Adolph Coors in the Brewing Industry

1. Coors was very profitable through the mid-1970s. How was its value chain configured up to that point? What kind of generic aggressive advantage did such a value chain confer? (Please focus your analysis on procurement, manufacturing, marketing, and distribution functions).

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* Procurement
* Long-term contracts with farmers
* Can recycling for further use
* Spring water from Colorado
* Grain processing facility that provided a third of its refined cereal starch
* Sourced all its cans from a captive can making facility
* Labels and secondary packaging
* Above-average vertical integration
* Built lots of its equipment

* Manufacturing
* Aged beer for 70 days (natural fermentation vs.

* No pasteurization
* One sort of beer
* Fastest packaging strains in the industry
* Own rice and grain processing facilities
* Above-average vertical integration
* Spring water from Colorado
* Unique brewing process

* Marketing and Sales
* Premium beer

* Advertising (Please don’t buy our beer)

* Premium beer
* Relatively gentle body

* Target niches in which its penetration had been limited
* Median distance Coors shipped its was 800 miles
* Each new wholesaler had to spend about $500,000-$2 million on market development
* Over two-thirds of the company’s wholesalers then carried no different brands

I suppose that Coors’ competitive benefit was established through a differentiation strategy, which was mainly the main factor for its success.

The firm was utilizing several mixed components from its completely different divisions; particular spring water from Colorado, was aging its beers for 70 days with pure pasteurization instead of the industry average of 20 with components. Over two third of the company’s wholesalers carried no different manufacturers and the corporate was charging relatively greater price in the business (the calculations are introduced within the next section.


2. How did Coors’ operating efficiency change relative to its competitors’ between 1977 and 1985?

Given the info of 1977, Coors is following the differentiation strategy given the truth that the corporate was producing premium beer and was charging relatively premium worth for its beers compared to the average industry value. The company’s revenues per barrel in 1977 have been 2.48% above the industry common revenues and the prices were under the industry common prices by 7.48%, although been higher than the fee leader’s prices by 6.29% (Heileman).

In 1985 the company’s revenues per barrel of beer were larger from the business common revenues by 11% and the costs have been higher from the trade average by eleven.20%. The company’s costs were greater the cost leader’s prices (Heileman) by 36.85%. Basically the increased prices are associated with increased advertising and different SG&A expenses, which basically rose by a hundred forty five.13% between the period 1977 and 1985. From the other hand the subject prices in 1985 have been larger from the trade common information by 27.1%, versus being low in 1977 by 21.86%.

Overall the company was utilizing the differentiation technique, which implies that the overall prices are near the industry common costs and the corporate is charging additional markup from the average trade price for its merchandise.