Strategic & Tactical Business Plan___________________________________________ Strategic & Tactical Business Plan For A mer i can B r ewer y I nc. dba A mer i can B r ewer y B eer & W i ne I mpor ts 123 Main Street Pleasant, MI 12345 Phone: (123) 456-BEER (2337); Fax: (123) 567-BEER E-mail: [email protected] ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ Outline Editor – Master Outline 1 Cover Page 2 Confidentiality Agreement 3 Executive Summary 3.1 Objectives 3.2 Mission 3.3 Keys to Success 4.0 Company Summary 4.1 Company Ownership 4.2 Company History 4.3 Start-up Summary 4.4 Company Locations and Premises 5.0 Products and Services or Products or Services 5.1 Products and Service Description or Product Description or Service Description 5.2 Competitive Comparison 5.3 Sales Literature 5.4 Sourcing and Fulfillment 5.5 Technology 5.6 Future Products and Future Services or Future Products or Future Services 6.0 Market Analysis Summary 6.1 Market Segmentation 6.2 Target Market and Segment Strategy 6.2.1 Market Needs 6.2.2 Market Trends 6.2.3 Market Growth 6.3 Industry Analyses or Service Business Analysis 6.3.1 Business Participants or Industry Participants 6.3.2 Distributing Products or Distributing Services 6.3.3 Competition and Buying Patterns 6.3.4 Main Competitors 7.0 Strategies and Implementation Summary 7.1 Strategy Pyramids 7.2 Value Proposition 7.3 Competitive Edge 7.4 Marketing Strategy 7.4.1 Positioning Statement 7.4.2 Pricing Strategy 7.4.3 Promotion Strategy 7.4.4 Distribution Strategy 7.4.5 Marketing Programs 7.5 Sales Strategy 7.5.1 Explain Sales Forecast 7.5.2 Sales Programs 7.6 Strategic Alliances ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ 7.7 Explained Milestones 8.0 Management Summary 8.1 Organizational Structure 8.2 Management Team 8.3 Management Team Gaps 8.4 Personnel Plan 9.0 Financial Plan 9.1 Important Assumptions 9.2 Key Financial Indicators 9.3 Explanation of Break-even Analysis 9.4 Explanation of Projected Profit and Loss 9.5 Explanation of Projected Cash Flow 9.6 Explanation of Projected Balance Sheet 9.7 Explanation of Business Ratios 9.8 Explanation of Long-term Plan 10.0 Web Plan Summary 10.1 Web Marketing Strategy 10.2Development Requirements ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ 2. Confidentiality Agreement This agreement is to acknowledge that the information provided by American Brewery Inc. (“The Company”). DBA: American Brewery Inc. & Unique Wine Imports in this business plan is unique to this business and confidential; therefore, anyone reading this plan agrees not to disclose any of the information in this business plan without the express written permission of The Company. It is also acknowledged by the reader of this business plan that the information furnished in this business plan, other than information that is in the public domain, may cause serious harm or damage to American Brewery Inc. & Unique Wine Imports and will be kept in the strictest confidence. Upon request, this document is to be immediately returned to Best Beer Inc. dba: American Brewery Inc. & Unique Wine Imports. Signature ____________________________________________________________________________ Name (typed or printed) ________________________________________________________ Date ___________________________ This is the business plan for American Brewery Inc. The presentation of this business plan does not imply an offering of securities. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ 3. EXECUTIVE SUMMARY There is an opportunity in Pleasant, Michigan to expand and further operate a successful alcohol beverage import and distribution company. The founders recognize this opportunity and have decided to go forward with the expansion of their company named American Brewery Inc. & Unique Wine Imports. The Company will further penetrate the market as a leading importer and distributor of specialty imported beers and ales as well as distinctive specialty imported wines from foreign wineries and breweries from around the world. The company also holds import licenses in several other States and has established a strong market position in Michigan with retail clients that include ABC Fine Wine & Spirits, Total Wines & More, Fresh Market, Whole Foods Market and a multitude of independent beer, wine and liquor stores. The company will provide specialty hand crafted niche brands. American Brewery Inc. (“The Company”) is a Michigan Corporation that was organized and incorporated in the State of Michigan with two wholly owned subsidiaries that were filed and registered to do business in the State as American Brewery Inc. (WCBI) and Unique Wine Imports (UWI). This is to leverage the division’s import and distribution agreement rights and strengthen the company’s position within the alcohol beverage industry. The company has established itself as an importer distributor of handcrafted specialty beers, ales and selective imported wines that have been marketed in the U.S.A. Under its corporate structure, it can handle the marketing and development aspect of these brands in niche market environments. Its divisions have been, for the past few years, focusing their efforts in establishing strategic alliances and agreements to represent a wide variety of brands from other importers and wholesalers in the State of Michigan and in several other states. The company will establish a state of the art distribution system network. The founders and owners of the company have a combined 100 years of established experience in the marketing, development, and distribution fields. The vision is to market niche brand products in America. The company has established working relationships with other importers and distributors to market, promote, and develop handcrafted beers and ales as well as, most recently, distinctive imported specialty wines. American Brewery Inc. & Unique Wine Imports will serve its area of business working to make its lines more productive while at the same time controlling expenses. The founders have provided the money getting the company organized. To make the expansion of this company a reality there will be an amount needed of $2,700,000.00 to $5,000.000.00 which will come as equity or a loan. The company can commence expansion operations immediately upon an amount of $1,000,000.00 received for expansion items that include the purchasing of inventory to fill backorders, working capital, relocation expenses for the operations in the new warehouse, legal costs for acquisitions and acquisition of two other companies. One is a beer distributing company and the other is a wine distribution company covering hiring sales personnel, updating web sites, replacing vehicles, updating logo designs and including other expenses. The money will be allocated to take care of all the requirements, including fulfillment of an elaborate inventory, the purchasing of selective new brands, the relocation of business operations, and miscellaneous operating expenses. This business plan will show the components that make up and accomplish this exciting business venture. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ This business is based on two vital components: 1. Excellent management that has a mastery of choosing the right product and the right service at the right time with a mastery of knowing what its total market is and how to keep gaining a greater share of that market. 2. Providing an excellent product or service that is not only well accepted now but also whose acceptance and use will continue to grow at an accelerated rate into the future. The company will coordinate worker productivity with increasing market demand to ensure continued company growth and development. Its approach emphasizes the individual participation of every employee and member of this organization and the total process of building The company to acquire an ever-increasing market share. By guiding and helping employees with knowledge and awareness, it will build a solid foundation for achieving its most ambitious goals. American Brewery Inc. & Unique Wine Imports realizes that this is an ideal time to expand its business in this growing industry and move forward in a steady progression over the next five years. Some of the highlights of its strategy are here briefly summarized: American Brewery Inc. & Unique Wine Imports has talent and experience that is superior for the marketplace. Profitability is assured by its preparation of knowing what the market requirements are presently and what the market requirements are to be in the next several years. With its strategy and budget in place, sales are expected to multiply rapidly and The Company expects to move in on the leaders in the industry. 3.1 OBJECTIVES The company has definite objectives in order to fulfill its desire to participate and achieve an ever-growing market share of the exciting industry that it is entering. What follows is a brief summary of the key objectives of The Company: 1. Further penetrate the market as a leading importer and distributor of specialty imported beers and ales, and of distinctive specialty imported wines from foreign wineries and breweries from around the world. 2. Develop employee capabilities to ensure a strong foundation for participation in a rapidly growing company. 3. Increase sales and revenue at a rate no less than 10% per year. 4. Complete additional brand acquisitions. 5. Acquire importing rights on other brands. 6. Establish full network distribution channels. 7. Undertake strategic agreements, alliances and working relationships to further its objectives and goals of total distribution throughout the U.S.A. 8. Achieving a net income in excess of 15% of sales by the end of the first year of operations and more than 20% by the end of the third year of operation. 9. Develop strategic alliances and / or merging with larger distributors/importers in order to gain greater market share and become a more dominant force in the alcohol beverage industry. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ The Internet will be the company’s prime vehicle for gaining additional brand exposure and equity while providing effective means of establishing an expanded distribution network on behalf of retail clients throughout the country. The Company is in the process of updating their web site and database to facilitate a more user-friendly system of operations. The Internet will also be used to coordinate schedules of events and highlight certain opportunities that retail clients could take advantage of from our distribution network. Based on current market conditions The Company has decided to tap into this opportunity of niche market brands with higher margin potential. According to the analysts in the alcohol beverage industry, the import category has shown huge potential and opportunity for the specialty premium brands of beers, ales and selective imported wines that are difficult to locate. The import categories have seen a tremendous growth in this past decade and the momentum potential is likely to continue and sustain the double digits growth for an unspecified period. According to the alcohol beverage industry indications, a large population of potential consumers of 21 + years already exists in the U.S.A., which is in excess of 70 million potential customers. Out of this group at least 70% will annually purchase premium brands of beers, ales and selective imported wines. This gives The Company a total of 49% potential customers in its targeted initial market. The market for specialty brands has been steadily growing. According to industry trend it is gaining market share in the U.S.A. and is a sixty billion dollar market with all indications of continuing its growth with no sign of decline. Even with slightly higher purchase points over domestic brands, this segment of the market has tremendous potential growth opportunity for several years to come. Exit Strategy -- The Company believes that liquidity will be achieved for investors via one of several potential exit strategies: • Merger / Acquisition — The Company believes that within 3-4 years the Company may be a prime candidate for acquisition by a large distributing company of alcoholic beverages or a larger importer. • IPO — The Company believes that if it is able to successfully expand its model geographically within 5-7 years it may be positioned to offer shares to the public in an initial public offering. • Buyout — The Company believes that in building a highly profitable business with strong brand names, recognition and opportunities for growth, it may be a strong candidate for a buyout by management or a financial buyer seeking diversity. 3.2 MISSION STATEMENT The company will strive to excel in the business of specialty imported beers and ales, and of distinctive specialty imported wines from foreign wineries and breweries from around the world. The company will provide the alcohol beverage industry with the highest quality of professionalism, knowledge and service through its acquired expertise and excellence of its sales people. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ The company plans to create an atmosphere through which the retail clients and consumers will be provided with professional, personalized service that will enable them to obtain a greater selection of quality brands. For its employees, The company will provide an excellent place of work, the opportunity for advancement, and a working environment that will be challenging, rewarding, and respectful of individuals’ goals and ideas. The company ultimately will provide excellent value to its retail clients and customers and fair reward to its founders and employees. What makes The Company different and special is that American Brewery Inc. & Unique Wine Imports will put in motion a concept of distribution, marketing and development of niche brand products in America. We have established working relationships with other importers and distributors to market, promote, and develop strategies pertaining to handcrafted beers and ales as well as, most recently, distinctive imported specialty selected wines. 3.3 KEYS TO SUCCESS The company is confident of the following attributes that it demonstrates as keys to its success: 1. Founders’ abilities to recognize and define the best course of action 2. The consistent raising of productivity 3. Diligent effort to regularly lower overall cost 4. Recruitment of experienced and talented employees 5. Effectively market American Brewery Inc. & Unique Wine Imports 4. COMPANY SUMMARY The company began its operation in August 1997 as American Brewery Inc.(WCBI), in January 2003 acquired (Best Beer, Inc.) and April 2003 Unique Wine Imports (UWI). The inspiration for the Company was the realization that there is a need to fill a niche market of specialty-imported beers, ales and Select imported wines. The company is headquartered in the city Detroit in the state of Michigan. Its operations will expand in the Southeastern States and will eventually include coverage in 40 states within the next 3 to 7 years. We will be targeting specific demographics in age category that appreciate premium specialty beers, ales and selective imported wines. 4.1 COMPANY OWNERSHIP The company is set up as a Michigan corporation. John Smith, Mary Smith and Joseph Smith together hold 100%, of the ownership. Any and all questions relative to ownership should be directed to them. