waste to landfills by 50%. Using this example, their strategic planning would be altering their company in a way that will improve the organizations environmental footprint. It is what they are planning to do to help the environment over the next 3-5 years. It can also be an example of tactical and operational planning because they go into detail, stating what they will do to fix the environment and by how much. This objective has a large impact on helping the company remain known as an environmentally friendly and socially responsible company in the public eye. The company is very goal-oriented and they like to set objectives for themselves in order to set out what they wish to improve. Molson Coors uses planning when deciding the demand for their product throughout the year. Over the summer and during the December holiday period, consumption of beer peaks and therefore, they must produce more beer during these times. The company must also plan to predict how much be must be produced in order to meet the demand for it. They must plan in order to get the right product and the right quantity to the right place at the right time. Molson Coors has reported to use advanced planning in all facets of production. Molson Coors Global Information Manager, Katrina Coyle accesses information that helps them plan and make informed decisions. They believe that all decisions made must be grounded in a factual reference.
I believe that for the most part, Molson Coors does in fact have an effective planning function.
Since their merge in 2005, they have definitely become an all-round better, more productive company and I feel that is due to their planning function. Peter Swinburn has been able to discover where their problems lay and has slowly begun fixing many of them while in the CEO position. He has set seemingly distant objectives, although through his strong planning process they have been attained. If I could suggest one thing to Molson Coors, I would encourage them to use benchmarking more often. I feel that they could greatly benefit by benchmarking especially with main competitor Anheuser-Busch, as they are so successful, Molson Coors may be able to learn something from
them.
Leading
Molson Coors key leaders include Peter Swinburn (President and CEO), Andrew T. Molson (Chairman) and Peter H. Coors (Vice Chairman). Peter Swinburn is the only one of these three that is on the executive board, however they are all still key leaders. These men have proven to be willing to take risks due to the original merge in 2005, as it was a risky thing to do for each of the companies. They are also very determined and goal-oriented as shown by their high expectations with sales, expansion and innovating both their manufacturing and packaging techniques in a way that is better for the environment. Setting goals has proven to work well for Molson Coors. Since their merge they have increased profitability and built up a very strong brand name. When Peter Swinburn joined Molson Coors shortly after the merge he had a large challenge to bring the brewery to the top and compete with other striving breweries such as Anheuser-Busch. Swinburn knew that he could not compete on scale, so instead he decided to take the approach of being an innovative brewery. He took a different approach to the problem that he was faced with than many others would and it turned out to be quite successful.
Molson Coors key leaders are democratic, as they like to hear what their employees have to say and they are all very open to everyone’s opinion and ideas. Molson Coors is focused on being an innovative brand and the three key leaders will not be able to come up with all of their new, great ideas. Employees of the company are always encouraged to propose an idea or speak their mind. This democratic style of leadership has definitely helped the company reach the stage they’re at now. With all employees being a part of decisions, this means employees are happier and there is a greater potential for a good corporate community.
After the addition of Peter Swinburn, I feel his leadership improved the company immensely as he brought a change in priorities. He brought a positive light to the situation and was able to transform how the company operated for the better. I can only suggest that he continues to work towards innovation and expansion globally. Innovation is what has proven to work for Molson Coors in the past and it should continue to work if well executed.
Controlling
Molson Coors is controlled both efficiently and effectively. They are able to establish their standards, measure performance, compare performance against standards, and evaluate the results. Controlling in an organizational setting means bringing conformity to specifications or objectives. Therefore, the control responsibilities of managers are sure to restrict someone’s freedom. Molson Coors does a very good job in restricting their employees minimally and this leads to a much less stressful and more productive work environment. Upper management is often successful when it comes to regulating behavior and activities, as well as ensuring adjustment to objectives and specifications. Molson Coors also does a good job in abiding by the basic control process in an organizational setting. They do this by effectively establishing standards, measuring employee performance, comparing performance against standards and evaluating results.
Molson Coors is definitely effective in controlling this company. I believe that they do a superior job in running the organizational setting as they do, allowing customers to have the freedom they do. I would suggest that they continue providing their employees, as they can be very helpful in maintaining the innovative reputation that the company is known for. However, upper management must ensure that they remain in control and know what they are doing at all times.
