Management

Management

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Institution

Introduction

Coors is one of the largest brewing companies in United States and has maintained high production level since its establishment almost two hundred and thirty years ago. The company specializes in production of high-quality brewed malt in U.S. through various management strategies. Some of the important aspects of production used by Coors are a quality water-source selection, stringent processing standards, and a well-strategized cold filtering brewing approach. The high competitive advantage enjoyed by the company has enabled it expand its distribution to new markets within U.S. in order to gain a higher market share (Ghemawat, 1992; 1). The following discussion focuses on the key aspects that made Coors brewing industry achieve a high competitive advantage and its strategies to invest in new markets.

Discussion

Coors’s Competitive advantage

            Adolph Coors founded Coors Brewing Company after realizing that Colorado offered a source of fresh water for the brewing industry. Most of the company’s managerial achievements have been credited to Adolph’s family. However, in the 21^st century, the beer market changed drastically calling for the company management to define newer methods of conducting production and marketing segmentation processes.  The business evolved into a competitive industry that accommodated both local and international competitors. Coors developed various production strategies that would enable his company rank among the best beer producers in the U.S. by the year 1985 (Ghemawat, 1992; 2).

The main question that arisen from this situation was the ability of Coors to maintain his family culture while changing the company’s structure meets international standards. Another question was the ability of Coors to grow the company’s core products in order to compete effectively with other brands. Lastly, the company had to address its distribution logistic issues concerning product delivery from the processing firm to wholesalers and retailers across the country. Addressing these issues required that the company show a high performance index.

Performance matters a lot in every organization since it indicates its value in relation to other organizations in the same field. In Coors Brewing Company, the performance was improved by introducing new management rules that ensured all departments show a high level of production irrespective of the prevailing situations. The financial performance measure of an organization is determined by the profit sharing plans, and progressive people management strategies, which creates positive effects. In addition, the company acquired an effective procurement process that ensured the cost of production was at the lowest possible value. The market structure adopted by an organization acted as an element of undertaking need analysis of the market share. In this, the market structure had to segment the potential market of the organization products for effective analysis of the needs, and formulation of measures that need adoption by the company (Ghemawat, 1992; 2-3).

On the other hand, production played a major role in attaining the competitive advantage of Coors Company. The management team at Coors recognized a need to expand their operations internationally by improving their products. The company opened new stores in major towns in U.S. to enable customers have access to their products. The company made use of demographic marketing selection strategy whereby product branding was used as the main marketing strategy. The market segment was developed in order to increase sales of products like, canned beer. In order to achieve high profit margins, Coors Company used cost effective production methods that made it more compettive among its rivals. The company aimed at produxing more barrels in order to increase its economies of scales. The cost of producing brewing barrels differed with time prompting the company to ensure a pro.............