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ 4.2 COMPANY HISTORY The company is proud of the accomplishments of the people that have made up this company. American Brewery Inc. & Unique Wine Imports is particularly proud of the fact that The company holds importer licenses in several other States and has established a strong market position in Michigan and with retail clients that include ABC Fine Wine & Spirits, Total Wines & More, Fresh Market, Whole Foods Market and a multitude of independent beer, wine and liquor stores. The company is also particularly proud of the fact that our divisions have been focusing their efforts in establishing strategic alliances and agreements to represent a wide variety of brands from other importers and wholesalers in the State of Michigan and in several other states. We have established working relationships with other importers and distributors to market, promote, and develop strategies pertaining to handcrafted beers and ales as well as, most recently, distinctive imported specialty wines. 4.3 START-UP SUMMARY The basic organization of American Brewery Inc. & Unique Wine Imports is due to the dedication of the founder of the company. The money required getting the Company organized and underway has been provided by the founder of the company. To bring the company to the next level there will be an amount needed of $2,700,000.00 to $5, 000.000.00 Million which will come as equity or loan. But we can commence operation immediately and start with an amount of $1,000.000.00 to $2,700.000.00 million for expansion that includes purchasing of inventory to fill backorders, Working Capital, relocate the operations in a new warehouse, legal costs for acquisitions and immediate expansion in regards to acquiring 2 other companies, one is a beer distributing company and the other one is a wine distributor, hiring sales personnel, updating web sites, replace vehicles, update logo designs and including other expenses. The funds will be allocated in the most efficient way possible with detailed actions that will make this growth a reality. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ EXPANSION EXPENSES American Brewery Inc. & Unique Wine Imports Major inventory development with substantial supplies of new brands Working Capital Legal, Accounting, & Advisory Web Development Up-date and Hosting Marketing and Advertising Promotion Computers & Technical Support Vehicles (trucks & cars) Warehouse Equipment & Furniture Office Supplies Executive and Administrative Salaries Office Staff Salaries Insurance and Bonding Broker – dealer commissions States Licenses and Permits Dues Acquisition of other Brands & Assets Travel and Lodging Expenses Sales Staff Salaries Bank Loan Guarantees Security Deposits & Fees Electricity & Utilities, Payroll Taxes & Benefits Tangible Property Taxes Fuel & Maintenance Expense Estimated Income Taxes Expense Events Staff Salaries Sales Commissions Warehouse Rental Lease Acquisition Expenses to Date Total Maximum $450,000 $500.000 $150,000 $5,000 $200,000 $15,000 $200,000 $5,000 $200,000 $200,000 $45,000 500,000 $80,000 $850,000 $100,000 $250,000 $150,000 $25,000 $15,000 $200,000 $5,000 $75,000 $75,000 $90,000 $325,000 $90,000 $200,000 $5,000,000 Minimum $190,000 $200,000 $75,000 $3,000 $75,000 $10,000 $140,000 $3,000 $150,000 $100,000 $20,000 $150,000 $50,000 $600,000 $50,000 $105,000 $150,000 11,000 $5,000 $70,000 $3,000 $40,000 $50,000 $75,000 $100,800 $65,000 $100,000 $2,590,800 4.4 COMPANY LOCATIONS AND PREMISES The company will maintain its headquarters where its management team will be located in the city of Detroit in the state of Michigan. A new location will be established in the Industrial Business Park, South Eastern part of Michigan. At no time will management allow a situation to exist where the Company is supporting locations or premises that are not absolutely essential to the most effective operation of the Company. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ Demographics: Detroit, Michigan Pleasant is a city in Michigan. The city is known for its abundant events, performing arts and downtown museums. The city's population is described as metropolitan, where diverse culture is commonplace. According to 2004 U.S. Census Bureau estimates, the city had a population of 164,578. Annexation of unincorporated areas in 2005 boosted the city population to 170,823. It is the county seat and forms part of the South Detroit metropolitan area. As of the census of 2000, there were 152,397 people, 68,468 households, and 33,001 families residing in the city. The population density was 1,854.4/km² (4,803.1/mi²). There were 80,862 housing units at an average density of 984.0/km² (2,548.5/mi²). The racial makeup of the city was 64.27% White, 28.88% African American, 0.23% Native American, 1.03% Asian, 0.05% Pacific Islander, 1.76% from other races, and 3.79% from two or more races. Hispanic or Latino of any race were 9.45% of the population. There were 68,468 households out of which 19.6% had children under the age of 18 living with them, 32.2% were married couples living together, 11.5% had a female householder with no husband present, and 51.8% were non-families. 40.3% of all households were made up of individuals and 11.7% had someone living alone who was 65 years of age or older. The average household size was 2.14 and the average family size was 2.97. Of the total, 19.4% were under the age of 18, 7.7% from 18 to 24, 32.8% from 25 to 44, 24.8% from 45 to 64, and 15.3% were 65 or older. The median age was 39 years. For every 100 females there were 110.0 males. For every 100 females age 18 and over, there were 111.1 males. The median income for a household in the city was $37,887, and the median income for a family was $46,175. Males had a median income of $34,478 versus $27,230 for females. The per capita income for the city was $27,798. About 13.8% of families and 17.7% of the population were below the poverty line, including 29.0% of those under age 18 and 11.1% of those aged 65 or over. 5. PRODUCT DESCRIPTION The company is proud of its main product line and the features and benefits that make up its attractiveness to this ever-growing market. The main features and benefits of its core products to its customers include serving as a leading importer and distributor of specialty imported beers and ales, and of distinctive specialty imported wines from foreign wineries and breweries from around the world. Some of the strengths and capabilities of its core products as it pertains to shelf life, durability and availability include the following: • • • • • Service and professionalism. Support of its retail client base. Product depth and availability. Satisfy the consumers needs Quality of brands ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ 5.1 SERVICE DESCRIPTION The company is proud of its main service line and the features and benefits that make up its attractiveness to this ever-growing market. The main features and benefits of its main service to its customers include that we provide the alcohol beverage industry with the highest quality of professionalism, knowledge and service through its acquired expertise and excellence of its sales people. Some of the strengths and capabilities of its main service as it pertains to potential market, ease of administration and availability include that we will create an atmosphere through which the retail clients and consumers will be provided with professional, personalized service that will enable them to obtain a greater selection of quality brands. 5.2 COMPETITIVE COMPARISON The company has done extensive research and investigation of all of the aspects of the competitiveness of the existing market in which it will be participating. The Company management team is fully aware of the major competitors who are: • • • Gold Coast Beverage J.J. Taylor Distributing WM. Thies & Sons The company recognizes these major competitors as a prime focus because they have been evaluated using criteria of price and value given. This company specifically knows that the advantages that it has over its competition include that American Brewery Inc. & Unique Wine Imports will put in motion a concept of distribution, marketing and development of niche brand products in America. This study of its competition has given The Company a mastery of the effects of regulatory agencies, business share, pricing strategies, cut-throat or permissive posturing, as well as strengths and weaknesses of the management teams who head up the companies that make up the competition. 5.3 SALES LITERATURE The company is prepared to highlight all of the most important benefits and features in a packet of sales literature. This information will present a compelling point of view as well as a detailed explanation why the consumer should exchange their hard earned dollars for The Company’s essential products and services. The sales literature will be complete in every way and will answer the questions of who, what, why, when and where of what The Company is presenting. 5.4 SOURCING AND FULFILLMENT The company is totally prepared in the preparation for ease and completion of fulfillment requirements. All aspects of fulfillment have been considered, evaluated and highlighted for the purpose of assuring both customers and pertinent employees that fulfillment will never be a major concern. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ 5.5 TECHNOLOGY The company has positioned itself in a way to take full advantage of all the technology available for its particular industry. Management has determined that when necessary that state of the art software and appropriate hardware will be implemented to assist all employees in gaining maximum productivity. In particular, The Company will be utilizing accounting procedures both off-line and online to monitor weekly, monthly, quarterly and annual results of all aspects of operations. 5.6 FUTURE PRODUCTS AND FUTURE SERVICES The company is currently using its experience and talent to position itself in future markets with the appropriate future products and future services. Its current product and service lines, which include the distribution of specialty imported beers and ales, and of distinctive specialty imported wines from foreign wineries and breweries from around the world, are sufficient in today’s demanding market and will fare very well in future years as well. In addition to this, The Company is developing enhancements as well as creating new products and services to keep its position in the marketplace ever expanding. 6.0 MARKET ANALYSIS SUMMARY The company has done an exhaustive study of the state of its industry. This industry is one of the most exciting industries in the United States. It presents an ever increasing market, a very healthy bottom line, and excellent opportunities for growth. The outside world demands a company that will provide excellent value to its retail clients and customers and fair reward to its founders and employees. The Company has all this to offer and its management team will keep its finger on the pulse of market demands. This industry is getting more competitive as consumers are getting more knowledgeable about import beers, ales and specialty wines. This is why American Brewery Inc. & Unique Wine Imports fits perfectly for meeting the demands of its industry. Led by a seasoned veteran of the alcohol beverage industry and a recognized expert on imported brand beers and ales, the company has established a strong and growing line of proprietary ownership of brands and is poised for significant growth over the planning horizon. Revenue will be driven through the addition of new brands, added focus on the imported wine business, expanded geographic coverage, selected acquisitions and new distribution channels. Among the many innovations the company has embraced to assure sustainable growth and higher margins is a strong focus on ethnic markets and the development of proprietary ownership of its brands. The ethnic segment of the market has shown the greatest potential for growth and has been largely ignored by the vast majority of competitors. This strategy allows the Company to further differentiate themselves from other providers. The company’s proprietary ownership of brands is sourced from around the world and several of those brands have reached a very receptive audience. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ The Company’s ability to meet or exceed its financial objectives and its set goals is based on the following: • • • • • • • • • A state of the art ordering and inventory tracking system is being developed to assure the Company is able to handle the anticipated volume increases that are projected over the next five years. An exceptional reputation for quality brands Strong ethnic Brand focus and marketing efforts Highly individualized client support Focus on lesser known brands with higher margins Sourcing expertise / contacts Proprietary brand ownership (beers & Ales) and selective imported wines Forward thinking management team Planned high-tech inventory / order processing system Brewing beer is an important tradition in many countries around the world. From country to country, region-to-region, the many styles, colors and tastes can become very complex. The water source, the choice of barley malt and hops, and also the brewing techniques of each region give us the unique beers we find in the "Import Category". Most of the recipes date back centuries ago. The arrival of these "Imports" to the United States gives us a great variety of international tastes and traditions from around the world. The Opportunity -- Americans spent nearly $75 billion on beer in 2003 and imported beers and ales is the fastest growing segment of the American beer market. According to the 2003 Adams Beer Handbook, imported beers and ales have nearly tripled case sales in the past 10 years. Today, over 10% of the American beer market is imported beers and ales, and consumers from every economic, social and cultural ethnic group are enjoying great selections of brews. Americans spent over $18 billion on wine in 2003 according to IDC. Total wine sales grew 3.4% while imported wine sales were up 16%. Imported wine-sales continue to expand rapidly while sales of domestic wine have stalled with no growth in value and just 1.1 percent in volume over the previous year. The total U.S. beer market has grown by just 1 per cent since 1998 and when handcrafted beers and imports are removed from this number, the consumption of beer from the big three has actually declined. Domestic premium beer, popular beers like ice beers have all declined in the US, with the gap in consumption being filled mainly by imported beers and ales that have risen by over 9 percent during the same period. A factor impacting the sales of imported beers, ales and wines is the growing influence of ethnic preferences. Appealing to various ethnic groups has never been a major concern of the large domestic beer producers. Ethnic groups in America were expected to assimilate into the mainstream over time, making it a case of Mohammed coming to the mountain. Increasingly, however, time is proving this strategy to be faulty. As a result of many economic and social factors, marketers are beginning to discover that America is no longer the melting pot it once was. Instead of looking to assimilate, many ethnic groups want to maintain their own cultural integrity and they have retailed a fierce loyalty to brands that are unique to their specific ethnic group. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ With a few notable exceptions, the imported beers, ales and wines is comprised of mostly small independent importer, distributors and wholesalers who focus on a relatively small geographic areas. They collectively offer very little other than time and place utility with minimal marketing efforts, growth expectations, marketing, etc. Planned Growth Strategies The company is strategically headquartered in South Detroit that offers ideal access to ports of entry as well as a very diverse market base. The second phase of the company’s growth plan scheduled to being later this year includes expansion to cover the Southeast with The Company eventual coverage to include up to 40 states over the next five years. Additional growth plans include the following: • • • • Acquire proprietary brands that are unique to the company Acquire additional importing rights on other proprietary brands of beer, ale and imported wine Establish and expand additional distribution channels Engage in the development of strategic alliances of distribution throughout the U.S. "People are drinking less but drinking better," says Ron Christesson, director of marketing for Gambrinus, importers and marketers of Corona. Pat Droesch, director of beverage for Brinker International, says he also sees people paying more for beer but drinking less in Brinker's restaurants, which include Chili's, Romano's Macaroni Grill, On the Border Mexican Cafe and six others. "If a customer is only going to have one or two beers, he'll go for a heavier or bigger beer," says Droesch, noting that imported beer sales have increased at their restaurants, where they match the type of beer to the restaurant concept. The Market -- Beer is America's most popular alcoholic beverage and freshness, handcraftsmanship and variety are becoming increasingly important qualities of beer brands among American consumers. But over the past several decades, however, the US beer industry has been through a period of intense consolidation. Where there once were hundreds of local and regional breweries offering different types and styles of beer, now their three giants who dominate the domestic beer market with an estimated share of 97%. Handcraft brewers have made some inroads but their sales are less than 3% of the total and that number hasn’t changed dramatically in recent years. The only segment of the industry that has grown is the sale of imported beers and ales. For thousands of Latin Americans, the drought is finally over. Argentina's Quilmes Venezuela's Polar, Philippine’s San Miguel blonde and dark are among at least a dozen beers that are being added to shelves as breweries in Latin America, eager to claw a foothold into the U.S. market, tap immigrants' nostalgia and taste for home. Many Latin Americans are dedicated to their national brew, a preference that goes beyond brand loyalty and is more a symbol of national identity and pride. Corona, the nation's best-selling import, recorded volume sales of 6.8 million barrels in 2003, according to trade publication Beer Marketer's Insights. The brand now commands a 3.3 percent share of the total $67.4 billion U.S. beer market and 30 percent of the imported beer market. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ At the end of 2003, beer industry experts were predicting declines for Corona in the wake of a very aggressive year-end price hike. Yet, Corona Extra sales for The Gambrinus Company are up nearly +8% YTD for the first half of 2004! This strong growth is well ahead of the rate of Corona sales in the west, and ahead of the +6% nationwide average. "We developed a Q1 promotional strategy a company that will provide excellent value to its retail clients and customers and fair reward to its founders and employees to help offset affects of the increase with our distributor partners," said Don Mann, Modelo Group General Manager for Gambrinus. "Our investments in advertising and an improving economy have also helped." Gambrinus has not only driven sales of Corona Extra higher, sales for its other Modelo brands are on fire, as well. Sales for Corona Light are up +10% YTD, and sales for Modelo Especial are up an amazing +34% YTD. Gambrinus company sales represent 63% and 52% of all U.S. sales for Corona light and the total Modelo Brand portfolio, respectively. That performance ranked Corona ahead of mainstream U.S. brands such as Busch Light, Miller High Life and Miller Genuine Draft, and was a 10% increase over Corona's 2002 volume sales. Constellation Brands, Inc. a leading marketer of alcohol beverage brands reported record net sales of $927 million, a 20 percent increase, for its first quarter ended May 31, 2004. Constellation, who distributes over 200 brands of wine, imported beer and spirits, became the world's biggest wine company with the acquisition of BRL Hardy in 2003. The Company also reported that first quarter operating income for Constellation Wines rose 14 percent to reach $US68 million. Branded wine sales in 2003 rose 17 per cent to reach $US364 million. Beer sales increased 14 per cent 2003 with demand picking up more quickly than expected following a price increases on its Mexican beers. Constellation Brands reported record net sales of $927 million, up 20 per cent, for its first quarter, ended May 31, 2004. Constellation, who distributes over 200 brands of wine, imported beer and spirits, became the world's biggest wine company with the acquisition of BRL Hardy in 2003, The Company also reported that first quarter operating income for Constellation Wines rose 11 per cent to reach $US68 million. Branded wine sales in 2003 rose 17 per cent to reach $US364 million. Beer sales increased 14 per cent 2003 with demand picking up more quickly than expected following a price increases on its Mexican beers. Both divisions are managed and operated as separate profit centers and both have specific goals and objectives pertaining to the marketing, new business development, revenue, profitability and strategy as well as public responsibility in the alcohol beverage industry. Regular operation controls include monitoring progress against specific goals and objectives correcting deficiencies and setting attainable goals and objectives. Market -- Positioning the Company is in a prime position to leverage its strength, market position, distribution rights and contacts within the alcohol beverage industry. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ The company has established a very strong and growing base business in Michigan as well as in surrounding states with retail clients that now include ABC Fine Wine & Spirits, Winn Dixie Stores, Total Wine & More, Fresh Market, Whole Foods Markets and a multitude of independent beer, wine and a large number of convenience stores. The Company is an importer distributor of handcrafted specialty beers, ales and selective wines that are being marketed in the U.S.A. Under the corporate structure, The Company has also developed their own proprietary ownership of brands that are being sold successfully in niche markets. Management has focused their efforts in establishing strategic alliances and agreements to represent a wide variety of brands from other importers and wholesale/distributor in Michigan and in several other states. Efforts will be put in place to complete a state-of-the-art distribution and logistics system that will allow further improved operational efficiency, lower costs and allow for the effective management of planned growth objectives. Market Knowledge and Expertise the mission the Company is to provide the target market with the highest quality of professionalism, knowledge and service through its acquired expertise and excellence of its sales people. The Company will deliver a very high level of qualified experience, knowledge and know-how, with a high level of confidentiality. The company will continue to pursue opportunities within niche market brands that offer higher margin potential. The import category caters to a diverse audience that have distinctive tastes along with the desire identified with brands that fit their particular taste and lifestyle. The import market has demonstrated a diverse potential and opportunity for the specialty premium brands of beers, ales and selective imported wines that are difficult to locate. Unlike domestic brands, imported beers, ales and wines present something of a challenge to retailers. There are literally hundreds of imported beers, ales and wines available to the leading retailers and knowing which brands to sell is not an easy task. The reason that a growing number of customers have come to rely on The Company (and management specifically) is that John Smith not only knows the industry but he also knows the subtle differences and characteristics of the individual styles of beers and ales from various breweries. He has traveled extensively in Belgium, France, England and other key regions and has physically visited the vast majority of these breweries on occasions. As a result of theses on site visits, tastings and tours, he has also become very familiar with the owners, the managers and key employees. With the ability of speaking other languages fluently, John has the unique ability to converse with these key individuals completely unencumbered. With retail trends in the food and alcoholic beverage industry leaning more towards offering products that cater to their local demographic and ethnic populations, the knowledge The Company brings to the market is invaluable. Scope and Future Expansion The Company is presently focusing its efforts in the State of Michigan but future expansion plans are to open the markets in the Southeastern States and eventually to include coverage in 40 states within the next 3 to 7 years. We will be targeting specific demographics in age category that appreciate premium specialty beers, ales and selective imported wines. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ The U.S. alcoholic beverage industry is dominated by beer. Of the three major market segments malt-based beverages (primarily beer), wine and distilled spirits, malt beverages are by far the largest segment, accounting for more than 87% of the total volume in the US and 50% of retail sales. The US beer market accounts for nearly 20% of the global beer volume and is by far the most profitable beer market in the world. Volume in the US beer market is about 200 million barrels and demand is currently growing by about 1% per year. The US beer market is about $60 billion at retail. This is due primarily to significant mark-ups at retail, as wholesaler revenues of $30-35 billion are about half as large as that of the non-alcoholic beverage makers. The US beer industry is highly consolidated, with three major companies representing nearly 80% of total industry volume. Anheuser-Busch is the market leader, with close to a 50% share of the total beer market in the US. It has enjoyed consistent market share growth historically, increasing market share from 36% in 1985. SABMiller is the second largest brewer in the US, commanding about 19%-20% of the total market. This Company has been losing market share since the mid-1990s, when it peaked at 22%-23%. Coors accounts for a 10%-11% market share - its share grew modestly over most of the past 10-15 years before stalling in 2001. Pabst, after selling some brands to Miller in 1999, now accounts for less than 4% of the total beer market. The market share of imports has been increasing over the past several years, and now represents about 10%-11% of the US beer market. 42% of adults consume beer on a regular basis according to AB Market Research. This compares to 38.2 for wine and 24.7 percent for spirits. Beer generates nearly 4 times the retail sales of wine. Industry Trends A 2003 industry report from Goldman Sacks identifies three major trends evolving in the competitive landscape in the beer industry. First, the traditional domestic beer market has been shrinking, as consumer preference has been shifting toward imports and flavored alcoholic beverages. Second, competition has been changing from being driven by price to being driven by new brands and advertising. Third, there has been increased consolidation among brewers as well as among wholesalers. The high-priced beer segment, mainly imports, and more recently the flavored alcoholic beverage products (FABs), or “malt alternatives,” has been the key growth driver of the beer industry over the past several years, with growth in the high single digit range. This has become a key issue facing the major domestic beer companies because they tend to be underrepresented in the fast-growing high-price segment. Domestic beer shipments declined in each of the last two years, and that the traditional domestic beer market shrank in 2003 as virtually all of the industry growth went to imports and FABs. None of the major domestic beer companies are well positioned in the high-end market. Anheuser-Busch’s share of the high-end market is only about 20% even if The Company is given credit for 50% of Corona’s volume (A-B owns 50% of Grupo Modelo, the brewer of Corona). SABMiller and Coors have even lower shares of the high-priced segment at only 2%-3%. On the other hand, Anheuser-Busch and Coors have a disproportionately higher share of the premium segment where growth has been much more muted. SABMiller has a higher share in the subpremium segment where volume has been declining about –3%-4% annually over the past five years. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ Industry Consolidation Increasingly, the brewing industry is becoming polarized with large-scale consolidation among giants on one hand and the emergence of smaller domestic handcraft brewers and importers on the other. Stagnant domestic beer sales and increasing pressure to expand have forced the hands of the nation's top brewers - get bigger or get bought out. In 2002, South African Breweries Plc bought Milwaukee-based Miller Brewing Co. for $5 billion, making the combined company, SABMiller, the second-largest brewer in the world. In November, San Antonio-based Pabst Brewing Co., the No. 4 U.S. beer maker, put itself on the block. In an effort to boost profit margins and still be acceptable to the broadest possible market, the mega-brewers have resorted to using cheaper adjuncts, like corn and rice, instead of all barley malt. The resulting less-sweet beer doesn't need as much balancing bitterness, so they cut back on hops to save money and to make the end product innocuous to the casual drinker. The change has been a gradual one, taking place in small increments over many years, so that most consumers would not notice the difference. Huge, multi-media, marketing campaigns that attempt to sell brand image rather than beer flavor, follow up these practices. Industry Structure Alcoholic beverages in the US are distributed through what is commonly called the “three-tier system.” The three tiers are manufacturer producer, importer, wholesale distributor and retailers. All states have mandated the separation of the production tier from retailing. This system was created by states following the repeal of Prohibition by the 21st Amendment to the US Constitution in 1923. It was aimed at preventing recurrence of marketing abuses that characterized supplier-retailer relationships before Prohibition. Imported beers and ales are produced overseas by international manufacturer producer and brought into the US by importers. Importers generally have exclusive rights to certain brands in a given territory, and are responsible for marketing those brands. An example of a leading importer is Constellation Brands, which is the exclusive importer of Corona in the western half of the US. Wholesalers Beer wholesalers serve as the middle tier in the three-tier system. They purchase beer from brewers and importers, and in turn, take the finished product to various retail outlets. The number of beer wholesalers has declined from more than 5,000 nationwide in 1970 to fewer than 2,500 today. The wholesaling business is still highly fragmented despite an increased pace of consolidation. Moreover, beer distribution in the US is a labor-intensive service business, with distributor profitability driven primarily by the number of cases of beer that are “dropped” at each retail location. For a distributor, increasing the number of cases dropped at each account means improved profitability, which allows the distributor to increase sales and service accounts. Most of the leading beer wholesalers in the US are either exclusive wholesalers or independent multi-brand wholesalers. Anheuser-Busch has been moving its distributors toward exclusive wholesalers, whereas Miller and Coors have been encouraging their wholesalers to become “shared” houses. Currently, exclusive wholesalers distribute more than 62% of A-B’s volume. