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Example research essay topic: Coors Brewing Company Critical Success Factors - 2,646 words

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Coors brewing company Coors -- - It's a name that conjures up an image of cool mountain streams, clear blue skies and all that is inspiring about the Rocky Mountain West. It is a name associated with an uncompromising commitment to quality - A reputation that began more than 100 years ago and thrives to this day. It is the name of an ambitious 19 th century pioneer whose humble dream grew into the world's largest single-site brewery. But more than anything else, the name Coors is one held dear in the hearts of beer lovers across the country and, increasingly, around the globe.

Taken from web (customer relations section). Coors Company Snapshot According to company information site at web, Adolph Coors Company is primarily engaged in the manufacture, marketing and sale of beer and other beverage products. The Company categorizes its operations into two operating segments: the Americas and Europe. The Americas segment primarily consists of production, marketing and sales of the Coors family of brands in the United States and its territories. This segment also includes the Coors Light business in Canada that is conducted through a partnership investment with Molson, Inc. and the sale of Molson products in the United States that is conducted through a joint venture investment with Molson.

The Europe segment consists of the Company's production and sale of the Coors Brewers Limited (CBL) brands principally in the United Kingdom, but also in other parts of the world, and its joint venture arrangement relating to the production and distribution of Grolsch in the United Kingdom and Republic of Ireland. Adolph Coors, a holding company for Coors Brewing Co. , produces markets and sells malt-based beverages. For the thirteen weeks ended 3 / 30 / 03, net sales rose 11 % to $ 828. 1 million. Net income fell 97 % to $ 806 thousand. Revenues reflect the inclusion of Coors Brewers Limited, the business formed through Adolph Coors Company's acquisition of the Carling business of Bass Brewers from Interview S.

A... Net income was offset by increased interest expense. For the 13 weeks ended 03 / 30 / 2003, revenues were 828, 141; after tax earnings were 806. (Preliminary; reported in thousands of dollars. ) External factors of Coors Brewing company. External Factors are the factors that have impact on any organization that operates in the given economy. The fact that the company is an open organization makes the company operations being influenced by what is also known as PESTLE analysis which assesses the Political, economic, social, technological, legal and ethical. External Factors of Mandalay Group (EFE).

Political Economic Sin industry or the alcohol industry generates money fast and so contributes to the government revenues. The governments like such establishments and support alcoholic companies at all times. Coors brewing company has been involved in the election programs of several mayors around the USA, which also makes Coors brewing company popular in political circles not only for the product it manufacturers. The Coors brewing company employs a great number of people around the world (the USA and England) which certainly contributes to the increase in personal spending income and GDP of these countries. The alcohol industry is an indicator of good health of economy. Even if the economy goes down the people start to drink more out of disease, which in turn benefits the Coors brewing company.

Thus, Coors brewing company can do well irregardless of the economic state in the country it operates in. Social Technological The company contributes to the general satisfaction by providing alcohol and entertainment to customers. The company is a good employer and is therefore well-liked by the general populace. The relief alcohol provides to the customers helps the general satisfaction. Coors brewing company does not make use of top notch sophisticated technological advances because its business does not deal with high technology.

Coors brewing company, nevertheless, has computerized inventory, accounting and investment proprietary software that facilitates the decision making process in management. Some of the new products are created with the help of computers. Ethical Legal From the utilitarian point of view it is ethical to have companies that produce alcoholic beverages. Beer and malted products are not that bad for the health as is hard liquor and thus are preferred to over vodka or rum. The satisfaction alcohol provides is certainly good for the general populace. It is absolutely legal to operate a brewery in virtually any place on earth, while some restriction as to where to sell alcohol apply.

It is legal to sell alcohol to people aged 21 + in the USA and aged 18 + years in Europe. Internal factors of Coors Brewing Company. Internal Factors of Coors brewing company are the factors internally generated within the organization. These factors are the combination of strengths, weaknesses, opportunities and threats of the given firm. Strengths Weaknesses The company is Customer oriented Coors Brewing company customers able to buy in bulk Supercenters offer one stop shopping where beer can be bought. Satisfaction guaranteed programs promoting customer goodwill Buy from local merchants when possible Stock ownership and profit-sharing with employees Leads brewing industry in information technology (information system similar to Walmart).

Ongoing development of its employees Strong community involvement No formal mission statement Keep poor performing employees on hand Old fashioned store policies Few women and minorities in top management Opportunities Threats Consumers want ease of shopping for beer. Internet shopping growing yet minors can get into play. Dollar value increasing Similar beer shopping patterns worldwide Beer sales expected to increase Europe by 5 % annually. Environment conscious consumers and company.

