Commercial Construction & Renovation

MAY-JUN 2017

Commercial Construction & Renovation helps our subscribers design, build and maintain better commercial facilities by delivering content to meet the information needs of today's high-level executives.

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105 CRAFT BRAND AND MARKETING Back on April 7, Jim Koch, the founder of Boston Beer, wrote an opinion piece in The New York Times. His article dis- cussed beer industry consolida- tion forming the two worldwide players MillerCoors and InBev, as well as the implications for craft brewers and consumers. Koch ultimately fears: "Beer lovers won't have the broad range of choices they have today." Koch's article recogniz- es the craft beer industry is changing and perhaps the glory days of craft beer are over. Sure, better antitrust law enforcement and Department of Justice aren't protecting craft brewers enough, but the real threat to the craft beer indus- try is if brewers fail to accept the changing landscape and then fail to build a strategy that adapts accordingly. The value of developing a strategy is that it accounts for the changing dynamics. It should force a brewer to rethink what it is doing. The strategy process intent is to discover in- sights that enable a company to go in new profitable directions. Strategy is about deter- mining what you are going to deliver to customers, with your limited resources. Strategy defines the what, and more important, it is the focal point to deploy your resources. An effective strategy should do two things: • Determine exactly what you are going to deliver to cus- tomers- both the product and customer experience • Subsequently allows align- ment of your brewery, its staff, your marketing and your capital to focus on delivering the product & experience you decided was important to your customers The challenge for most companies is figuring out how to do it? While the process can be complex and never very linear, one of the most challenge aspects is in discovering fresh insights to build a new strategy around. To discover fresh insights, start by grasping three core principles that allow you to see new and interesting aspects of your customer's world: 1. Right Mind-Set – Get yourself in the right mindset by not wast- ing one moment thinking about the way the industry was. It's not that way anymore, and it is never going back that way. Focus on creating a new revolution. 2. No Beer – Put down the beer, the answer not in the glass. Yes, your love of beer led you to creating a brewery and a business. But the answer to figuring-out a strategy is not in your product. As tempting as it is to believe you will invent the next great brew, the likelihood of achieving it is as likely as the SEC breaking up Miller-Coors or In-Bev. 3. Make a Difference – Your insight into people is central to developing a successful strategy. This notion should echo in your brain… "How can we make a difference in our customers' lives." Reinventing your invention Here's an example of what I mean. Take Yeti ® coolers, the high perfor- mance ice chest that cost ten times more than an Igloo® or Cole- man ® cooler. In just over 10 years, Yeti grew to over a half billion dollar market leader and reinvented the cooler category. Yes, it is a superior product – its coolers are "virtually indestructi- ble" and the ice last practically forever. This reinvention came by having a clear understanding of user lifestyle, in this case, a fisherman standing on anything to give them more height on the bow of a small fishing skiff to better spot fish. The goal is to help everyone recognize customer enjoy your brew, enjoys it in a number of ways and for different reasons.

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