Work Cited
http://www.reuters.com/article/2012/02/10/us-natives-alcohol-lawsuit-idUSTRE81921A20120210
http://advantage.marketline.com/Product?pid=121CB525-1758-45BC-B50E-142610E64F1A
http://www.molsoncoorscanada.com/en/Index.aspx
http://www.bbc.co.uk/news/world-us-canada-19795838
http://www.financialpost.com/scripts/story.html?id=d5ccdc7d-e72c-49cc-b6d2-f891cd56207b&k=18618
http://www.whatifinnovation.com/greenhouse/a-new-brew-at-molson-coors
https://docs.google.com/viewer?a=v&q=cache:SWDCuK7WduAJ:www.ciosummits.com/media/pdf/solution_spotlight/SAP_Molson_Coors_Brewing_Company.pdf+molson+coors+strategic+plan&hl=en&gl=ca&pid=bl&srcid=ADGEESgbPDgwo1hWdhAOkZFkQ8iyJiwFZZIl3WqAwhaJcBb04y27uqOd0qCt0RZfcE5OiwJnC0-7AAJFh0lTMYB6S7lXhSWy0bHQxynoLO3qmTlFP61HGCuxBDKIXf4PgwAtQgsfcO28&sig=AHIEtbRdzUd-zOHZih1eOIizpd2xWrtM6Q
http://investors.morningstar.com/ownership/shareholders-major.html?t=TAP
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6866288
November 16, 2012
ADM1300B
Jean-Francois Aubert
In partial fulfillment of the requirements of ADM1300
Executive Summary
Molson Coors is known worldwide as the fifth largest brewing corporation and they have proven to be a very successful company over their past years of business. Molson and Coors never used to be together. They were each successful breweries long before the two merged in 2005 and although the merge may have had early signs of failure, things have begun to look good for the company. Peter Swinburn, the company’s CEO has been able to greatly improve the every-day operations of Molson Coors and completely transform their mission. His democratic leadership style has helped the company reach new heights …show more content…
and develop their innovative reputations.
For the most part, Peter Swinburn and the entire organization have done a great job in running Molson Coors and developing a Fortune 500 company.
They started under much scrutiny and negative projections, but they were able to soon prove that they knew what they were doing. They have a fairly strong organizational structure, their planning and goal-setting has helped them reach the point they’re at now and their key leader’s styles have proven to work well with controlling the company. They have even gained a positive view in the public eye due to the many environmental changes they have made. If I could recommend anything, I would suggest they try to expand their demographics and try to win over the younger age groups, as they are currently selling to mostly those in the 30+ range. I would also encourage them to continue to come out with new and innovative products such as they recently did with Molson M; the first micro-carbonated …show more content…
beer.
Company Overview
Molson Coors is a worldwide brewing company and boasts one of the largest lineups of beer. Molson and Coors have not always been together, in fact they began separately: Molson in 1786 and Coors in 1873. They each ran very successful brewing companies and in the year 2005, they merged to form Molson Coors brewing company. It is currently headquartered in Denver, Colorado and Montreal, Quebec with breweries and offices in many other parts of the world. They have subsidiary offices in the United States, the United Kingdom, Europe, Asia and Mexico. Molson Coors has a portfolio of over 100 beer brands that is always continuing to grow. They sell different brands of beer in each of the countries they are located in, in order to connect and appeal to the average buyer in the area. For example, in Canada they sell Molson Canadian, which is obviously placed in Canada due to the name “Canadian”. The company is always looking for new and innovative ways to challenge the market and provide their dedicated customers with something exciting. Molson Coors also likes to learn from their customers, as they are who drives Molson Coors creative process and aids them in providing a better beer. They also care immensely for the communities and places where they brew and believe in integrity, respect and accountability.
Governance
Molson Coors corporate governance is set up quite well and they have a very stable Board of Directors, resulting in a well-run company. Molson Coors Board of Directors is elected by the stockholders in order to oversee their interests and to substitute the long-term success of the Company in agreement with the requirements of our Certificate of Incorporation and Bylaws. The Board of directors serves as the ultimate decision-making body of the Company, except for those matters reserved for or shared with the stockholders. The Board selects and oversees the members of senior management, who are charged with directing the business of the Company.