Elderly population growing consume more beer. Asian and Eastern Europe market virtually untapped by Coors brewing company. Regulation of Coors Brewing company product sales. Small towns still are not able to prevent minors from buying Coors. Inability to advertise heavily in newspapers, on TV or on Radio.

Variety of competition nationally, regionally and locally Substitute products more easily because of intense competition TOWS analysis of Coors Brewing Company. TOWS analysis is the analysis that incorporates the knowledge of the internal analysis of the company like Coors Brewing Company with the possible future options. Please refer to the TOWS matrix of Coors Brewing Company depicted below. Threats-Opportunities-weakness-Strengths (TOWS) Matrix, Strengths-Opportunities Weaknesses-Opportunities Relatively large size (third in the industry) -can stem more risks to enter new industries: beer and alcohol schools (similar to Hamburger university by McDonalds), etc. Presence in many states-create stylistic products (like Manhattan malt, Montana lager beer, etc). International Presence that reduces domestic economic risks-make use of the foreign beer experience (mostly German and Swiss, but can be Japanese or any other international brands).

Non sufficient international exposure (less than 10 % of total revenues) -easy market barriers to Eastern European and East Asian markets, including Australia. The company does not have a clear image in the minds of consumers-customers are neutral about Coors. Time to create some positive image, e. g. Beer associated with fun or party. Yet here one has to remember that advertising of alcoholic beverages is regulated by the government in the USA and Europe.

Weaknesses-Threats Strengths-Threats Opening alcohol, beer, or alcoholic beverages management schools-reduce dependence on one type of market only. Enter Emerging markets of Eastern Europe or Japan-virtually no competitors in brewing industry, time to establish ones presence and risk little. Very competitive environment (from German, English, etc companies) -use large size to stem the competition Industry limited to beer and coolers extra finances allow Coors Brewing company to take up additional risks and enter related industries (schooling, new product development). THE TOWS Matrix explained.

SO STRATEGIES (Use strengths to take advantage of opportunities) ST STRATEGIES (Use strengths to avoid threats) WO STRATEGIES (Overcome weaknesses by taking advantage of opportunities) WT STRATEGIES (Minimize weakness and avoid threats) Grand Strategy Matrix of Coors Brewing company. In addition to the TOWS Matrix, SPACE Matrix, BCG Matrix, the Grand Strategy Matrix of Coors Brewing company has become a popular tool for formulating alternative strategies. All organizations including the chosen Coors Brewing company can be positioned in one of the Grand Strategy Matrix's four strategy quadrants. A firm's divisions likewise could be positioned. As illustrated below, the Grand Strategy Matrix is based on two evaluative dimensions: competitive position and market growth. Appropriate strategies for an organization to consider are listed in sequential order of attractiveness in each quadrant of the matrix.

Firms located in Quadrant I of the Grand Strategy Matrix (including Coors Brewing company) are in an excellent strategic position. For these firms, continued concentration on current markets (market penetration and market development) and products (product development) are appropriate strategies. It is unwise for a Quadrant I firm to shift notably from its established competitive advantages. When a Quadrant I organization has excessive resources, then backward, forward, or horizontal integration may be effective strategies. When a Quadrant I firm is too heavily committed to angle product, then concentric diversification may reduce the risks associated with a narrow Product line. Quadrant I firms can afford to take advantage of external opportunities in several areas: they can take risks aggressively when necessary.

Mandalay for the most part uses the recommended here strategies in its hotel and casino business Firms positioned in Quadrant II need to evaluate their present approach to the marketplace seriously. Although their industry is growing, they are unable to compete effectively, and they need to determine why the firm's current approach is ineffectual and how the company can best change to improve its competitiveness. Because Quadrant II firms are in a rapid-market-growth industry, an intensive strategy (as opposed to integrative or diversification) is usually the first option that should be considered. However, if the firm is lacking a distinctive competence or competitive advantage, then horizontal integration is often a desirable alternative. As a last result, divestiture or liquidation should be considered. Divestiture can provide funds needed to acquire other businesses or buy back shares of stock.

Quadrant III organizations compete in slow-growth industries and have weak competitive positions. These firms must make some drastic changes quickly to avoid further demise and possible liquidation. Extensive cost and asset reduction (retrenchment) should be pursued first. Art alternative strategy is to shift resources away from the current business into different areas. If all else fails, the final options for Quadrant III businesses are divestiture or liquidation. Quadrant IV businesses have a strong competitive position but are in a slow growth industry.

These firms have the strength to launch diversified programs into more promising growth areas. Quadrant IV firms have characteristically high cash flow levels and limited internal growth needs and often can pursue concentric, horizontal, or conglomerate diversification successfully. Quadrant IV firms also may pursue joint ventures. Quantitative Strategic Planning Matrix (QSPM) of Coors Brewing Company. Analysis and intuition provide a basis for making strategy-formulation decisions. The matching techniques just discussed reveal feasible alternative strategies.