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ Retail outlets (on-premise and off-premise outlets) There are two broad categories of retail outlets for beers, ales and selective imported wines: on-premise and off-premise. On-premise outlets account for about 25-30% of total industry volume, and include bars or restaurants that carry a limited number of brands and command a very high margin. Off-premise outlets include supermarkets, grocery, and convenience and liquor stores. These outlets carry a much broader selection of brands, but average margins are substantially lower than those of on-premise outlets. Convenience stores (C-stores) account for about 25% of the total beer volume and food stores another 15-20%. Due to state regulations, there are 18 “control states,” where the state government serves as the wholesaler, and often the retailer as well, for wine and spirits. This can limit flexibility in merchandising beer at the local level. Beer is generally sold through the private sector in all states. Light beer sales last year grew 2.5% bringing light's share of market to more than 45%. The gains have come largely at the expense of the regular sub-premium and premium segments as consumers trade up and look for products with a healthier image and lighter taste profile. "Budweiser is a good example," said Jim Koch, president of Boston Beer Co. "It's had the world's best ads for the past 15 years, a great wholesaler network, marketing support from the world's largest brewer. In spite of all that, Bud will have its 14th consecutive year of sales declines." Value chain US beer industry Brewers added value in manufacturing, marketing and promotions. Brewer net revenue (net of excise taxes) accounts for about 40% of retail beer sales. Brewers add value in the value chain two main ways. First, brewers take the raw materials, brew beer and package it into finished brands. In addition to raw material costs, labor and other costs ($1.6 billion) and factory overhead costs ($1.9 billion) make up the brewers’ total cost of goods sold at $10.6 billion, or nearly 18% of the retail price of beer. Second, brewers are responsible for marketing and promotional activities. We estimate that brewers spend about $2.1 billion on marketing and $1.4 billion in general, administrative and other expenses. This leaves brewers about $4.2 billion in profit per year. We note that a large brewer can spread its fixed costs over a large volume base, and is able to take in a disproportionately higher share of the industry profit pool. Beer wholesalers’ value-added is in distribution. We estimate beer wholesalers collect $30-$35 billion in revenues, similar to the revenues generated by the soft drink bottling companies. The biggest portion goes toward paying for finished products, as wholesalers carry a gross margin of less than 25%. Wholesalers add value primarily through distributing beer to various retail outlets. We estimate that about $5-$6 billion is used toward wholesalers’ operating expenses including transportation, labor, warehousing, and other overhead expenses. The profit payout for wholesalers is relatively low at about $2 billion, or 3%-4% of the retail beer sales. Once considered an oxymoron, full-flavored light beers are contributing to the bottom line of several importers as well. Amstel Light, long the only imported light beer, has seen growth of 20% or more in many markets the past few years and 12.7% growth nationally last year. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ Labatt Blue Light also is on fire, growing more than 30.6% last year. Corona Light also saw close to 20% growth last year. "It's a new area for people to compete on," said Dave Perkins, president of Molson USA. "I suspect that consumers are looking more and more for drinkable products and lighter flavor. At the same time, there's been a rapid growth of imports because of people trading up, so it makes sense that the same shift to lights would happen in the import category." BEER INDUSTRY SHIPMENTS 1992 THRU 2003 all figures in Barrels-000 Year 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002* 2003* Tax paid 180,824 180,901 179,687 176,900 177,959 177,439 177,318 179,629 179,205 179,171 180,400 179,400 NA Domestic 2,288 2,214 1,949 1,953 1,842 1,645 1,545 1,485 1,400 1,340 1,300 1,225 Imports 8,408 9,348 10,602 11,394 12,557 14,324 16,446 17,897 20,116 21,891 22,212 23,663 US Shipments 191,520 192,463 192,238 190,247 192,358 193,408 195,309 199,011 200,721 202,402 204,912 204,288 -free 5,612 5,467 7,329 8,482 7,906 6,585 5,780 5,145 4,680 4,550 4,250 3,900 Tax Total 97,132 97,930 99,567 98,729 00,264 99,993 01,089 04,156 05,401 06,952 09,162 08,188 Retailer mark-up is a significant factor in beer. Retail mark-up in beer is high, accounting for more than $25 billion of the $60 billion that total retail beer sales command. As with the soft drink industry, the vast majority of the mark-up at retail comes from the on-premise (bars, restaurants, etc) channel, which accounts for about a quarter of total industry volume. The retail price of beer varies significantly by channel, as average price in the on-premise channel is estimated to be nearly 2.5 times the average price in off-premise channel. In aggregate, retailers carry a margin in the 40% range. However, this figure is also somewhat distorted, as on-premise outlets are estimated to command margins in the 65-70% range, whereas we estimate that offpremise outlets carry margins in the 20-25% range. Beer industry performance drivers Beer consumption in the US correlates with three key factors—demographics, pricing relative to CPI growth and income growth. A change in the demographic trend, in particular, historically has played a key role in US beer volume performance. In the 1970s, the US beer market grew at an annual rate of nearly 4%, as baby boomers reached legal drinking age. US beer demand growth slowed to 0.6-0.7% during the 1980s, as baby boomers passed the peak beer consumption age and states raised the legal drinking age to 21. In the late 1990s, unit growth began to pick up again as the key 21-28 year old age group started to grow again. This demographic shift was widely expected to drive stronger unit growth for the industry, though results have been modestly below expectation. One thing that could be working against the beer industry is the aging of the baby boomers, and the associated decreases in per capita consumption as that generation moves into the 50s. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ Despite the shrinking demand, the US beer market has been moving away from price competition over the last few years as major brewers have focused more on profit growth and less on market share growth. Operating profit growth for the traditional domestic beer companies has been generally strong in recent years, benefiting from a favorable pricing and cost environment. However, we have now begun to see the competitive landscape shifting to being driven by higher media spending and new brand introductions. The implication of this is that the cost of doing business appears to be rising throughout the industry, which means that industry profit pool could increase at a more moderate rate than we have seen in the past. Marketing costs are going up not only for the FAB participants, but also for traditional domestic brewers as they try to defend market share: • The cost of introducing FABs is very high. The total media spending for the beer industry amounted to about $1 billion in 2001, and we understand that over $400 million of marketing funds have been allocated to just the FABs in 2002. The FABs can support high marketing costs since they are higher-margin brands. Introduction costs of $60-100 million per brand we have seen so far can be justified if a brand commands around 1 million barrels of volume. • However, marketing costs are going up for traditional beers as well. This has resulted in a higher cost of advertising for traditional beer, as share of voice and consumer mind-share are being impacted by the FABs. Anheuser-Busch has been increasing its marketing spending budget this year in order to protect its core beer brands in terms of both share of budget and share of consumer mind. Consolidation In addition to consolidation among the worlds largest breweries, we have also seen an increased pace of consolidation among brewers and wholesalers in recent years. For the brewers, consolidation has been taking place both within and outside the US. The Stroh Brewery Company, then the number four beer company in the US, decided to exit the beer business in May 1999 by selling its brands to SABMiller and Pabst. Outside the US, several transactions have taken place as global beer companies are attempting to build scale. Some notable recent transactions include Interbrew’s acquisition of Bass, Coors’ acquisition of Carling, and SAB’s merger with Miller. Anheuser-Busch, on the other hand, has been opting to maintain equity investments in breweries in fast-growing markets, shying away from large transactions with high price tags. On the wholesaler front, we have seen increased consolidation among Miller and Coors’ wholesalers. Almost 40% of each company’s volume is now sold through consolidated houses. In most instances, consolidation has been driven by the need for economic survival, as either a Miller or a Coors wholesaler typically competes against a much bigger and financially stronger Anheuser-Busch wholesaler in a given market. As Miller and Coors wholesalers consolidate, they command higher market share and make more money per case. Its origins are lost somewhere in the Stone Age, long before history was recorded. Anthropologists can only guess how it happened, and their guesswork goes something like this: once, in the camp of some nomadic hunter-gatherers, there was a supply of wild grain, painstakingly collected for food. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ Somehow, possibly in a sudden rainstorm, a pool of warm water formed where the grain was stored. In a short time the grain fermented, turning the water into a thick dark liquid. Some adventurous soul among these primitive people sampled the liquid, and found that it tasted good. Man had discovered beer. From that time to the present, beer has been an important part of life in virtually every society on earth. It was brewed by the ancient Babylonians and Egyptians and Chinese. It has been used in religious rituals, depicted on coins, honored in epic sagas. Through all the centuries, in moments of triumph and celebration and fellowship, no drink has contributed more to man's enjoyment than beer. Premium Beer Segment While the beer market as a whole has been static in many regions; the premium sector has been showing healthy growth and, according to a recent report from justdrinks.com, will continue to do so for some time to come. In the U.S. the premium beers and ales have been something of a lifeline. In recent years, it has been and remains the fastest growing segment of the beer market, both globally and in many regions. Moreover, in the mature markets of the UK, the US and Germany, to name a few, it has delivered the only significant growth in the alcoholic beverage industry. And as we move forward, it will continue to gain in importance with the major international brewers diverting greater amounts of advertising and promotion to a highly competitive but also highly profitable sector. After losing market share for its 106-year-old super-premium Michelob brand, Anheuser-Busch counters competition from import brands such as Heineken and Amstel Light with a new slopedshoulder bottle design and new graphics on secondary packaging for Michelob and Michelob Light. Dave Peacock, vice president of high-end brands at Anheuser-Busch, says, "Over the past several years, the high-end segment of the beer industry has begun to attract more 21- to 27year-old consumers. Our new advertising and packaging will enhance our brands' appeal to this audience." Bob Lachky, vice president of brand management, adds, "This brand is trying to get young and urban and have ethnic appeal. It was starting to lose its relevance with contemporary beer drinkers." Sales of premium beers and ales by volume increased fairly rapidly between 2000 and 2003 whilst the total beer market was relatively static. Premium beers and ales sales accounted for around 15% of total beer sales in 2000 but by 2003 premium beers and ales accounted for 20% by volume, according to the latest report from just-drinks.com. "If there ever was a business that is almost recession-proof, its imports," said John Lennon, president of Beck's NA. "They've experienced only one down year in nearly 20 years since I've been in the business, and that was in 1991 when the federal excise tax doubled." The report – “A global market review of premium beers and ales - with forecasts to 2010” – shows that premium beers and ales are 10% to 20% higher in unit price than standard beers, adding to their importance in an alcoholic beverage industry where brewers are constantly battling against low margins brought about by retail and consumers pressure. According to justdrinks.com, global sales of premium beers and ales totaled US$86 billion in 2000. