Although the launch of a new product is always going to be a risk, banking on the withering demand for a single offering is surely not going to alter the fortunes of the Mountain Man Beer Company. More importantly, light beer is the largest sales opportunity and it is what the market demands, therefore, to introduce the Mountain Man Light can be a gateway necessary for MMB to attract new customers and expand its market. Here are a series of recommendations offering to the company in order to help it successfully launch the Light beer.…
The high quality and uniqueness of the ingredients already exist, however customers are buying the beer based off the lower costs. If Coors wants to use differentiation and the same ingredients, they must create a high level of cost parity to ensure high revenues and reduce all costs not directly related to differentiation, such as in severely reducing the number of packaging lines (320). It would be best if Coors condensed their advertising costs and instead focused on producing creative and innovative ads in place of a high quantity. The connections with wholesalers and important customers should be strengthened through public relations and used to promote a luxurious perception of Coors beer. Furthermore, the plans for buying the production plant in Virginia would still be valid, along with the plans for railway and road…
3) PROBLEM: The company markets its product in Vermont, New York and New Jersey areas. However this isn’t very successful as the export sales is only 1% of the total sales. Peter’s goal is to increase this number to 10% in the future. SOLUTION: First of all, they should do a market research to try to find out which part of the country (Canada and/or USA) would be appropriate or successful to market its beers. It is possible that there is too much competition in Vermont and NY/NJ areas or there is a very low demand.…
The sales for Lite were impressive but it found that majority of its consumers were moderate drinking, 25-44 year old, upscale professionals. However, Lite was successful because its value proposition of the beer being ‘light’ appealed to this older, upscale demographic than their intended target because they interpreted the message as an opportunity to drink without getting slowed down mentally or physically. Also, their choice of media, i.e., advertising during sports shows, reached this segment equally well.…
Bluegrass Brewing Company (BBC) is a nationally recognized, American craft beer company, whose mission is to create bold, unique beers, quality affordable food, and serve them both in a warm and comfortable, family friendly atmosphere. Founded in 1993, BBC is Louisville, Kentucky’s oldest micro brewing company, producing just over 2,000 barrels a year. ("Facebook: Bluegrass Brewing, 2012"). Although the company classifies itself as a microbrewery, the Brewers Association would actually classify BBC as a brewpub because they do not sell more than 75% of their beer offsite (Brewers Association, 2012). For the purpose of this paper, we will identify the industry that BBC competes in as the craft beer industry. According to the Brewer’s Association, the craft beer industry is divided into six market segments: microbrewery, brewpub, contract brewing…
Many of the case analysis in this book contain companies who have been under scrutiny for its ethical behaviors. There are some that provide great examples of how an ethical business should run. Through excellent use of social responsibility, employee compensation, and a good product, the New Belgium Brewing Company stands out as an excellent example.…
Vincor is a well established wine and wine-related producer based out of Mississauga Ontario. Vincor wants to use their current success and venture into the refreshment market by introducing a new line of coolers. In order to do this Vincor will have to decide what type of cooler to produce as well as the design, packaging, price and marketing strategy. Market research was conducted to determine who the consumers in the alcoholic refreshment industry were, what their interests were and what the current trends were. Vincor determined that 56% of Canadians 19 and older claimed to drink one or more of the different types of refreshment beverages. Of these, 57% of refreshment drinkers were determined to be female while 43% were men. Vodka or spirit coolers were found to be the most popular cooler choice, followed by wine coolers, hard lemonades and then ciders. There are currently several well established competitors in the market. Smirnoff Ice is the current market leader with their premium vodka cooler, Bacardi Breezer’s rum based cooler is a close second and Mike’s Hard Lemonade is also popular with both females and males. There are 5 different options available to introduce into the market. The options to produce are as follows: 1. Real Fruit Juice Cooler 2. Gin Cooler 3. Spring Water Cooler 4. Tequila Cooler 5. Energy Cooler Based on the information available we have determined that alternative 1, produce a real fruit juice cooler, would be the best option for Vincor. Research showed that fruit juice coolers were preferred most among the 19-22 year olds. It was also determined to be favoured among men and Quebecers. Qualitative research revealed that non-carbonation was a strong selling point, while natural sweetness resonated best of all. As a contingency plan, if alternative 1 fails, Vincor should consider offering the tequila or gin based cooler as these also had…
