...Harvard Business School 9-291-025 January 15, 1991 The Redhook Ale Brewery Paul Shipman, president and co-founder of the Redhook Ale Brewery, raised his beer mug in a toast with Redhook's treasurer and financial officer, David Mickelson. Sales at the Seattle-based microbrewer had increased at an average rate of 53% per year since 1984, and September 1990 had been another record month. After eight years of operations, Redhook's ales and porters had captured 50% of the increasingly competitive microbrewery market in the Pacific Northwest. Demand was projected to exceed, in two years, the 40,000-barrel annual production capacity of the company's single brewery. As a result, current plans called for the construction of a similar-sized brewery in the Bay Area of northern California. There were also plans to introduce a lager brand which would require the construction of a third, larger brewery in the Puget Sound region of western Washington. Expansion on this scale would require significant outside financing. Shipman and Mickelson were seeking a $5 million equity infusion from a well- established European brewery with an interest in entering the North American market. In addition to the new equity, $6.5 million of new bank financing would be required for the planned expansion. Mickelson's next challenge would be to negotiate an acceptable credit arrangement with Redhook's bank to provide the required debt financing. The Re-emergence of Microbreweries Though...
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...University of New Hampshire University of New Hampshire Scholars' Repository Honors Theses Student Scholarship Spring 2012 Microbrewing in the US: An overview of the microbrewery industry and a business plan for future success Kevin Lapoint University of New Hampshire - Main Campus Follow this and additional works at: http://scholars.unh.edu/honors Part of the Entrepreneurial and Small Business Operations Commons Recommended Citation Lapoint, Kevin, "Microbrewing in the US: An overview of the microbrewery industry and a business plan for future success" (2012). Honors Theses. Paper 9. This Senior Honors Thesis is brought to you for free and open access by the Student Scholarship at University of New Hampshire Scholars' Repository. It has been accepted for inclusion in Honors Theses by an authorized administrator of University of New Hampshire Scholars' Repository. For more information, please contact scholarly.communication@unh.edu. Microbrewing in the US An Overview of the Microbrewery Industry and a Business Plan for Future Success Kevin Lapoint Business Administration, Finance and Management Whittemore School of Business & Economics Kpe8@unh.edu (603) 988-3438 Advisor: Prof. Fiona Wilson Whittemore School of Business & Economics 5/5/2012 Kevin Lapoint Microbrewing in the US Acknowledgements I would like to thank my brother Douglas, my mother and father, and especially my brother Richard. Without their support, edits, and...
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...Boston Beer Company Performance and Competition Boston Beer’s sales performance triumphs over its leading two competitors, Redhook Ale Brewery and Pete’s Brewing Company. As seen in the table (appendix 1), BBC achieved net sales of $114,833,000 in the year ending 31 December 1994. This was a growth of 48.84% from the previous year, compared to Redhook’s 30% growth in net sales to $14,929,000 and Pete’s striking growth of 152.02% to net sales of $30,837,000. Pete’s impressive growth in net sales is evidently the greatest by far, however it does not compare as its net sales is only 26.84% of BBC’s. BBC utilises contract brewing for its beer production. This was a central part of BBC’s company strategy as it allowed excess capacity among the larger brewers in the beer industry and the permit to strategically select breweries based on geographic location, thus lowering transportation costs. Operating as a contract brewer meant the company incurred lower capital and overhead costs resulting in higher gross margins. This is evident in BBC’s gross profit/net sales of 53.98% in the year ending 31 Dec 1994, compared to Pete’s gross profit margin of 45.20% and Redhook’s 41.82%. Like BBC, Pete’s also operated as a contract brewer, whereas Redhook owned and operated its own breweries. This required greater capital expenditure and increased fixed assets, resulting in a lower asset turnover. We can see this from Redhook’s net sales/ average assets of 0.55 in the year ending 31 Dec 1994...
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...CRAFT BREWERS ALLIANCE, INC. 2010 Annual Report UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 Form 10-K ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2010 or TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from _______________ to ______________ Commission File Number 0-26542 CRAFT BREWERS ALLIANCE, INC. (Exact name of registrant as specified in its charter) Washington (State of incorporation) 929 North Russell Street Portland, Oregon (Address of principal executive offices) 91-1141254 (I.R.S. Employer Identification Number) 97227-1733 (Zip Code) (503) 331-7270 (Registrant’s telephone number, including area code) Securities registered pursuant to Section 12(b) of the Act: Title of Each Class Common Stock, Par Value $0.005 Per Share Name of Each Exchange on Which Registered The NASDAQ Stock Market LLC Securities registered pursuant to Section 12(g) of the Act: None. (Title of Class) Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes No Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes No Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act...