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ By 2003, total global premium beer sales had risen by nearly 35%, to US$116 billion, representing an average annual growth rate of 11.6%. In volume terms, just-drinks.com estimates that the global market for premium beers and ales grew by a massive 79% between 2000 and 2003 to 269m hectolitres (hl) of beers and ales. IMPORTED BEER MARKET Figures are up across the board on imported beers and ales sales. In a year of otherwise calm growth of 1.5% for the entire industry, imported beers and ales continue to sell well over the industry average taking share away from both the giants as well as the smaller handcrafted brewers. Corona, for example, was up 21.3%, Labatt Blue hung ten at a 13.5% growth, and Amstel Light logged in a heavyweight 15.4%. Traditional segment leaders like Beck's and Guinness continued strong, steady growth, while powerhouses from Mexico such as Tecate were up more than 16%, and Modelo Especial, up 28% (Source: Adams Handbook Advance 2003). The surge in imported beer and ale sales seems to have taken the wind out of the sales of the microbrewers, even though most people are of the opinion that the "micro phenomenon" had a lot to do with the renewed interest in micros. "People have tried the micros; obviously there are a lot of good ones. But trying micros opened them to the whole import category, and they're trying brands with quality and tradition," according to Fred Graefenhain, Marketing Director for Barton Brands -importers of the St. Pauli Girl beers, among others. “Brands with Quality and Tradition” This catchphrase is echoed in various ways by the major European imported lagers: Heineken, Beck's, Amstel Light, and St. Pauli Girl. They certainly have a right to it; the youngest of these breweries is over 120 years old. Sales are up for all four brands, so the idea must be working with the consumer as well. They also have something going for them that are often overlooked in the import market: they are lager beers, the kind of beers most Americans - and most people around the world enjoy every day. These beers have always sold well with ex-patriates, and likely always will. People like that authentic taste of Europe, whether they're remembering their old home or enjoying their roots. For Heineken, the tradition is different. Heineken is a brilliant example of the thinking that made the Dutch a minor world power in the 17th and 18th centuries. Faced with a small country surrounded by sometimes-hostile neighbors that had invaded numerous times, the Dutch took to the seas and the rivers to trade, and built a rich empire. In that spirit, Gerard Adriaan Heineken purchased an operating brewery and built it into an exporting giant. Today, Heineken is the world's second largest brewery. According to Dan Tearno, VP of Corporate Affairs for Heineken USA, "Heineken sells more beer outside its home country than any other brewer. It is sold in over 170 countries. It is the most international brand in the world." Through purchases of national breweries, Heineken is now the largest brewer in Italy and Poland, and when its purchase of Cruzcampo goes through, it will be the largest brewer in Spain. And you thought it was just Dutch! Heineken's demographic base in the US is about as broad as the beer's world market. With a history of US importation going back to 1894, and 66 straight years of postRepeal imports, Heineken has built strong position of familiarity here. Dan Tearno talks of the brand's broad appeal with pride. "Our demographics are very broad. We have a very strong Caucasian franchise, but we're strong in the African-American and Latino demographics as well. Regionally, we're strongest in the northeast." ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ One of the trends brewers had counted on to help fuel industry growth has proved to be somewhat unpredictable The 1990s saw the key 21- to 27 year old population decline. That demographic group has been growing again for the past few years, and is expected to swell by more than 5 million by 2010. While this group represents only 13% of the adult population, they account for 26% of beer consumption and are a key driver of industry volume growth. Not only are there more of these consumers entering the market, but they are more sophisticated, more brand conscious and more well off financially than any previous generation at the same age. Part of what has fueled the growth of products like imported beers and ales is consumers' willingness to pay higher prices for quality. On the shelf, Heineken is priced more like a microbrew than a domestic light beer. Faced with the choice, why would a consumer pick Heineken? "Not to put too fine a point on it," says Tearno, "but we've been brewed with pride since 1873. That's a little better than "brewed with pride since 1998." It's a deserved reputation for high quality and dependability. Freddie Heineken says a bad bottle of Heineken is a personal insult. We have as high-quality a group of production people as any other brewery in the world. And we have the A-yeast, a proprietary strand first isolated in 1873 by a student of Louis Pasteur that we're still using today." Labatt's Belgian brand manager is Filip Wouters, and he's big on Belgians. "The Belgians are a hot category," he says. "Last year they were the fastest-growing country of origin for U.S. imports, and this year they're still growing at 55%. The other countries are growing at a maximum of 20%." While Corona may have overtaken Heineken's long-held spot as the best-selling imported beer in America, the Dutch treat is still growing at a rapid pace. Dan Tearno again: "The brand is growing strongly in the metro areas. It's less developed in the west, but that's the fastest-growing region in the country right now for Heineken sales. Every region is growing, but they've got a higher percentage growth. Heineken USA is growing at an accelerating pace." That says a lot for the brand, considering Corona's strength with the growing Latino demographic. The rising import beer tide is lifting everyone's boats, and while one brand may lift more than another for a while, no one is hurting. Certainly not Heineken USA, according to Tearno. "If you look back over last year's profits, we grew 29%, and we grew 7% in volume." Not too shabby by any standards. Heineken USA's other big gun is Amstel Light, the best-selling imported light beer in the US "by a substantial margin," Tearno is quick to point out. The beer was developed specifically for the American market, though it is now sold internationally. "It grew in New York City," says Tearno, "then in other metro markets. That's where it does best." Amstel Light's demographics are very attractive: "It's a pretty close split between men and women. The consumer base is a sophisticated one. It's an upscale brand for upscale folks. It's really a great package - full-bodied light beer at 95 calories." ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ Beck's beer is the best-selling German beer in the US, and the country's fifth largest imported beer (1998). It's also the most exported beer from Germany overall. That might put you in mind of Heineken's story, and while the numbers are smaller, there's a connection. Beck's is brewed in Bremen, the city next to the port of Bremerhaven and one of the cities of the old Hansa trade group from the middle Ages. The Baltic coast of Germany has traditionally made its living from the sea, either through fishing or trade, and this tradition extends to its breweries. Beck's was first imported to the US in 1964 by a company then known as Dribeck Importers. About 30 years later The Company was sold back to the brewery, which changed The Company's name to Beck's North America about two years ago. Yetman's company is now responsible for the importation of Beck's to all of North America - the US, Canada, the Caribbean, "and hopefully soon to Mexico," he told me. The Company is doing well, according to Yetman. "We have been surging for the past two or three years with the same double-digit growth as the import segment. Some of that is the economy, some is the return to the classics after experimenting with micros." Beck's, like Heineken, has a broad appeal to all segments of the market. There is no particular group that buys more Beck's, according to Yetman. "We're fortunate that sales are strong across the country and in all segments from 21-50." While the brand goes through the same cyclic swings as the whole beer market, the fourth quarter is the strongest. "That's our big quarter," Yetman said, "leading with OktoberFest and consumers trading up for the holidays, along with traditional summer business." All the imports do better during the holidays. Dan Tearno says "that's true for most imported beers. People trade up for holiday parties; people want to get the best for their friends." Improved Logistics have also improved dramatically in the imported beer market. Not too many years ago, importing beers and ales from Europe were a long and involved process. It would take weeks and sometimes months for beer to get from the European brewery to the port, onto the ship, out of the harbor and across the North Atlantic, off the ship to the warehouse, to the wholesaler and finally to the retailer. That's not the case anymore. Modern container ships and their associated loading/off-loading machinery, computerized inventory and shipping controls, weather satellites, and advances in trucking have cut down transit times to a matter of a few weeks from brewery to US warehouse. The Company’s close access to Miami further reduces the time involved in this process and contributes to a fresher brand on a consistent basis. Beers and ales from Europe in particular have benefited from these changes, with much less chance of getting stale beer in the store. Yetman was asked why a consumer would pick Beck's over a micro-brewed domestic beer. "I think it's because the quality is consistent. It is available and has been available through a nationwide network of distributors that are experienced in getting it to retailers when it’s fresh. That's been a problem for micros." Beck's has an ace up its sleeve when it comes to freshness, a new wrinkle. Among their holdings in Germany is a glass factory, a fairly common diversification for breweries. But Beck's glass factory evidently has a better R&D program than most. When Beck's Light launches in four American test markets late this year (one of them in Rhode Island) it will be bottled in clear glass that has UV filtering capabilities. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ With hardly any support at all, Beck's Dark is the best-selling imported dark lager in America. "It continues to grow," Yetman told me in a bemused tone of voice. "It's a brand that does well by accident, if you will. We're pleased with it." To do that well with no support, they should be pleased! Another brand that does very well without much national support is St. Paul Girl. "We don't have the big national media budget," Fred Graefenhain admitted. "We do local radio and outdoor, then it comes down to point of purchase." Of course, they do have The Girl, which helps a lot with the right age group of male drinkers. Between personal appearances of the latest Girl (and her very popular posters), some very clever radio and outdoor ads that leans heavily on the highly recognizable Girl, St. Paul managed to come in a very respectable 15 in import beer sales in 1998. The St. Paul Girl Brauerei is also in Bremen, Germany, the same town as Beck's. The brewery dates back to the 17th century, and is built on the foundations of the St. Paul monastery, the origin of the name. The first half of the name, which is. The story is that the "Girl" part came from a wandering artist who created a sign for the brewery in exchange for dinner. He painted the classic German beer hall waitress, blonde, buxom, and smiling with cheer for her customers. The brewery liked it so much they made it their symbol, and their name. Unlike the other brands, St. Paul Girl as we have it is not the same as in Europe; it's not sold in Europe. This isn't because we get a 'watered-down' version here. The St. Paul Girl sold in America is brewed at the St. Paul Girl brewery in Bremen, it is brewed in accordance with the famed German purity law, the Reinheitsgebot, and it is brewed to the original brewery formula. There are legal reasons for the difference that the brewery declines to discuss. Graefenhain did tell me that St. Paul gets to Massachusetts warehouses exceptionally quickly. All the beer is ordered as needed and custom-brewed. "We place the orders two months in advance, and as it comes out of the brewery the orders are shipped. By the time it gets through customs for the East coast it's only about three weeks out of the brewery." Again, these faster turnarounds are the result of new shipping and control technology that has greatly improved the quality of imported beers on American shelves. Future Growth Our results for sure see very strong buoyancy" in beers hi-end, said Labatt USA president Simon Thorpe. Fully 1/3 of profit pool for premium (hi-end) brands worldwide is in US, according to Simon. Meanwhile, Corona will be "staying the course," said Barton president Bill Hackett, citing its "marketing platform" of "fun, sun and beach" as "primary driver" in longterm growth. Barton has stayed "passionately true" to this and its "disciplined approach still has merit." Barton sales this year are reportedly up 8% thru April. Just a few years ago, sticking a wedge of lemon in the neck of a beer bottle was unheard of. Today, it’s so common that Corona Extra, the ubiquitous Mexican brew, has become the No. 1 imported beer in the United States. Now it seems everyone wants to tap into Corona’s success. “When Corona was first introduced back in the 1980s, it was just one in a sea of 250 imports,” says Bill Ligas, public relations director for Chicago-based Barton Beers, the western United States importer of Corona and other beers brewed and bottled by Mexico’s Grupo Modelo, including Modelo Especial, Modelo Negra and Pacifico. “Now it’s the top import and growing.” ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ Heineken USA also "trending up high-single digits," President Frans Van Der Minne told analyst recently that business is "very good and much better than last year," he added. Heineken USA is "getting close to 80 million cases," Frans said and he hopes to hit elusive 100-mil case mark during his tenure as president. Frans "wouldn’t be surprised" if imports climb to 15 market share in US this year. Diageo North America president Ivan Menezes is also bullish on imported beer. Sales have a "very positive trends among women," he noted. Cited "growing cosmopolitan culture" in big cities as factor in growth as well as "increased social acceptability." Over 40% of adults approve of all alcoholic beverage ads on television compared to less than a quarter 10 years ago. Frans expressed some concerns about industry pricing, which "might be one of the reasons" domestic beer growth "less than expected." The pricing gap narrowed with wine, spirits. Imported beer has a more "sophisticated" marketing focus. Frans chided beer ads with "half naked women fighting each other in the mud" and "farting horses." He also said he is "not too concerned" about Anheuser World Select and that AB "has other priorities." Just as Latin beers are vying for a stake of the non-Hispanic market, domestic breweries are going after the growing Hispanic population, whose estimated disposable income is around $580 billion, according to the University of Georgia’s Selig Center for Economic Growth. Hispanics are the fastest-growing segment of the population and drink more beer per capita than all other racial and ethnic groups. Nine states, including California, Texas, Florida, New York and Illinois, account for 50 percent of beer-industry volume, according to figures from the Beer Institute. Those states also have the largest concentration of Hispanics in the country. Challenges Facing the Imported Beer Market While the import category is healthy and has managed to shrug off maladies that have afflicted the rest of the industry, the future is not without challenges. Industry consolidation among brewers and wholesalers will no doubt have some effect on imports. And new competition from malt alternative beverages could crimp sales. Globally, brewers continue to consolidate to boost market share, find cost savings and increase efficiencies. Ideally, it also means smaller brands have the resources of a larger company to draw upon to help them grow. Coors Brewing's acquisition of Carling gives it entry into foreign markets, and eventually may give The Company another import here in addition to Molson. Interbrew's deal with Beck's gives it another well-known trademark, and could provide Beck's with resources to expand more aggressively. Consolidation among wholesalers, however, is more likely to have an impact on imports, especially smaller brands. Wholesalers and retailers may be looking at consolidating brands. All brands grew volume last year even if they lost market share. It's in their best interest to offer a wide selection of brands that can provide enhanced margins." Malt alternatives, such as Smirnoff Ice and the recently launched Skyy Blue and Bacardi Silver, will have a more immediate impact. "There will be some trial and some trading on the shelf against beer," Hackett said, "but it's still a malt alternative. Beer drinkers will continue to drink beer." Like microbrews, wine coolers, hard ciders and lemonades, and even ice beers, new brands shake up the business and keep things exciting for consumers. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ "The whole explosion of malt alternatives is part of why the industry has done so well," said Davis. "That's what makes the industry so exciting, because there's always something going on. But it remains to be seen if it will last more than a year or two." Another potential challenge facing the industry is the prospect of large retailers selling their own brands. 7-Eleven convenience stores, part of the largest such chain in the United States will sell their own label of imported beer. They plan to undercut prices charged by major import brands. 7-Eleven will introduce the Santiago brand beer in June, and company spokeswoman Dana Manley said about half the 5,300 stores nationwide are expected to sell the beer. It will be priced below well-known imports such as Corona and Heineken. The imports, for their part, have transformed the U.S. beer industry. In a sense, the rise of imports has spurred the internationalization of the U.S. beer industry, a development that places U.S. brewers in competition with some very resourceful and wealthy opponents. The 1990s saw a shift from relatively small independent importers too much larger entities. A top-ten beer seller ranking for the U.S. industry would actually bump the smaller U.S. brewers from the list. The pentagon of Heineken, Labatt U.S.A./Interbrew, Gambrinus, Barton and Guinness each control about 4 million barrels. These importers have essentially become the second tier of the U.S. brewing industry, and they are growing. SABMiller, which owns Miller Brewing, will brew Santiago at its Cerveceria La Constancia, a SABMiller subsidiary in the Central American nation of El Salvador. Santiago will attempt to capitalize on the increased popularity of imported beers and ales, Manley said. When all is said and done, imported beers and ales will still be around. After all, most of them have weathered ups and downs for far more than 100 years. Wine accounts for about 7.7% of total alcoholic beverage volume while distilled spirits account for about 5.1%. The imported wine business is booming, with some firms growing by as much as 30 percent a year as Americans increasingly buy imported wines from abroad. The imported category "is doing very well," said Frank Walters, director of research at Manhattan-based Impact, a trade publication. According to Wine Spectator Magazine wine consumption in the United States grew 6 percent in 2002, and approximately 5 percent in 2003. By 2010 wine consumption is expected to grow to over 300 million cases annually. And it's not our parents who are accounting for the expanding market, but rather it's the growing number of young adults who are just discovering wine who are fueling the market growth. The tastes of this under thirty crowds are also on the up and these young consumers instead are turning to imported wines, which grew by 16 percent in 2003. This growth is particularly driven by moderately-to-low-priced wines from Australia, the most popular of which are from the Yellow Tale label, which will soon be the most popular imported wine in the U.S. and can often be purchased on sale from Schnuck's for approximately $6. In 2003 Australian wines sales accounted for 90.2 percent of the growth in U.S. wine sales. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ Consumption of imported wines is outpacing that of domestic wines as overall U.S. wine consumption rises, according to a study prepared by the London-based International Wine and Spirit Record/GDR for last month's Vinexpo Americas trade show in Chicago. The study forecast import growth to 3 billion bottles and 14% per year from 2004 through 2007, compared with only 7.6 percent for homegrown. Imported wines account for 23 percent of all wine sold in the United States in terms of volume and 28 percent in dollars. While business is good, importing wine poses unique challenges. Importers spend weeks traveling to winemaking regions, to keep up with producers, and across the United States, to sell their wares. "We taste constantly," said Harmon Skurnik, president of Syosset-based Skurnik Wines. "Knowing the wine is the most important thing." The US wine industry is a highly fragmented market, with Gallo (a private company) commanding the largest market share at 31% of California wine shipments. Robert Mondavi Winery (MOND) is the only significant publicly traded pure wine company in the US. Major global alcoholic beverage companies include Brown Forman, Diageo, Allied Domecq, and Constellation Brands. Wine is no longer only for the refined. It has become increasingly popular among those who probably cannot even place France on a map, much less who know the difference between actual Champagne, which comes exclusively from that region of France, and Californian sparkling wines. Imported Wine by Country Imported wine sales continue to drive the overall increase in wine sales. During the few months of this year and for the period ending April 10, 2004, sales of imported wine grew by 14.7 percent in total value. At the same time, the total volume of wine sold grew by a comparable 13 percent. Domestic wine sales during this period experienced more modest gains of 6.4 percent in total value. Even though this rate remains less than half that for imported wine sales, this increase in total value for domestic wine sales is a significant gain over the sluggish or declining sales seen for US wine in recent months. This countervailing trend can be seen in the 52-week data for US domestic wine sales where, for the 52 weeks ending April 10, 2004, sales of domestic wine actually declined 0.7 percent from the same period in the previous year. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ Imported Wine by Country Country Italy Australia France Chile Spain Germany Argentina Portugal New Zealand South Africa Greece Slovenia Canada Israel Romania Hungary Austria Ireland Georgia United Kingdom Belgium Mexico Moldova Netherlands Switzerland Total All Other 2003 2004 147,285 25,637 138,288 60,058 19,301 10,253 7,443 7,647 667 1,574 1,705 2,109 110 565 713 931 103 285 55 208 165 44 149 291 254 427,837 11,376 138,375 31,403 113,462 48,302 20,181 10,123 2,479 7,753 1,263 1,603 1,729 2,055 129 591 607 754 261 295 225 238 158 47 334 118 165 392,648 2,383 2005 2006 2007 2008 2009 143,237 41,038 105,379 44,771 22,797 10,857 9,138 8,115 1,907 1,928 1,846 1,707 347 649 537 515 202 334 317 726 259 651 369 105 237 397,382 1,791 157,520 56,365 107,252 52,768 19,456 13,255 11,251 8,193 3,048 2,429 1,715 1,598 112 466 588 488 258 459 224 515 161 161 125 190 987 438,653 1,513 170,126 73,465 102,867 51,841 21,376 13,088 12,287 8,511 3,438 2,612 1,595 1,275 754 432 500 676 267 440 365 257 330 841 155 311 625 467,229 1,566 195,897 111,191 108,023 50,970 26,066 14,200 11,882 9,099 4,926 3,922 1,780 1,419 454 733 612 670 439 482 388 169 488 63 262 207 135 544,467 1,573 208,825 151,424 98,960 51,058 29,547 16,969 13,926 8,422 6,337 4,745 2,044 1,292 1,181 1,088 924 674 578 483 479 326 313 240 237 182 600,391 1,380 Sources: Data on this site have been compiled from tariff and trade data from the U.S. Department of Commerce, the U.S. Treasury, and the U.S. International Trade Commission. High-End Wine Sales If restaurant wine sales are any indication; the U.S. economy may have turned a corner. Sommeliers around the country report that wine sales are up, and even bottles priced at $100 or more are increasingly being opened at their tables. In recent years, restaurants have struggled, their business hurt by the sluggish economy, 9/11 and the Iraq war. But times seem to be changing. Wine Spectator recently surveyed 24 wine buyers for restaurants around the country, from New York to Dallas to Los Angeles and Seattle, as well as for chains such as Smith & Wollensky and Ruth's Chris Steak House. In nearly every case, buyers reported that wine sales have improved from a year ago, and most said customers are showing renewed interest in wines priced $100 to $200 or more. "I've been quite surprised how people are responding to high-end wines," said Christophe Rolland, sommelier for Bastide in Los Angeles. Kevin O'Connor, sommelier for Spago Beverly Hills, concurred: "The end of '03 and the beginning of 2004 is showing a strong turnaround." In San Francisco, Eugenio Jardim, wine director of Jardinière, said he also senses an upswing. Other regions are enjoying better sales as well, a trend noted by Scott Tyree at Tru and Robert Jovic at NoMI, both in Chicago, and Charlie Arturaola at Lucca restaurant in Boca Raton, Fla. "In the past six months to a year, we've been selling more high-end wine than ever," Jovic said. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ While statistics on restaurant wine sales are hard to come by, we asked wine buyers to compare today's average bottle prices to those of the past few years. Most reported the average had increased at least slightly in the past year, while only a handful reported the price had remained the same or decreased. Julio Hernandez, director of fine wine at Pappas Bros. Steakhouses in Dallas and Houston, said the average in 2001 was $60 to $75 and now it’s more than $100. The current average at Jardinière is $80 to $100, down from the heyday of the 1990s, but still an improvement from last year, Jardim said. Many wine buyers said customers continue to be interested in value and their restaurants are now offering wines in a wider range of prices than ever before. That may account for why some restaurants said customers are buying more wine overall but the average price remains flat. Danielle Price, director of wine for the Smith & Wollensky Restaurant Group, which has 17 restaurants around the country, said wine sales are up in markets such as Las Vegas and Houston, but New York remains a challenge. Daniel Johnnes, wine director of Montrachet, agrees with her assessment of New York. "Sales are good, but let's say that it's not with the same urgency and intensity as it was two or three years ago," Johnnes said. Tim Kopec, wine director at Veritas in New York, reported strong sales but added: "During the dot-com boom, everyone had a huge expense account and was buying better wines, and certainly that has slowed down." But while Johnnes waits for this national trend to roll into Manhattan, he does see a silver lining in the current state of his high-end sales. "We no longer sell out our whole allotment of Montrachet in a few weeks," he said, laughing. "And it's good to see people buying wine because of a true appreciation for it and not just buying a label." Wine Demographics A national survey of wine consumers indicate that, contrary to some reports, younger consumers are drinking wine, and in substantial quantities. The 2003 "Scarborough Wine Market Report" reveals that 39% of U.S. adults, age 21 and older, have purchased wine in the past three months. The report also confirms the hunch that the wine consumer is more affluent (33% have a household income of $75,000+) and better educated than an average American (39% have attended some college). Some 25% of wine purchasers are between the ages of 21 and 34 and 45% are between the ages of 35 and 54. The ethnic make-up of wine drinkers closely mirrors the ethnic breakout of the U.S. population, with 10% of wine consumers being African-American and 10% Hispanic. Younger wine consumers are more apt to pay a higher price for a bottle of wine. Wine consumers age 21-24 are twice as likely than the average purchaser to spend $20 or more on a bottle of wine, and those age 25-34 are 76% more likely to pay for high-end wine while adults age 65 or older are 74% less likely to pay top dollar for wine. Additionally, sparkling wine and Champagne purchasers are 29% more likely to be between the ages of 21 and 24. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ 6.1 MARKET SEGMENTATION The Company is very much aware of the importance of market analysis as it pertains to market segmentation. At the current time management feels that in relationship to market segmentation the market for American Brewery Inc. & Unique Wine Imports is very large and growing. The reason for this conclusion in reference to market segmentation is after careful study of its current and potential customer base. The Company strongly feels that the market requires a company that will provide excellent value to its retail clients and customers and fair reward to its founders and employees. By offering an atmosphere through which the retail clients and consumers will be provided with professional, personalized service that will enable them to obtain a greater selection of quality brands, American Brewery Inc.& Unique Wine Imports should be able to capture its market. 6.2 TARGET MARKET AND SEGMENT STRATEGY The Company aims to understand each and every reason why a consumer buys a particular product or service. In its total analysis there is a study of everything that affects a person’s behavior, their cultural background, their economic status, their educational background, as well as any and all factors that relate to their behavior. The Company also considers that people overcome and change certain aspects of their background and as a result develop a different behavior. The Company not only seeks to become experts on why customers buy but also what makes them buy now. American Brewery Inc. & Unique Wine Imports strives to target that segment of the market that is in the ideal position to need its service, afford its service, and be in a position to act on buying its service immediately. This company is always able to determine these results from such sources as existing customers, suppliers, bankers, trade groups, chamber of commerce, and industry trade journals. 