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Eric Palmer Tim Poe Adelarin Yemi-Sofumade

Eric Palmer Tim Poe Adelarin Yemi-Sofumade Tameka Brown Fion Lau Andrew Halloran. Company Overview. Jeff and Kim Lebasch started New Belgium Brewing in their Colorado basement in 1991.

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Eric Palmer Tim Poe Adelarin Yemi-Sofumade

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  1. Eric Palmer Tim Poe Adelarin Yemi-Sofumade Tameka Brown Fion Lau Andrew Halloran

  2. Company Overview • Jeff and Kim Lebasch started New Belgium Brewing in their Colorado basement in 1991. • Marketing efforts spanned from grass roots to traditional media (TV ads) competing against A-B, Miller and Coors in some regions. • Best-selling brand is Fat Tire • Today, NBB is the 3rd largest craft brewer in the US behind Sam Adams and Sierra Nevada. ~700K barrels in 2011

  3. Situation Analysis • NBB initial growth was through grass roots efforts • Station wagon • Rangers/bar-stool to bar-stool • Current customer base is very loyal to the brand and regional • Desired growth and expansion into new regions created the need for new marketing campaigns without diluting the brand and alienating current customers • NBB needs to overcome barriers in order to grow the brand • Marketing Disadvantage: Regional loyalty/customers beyond neighboring states are unaware of NBB brands

  4. Problem Statement How can NBB expand their market share while not alienating their current customer base? • As distribution grows into new regions, the marketing strategy has to effectively reach the increasing far-flung consumer base and resonate the brand’s image of sustainability, whimsical and fun.

  5. SWOT Analysis Strengths Weaknesses High Quality Product Brand Loyalty w/Customer Base Employee Dedication to Core Values Well Trained Staff Environmentally-Friendly Practices Social Media presence & following Non-traditional marketing success Clear Mission and Objectives Employee involvement in decisions Brand may be too “artistic” Growth through grass roots Fear of losing current customers Ability to quickly produce Traditional Media Spots New Products US & Global Market Expansion Expansion in Sustainable community Growth of Craft Beer Market New target customers Increased Competition Large beer brewers (A-B, Miller, Coors) Other craft beer brewers Attempt to please every segment: Compromised Core Values Alienated core customers Capacity/Excessive Growth Opportunities Threats

  6. Marketing Alternatives Considered

  7. Decision Criteria

  8. Rating System

  9. Decision Analysis MATRIX

  10. Recommendation Social media is the recommended alternative to continue due to the low cost and ease to implement. • However, the grass roots alternative is a strategic effort that should be continued in key markets and locations.

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