Blue Point Brewing Company Exec Summary

Evan Schuldenfrei Monday, May 4, 2015

BPBC Executive Summary

Overview I.  Situation II.  Objectives III.  STP IV.   Strategies V.  Three-Year Goals VI.  Activity Schedule VII.  Controls VIII. Financials IX.  Summary


BPBC Executive Summary 1

Situation

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Principal Concerns (1) Stuck in ‘regional’ craft brew category, relatively low brand awareness in potentially profitable markets

(2) Growler sales to local customer are lackluster

(3) The company’s digital presence is outdated



Objectives

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Strengthen Company’s brand in minds of new and existing customer markets (1) Increase brand recognition, nationwide, by entering new markets

(2) Garner positive, public attention through the brewing of a one-off, specialty beer, to drive expansion efforts

(3) Implement loyalty rewards program for growler refills at Blue Point location

(4) Revamp company’s current desktop and mobile sites, online store offering, and social media accounts



STP

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Segmentation

•  By region •  By age group •  By beer style •  By taste, flavor •  By brewery size

Positioning An innovatively

brewed and sourced, high quality beer that is delicately crafted

alongside the beautiful waters of Long Island’s South

Shore.



Targeting •  Millennials, for

national expansion •  Females, for one-off

brewing campaign •  Locals, for growler

refills

Strategies

Strategy I

Objective: Increase brand recognition, nationwide, by entering new markets •  Undertake the research, evaluation, and entry of new markets by

utilizing nielsen’s PRIZM Market Segmentation tool •  Will look at new regional markets, including emerging ‘beer-loving’

cities, such as San Diego, Seattle, San Francisco, Denver, and Portland; combine demographic data to determine which would provide greatest value



Strategy II Objective: Garner positive attention during same time period; create synergistic effect for expansion efforts and gaining traction in underserved segment

•  Create beer and digital campaign that pays homage to female human in scientific sense, rather than insinuate women cannot/do not enjoy the same beer that men do

•  The brew will be called Hop-o-Gametic: Double X Ale

•  Combines wordplay, science, and correcting the common fallacies of the female beer drinker



Strategy III Objective: Drive more sales of the Company’s most profitable item – growler refills

•  Growler Station currently offers twenty beers •  Represents highest profit margins – 750% •  Create fixed-schedule loyalty rewards program,

utilizing mplifyr •  Customer purchases container and first fill,

awarded 10 points •  Additionally rewarded 5 points for each ‘full’

refill •  One container/fill purchase and eight refills

earns them one free refill from any of Blue Point’s offerings. (50 Points – costs $1.25)



Strategy IV Objective: Improve company’s digital presence and online store offering

•  Build responsive company’s website •  Improve social media content strategy •  Add new products to online store Blue Point Brewing Company Web Page



Three-Year Goals (1)  Increase product demand by 10% for 2016, 15% for

2017, and 20% for 2018 (2) Enter into at least $5 million in distribution contracts for

new markets for the year 2016, $7.5 million for 2017, and $10 million for 2018

(3)  Increase total social media following by 100% in 2016, 125% in 2017, and 150% in 2018

(4) Earn 2% total market share in the craft beer industry by 2016, 2.75% by 2017, and 3.50% by 2018



Activity Schedule

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May 2015: Plan Presentation, funding commitment, register with the mplifyr rewards system and begin promoting; begin revamping company website; perform PRIZM segmentation analysis and evaluate new markets June 2015: Decide on final new market(s) to enter and contact Reyes for distributorship; prepare to promote Hop-o-Gametic: Double X Ale brewing campaign, finish revamping company website

July 2015: Launch Hop-o-Gametic campaign; begin product distribution to new markets August 2015: Monitor progress of sales in new markets, perform changes as necessary; continue promoting Hop-o-Gametic campaign September 2015: End Hop-o-Gametic campaign in time for autumn host celebration at Blue Point’s Patchogue location; analyze sales in the newly entered markets; analyze results of customer loyalty rewards program, and analytics regarding the new site



Controls

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•  Measure and evaluate KPIs by comparing monthly sales to that of past and projected figures

•  Monitor increase or decrease in market share and production volumes, which will facilitate in determining the marketing improvement’s effectiveness

•  Monitor entire craft industry’s sales trends, comparing Blue Point’s results to these indicators, as well as to other competitors within the Northeast, and those that resemble the closest brand ‘feel’ and perception to that of Blue Point



Financials Budget •  Geo-demographic analysis and market

entry research and implementation ($50,000)

•  Loyalty rewards program for growler refills ($25,000)

•  Stock new inventory for online store ($15,000)

•  Hop-o-Gametic brewing campaign ($75,000) •  Company website revamp ($5,000) •  General advertising and promotion

($100,000)

Total $270,000 – 0.0173% of InBev 2014 Ad Budget

Pro-Forma Sales

12 Evan Schuldenfrei

Monday, May 4, 2015 BPBC Executive Summary

Summary

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Strengthen Company’s brand in minds of new and existing customer markets (1) Increase brand recognition, nationwide, by entering new markets

(2) Garner positive, public attention through the brewing of a one-off, specialty beer, that will drive expansion efforts

(3) Implement loyalty rewards program for growler refills at Blue Point location

(4) Revamp company’s current desktop and mobile sites, online store offering, and social media accounts



Blue Point Brewing Company Exec Summary

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