6.2.1 MARKET NEEDS The Company evaluates its market primarily from the standpoint of what the needs are of the individual consumer. This can be very complex. This company understands and appreciates what a particular product does. This can be a very varied thing. American Brewery Inc.& Unique Wine Imports knows that the needs of its consumers in relationship to what it offers are primarily because it has established a strong and growing line of proprietary ownership of brands and is poised for significant growth over the planning horizon. The Company understands that to master this area its management team needs to constantly be tapping into those sources of information that reveal the consumer’s true motivations. 6.2.2 MARKET TRENDS The Company is very confident and excited about the timing of the business in its industry. It is The Company’s position that this is the ideal time to be on the move in this ever growing market. Evaluating different factors and events that make up a particular pattern in identifying all aspects of that pattern secure them in an enviable position of providing what is needed in the marketplace at this particular time. The Company is always watching the big picture and continues to monitor any pattern or trend on a daily basis. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ 6.2.3 MARKET GROWTH The Company recognizes that it is participating in a very large industry with a great growth rate. Its projected growth will be set at a rate greater than the industry average. American Brewery Inc. & Unique Wine Imports implementation of its business strategy will lend itself to fast paced development and dominance of a significant market share. The Company has determined the growth of its market on the basis of an ever-increasing customer base, and dollar volume base as well. 6.3 INDUSTRY & BUSINESS ANALYSIS (PRODUCTS & SERVICES) The Company knows that in the final analysis it can only do well if overall sales are there and expenses are capped at a reasonable level. Its particular position in this industry is that the other companies do some of the things correctly but not as many as it feels that it can do to become a market leader. For example, it has found that some of the other companies have some serious problems just providing service and require a minimum order of 10 cases. American Brewery Inc. & Unique Wine Imports on the other hand, operates in an advantageously different manner as outlined by offering same day service in most instances with a minimum order of only 5 cases. 6.3.1 INDUSTRY & BUSINESS PARTICIPANTS (PRODUCTS & SERVICES) Industry and business participants include such companies as Gold Coast Beverage, J.J. Taylor Distributing, and WM. Thies & Sons. The primary weaknesses are that some of these other companies have some serious problems just providing service and require a minimum order of 10 cases. American Brewery Inc. & Unique Wine Imports on the other hand, operates in an advantageously different manner as outlined by offering same day service in most instances with a minimum order of only 5 cases. This is how American Brewery Inc. & Unique Wine Imports distinguishes itself. 6.3.2 DISTRIBUTING A PRODUCT & SERVICE Because of the nature of this business The Company has learned that the best places to locate its centers are in industrial business parks close to major highways or Interstates. This is because there are many advantages to distributing its products in this way. Those advantages include the fact that The Company will generate more revenue. 6.3.3 COMPETITION AND BUYING PATTERNS The Company is excited about its position in relationship to its competition. The management of The Company has discovered some innovative and creative ways of acquiring all the components that make up its product line. The need for a low-based cost that transcends to a lower net cost prior to sale and therefore transcends into a greater profit is what keeps The Company on the cutting edge of continuously competing on a favorable basis. Such things as inventory control, source of components, fast turnover, production schedules, all contribute to a healthy aspect of competing with other companies. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ 6.3.4 MAIN COMPETITORS The Company recognizes the following main competitors that affect its industry. American Brewery Inc. & Unique Wine Imports has chosen them because of their level of participation, stability, and marketing. The main competitors are: • • • Gold Coast Beverage J.J. Taylor Distributing WM. Thies & Sons 7. STRATEGY AND IMPLEMENTATION The Company centers its strategy on the premise that The Company resonates with the consumer because the founders and owners of The Company have a combined 100 years of established experience in the marketing, development, and distribution field. Always keeping that in mind, it has its management constantly focus on productivity being high and of course expenses remaining very modest. American Brewery Inc. & Unique Wine Imports is diligent in dissecting every aspect of this business to make each component productive and contributive to the goal of a highly profitable relationship with its customers. 7.1 STRATEGY PYRAMID The Company knows that it’s wise to understand the framework from initial goal back to the essential implementation. The purpose of the pyramid here is to place at the very top an individual emphasis that is the focus of a strategy for The Company, such as introduction of a new product line. Picture if you will, the next level down the individual actions or tactics necessary to implement the emphasis or strategy. Finally, at the bottom of its pyramid are the individual programs necessary to support any and all actions that contribute to achieving the emphasis or goal. American Brewery Inc.& Unique Wine Imports wants to highlight that it is not only adhering to its understanding of the strategy pyramid, but that it also monitors everything in the process which leads to a logical whole plan. 7.2 VALUE PROPOSITION The Company adheres to value-based marketing in its conceptual outlook. The value-based benefits of The Company that it strives for consumers to acknowledge include that we have established working relationships with other importers and distributors to market, promote, and develop strategies pertaining to handcrafted beers and ales as well as, most recently, distinctive imported specialty wines. In this way American Brewery Inc. & Unique Wine Imports is very sensitive to the communication of what it is proposing to its customers as well as living up to the promise behind what it does. The Company demonstrates that it backs up what it does with a 100% customer satisfaction attitude. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ 7.3 COMPETITIVE EDGE The Company is decisive about staying ahead of its competition. The Company knows that this is an everyday every hour re-evaluation of what is going on in its marketplace. Its current key advantages in relationship to competitive edge include that it offers a courteous and knowledgeable staff of well-trained personnel dedicated to providing exceptional customer service. 7.4 MARKETING STRATEGY The Company is aware of all of the different choices in relationship to marketing strategy. Because of its research and recommendations from management it has chosen to market what it does through the Internet, industry contacts, POS advertising, and by word of mouth. It has chosen this strategy because costs are minimal, effectiveness is extremely high and branding recognition is enhanced. 7.4.1 POSITIONING STATEMENT The Company takes the position that its primary focus of what it does in the marketplace is to provide more quality at a fair price. This is how American Brewery Inc. & Unique Wine Imports distinguishes itself in the marketplace. 7.4.2 PRICING STRATEGY The Company has after careful consideration decided to align its pricing at a fairer level in comparison to its competition. This fits in perfectly with where The Company sees itself positioned in the total marketplace and communication with its customer base as far as getting appropriate value and still maintaining sufficient motivation for high volume. 7.4.3 PROMOTION STRATEGY The management of The Company believes very strongly in press releases to significantly get the word out of the value of what it does. This will always be a focus of its promotion efforts. However, though this is a crucial part, this is only one part of its promotion strategy. On a consistent basis The Company will be promoting what it does through the Internet, industry contacts, POS advertising, and by word of mouth. This along with all the individual selling efforts of its staff demonstrates a dynamic way for it to build the penetration of what it does in the marketplace. 7.4.4 DISTRIBUTION STRATEGY The Company focuses on all three aspects of distribution concerns, that is, coverage, control and costs. These aspects can all be complex. American Brewery Inc. & Unique Wine Imports is certain that it has made the wisest decision in relationship to its coverage and control and cost for its distribution strategy. The coverage and control that it’s striving for is achieved by its various marketing programs. Its cost structure is geared to enhance its distribution based upon its positioning in the marketplace. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ 7.4.5 MARKETING PROGRAMS The Company knows that in reference to its marketing programs it needs to tell an excellent story. Its story is compelling, detailed and highlights many of its capabilities. The Company knows that its consumers hear its voice loud and clear through every aspect of The Company, staff, reputation, and quality control. American Brewery Inc. & Unique Wine Imports strives to be indispensable to the consumer. Its marketing programs work to identify this company, highlight competitive advantages, show appreciation for customer feedback, take advantage of marketing resources, and demonstrate that The Company is knowledgeable, energetic, and enthusiastic. 7.5 SALES STRATEGY As stated earlier, The Company is currently focusing its sales strategy on the implementation of marketing programs, which include the Internet, industry contacts, POS advertising, and by word of mouth. 7.5.1 SALES FORECAST The Company has developed a method for not only developing its sales forecast but also the ability to stand behind the numbers. Projected Sales Growth Expected $6,000,000.00 $5,000,000.00 $4,000,000.00 $3,000,000.00 $2,000,000.00 $1,000,000.00 $0.00 2010 2010 $2,150,000.00 2012 $3,675,000.00 2011 2012 2013 2011 $2,600,000.00 2013 $5,345,000.00 The Company has determined that based on its distribution resources, competitive advantages and sound financial analysis that it expects to do the following sales over the next 4 years: 2008: $2,150,000.00; the year 2009: $2,600,000.00; the year 2010: $3,675,000.00; and the year 2011 $5,345,000.00. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ This Company knows full well that in order to make its business plan happen, everything has to make sense. At American Brewery Inc. & Unique Wine Imports, The Company is grounded in reality in making reasonable assumptions that it feels very confident it can accomplish. Its strategies are state of the art, clear, and precise. 7.5.2 SALES PROGRAMS The Company has sales programs that assure that its revenue forecasts are realized completely and on schedule. The persons on its dedicated management team directly responsible for sales performance are John Smith, Mary Smith and Joseph Smith. To make this real The Company has set deadlines with amounts as well as budget restrictions for a highly profitable sales program. With its comprehensive marketing program and competitive positioning, American Brewery Inc. & Unique Wine Imports is confident in concrete terms to see its sales milestones and deadlines become realities. 7.6 STRATEGIC ALLIANCES The Company is constantly working to build a network of key individuals and companies that work as alliances to accomplish its major strategies. The Company management is strongly encouraged to develop relationships with any and all individuals that may have a favorable relationship with any of its working teams. These alliances are to strengthen and broaden the foundation of The Company and the assurance that its market share and profitability will continually increase. 7.7 EXPLAINED MILESTONES The Company is very pleased with the accomplishments of the retail clients, customers, personnel and participants. The Company is very proud of its loyal wonderful personnel dedication to reach all forecasts and milestones on which the personnel set its course. The company is presently focusing its efforts in the State of Michigan but future expansion plans are to open the markets in the Southeastern States and eventually to include coverage in 40 states within the next 3 to 7 years. We will be targeting specific demographics in age category that appreciate premium specialty beers, ales and selective imported wines. 8. MANAGEMENT SUMMARY Management is the core and nucleus of any organization. It’s not just personnel and individuals’ resumes but so much more that encompasses vision, talent, harmony, beliefs, and commitment. John Smith, Mary Smith and Joseph Smith lead the Company. The key players of the management team provide all the talent necessary to complete every aspect of this business plan. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ 8.1 ORGANIZATIONAL STRUCTURE The Company knows how important the organizational structure is to the success of a company. Each position with this company has a detailed job description as well as a defined relationship to the whole. At the very head of The Company is John Smith. That position holds the title of President & CEO. The other key executives and their positions are Mary Smith, Secretary Treasurer/ Vice President and Joseph Smith, General Sales Territorial Manager. From other management positions to department heads, to first line implementation staffs, the structure of the organization is detailed and complete. Authority is properly positioned to achieve maximum effectiveness of each organizational structure. 8.2 MANAGEMENT TEAM What follow are the top positions of American Brewery Inc. & Unique Wine Imports, their names and a brief description of their duties and responsibilities as it pertains to the successful management and development of this company’s goals. John Smith, President & CEO John is responsible for providing leadership, direction, and control of all aspects of marketing, development and the coordination of sales in order to ensure that the Company and the divisions meet their short and long-term goals. John has been a pioneer for the past 30 years in the Marketing and Development of a wide array of consumer-oriented products. His most recent undertaking has been in the alcohol beverage industry. He has been deeply involved in the distribution and sales aspect for most of his life. Mary Smith, Secretary-Treasurer/Vice President Mary is an asset to the business and is responsible for planning the tasting schedules, undertaking certain events, handling account payable as well as receivable, banking and management, ensuring that state reporting requirements are met, and that office procedures and policies are in compliance. She has served in an administrative and managerial capacity for over 25 years. Joseph Smith, General Sales Territorial Manager Joseph Smith has served as a seasoned sales and marketing manager for over 45 years. Robert has been in the alcohol beverage industry for the past 10 years. During this time, Robert became skilled at the inner workings of the industry and in distribution throughout the State of Michigan. 