The Board of Directors:
Chairman of the Board…………………………………………………....Andrew T. Molson
Vice Chairman of the Board…………………………………………….Peter H. Coors
President and CEO………………………….……………………………....Peter Swinburn
Chairman, President and CEO – BELLUS Health Inc …...........Francesco Bellini
President and CEO – Hasbro Inc……………………………………...Brian Goldner
President and COO – National Bank………………………………...Louis Vachon
CEO – Yum! Brands Inc…………………………………………………...Roger Eaton
Executive Vice President – Avon Products Inc………………….Charles M. Herington
Partner – One Equity Partners…………………………………………Franklin W. Hobbs
President and CEO – Club de hockey Canadien………………….Geoff Molson
Chairman – Imperial Tobacco Group PLC………………………….Iain Napier
Region Chain Director – MillerCoors…………………………………Christien Coors-Ficeli
Chairman and CEO – Flavors and Fragrances Inc……………….Doug Tough
President and CEO – Richardson Financial Group………………H. Sanford Riley
Molson Coors has four in-house committees that are used very well and create a very efficient company. These include The Compensation and Human Resource Committee, an Audit Committee, Board of Directors Charter and Corporate Governance Guidelines, and Nominating Committee Charter. The Compensation and Human Resources Committee of Molson Coors Brewing is to review and approve compensation levels for the Company’s executive officers. It also supervises certain aspects of the Company’s retirement plans. It is made up of at least three directors determined by the Board as an “Independent Director”. The Board of Directors Charter and Corporate Governance Guidelines is chosen by the company’s stockholders to oversee the management of the business and dealings of the company. The Nominating Committee Charter’s purpose is to carry out authorities and responsibilities. Molson Coors has set up an Audit Committee Charter that is composed of not less than three directors, each meeting a series of guidelines to ensure that they are proper candidates and belong with the Charter. Ultimately, the Board of Directors chooses the Committee. Committee members hold their offices for one year and until their successors are elected or qualified, or until resignation.
Major shareholders include: Allianz NFJ Dividend Value Instl, Vanguard Windsor II Inv, Perkins Mid Cap Value L and American Funds Invmt Co of America A.
I feel that their governance is set up very well and that they set strong, realistic expectations for their employees. I also believe that they distribute jobs throughout the work place very well and grant power to employees, as they should. I find it to be smart of them to also have the three committees previously mentioned as it definitely strengthens the company’s governance.
Ethics and Social Responsibility
Molson Coors works very hard to maintain their reputation of being an ethical and socially responsible company. I feel that they are definitely both an ethical and a socially responsible company. Molson Coors governance embraces family traditions and performance-based management and they are focused on attaining the best standards of good corporate governance. In return, they are able to reinforce shareholder value and fulfill their responsibilities to their employees, customers, and suppliers. It also results in the ability to satisfy credit, environmental, legal and other necessities. Molson Coors is very concerned about the matter in which their alcoholic beverages are consumed. The company does not want their product to be used excessively, irresponsibly, or by an underage person. Molson Coors is very particular about the excellence of their products and this is reflected when picking the barley and other agricultural products they purchase, throughout the brewing procedure, in their packaging, and ensuring that all beer served is fresh. All of their employees must take compulsory alcohol responsibility training, which includes the company’s policies and the part their people play in demonstrating responsible behavior. Molson Coors cares greatly for the environment and they work to package and manufacture their products while keeping the environment in mind. They are working on increasing water efficiency and decreasing their carbon intensity in order to drive lower consumption of natural resources. The company also helps in the community in many ways such as donating money to local charities or setting up food-drives. Responsible sourcing principles were set in 2009 in order to extend their values and corporate responsibility practices over their supply chain.