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...ORegon. The reason why I say that because the brothere Kurt and Rob widmer,also known as 2 founder of the widmer brothes, They started everyrthing with just their home brewing hobbies, and now they became an 11th largest brewing company in the us As a part of Craft brewer alliance. There orginal Brewery was a part of 4000 squarefoot ware house, same size as garages. With 2 brewers only they produce about 450 barrels/ years. After decade, these number changes completely diffrenct which is very impressive. Their current brewery right now about 6500 square foot , with more than 150 employees work there, they produce about 1200 barrels/ day. 450000/years. Here is timeline of Widmer Brothers 1984 Kurt and rob widmer turned their home brewing hobie in to actual vocation. That’s how Widmer Borthers was found 1989, The most popular product, unfilter wheat beer heifeweizen came out. I can say this the main key behind their success because mostly 2 out 3 of their sale was from heifeweizen. It has gain so much popularity for widmer throughtout the US 1997. Widmer sold the27% stake to anheuser busch in order to reach national market 2007 wimer brother officially announce to merge with the redhook ale company, forming a new company named craft brewer company. The company will maintain both name they still produce their own product under their own name 2010, the third company merge w Craft brewer alliance was Hawaii kona brewing company. The goal for this deal is trying to get their craft...
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...IPO Pricing for Boston Beer Company Inc. Case Summary We address the following key questions regarding Boston Beer Company (BBC) to explore the issues surrounding its Initial Public Offering. First of all, we determine the fair value of BBC to be $211 million based on a DCF valuation of projected future cash flows and explain our key assumptions and potential problems arising from those assumptions. Second, we find BBC’s fair value to be $314 million by relative valuation and discuss how differences in operating strategies might translate into differences in financial ratios. Third, we determine BBC’s IPO price to be $15 per share. Finally, we look at the craft brewer industry as a whole and we find that it may be overvalued by the market. PART I: DCF Valuation In our intrinsic valuation approach, Boston Beer Company’s future free cash flows of the next ten years are projected in the spreadsheet. Present value of the company at the end of 1995 is calculated by discounting ten year’s free cash flows and terminal value by weighted average cost of capital. As we can see from the spreadsheet, the company fair value is $210.78 million. Subtracting the debt level of $1.95 million, the equity value is therefore $208.83 million. Appendix 1 includes the full valuation model we used. The key assumptions we made and the calculation methods we used are listed as follows: BBC’s annual sales growth rates from 1992 to 1994 are 63.55%, 60.14% and 48.84% respectively...
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... or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School. 1 The Boston Beer Company, Inc. Making a buck at craft brewing has been as easy as falling off a barstool the last few years. So Wall Street is now bellying up for a couple of IPO brewers. They’d better start chugging; the party won’t last long. The intoxicating roundup of offerings began in August when Redhook Brewing, a specialty beermaker started in Seattle by former wine marketer Paul Shipman and Starbucks co-founder Gordan Bowker, tapped the market. The stock was priced at $17, never traded below $24.75 and was recently at $27.25. Again, investors went on a bender last month when Pete’s Brewing Company hit the market. The stock, priced at $18 a share, closed its first day of trading at $25.25 and hasn’t sold below $23.75 yet. Boston Beer, of Sam Adams fame, will roll out in mid-December; the Northwest’s Hart Brewing, which makes Pyramid Ales, is not far behind. 1 Eileen Gunn Fortune Magazine, December 11, 1995 Company Background History Boston Beer Company (BBC) was founded in 1984 by Jim Koch, who was the sixth generation of his German family to become a brewmeister. During the early 1980’s,...
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...IPO Pricing for Boston Beer Company Inc. Case Summary We address the following key questions regarding Boston Beer Company (BBC) to explore the issues surrounding its Initial Public Offering. First of all, we determine the fair value of BBC to be $211 million based on a DCF valuation of projected future cash flows and explain our key assumptions and potential problems arising from those assumptions. Second, we find BBC’s fair value to be $314 million by relative valuation and discuss how differences in operating strategies might translate into differences in financial ratios. Third, we determine BBC’s IPO price to be $15 per share. Finally, we look at the craft brewer industry as a whole and we find that it may be overvalued by the market. PART I: DCF Valuation In our intrinsic valuation approach, Boston Beer Company’s future free cash flows of the next ten years are projected in the spreadsheet. Present value of the company at the end of 1995 is calculated by discounting ten year’s free cash flows and terminal value by weighted average cost of capital. As we can see from the spreadsheet, the company fair value is $210.78 million. Subtracting the debt level of $1.95 million, the equity value is therefore $208.83 million. Appendix 1 includes the full valuation model we used. The key assumptions we made and the calculation methods we used are listed as follows: BBC’s annual sales growth rates from 1992 to 1994 are 63.55%, 60.14% and 48.84% respectively. The unaudited...