8.3 MANAGEMENT TEAM GAPS The Company recognizes that in any growing company often times management personnel have to wear more than one hat. As a result often times a gap or gaps may exist until The Company is developed enough to have a specific person for every task required. American Brewery Inc. & Unique Wine Imports currently has everything covered and feels very confident that each task is assigned to a very competent member of its management team. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ The Company will always be sensitive to this issue and prevent any weakness by having and planning a contingency program that overlaps job responsibilities. 8.4 PERSONNEL PLAN The Company defines its total work force to protect the success of its business plan. All aspects of the business have been sufficiently analyzed to determine each and every position required to run a fully functioning operation that can complete all of the strategies and programs to be undertaken. Personnel Optimization American Brewery Inc.& Unique Wine Imports Total In Individual Compensation Category Compensation Total Category Administrative President & CEO Secretary-Treasurer/Vice President General Sales Territorial Manager Combined Totals 1 1 1 3 80,000.00 45,000.00 35,000.00 135,000.00 95,000.00 50,000.00 40,000.00 155,000.00 9. FINANCIAL PLAN The Company has developed its financial plan with the awareness that cash and the bottom line are key components of any successful company. Revenues for The Company will come from sales and fees generated from operating an alcohol beverage import and distribution company. The opportunity to increase revenues is being fully taken advantage of as outlined in its overall marketing strategy. To assure that bottom line adequately follows increases in revenue every cure possible is being taken to control all areas of expenses and overhead. The basis of its financial plan is solid growth, increase in revenues, and controlled expenses. 9.1 IMPORTANT ASSUMPTIONS The Company makes every effort not to assume any aspect of its operation other than having hard factual data to back up any forecast. The entire management team is constantly reminded to base all programs on highly researched statistical information with the slightest possible margin of variation. One of the reasons that the leadership of American Brewery Inc. & Unique Wine Imports chose the industry that it is in was to minimize as many variables in the business community as possible. 9.2 KEY FINANCIAL INDICATORS The Company recognizes that the most important financial indicators are cash and bottom line. This company will be constantly monitoring the flow of revenue to The Company as well as the expense requirements that deplete The Company of its cash. American Brewery Inc. & Unique Wine Imports will always try to improve the ratio of revenue and expenses to generate a healthier bottom line in addition to a more healthy cash base. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ 9.3 EXPLANATION OF BREAK-EVEN ANALYSIS The break-even analysis for this company calculates at what point The Company becomes profitable, and also at what point The Company will be operating at a loss. Monthly Sales Amount Needed To Break Even $1,000,000.00 $100,000.00 $10,000.00 $1,000.00 $100.00 $10.00 $1.00 Start Break Even Mo. Sales Gross Proj. Mo. Sales $114,039.06 $179,166.66 Break Even Analysis The analysis takes into consideration forecasted revenues as well as regular running fixed costs and average per unit sales price also known as per unit revenue. For simplicity the average per unit sales price is adjusted to $1 and the regular running fixed cost are represented as a percentage of that dollar. The purpose of this analysis is to maintain insight on financial realities. This information is vital for all kinds of things, from deciding how to price products or service to figuring whether a marketing program is worth the investment. The break-even point for this company occurs when gross sales in any given month = $114,039.06. Formula: (Gross Profit $1,893,000.00 / Gross Sales $2,150,000.00) = 88.04%. Total Expenses $1,204,800.00 / 88.04% as a decimal .8804 = $1,368,468.80 / 12 = $114,039.06 (Break even amount monthly). 9.4 EXPLAINED PROJECTED PROFIT AND LOSS The Company sales are forecasted to be increasing on a regular basis. Gross margin is also expected to increase on a regular basis. Breaking down the profit and loss projections and monitoring them on a regular basis is essential to the foundation of The Company. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ 9.5 EXPLAINED PROJECTED CASH FLOW As stated earlier, The Company will focus its attention on bottom line and cash. Its projected cash flow is very positive. With forecasted increasing revenues and controls on overhead and expenses it will look to see an increasing bottom line as well as increasing cash. 9.6 EXPLAINED PROJECTED BALANCE SHEET The projected balance sheet for The Company highlights total assets, total liabilities, as well as capital. With projected cash flow already established The Company balance sheet exemplifies a company whose revenues are increasing as well as its bottom line in cash. The leadership of this company offers its financials as proof positive of the workings of this business plan. 9.7 BUSINESS RATIOS Equipped with income figures, a balance sheet, and a cash flow statement The Company can present a complete financial picture of American Brewery Inc. & Unique Wine Imports. To clarify and spotlight its financials it presents the following ratios and illustrates an accurate picture with all things having been considered. The first ratio is the current ratio = current assets $293,637.00 divided by current liabilities $98,923.00. The CURRENT RATIO is 296.83%. The second ratio is the quick ratio = (cash $106,475.00 + investments $0.00 + receivables $4,185.00) divided by current liabilities $98,923.00. The QUICK RATIO is 111.86%. The net profit margin = net profit $688,200.00 divided by gross revenue on sales $2,150,000.00. The NET PROFIT MARGIN RATIO is 32.001%. The return on investment = net profit $688,200.00 divided by total assets $348,917.00. The RETURN ON INVESTMENT RATIO or ROI is 197.24%. 9.8 EXPLAINED LONG-TERM PLANS The Company believes that its long-term prospects for a very successful company are excellent. The industry chosen and the strong foundation of The Company lend itself to nothing but positive results in the long-term future. With a market sensitive management team and excellent systems in place to monitor competitive shifts or changes American Brewery Inc. & Unique Wine Imports is ideally positioned to continue its successful plan on through the next decade. 10. WEB PLAN SUMMARY The Company observes the increasing importance of the Internet in all that the worldwide web encompasses. This company not only is a participant in the worldwide web but also with its management team will continually strive to have a competitive edge by a significant presence and plans for exposure on the worldwide web. Because of the ever-increasing sophistication of the American Consumer and the ever-increasing participation on the Internet by the American Consumer, American Brewery Inc. & Unique Wine Imports will apply all of its resources to be the industry leader in utilization of the Internet and its commerce. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ 10.1 WEB MARKETING STRATEGY The Company recognizes that there are many parts to a company success and its involvement in the Internet. The first part is a fully functioning presentable web site that resonates with the retail client, consumer and the personnel of The Company. To that end, the management team has assigned the evolving development and maintenance of the web site for American Brewery Inc. & Unique Wine Imports. The second part is a concerted program of search engine optimization to assure that penetration of the marketplace is vast and consistent. Association of company identity and web site presence shall be an integral part of all company promotional activities and materials. The third part is to utilize The Company web site in all aspects of sales to retail clients, processing and customer service. The fourth part is to utilize all capabilities on the worldwide web for The Company and procedures. In the future as video conferencing and other technologies become commonplace and developed for the worldwide web, The Company shall be among the first to participate. 10.2 DEVELOPMENT REQUIREMENTS The Company sees that the expertise of someone involved with the worldwide web is very specific. The management team is committed to providing ongoing training for those members of The Company directly associated with the development of its website, the implementation of search engine optimization, and the adaptability for customer service and other procedures utilizing the world-wide web. In addition to ongoing training, The Company will commit an appropriate amount of company resources sensitive to revenues generated by the web site presence. In addition, as it relates to productivity personnel will have access to computer capabilities that tie in the web presence with all of its internal company workings. The development of these programs will be the direct responsibility of an assigned person from its management team. ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ Balance Sheet American Brewery Category 2010 2011 2012 2013 2014 Assets Current Assets: Cash $106,475.00 $206,475.00 $306,475.00 $406,475.00 $506,475.00 $4,185.00 $4,185.00 $4,185.00 $4,185.00 $4,185.00 $185,129.00 $185,129.00 $185,129.00 $185,129.00 $185,129.00 Investment Portfolio $0.00 $0.00 $0.00 $0.00 $0.00 Other $0.00 $0.00 $0.00 $0.00 $0.00 $293,637.00 $393,637.00 $493,637.00 $593,637.00 $693,637.00 $0.00 $0.00 $0.00 $0.00 $0.00 Accounts Receivable Inventories Total Current Assets: Fixed Assets: Land Buildings $0.00 $0.00 $0.00 $0.00 $0.00 Equipment $45,980.00 $45,980.00 $45,980.00 $45,980.00 $45,980.00 Machinery $0.00 $0.00 $0.00 $0.00 $0.00 Other (Promotional Material) $5,500.00 $5,500.00 $5,500.00 $5,500.00 $5,500.00 Other (Deposit) $3,800.00 $3,800.00 $3,800.00 $3,800.00 $3,800.00 $55,280.00 $55,280.00 $55,280.00 $55,280.00 $55,280.00 Goodwill $150,000.00 $150,000.00 $150,000.00 $150,000.00 $150,000.00 Copyrights $190,000.00 $190,000.00 $190,000.00 $190,000.00 $190,000.00 Total Fixed Assets: Intangibles Patents $0.00 $0.00 $0.00 $0.00 $0.00 $340,000.00 $348,917.00 $340,000.00 $448,917.00 $340,000.00 $548,917.00 $340,000.00 $648,917.00 $340,000.00 $748,917.00 Accounts Payable $78,923.00 $78,923.00 $78,923.00 $78,923.00 $78,923.00 Short-term Notes Payable $20,000.00 $20,000.00 $20,000.00 $20,000.00 $20,000.00 Total Intangibles Tot. Curr., Fixed and Int. Assets Liabilities Current Liabilities: Other $0.00 $0.00 $0.00 $0.00 $0.00 $98,923.00 $98,923.00 $98,923.00 $98,923.00 $98,923.00 $173,500.00 $173,500.00 $173,500.00 $173,500.00 $173,500.00 Balloon Payments Due $0.00 $0.00 $0.00 $0.00 $0.00 Other $0.00 $0.00 $0.00 $0.00 $0.00 $173,500.00 $272,423.00 $173,500.00 $272,423.00 $173,500.00 $272,423.00 $173,500.00 $272,423.00 $173,500.00 $272,423.00 $76,494.00 $176,494.00 $276,494.00 $376,494.00 $476,494.00 Total Current Liabilities Long Term Liabilities: Notes Payable Total Long Term Liabilities Tot. Curr. and Long Term Liabilities Net Worth = Assets- Liabilities ________________________________________________________________________ American Brewery Inc. Strategic & Tactical Business Plan___________________________________________ Profit & Loss Statement American Brewery Revenue Sources Beer Revenue Source #1 Wine Revenue Source #2 Promotional Material Revenue Source #3 Freight & Shipping Revenue Source #4 Net Sales Cost Of Sales (Costs outside below.) Gross Profit 2010 2011 2012 2013 $2,150.000.00 $1,000.000.00 $3,500.00 $1,500.00 $3,155.000.00 $1,262,000.00 $1,893,000.00 $2,600.000.00 $1,200.000.00 $3,800.00 $1,800.00 $3,805.600.00 $1,522,240.00 $2,283,360.00 $3,675.000.00 $2,250,000.00 $4,500.00 $2,500.00 $5,932,000.00 $2,372,800.00 $3,559,200.00 $5,345.000.00 $3,750.000.00 $5,500.00 $3,000.00 $9,103.500.00 $3,641,400.00 $5,462,100.00 $350,000.00 $90,000.00 $50,000.00 $12,000.00 $2,000.00 $25,000.00 $5,000.00 $4,000.00 $3,000.00 $10,000.00 $7,200.00 $25,000.00 $3,000.00 $600.00 $586,800.00 $385,000.00 $99,000.00 $60,000.00 $13,200.00 $3,000.00 $27,500.00 $5,000.00 $4,400.00 $3,000.00 $11,000.00 $7,920.00 $27,500.00 $3,500.00 $600.00 $650,620.00 $424,000.00 $109,000.00 $90,000.00 $14,820.00 $4,000.00 $30,250.00 $8,000.00 $4,840,00 $3,000.00 $12,000.00 $8,712.00 $30,250.00 $4,000.00 $800.00 $743,672.00 $475,000.00 $125,000.00 $136,500.00 $15,972.00 $5,000.00 $33,275.00 $10,000.00 $5,324.00 $3,000.00 $13,310.00 $9,583.00 $33,275.00 $5,000.00 $800.00 $871,039.00 $200,000.00 $120,000.00 $30,000.00 $25,000.00 $60,000.00 $12,000.00 $24,000.00 $35,000.00 $2,500.00 $25,000.00 $15,000.00 $20,000.00 $30,000.00 $10,000.00 $6,000.00 $3,500.00 $618,000.00 $1,204,800.00 $200,000.00 $120,000.00 $30,000.00 $25,000.00 $60,000.00 $12,000.00 $24,000.00 $35,000.00 $2,500.00 $25,000.00 $15,000.00 $20,000.00 $30,000.00 $10,000.00 $6,000.00 $3,500.00 $618,000.00 $1,268,620.00 $200,000.00 $120,000.00 $30,000.00 $25,000.00 $60,000.00 $12,000.00 $24,000.00 $35,000.00 $2,500.00 $25,000.00 $15,000.00 $20,000.00 $30,000.00 $10,000.00 $6,000.00 $3,500.00 $618,000.00 $1,361,672.00 $200,000.00 $120,000.00 $30,000.00 $25,000.00 $60,000.00 $12,000.00 $24,000.00 $35,000.00 $2,500.00 $25,000.00 $15,000.00 $20,000.00 $30,000.00 $10,000.00 $6,000.00 $3,500.00 $618,000.00 $1,489,039.00 $688,200.00 $0.00 $688,200.00 $0.00 $688,200.00 $1,014,740.00 $0.00 $1,014,740.00 $0.00 $1,014,740.00 $2,197,528.00 $0.00 $2,197,528.00 $0.00 $2,197,528.00 $3,973,061.00 $0.00 $3,973,061.00 $0.00 $3,973,061.00 Operating Expenses Sales Expenses: Sales & Marketing Salaries Employee Benefits Advertising Public Relation Email Promotion Tradeshows Marketing Consulting Displays & Signage Design Catalogs/ Printing/ Brochures Shipping & Handling Employee Traveling Exp Marketing Materials Website Hosting Total Sales Expenses Administrative & General Expenses: General Administration Salaries Admin & Office Payroll Taxes Benefits Professional Fees Warehouse Rent Telephone & Cellular Electricity & Utilities Insurance Expenses State Permits & Licenses Professional Services - Legal Professional Services - Accounting Warehouse & Office Supplies Fuel & Maintenance Charges Repairs & Maintenance Expenses Janitorial Supplies Income Taxes Expenses Total Admin. & General Expenses Total Operating Expenses Profits Or (Losses) Operating Profit or (Loss) Adj. For Any Other Income (Int. Inc., etc.) Net Income or (Loss) Before Taxes Income Taxes Net Income or (Loss) After Taxes ________________________________________________________________________ American Brewery Inc.
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