Coors brewing company The following research paper will provide a competitive profile matrix of Adolph Coors brewing company against Anhauser-Busch, and Miller Brewing Company, which are the main competitors of Miller Brewing Company. After the corporate snapshots of both Anheuser-Busch and Miller Brewing Company the space matrix that will correlate the companies TOWS, IFE, and EFE will be presented together with the competitive profile matrix (CPM) for these companies. In conclusion, the recommendations regarding the strategy development and pursuance and evaluations will be presented. Anheuser-Busch company snapshot: According to the corporate web site, Anheuser-Busch Companies, Inc. is the holding company parent of Anheuser-Busch, Incorporated (ABI).
The Company is also the parent corporation to a number of subsidiaries that conduct various other business operations. Anheuser-Busch’s operations are comprised of domestic beer, international beer, packaging, entertainment and other.
The domestic beer segment consists of the United States beer manufacturing and wholesale operations. The international beer segment consists of the Company’s export sales and overseas beer production and marketing operations. The packaging segment is comprised of its aluminum beverage can and lid manufacturing, aluminum recycling, label printing, crown and closure liner material manufacturing and glass manufacturing operations. The entertainment segment consists of adventure park operations. The other segment is comprised of real estate development and transportation businesses. Anheuser-Busch Companies, Inc. is engaged in the production and distribution of beer and aluminum beverage containers.
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BUD also operates a chain of theme parks. For the three months ended 3/31/03, net sales rose 5% to $3.28 billion. Net income rose 6% to $484.8 million. Revenues reflect growth in both domestic and international beer sales. Earnings reflect lower brewing material and energy costs, reduced aluminum prices and improved operating margin. Anheuser-Busch Companies wants to be the life of the party, whether with its brews or its theme parks.
The company is the world’s largest brewer, one of the largest theme park operators and manufacturers of aluminum cans in the US, and the largest recycler of aluminum cans in the world. Anheuser-Busch leads the US with a market share just shy of 50%, and Budweiser is the nation’s top-ranked beer. The company makes more than 30 different beers, including Bud Light, Michelob, and Busch. It also operates theme parks (Busch Gardens, SeaWorld) and water parks (Water Country USA, Adventure Island).
Miller Brewing company snapshot: According to Miller Brewing corporate web site, the company boldly claims that Beer is our artistry. Miller takes pride in the products that carry the Miller name.
Miller Brewing owns and produces over 50 brands of beer. Each brand is made with attention to exacting detail and quality. With seven major breweries, located across the U.S., exacting standards are heeded to produce the same consistent product each and every time. Miller Brewing Company used to be a wholly owned subsidiary of Philip Morris Companies Inc. and is the nation’s second largest brewer. Applied serves its seven U.S. breweries. In addition to bearings, fluid power components, power transmission products, linear technologies, rubber products and specialty maintenance items, Applied provides Miller with technical assistance and systems expertise.
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Currently Miller brewing company is bought by the South African Breweries company (SAB) forming a new company SABMiller. A wholly owned subsidiary of Philip Morris, Miller brews approximately 43 million barrels of beer each year. The popularity of its brands like Miller Genuine Draft, Miller Lite, and Icehouse ensures that Miller Brewing remains second in U.S. beer production (behind Anheuser-Busch).
Frederick Miller learned the brewing business from an uncle in Nancy, France. According to company lore he bought out the Plank Road Brewery less than two weeks after his arrival in Milwaukee in 1854. A century later, with the founder’s grandson at the helm, the company became the ninth-largest producer in the industry, shipping more than 2 million barrels of beer annually.
Philip Morris bought 53 percent of Miller’s stock in 1969 and purchased the remaining Miller has moved beyond its late twentieth century woes and is expanding the reach of its brands that are already ubiquitous in the States. With the addition of a brewery in Turkey, Miller now operates breweries in six countries and is available in over 100. Innovative in ways other than beer production, Miller’s patented use of hops acid to kill certain bacteria will soon be licensed out to other companies. In a move designed to placate recycler and environmental groups, Miller introduced plastic recyclable beer bottles in 1998, nationally in 2000. Miller Lite, MGD, and Icehouse are available in the plastic bottles in 16- and 20-ounce sizes, which are resealable, unbreakable, keep beer cold as long as glass bottles, and are allowed at beaches, pools, and stadiums, where glass bottles are not. Competitive Profile Matrix. The Competitive Profile (CPM) identifies a Coors’ major competitors and their particular strengths and weaknesses in relation to a sample firm’s strategic position. The weights and total weighted scores in both a CPM and EFE have the same meaning.
However, the factors in a CPM include both internal and external issues; therefore, the ratings refer to strengths and weaknesses, where 4 = major strength, 3 = minor strength, 2 = minor weakness, and 1 = major weakness. There are some important differences between the EFE and CPM. First of all, the critical success factors in a CPM are broader; they do not include specific or factual data and even may focus on internal issues. The critical success factors in a CPM also are not grouped into opportunities and threats as they are in an EFE. In a CPM the ratings and total weighted scores for rival firms can be compared to the sample firm, This comparative analysis provides important internal strategic information. Competitive profile matrix Coors, Anheuser-Busch, Miller Brewing. Critical success factors Weight of each factor Coors brewing company Anheuser-Busch Miller Brewing company Rating Score Rating Score Rating Score Advertising Product Quality Price Competitiveness Management Financial Position Customer loyalty Global Expansion Market Share .2 .1 .1 .1 .15 .1 .2 .05 1 4 3 4 4 4 4 1 0.20 .4 0.30 0.40 0.60 0.40 0.80 0.05 4 4 3 3 3 4 2 4 0.80 0.40 0.30 0.30 0.45 0.40 0.40 0.20 3 3 4 3 3 2 2 3 0.60 0.30 0.40 0.30 0.45 0.20 0.40 0.15 Note: (1) The ratings values are as follows: 1 = major weakness, 2 = minor weakness, 3 = minor strength, 4 = major strength. (2) As indicated by the total weighted score of 2.8, Competitor 3 is weakest.