Many of these strategies will likely have been proposed by managers and employees participating in the strategy analysis and choice activity. Any additional strategies resulting from the matching analyses could be discussed and added to the list of feasible alternative options. As indicated earlier in this essay the reader is able to rate the previously mentioned strategies on a 1 to 4 scale so that a prioritized list of the best strategies could be achieved. Quantitative Strategic Planning Matrix (QSPM) is a technique that objectively indicates which alternative strategies are best.

The Quantitative Strategic Planning Matrix (QSPM) uses input from Stage' I "analyses and matching results from Stage II analyses to decide objectively among alternative strategies. That is, the EFE Matrix, IFE Matrix, and Competitive Profile Matrix that make up Stage I, coupled with the TOWS Matrix, SPACE Analysis, BCG Matrix, IE Matrix, and Grand Strategy Matrix that make up Stage II, provide the needed information for setting up the Quantitative Strategic Planning Matrix of Stage III. The QSPM is a tool that allows strategists to evaluate alternative strategies objectively, based on previously identified external and internal critical success factors. Like other strategy-formulation analytical tools, the QSPM requires good intuitive judgment. Strategic alternatives Key External Factors Weighted results Key Internal Factors Weighted results Economy Political/Legal/Governmental Social/Cultural/Demographic/Environmental Technological Competitive 3 2 3 1 4 Management Marketing' Finance/Accounting Production/Operations Research and Development Computer Information Systems 3 4 3 3 2 1 Totals: 13 Totals: 16 The top row of a QSPM of Coors Brewing company consists of alternative strategies derived from the TOWS Martin, SPACE Matrix, BCG Matrix, and Grand Strategy Matrix. These matching tools usually generate similar feasible alternatives.

However, not every strategy suggested by the matching techniques has to be evaluated in a QSPM. Strategists should use good intuitive judgment in selecting strategies to include in a QSPM. Conceptually, the QSPM of Coors Brewing company determines the relative attractiveness of various strategies based on the extent to which key external and internal critical success factors are capitalized upon or improved. The relative attractiveness of each strategy within a set of alternatives is computed by determining the cumulative impact of each external and internal critical success factor. Any number of sets of alternative strategies can be included in the QSPM, and any number of strategies can make up a given set, but only strategies within a given set are evaluated relative to each other.

For example, one set of strategies of Coors Brewing company may include concentric, horizontal, and conglomerate diversification, whereas another set may include issuing stock and selling a division to raise needed capital. These two sets of strategies are totally different, and the QSPM evaluates strategies only within sets. Positive Features and Limitations of the QSPM in Coors Brewing company A positive feature of the QSPM is that sets of strategies can be examined Sequentially or simultaneously. For example, corporate-level strategies could be evaluated first; followed by division-level strategies, and then function-level strategies. There is no limit to the number of strategies that can be evaluated or the number of sets of strategies that can be examined at once using the QSPM.

Another positive feature of the QSPM of Coors Brewing company is that it requires strategists to integrate pertinent external and internal factors into the decision process. Developing a QSPM makes it less likely that key factors will be overlooked or weighted inappropriately. A QSPM draws attention to important relationships that affect strategy decisions. Although developing a QSPM requires a number of subjective decisions, making small decisions along the way enhances the probability that the final QSPM decisions will be best for the organization. A QSPM can be adapted for use by small and large for-profit and nonprofit organizations and can be applied to virtually any type of organization. A QSPM especially can enhance strategic choice in multinational firms because many key factors and strategies can be considered at once.

It also has been applied successfully by a number of small businesses. The QSPM of Coors Brewing company is not without some limitations. First, it always requires intuitive judgments and educated assumptions. The ratings and attractiveness scores require judgmental decisions, even though they should be based on objective information. Discussion among strategists, managers, and employees of Coors Brewing company throughout the strategy formulation process, including development of a QSPM, is constructive and improves strategic decisions. Constructive discussion during strategy analysis and choice may arise because of genuine differences of interpretation of information and varying opinions.

Another limitation of the QSPM is that it can be only as good as the prerequisite information and matching analyses upon which it is based. Bibliography: Bowman, C. Strategic Management. London: Prentice Hall, 1990 web general information about Coors brewing company. David, F. R.

Strategic Management. New York: Macmillan, 1991 web (prepaid information archive on beer industry). web (prepaid information archive on beer industry). Porter, M. E. Competitive Strategy.

New York: Free Press, 1980 Porter, M. E Competitive Advantage. New York: Free Press, 1985


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Research essay sample on Coors Brewing Company Critical Success Factors

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