Fat Tire Case Study

2400 Words 10 Pages
Register to read the introduction… First, in order to acquaint New Belgium products into new markets, the company should employ a specialized sales team that will go into local bars and pubs and buy New Belgium products for locals. This will begin the grassroots campaign which New Belgium has thrived upon throughout their history. In order to keep the company culture in the new eastern brewery, the co-founders Jeff and Kim Lebesch should be sent to head the new branch. Because the culture and values are already entrenched in the Colorado brewery, the New Belgium culture would be more easily maintained there without the founders being present. Then the founders could personally oversee the implementation of the culture in the new …show more content…
This would push Fat Tire from simply being a craft beer with a strong cult following, to a top-tier, household-name brand. This would entail more traditional marketing endeavors such television and magazine ads, as well as a greater Internet presence through advertisements. The advertisements would focus on the story behind the Fat Tire and its superior quality compared the mass-produced beers of the Big Three. The pluses to this sort of re-positioning would include initiating the marketing push into the mind of the average consumer, thus creating opportunity for similar growth with other brands. The minus to this would be if they miss the mark on their marketing campaign, then their loyal followers could be turned away from the Fat Tire brand, thinking that the company has lost touch with its roots. An interesting note would be the question of how competitors would react to a mainstream Fat Tire. Competitors could either anticipate a successful New Belgium launch and react accordingly, or try to stomp out the mainstreaming efforts of New Belgium to keep them in their current place in the …show more content…
They list their core audience and target market as “craft beer drinkers…college educated, more affluent than the average beer drinker, and in their career years (30-50 years old).” Additional markets that New Belgium appeals to include “fans of Belgian style brews, folks who admire the Colorado lifestyle, and people with more socially aware buying habits.” In this, they can try to focus their marketing efforts towards these particular people then allow them to spread the word about New Belgium to other segments of the market. New Belgium’s transactional customers include smaller bars and pubs, and alcohol retailers within their distribution areas. Typically, New Belgium targets retailers who support the “slow food movement” and other sustainable practices in line with New Belgium

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