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This can hurt the company's ability to reach out to consumers. (Berghoff, 2009)
Risks
There are four categories of risks that must be considered when evaluating Boston Beer to include: clear enough, alternative futures, the range of future and true ambiguity. Clear enough is when there is a focus on ensuring that everyone understands the company and the different products. In the case of Samuel Adams, consumers can recognize and enjoy the brand. The challenge will occur when tastes change and how this will affect the way they see the company in the future. This is when the firm must be able to quickly introduce new products to address these needs (creating a clear enough image in the mind of customers). Over the last 15 years, this has been taking place with the introduction of new brands (as this is the most important aspect of their business model). (Bamforth, 2012, pp. 145 -- 146) (Berghoff, 2009)
Alternative futures is when executives must evaluate new markets they can go into to deal with these changes. This means altering the approach and the marketing strategy to promote the company. In this situation, Samuel Adams should survey consumers to identify where these transformations are taking place and how they can adjust. This is the second most important area of their business model. (Bamforth, 2012, pp. 145 -- 146) (Berghoff, 2009)
The range of futures is when executives are looking at possible choices to determine which one will help them the most. In this situation, the firm needs to have new markets identified where they can expand into. This will improve their competitiveness and dominance around the globe. This falls underneath the importance of alternative futures as a sub-category. (Bamforth, 2012, pp. 145 -- 146) (Berghoff, 2009)
True ambiguity takes...
This is an equally important area (in comparison with the others) that will identify when changes are happening. The survey of different consumer tastes and trends will help the company to address these kinds of issues in the future. (Bamforth, 2012, pp. 145 -- 146) (Berghoff, 2009)
Conclusion
Clearly, what makes the Boston Beer Company so competitive is their ability to market Samuel Adams to a unique demographic of consumers. At the same time, they have been able to reach out to new customers by offering them a larger selection and different tastes. In the last few years, this has allowed the firm to dominate the sector while other competitors are facing tremendous challenges. The way that this is impacting their strategies is to focus managers on adjusting with these transformations. This is from the firm monitoring what kinds of tastes customers are looking for and providing it to them. Over the course of time, this has helped Samuel Adams to redefine the beer market.
References
Boston Beer Company. (2010). CNBC. Retrieved from: http://www.cnbc.com/id/39233398/The_10_Biggest_US_Craft_Breweries?slide=11
Comparative Advantage. (2012). Investopedia. Retrieved from: http://www.investopedia.com/terms/c/comparativeadvantage.asp#axzz1ofyHVShY
Bamforth, C. (2012). The Oxford Companion to Beer. New York, NY: Oxford University Press.
Berghoff, S. (2009). Tapping into the Craft Beer Industry. Stump Town. Retrieved from: http://www.stumptown.com/articles/mgmtbeer.html
Toscono, P. (2010). The 10 Biggest U.S. Craft Breweries. CNBC. Retrieved from: http://www.cnbc.com/id/39233398/The_10_Biggest_US_Craft_Breweries?slide=1
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