With recent declining sales for Mountain Man Beer Company (MMBC), Chris Prangel is considering launching Mountain Man Light as a brand extension aligned with changes in beer drinkers’ preferences. He is seeking to maximize market coverage while minimizing brand overlap, and at the same time avoiding any brand equity damage, as MMBC’s core consumer segment is significantly different from the new targeted segment. Chris expects to negate declining sales of Mountain Man Lager and capture market share in the fast-growing light beer category, which accounted for 50.4% of all beer sales by volume in 2005 in the East Central Region (Exhibit 1). More specifically, Chris wants to capitalize on Mountain Man’s brand recognition in the region and capture a meaningful share of the local light beer market, a market in which MMBC currently has no presence. In addition, he is hoping a successful launch of Mountain Man Light in the local on-premise locations will boost the lagging sales of Mountain Man Lager.…
Using the Consumer Questionnaire Results, 62.1% of consumers surveyed has consumed Coors in the past; also 48.8% liked or strongly liked Coors. We also learned in this questionnaire that 65.2% bought their beer from supermarkets. From this consumer analysis, Larry could invest in Coors and make his main availability of product at supermarkets. According to the Retailer Questionnaire Results, Coors has the same taste as Miller and Miller Lite, but it is more expensive than the other brands of beer sold.…
Executive Summary - Coors’ prominence in the beer industry has always been overshadowed by its bigger competitors like Budweiser, Miller and Molson, but new insights unearthed by this report may pave new roads for a more exciting future. The first part of our analysis describes the typical Coors drinker as an aged 25 to 44 male light beer drinker consuming almost seven bottles a week. He also works in a managerial or professional occupation earning over $30,000 annually. Coors’ three competitors also exhibit a similar consumer base with the exception of Molson being predominantly regular beer consumers. These conclusions are tested to be statistically significant.…
To start, we must understand that the approach to the brand is different for non-users and ex-users. Non-users have possibly never tried our product, whereas ex-users have but have rejected it. Building awareness of our product to non-users may be necessary. Conversely, ex-users are all aware of our product but do not have an affinity for Roaring Fork Beer. Furthermore, we must identify whether the reason our product is rejected is sensory or perceptual. The case, there is a great deal of supportive evidence that leads us to believe the insight is sensory. Describing the taste as “chemically, gassy, bad and flat” are descriptive and tangible. Since our targets dislike the taste, we have the option of investing in either changing the sensory of our target or accommodating them by changing the taste. While changing the taste may attract these nonusers, we risk alienating our current users and potentially losing brand equity. Creating a sister product may also risk brand identity, while marketing would be problematic because ex-users would associate the old taste to the sister brand. Overcoming that barrier would be expensive. However, there are some qualities identified by these nonusers that we can build on to overcome the disposition towards our product. The main attributes to our advantage are: a) “It’s the beer that I prefer when I am out drinking” b) “It is reasonably priced” and c) our target identifies a drinker of RFB as a working man that is a common laborer. We can thus build a campaign that centers on a beer consumed in a social outing by hard-working individuals. We could focus on neighborhoods in Colorado so as to avoid alienating our current client base who identifies well with that geographic region. We can focus on increasing sales to current consumers and use their influence to spread desirability of our product. Concurrently, since 70% of our customer base is 40 or older, challenging their taste selection can be viable. The idea is that as one…
Level 5 Diploma in Leadership for Health & Social Care and Children & Young People’s Services - Adults Pathway…
he was born and raised in lachine Québec any was educated at Sir George Williams University which is now known as concordia University.…
Innovation and renovation are key elements for any company to build and enhance brand health, but demand for AnBev’s new products may be adversely affected by changes in consumer preferences and tastes. Innovation faces inherent risks; new products that AnBev introduces may not be successful, while competitors may be able to respond quicker to the emerging trends, such as the increasing consumer preference for “craft beers” that are produced by smaller microbreweries. Today’s consumers are looking for more variety and something different in their beers, and AnBev’s lack of exploration into the craft beer market could prove to be a large missed opportunity. Although AnBev considers itself to be a pioneer in the beer industry, focus on tradition alone could possibly handicap them and limit their potential for growth. If AnBev explores the possibilities of the craft beer market, they could attract more beer drinkers outside of their loyal customer base. Consumer preferences and tastes can change in unpredictable ways. Failure by AnBev to anticipate or respond adequately to changes in consumer preferences and tastes could negatively impact AnBev’s business, operations and it’s financial condition.…
Mountain Man Lager has established a brand with a strong loyal blue –collar clientele. This…