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(3) Only eight critical success factors are included for simplicity; this is too few in actuality. In the table above one can see the competitive profile matrix (CPM) of the brewing companies of my choice: Coors, Miller and Anheuser-Busch. In this example, advertising and global expansion are the most important critical success factors, as indicated by a weight of 0.20. Miller’s and Anheuser-Busch’s product quality are superior, as evidenced by a rating of 4; Anheuser-Busch’s “financial position” is good, as indicated by a rating of 3; Procter & Gamble is the weakest firm overall, as indicated by a total weighted score of 2.80. Other than the critical success factors listed in the example CPM, other factors often included in this analysis include breadth of-product line, effectiveness of sales distribution, proprietary or patent advantages, location of facilities, production capacity and efficiency, experience, union relations, technological advantages, and e-commerce expertise. A word on interpretation: Just because one firm receives a 3.2 rating and another receives a 2.8 rating in a Competitive Profile matrix, it does not follow that the first firm is 20 percent better than the second.
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Numbers reveal the relative strength of firms, but their implied precision is an illusion. Numbers are not magic. The aim is not to arrive at a single number, but rather to assimilate and evaluate information in a meaningful way that aids in decision making. The Strategic Position and Action Evaluation (SPACE Matrix) of Coors company. The Strategic Position and Action Evaluation (SPACE Matrix), another important matching tool, is illustrated above. Its four-quadrant framework indicates whether aggressive, conservative, defensive, or competitive strategies are most appropriate for a given organization. The axes of the SPACE Matrix represent two internal dimensions (financial strength [FS] and competitive advantage [CA]) and two external dimensions (environmental stability [ES] and industry strength [IS]).
These four factors are the most important determinants of an organization’s overall strategic positions Depending upon the type of organization, numerous variables could make up each of the dimensions represented on the axes of the SPACE Matrix. In the case with Coors we are going to use the firm’s FEE and IFS matrices in developing a SPACE Matrix. Other variables commonly included are given in financial statements. For example, return on investment, leverage, liquidity, working capital, and cash flow commonly are considered determining factors of an organization’s financial strength. Like the TOWS Matrix, the SPACE Matrix should be tailored to the particular organization being studied and based on factual information as much as possible. INTERNAL STRATEGIC POSITIONEXTERNAL STRATEGIC POSITIONof Coors brewing. Financial Strength (FS)Environmental Stability (ES) Return on investmentTechnological changes +3 LeverageRate of inflation+ 4 LiquidityDemand variability +3 Average FS: 3.3 Working capitalPrice range of competing products +6 Cash flowBarriers to entry into market +4 Ease of exit from marketCompetitive pressure -2 Risk involved in businessPrice elasticity of demand-3 Average ES: 1.66 Competitive Advantage (CA)Industry Strength (IS) Market shareGrowth potential +4 Product qualityProfit potential +6 Product life cycleFinancial stability +4 Customer loyaltyTechnological know-how +3 Average CA: 4.25 Competition’s capacity utilizationResource utilization -1 Technological know-howCapital intensity-3 Control over suppliers and distributorsEase of entry into market +4 Productivity, capacity utilization +3 Average IS: 0.75 The directional vector of Coors SPACE matrix associated with each profile suggests the type of strategies to pursue: aggressive, conservative, defensive, or competitive. When a firm’s directional vector is located in the aggressive quadrant (upper-right quadrant) of the SPACE Matrix, an organization is in an excellent position to use its internal strengths to (1) take advantage of external opportunities, (2) overcome internal weaknesses, and (3) avoid external threats.
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Therefore, market penetration, market development, product development, backward integration, forward integration, horizontal integration, conglomerateshould be undertaken with careful examination. The directional vector may appear in the conservative quadrant (upper-left quadrant) of the SPACE Matrix, which implies staying close to the firm’s basic competencies and not taking excessive risks. Conservative strategies most often include market penetration, market development, product development, and concentric diversification. The directional vector may be located in the lower-left or defensive quadrant of the SPACE Matrix, which suggests that the firm should focus on rectifying internal weaknesses and avoiding external threats. Defensive strategies include retrenchment, divestiture, liquidation, and concentric diversification. Finally, the directional vector may be located in the lower-right or competitive quadrant of the SPACE Matrix, indicating competitive strategies. Competitive strategies include backward, forward, and horizontal integration; market penetration; market development; product development; and joint venture.
SPACE Matrix analysis for Coors company are shown above. Note that the conservative strategies are recommended.
Bibliography:
Source., H. Rowe, R. Mason, and K. Dickel, Strategic Management and Business Policy: A Methodological Approach (Reading, Massachusetts: Addison-Wesley Publishing Co.
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Inc., 1982): 155. Reprinted with permission of the publisher. Source: H. Rowe, R. Mason, and K. Dickel, Strategic Management and Business Policy: A Methodological Approach, Massachusetts: Addison-Wesley Publishing Co. Inc., 1982: 155-156..