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...alcohol and carbon dioxide and other byproducts from the sweet wort. After fermentation the "green beer" undergoes maturation. The last step in the brewing process is filtration, and then carbonation. Next the beer is moved to a holding tank where it stays until it is bottled or kegged. For a more detailed description of the brewing process click "Continue." Barley Malt Barley malt is to beer as grapes are to wine. It is ideally suited to brewing for many reasons. Malted barley has a high complement of enzymes for converting its starch supply into simple sugars and contains protein, which is needed for yeast nutrition. Of course, one important element is its flavor. There are two types of barley: six-row and two-row. [pic] Pale Ale Malt Barley Malt Six-row Barley Malt Generally, six-row barley has a higher enzyme content, more protein, less starch, and a thicker husk than two-row barley. The higher level of diastatic enzymes makes six-row barley desirable for conversion of adjunct starches (those that lack enzymes) during mashing. On the down side, the higher protein content can result in greater break material (hot and cold), as well as possibly increased problems with haze in the finished beer. The husk is...
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...In 1998 Howard Schultz had ample reason to be proud of what Starbucks had accomplished during his past 11 years as the company's CEO. The company had enjoyed phenomenal growth and become one of the great retailing stories of recent history by making exceptional coffee drinks and selling dark-roasted coffee beans and coffee-making equipment that would allow customers to brew an exceptional cup of coffee at home. The Starbucks brand was regarded as one of the best known and most potent brand names in America and the company had firmly established itself as the dominant retailer, roaster, and brand of specialty coffee in North America. It already had over 1,500 stores in North America and the Pacific Rim and was opening new ones at a rate of more than one per day. Sales in fiscal year 1997 were a record $967 million and profits reached an all-time high of $57.4 million. The company's closest competitor had fewer than 300 retail locations. And since going public in 1992, Starbucks has seen its stock price increase nearly ninefold. Exhibit 1 contains a summary of Starbucks key performance statistics for the 1992–97 period. Company Background Starbucks began in 1971 when three academics—English teacher Jerry Baldwin, history teacher Zev Siegel, and writer Gordon Bowker—opened a store called Starbucks Coffee, Tea, and Spice in the touristy Pikes Place Market in Seattle. The three partners shared a love of fine coffees and exotic teas and believed they could build a clientele...
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...Company | Starbucks Cafe | Type | Public | Traded as | * NASDAQ: SBUX * NASDAQ-100 Component * S&P 500 Component | Industry | Coffee shop | Founded | Pike Place Market in Seattle, Washington, United States (March 30, 1971) | Founders | * Jerry Baldwin * Zev Siegl * Gordon Bowker | Headquarters | 2401 Utah Avenue South, Seattle, Washington, United States | Number of locations | 21,160 shops[1] (Nov. 27, 2014) | Area served | Worldwide | Key people | * Howard Schultz (Chairman, President and CEO) * Troy Alstead (COO) | Products | Coffee • Tea • Pastries • Frappuccino beverages • Smoothies | Revenue | US$14.89 billion[2] (FY 2013) | Operating income | US$325.4 million[2] (FY 2013) | Net income | US$8.8 million[2] (FY 2013) | Total assets | US$11.5167 billion[3] (2013) | Total equity | US$4.48 billion[2] (FY 2013) | Number of employees | 182,000[4] (2014) | Subsidiaries | * Starbucks Coffee Company * Ethos water * Evolution Fresh * Hear Music * La Boulange Bakery * Seattle's Best Coffee * Tazo * Teavana * Torrefazione Italia | Website | starbucks.com | Starbucks Corporation, doing business as Starbucks Coffee, is an American global coffee company and coffeehouse chain based in Seattle, Washington. Starbucks is the largest coffeehouse company in the world ahead of UK rival Costa Coffee, with 21,160 stores in 63 countries and territories, including 12,067 in the United States, 1,570 in China, 1,451 in...