In the past year, a Native American Indian tribe sued Molson Coors along with other brewing companies for $500 million in damages and accused them of meaningfully contributing to “crippling” alcoholism rates on one of the nation’s largest reservations in South Dakota. They were said to have been illegally importing alcohol to the Pine Ridge Indian Reservation, where the sale, consumption and possession of alcohol is banned. Molson Coors did not immediately respond to request for comment. It was reported on October 1, 2012 that the judge dismissed the case without prejudice, meaning the tribe is allowed to bring the lawsuit to a state court. The tribe’s lawyer has not yet decided on what he will do but he still does believe that they have a chance in winning the lawsuit. Molson Coors must ensure that they are in no way, providing alcohol illegally and must keep a closer eye on sales of their products and who is getting their hands on it.
Other than this recent flaw still under investigation, I feel that Molson Coors has done a good job in the area of ethics and social responsibility. There are no other areas that I have discovered that could pose a potential risk to the company and if they continue to improve, none should come up.
Organization
Molson Coors is Brewing Company is set up with upper, middle and lower management. The upper management includes the board of directors, such as the CEO and other Chairmen. Middle management are those that run and look after certain departments such as those in charge of marketing or finance. Lower Management includes supervisors at the breweries or subsidiary offices. They then have basic employees at the bottom that work in the breweries or offices. Molson Coors has a diverse portfolio of more than 65 strategic and partner brands positions with signature brands such as Molson Canadian, Coors Light and Miller Genuine Draft. The company currently operates in more than 30 countries and it divides its operations primarily based on its geographic regions. These regions include: Canada, the US, the UK, and Molson Coors International and corporate. The company’s operating subsidiaries include Molson Coors Canada, MillerCoors operating in the US and Molson Coors Brewing Company operating in the UK. They have a strong organizational structure that everything they do should be fact-based, as they do not like making decisions based on a thought or gut feeling. Senior management encourage all Molson Coors employees to make decisions like this as they believe it is the only way things can always be done right.
After Molson and Coors merged in 2005, Molson became much less profitable in early stages and it seemed to be a bad decision to merge with Coors. Ian Molson did not want Molson to join Coors and fought against an extremely controversial deal. Many shareholders and others involved in Molson felt that Molson should undergo a proper auction because they believed that this would get them the best return. However, controlling shareholder and chair; Eric Molson wanted his family to take part as the business combined. The merge has helped Coors expand into Canada and gain better recognition. Molson Coors has proven to have a fairly strong organizational structure in the last few years due to the way operations are beginning to run for them. Peter Swinburn has provided great insight to the organizational structure of Molson Coors and has directed its new, innovative approach to beer.
Planning
Molson Coors uses many different types of strategic planning across the board. The company sets many objectives that they hope to reach in both the near, and the distant future. For example, they have stated that by 2015 they wish to reduce water usage in their breweries by 15%, reduce total energy use by 15%, reduce packaging by 2% and reduce waste to landfills by 50%. Using this example, their strategic planning would be altering their company in a way that will improve the organizations environmental footprint. It is what they are planning to do to help the environment over the next 3-5 years. It can also be an example of tactical and operational planning because they go into detail, stating what they will do to fix the environment and by how much. This objective has a large impact on helping the company remain known as an environmentally friendly and socially responsible company in the public eye. The company is very goal-oriented and they like to set objectives for themselves in order to set out what they wish to improve. Molson Coors uses planning when deciding the demand for their product throughout the year. Over the summer and during the December holiday period, consumption of beer peaks and therefore, they must produce more beer during these times. The company must also plan to predict how much be must be produced in order to meet the demand for it. They must plan in order to get the right product and the right quantity to the right place at the right time. Molson Coors has reported to use advanced planning in all facets of production. Molson Coors Global Information Manager, Katrina Coyle accesses information that helps them plan and make informed decisions. They believe that all decisions made must be grounded in a factual reference.
I believe that for the most part, Molson Coors does in fact have an effective planning function.
Since their merge in 2005, they have definitely become an all-round better, more productive company and I feel that is due to their planning function. Peter Swinburn has been able to discover where their problems lay and has slowly begun fixing many of them while in the CEO position. He has set seemingly distant objectives, although through his strong planning process they have been attained. If I could suggest one thing to Molson Coors, I would encourage them to use benchmarking more often. I feel that they could greatly benefit by benchmarking especially with main competitor Anheuser-Busch, as they are so successful, Molson Coors may be able to learn something from
them.
