In order for Big Rock to enact its future strategic objectives, they must determine whether to position itself as a premium or craft beer. Since their inception, Big Rock marketed itself as a craft brewery, but in a 2015 market research survey, consumers positioned Big Rock in between craft and premium (1). Interestingly, the delineation between premium and craft beer is not readily apparent. While the Brewers Association has created a definition of craft brewers as being “small, independent, and traditional”, consumer perception of what constitutes a craft brewery is much more variable (2). In addition, many beer enthusiasts would agree that craft beer is more about an attitude or approach to brewing rather than a specific definition. The
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Jody Hammel, the current BC brewmaster, asserted that BC’s appreciation for nimble and innovative breweries are a natural alignment with Big Rock’s brand (6). While Big Rock’s focus will likely remain on the BC and ON market over the coming few years, it is recommended that brand alignment remain at the forefront of their consideration set for future expansion efforts. A longer term goal for the company should include national expansion efforts so that Big Rock can deservedly acclaim the title of “Canada’s Beer.” For the time being, however, Big Rock faces pertinent marketing-related challenges that are hindered by the negative stigma towards Alberta-made beer. This report will outline different promotional strategies to help foster the development of Big Rock’s national reputation. Once Big Rock has garnered adequate market share in these two provinces, the company should expand into neighboring provinces until they have eventually secured a national …show more content…
What are you going to do about your SKUs?
Industry insiders have dubbed the term “SKU-mageddon” to describe the overabundance of craft beer SKU’s (stock keeping units) in recent years (7). For many craft beer drinkers, the novelty aspect of a new flavor is a big part of the market. The notion that new offerings are critical to attract and retain customer’s carries some traction yet leaves other companies unconvinced of this strategy. For this reason, Big Rock is at a crossroads to determine their overall focus.
From a consumer perspective, having an abundance of beer choices is certainly appealing, but incredibly frustrating for brewers, distributors, and retailers alike. As more SKU’s are created, there is an inevitable bottleneck at virtually all stages of the value chain whereby it becomes impossible to get these brews into the hands of consumers. Amidst these logistical challenges emerges an ever-growing concern of an even bigger problem: the potential for price wars among breweries in an attempt to secure shelf space
Jody Hammel, the current BC brewmaster, asserted that BC’s appreciation for nimble and innovative breweries are a natural alignment with Big Rock’s brand (6). While Big Rock’s focus will likely remain on the BC and ON market over the coming few years, it is recommended that brand alignment remain at the forefront of their consideration set for future expansion efforts. A longer term goal for the company should include national expansion efforts so that Big Rock can deservedly acclaim the title of “Canada’s Beer.” For the time being, however, Big Rock faces pertinent marketing-related challenges that are hindered by the negative stigma towards Alberta-made beer. This report will outline different promotional strategies to help foster the development of Big Rock’s national reputation. Once Big Rock has garnered adequate market share in these two provinces, the company should expand into neighboring provinces until they have eventually secured a national …show more content…
What are you going to do about your SKUs?
Industry insiders have dubbed the term “SKU-mageddon” to describe the overabundance of craft beer SKU’s (stock keeping units) in recent years (7). For many craft beer drinkers, the novelty aspect of a new flavor is a big part of the market. The notion that new offerings are critical to attract and retain customer’s carries some traction yet leaves other companies unconvinced of this strategy. For this reason, Big Rock is at a crossroads to determine their overall focus.
From a consumer perspective, having an abundance of beer choices is certainly appealing, but incredibly frustrating for brewers, distributors, and retailers alike. As more SKU’s are created, there is an inevitable bottleneck at virtually all stages of the value chain whereby it becomes impossible to get these brews into the hands of consumers. Amidst these logistical challenges emerges an ever-growing concern of an even bigger problem: the potential for price wars among breweries in an attempt to secure shelf space