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...CASES IN FINANCIAL MANAGEMENT SYLLABUS FIN 522 Professor James A. Gentry Cases In Financial Management 343M Wohlers Hall Spring Semester 2009 333-7995 2043 BIF j-gentry@uiuc.edu Office Hours: 10:30 a.m. to 11:45 a.m. on Mon. and Wed/. or by Appointment I. Teaching Objectives Financial decision making cases are used to… • Create a highly interactive learning environment; • Learn about the application of financial management and credit analysis concepts; • Discover what you do not know about the practice of financial management; • Show what you have learned; • Highlight the relationships between strategic goals and the creation of firm value; • Develop techniques for interpreting a firm’s financial data and strategic plans; • Enhance your critical thinking and problem solving skills; • Expand your understanding of financial theory and its application; • Improve your listening and cooperative learning skills. II. Learning Promises At the end of this course your will be able to… • Think like a financial manager; • Interpret a company’s financial health by evaluating the performance...
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...Harvard Business School 9-898-171 Rev. December 11, 2000 Nantucket Nectars Well, we knew we were in an interesting position. We had five companies express interest in acquiring a portion of the company. Sometimes you have to laugh about how things occur. Tropicana (Seagram) and Ocean Spray became interested in us after reading an article in Brandweek magazine that erroneously reported that Triarc was in negotiations to buy us. (See Exhibit 1 for a copy of this article.) At the time, we hadn’t even met with Triarc, although we knew their senior people from industry conferences. We have no idea how this rumor began. Within weeks Triarc and Pepsi contacted us. We told no one about these on-going negotiations and held all the meetings away from our offices so that no Nectars employee would become concerned. It was quite a frenetic time. The most memorable day was just a few days ago actually. Firsty and I were in an extended meeting with Ocean Spray, making us late for our second round meeting with Pepsi. Ultimately, Tom and I split up: Firsty stayed with Ocean Spray and I met with Pepsi. Ocean Spray never knew about the Pepsi meeting. Tom and I have learned under fire throughout our Nectars experience, but this experience was a new one for us. —Tom Scott, co-founder of Nantucket Nectars Research Associate Jon M. Biotti prepared this case under the supervision of Professors Joseph B. Lassiter III and William A. Sahlman as the basis for class discussion rather...
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...Insights into the Food, Beverage, and Consumer Products Industry GMA Overview of Industry Economic Impact, Financial Performance, and Trends The Grocery Manufacturers Association (GMA) represents the world’s leading branded food, beverage, and consumer products companies. Since 1908, GMA has been an advocate for its members on public policy issues and has championed initiatives to increase industrywide productivity and growth. GMA member companies employ more than 2.5 million workers in all 50 states and account for more than $680 billion in global annual sales. The association is led by a board of member company chief executives. For more information, visit the GMA website at www.gmabrands.com The Food Products Association (FPA) is the largest trade association serving the food and beverage industry in the United States and worldwide. FPA’s laboratory centers, scientists, and professional staff provide technical and regulatory assistance to member companies and represent the food industry on scientific and public policy issues involving food safety, food security, nutrition, consumer affairs, and international trade. For more information, visit FPA’s website at www.fpa-food.org The member firms of the PricewaterhouseCoopers network (www.pwc.com) provide industry-focused assurance, tax, and advisory services to build public trust and enhance value for its clients and their stakeholders. More than 130,000 people in 148 countries across our network work collaboratively...
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...Case 29 Starbucks’ Global Quest in 2006: Is the Best Yet to Come? Arthur A. Thompson The University of Alabama Amit J. Shah Frostburg State University Thomas F. Hawk Frostburg State University n early 2006, Howard Schultz, Starbucks’ founder, chairman of the board, and global strategist, could look with satisfaction on the company’s phenomenal growth and market success. Since 1987, Starbucks had transformed itself from a modest nine-store operation in the Pacific Northwest into a powerhouse multinational enterprise with 10,241 store locations, including some 2,900 stores in 30 foreign countries (see Exhibit 1). During Starbucks’ early years when coffee was a 50-cent morning habit at local diners and fast-food establishments, skeptics had ridiculed the notion of $3 coffee as a yuppie fad. But the popularity of Starbucks’ Italianstyle coffees, espresso beverages, teas, pastries, and confections had made Starbucks one of the great retailing stories of recent history and the world’s biggest specialty coffee chain. In 2003, Starbucks made the Fortune 500, prompting Schultz to remark, “It would be arrogant to sit here and say that 10 years ago we thought we would be on the Fortune 500. But we dreamed from day one and we dreamed big.”1 Having positioned Starbucks as the dominant retailer, roaster, and brand of specialty coffees and coffee drinks in North America and spawned the creation of the specialty coffee industry, management’s long-term objective was now to establish...
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