Leading
Molson Coors key leaders include Peter Swinburn (President and CEO), Andrew T. Molson (Chairman) and Peter H. Coors (Vice Chairman). Peter Swinburn is the only one of these three that is on the executive board, however they are all still key leaders. These men have proven to be willing to take risks due to the original merge in 2005, as it was a risky thing to do for each of the companies. They are also very determined and goal-oriented as shown by their high expectations with sales, expansion and innovating both their manufacturing and packaging techniques in a way that is better for the environment. Setting goals has proven to work well for Molson Coors. Since their merge they have increased profitability and built up a very strong brand name. When Peter Swinburn joined Molson Coors shortly after the merge he had a large challenge to bring the brewery to the top and compete with other striving breweries such as Anheuser-Busch. Swinburn knew that he could not compete on scale, so instead he decided to take the approach of being an innovative brewery. He took a different approach to the problem that he was faced with than many others would and it turned out to be quite successful.
Molson Coors key leaders are democratic, as they like to hear what their employees have to say and they are all very open to everyone’s opinion and ideas. Molson Coors is focused on being an innovative brand and the three key leaders will not be able to come up with all of their new, great ideas. Employees of the company are always encouraged to propose an idea or speak their mind. This democratic style of leadership has definitely helped the company reach the stage they’re at now. With all employees being a part of decisions, this means employees are happier and there is a greater potential for a good corporate community.
After the addition of Peter Swinburn, I feel his leadership improved the company immensely as he brought a change in priorities. He brought a positive light to the situation and was able to transform how the company operated for the better. I can only suggest that he continues to work towards innovation and expansion globally. Innovation is what has proven to work for Molson Coors in the past and it should continue to work if well executed.
Controlling
Molson Coors is controlled both efficiently and effectively. They are able to establish their standards, measure performance, compare performance against standards, and evaluate the results. Controlling in an organizational setting means bringing conformity to specifications or objectives. Therefore, the control responsibilities of managers are sure to restrict someone’s freedom. Molson Coors does a very good job in restricting their employees minimally and this leads to a much less stressful and more productive work environment. Upper management is often successful when it comes to regulating behavior and activities, as well as ensuring adjustment to objectives and specifications. Molson Coors also does a good job in abiding by the basic control process in an organizational setting. They do this by effectively establishing standards, measuring employee performance, comparing performance against standards and evaluating results.
Molson Coors is definitely effective in controlling this company. I believe that they do a superior job in running the organizational setting as they do, allowing customers to have the freedom they do. I would suggest that they continue providing their employees, as they can be very helpful in maintaining the innovative reputation that the company is known for. However, upper management must ensure that they remain in control and know what they are doing at all times.
Work Cited
http://www.reuters.com/article/2012/02/10/us-natives-alcohol-lawsuit-idUSTRE81921A20120210
http://advantage.marketline.com/Product?pid=121CB525-1758-45BC-B50E-142610E64F1A
http://www.molsoncoorscanada.com/en/Index.aspx
http://www.bbc.co.uk/news/world-us-canada-19795838
http://www.financialpost.com/scripts/story.html?id=d5ccdc7d-e72c-49cc-b6d2-f891cd56207b&k=18618
http://www.whatifinnovation.com/greenhouse/a-new-brew-at-molson-coors
https://docs.google.com/viewer?a=v&q=cache:SWDCuK7WduAJ:www.ciosummits.com/media/pdf/solution_spotlight/SAP_Molson_Coors_Brewing_Company.pdf+molson+coors+strategic+plan&hl=en&gl=ca&pid=bl&srcid=ADGEESgbPDgwo1hWdhAOkZFkQ8iyJiwFZZIl3WqAwhaJcBb04y27uqOd0qCt0RZfcE5OiwJnC0-7AAJFh0lTMYB6S7lXhSWy0bHQxynoLO3qmTlFP61HGCuxBDKIXf4PgwAtQgsfcO28&sig=AHIEtbRdzUd-zOHZih1eOIizpd2xWrtM6Q
http://investors.morningstar.com/ownership/shareholders-major.html?t=TAP
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