Description
What is the Rationale for Investing in a New BrewPub?
Conceptual Study by the Owner of an Existing Restaurant/Tavern (Based on a running case and a business simulation package)
Read the Business Running Case: The decision-making process in evaluating the rationale for investing in a new BrewPub (preparation for a conceptual study by the owner of an existing restaurant/tavern)
Learn how to use a business simulation package, specifically developed for this course, in combination with selected decision support tools covered in this course.
Possible Points: 8
Task 3-0 (A3/Part 1): Structure and present your paper in the form of a Managerial Report, with a cover page, table of content, main body, appendices. Recommended length of the main body of Part 1 (without the preparatory and appended parts): 15 pages APA format. (max 1 points)
Task 3-1 (A3/Part 1): Based on the business simulation 'Strategies and Decision Support in Organizations' and the business running case, define and present the overall goals and objectives from the business owner’s point of view. (max 2 points)
Task 3-2.1 (A3/Part 1): Formulate your preparation for a decision making based on a research of the following areas of your study -- Marketing Management, Financial Management. (max 2.5 points)
Task 3-3.1 (A3/Part 1): For each one of the functional areas apply at least two from the introduced and discussed in this course decision support tools (e.g. Decision Tree Analysis, Sensitivity Analysis, SWOT Analysis, PESTEL Analysis, Break-Even Point Analysis, What-If-Analysis, Optimization Analysis, Risk Analysis, others). (max 2.5 points)Unformatted Attachment Preview
What is the Rationale for Investing in a New BrewPub?
Conceptual Study by the Owner of an Existing Restaurant/Tavern (Based on a running case
and a business simulation package)
Read the Business Running Case: The decision-making process in evaluating the rationale for
investing in a new BrewPub (preparation for a conceptual study by the owner of an existing
restaurant/tavern)
Learn how to use a business simulation package, specifically developed for this course, in
combination with selected decision support tools covered in this course.
Possible Points: 8
Task 3-0 (A3/Part 1): Structure and present your paper in the form of a Managerial Report, with
a cover page, table of content, main body, appendices. Recommended length of the main body
of Part 1 (without the preparatory and appended parts): 15 pages APA format. (max 1 points)
Task 3-1 (A3/Part 1): Based on the business simulation 'Strategies and Decision Support in
Organizations' and the business running case, define and present the overall goals and
objectives from the business owner’s point of view. (max 2 points)
Task 3-2.1 (A3/Part 1): Formulate your preparation for a decision making based on a research
of the following areas of your study -- Marketing Management, Financial Management. (max
2.5 points)
Task 3-3.1 (A3/Part 1): For each one of the functional areas apply at least two from the
introduced and discussed in this course decision support tools (e.g. Decision Tree Analysis,
Sensitivity Analysis, SWOT Analysis, PESTEL Analysis, Break-Even Point Analysis, What-IfAnalysis, Optimization Analysis, Risk Analysis, others). (max 2.5 points)
Introduction
The case study is about the opening of a new brewery and production of the draught – beer. The
owner of the existing restaurant has decided to use the additional space to install the new
production plant. The turn-key system would ensure the smooth production of new draught-beer
and the distribution. The implementation of the plan involves the training of newly hired staff,
along with the investment plan that would be done through funding from private financial
institutions. The discussion of the primary goals and objectives of the business makes it easy to
devise a comprehensive investment plan.
Goals and Objectives of the Business from the Owner's Point of View
Every company, before starting its new operations or business, always defines the aims and
objectives to achieve the targets and business goals. In the current scenario that has been based on
the strategies and the decision supports in the organization, the major goals and objectives for the
new setup from the owner’s point of view are as follows.
•
The principal objective from the owner's point of view is that the new business can
be initiated by adding the new space in the existing operations. Still, the new
venture in brewing, fermentation, and chilling can be treated as a separate and new
business venture.
•
All the equipment necessary to install at the new location of business makes it
possible to run the brewery optimally. The system will be installed as a turn-key
system that will provide the maximum brewing of eight types, this purpose behind
this new system installment is to handle the maximum customers at a time.
•
The company has been interested in investing in the training and development
program of the newly hired employees, as it will be more helpful in maximizing
the production level and enhancement of the profitability.
•
The company owner has decided to enhance its sales of two types of beer (draught
beer, measures in pints) to be distributed through the direct sale or retail stores in
the existing restaurants (Kotler, 2010).
•
The other whole distribution of (draught beer, tapped in kegs) will be done through
license beer wholesale distributors. This approach will help maximize the profit and
also enhance the production level of the newly opened business.
One pint = 16 Oz = 474 ml
(ii) One keg = half-barrel = 15.5 gallons = 124 pints
•
The other major goal is to avoid risk, and the major financing will be done through
the private financial institution, as the personal investment can also lead towards a
huge and unbearable loss. Through this strategy, the company owner has minimized
the risk of unbearable loss.
The Rationale for Investing in a New Brew Pub
The rationale for the new brewing pub is based on the planning to initiate the new
business venture by keeping in view the pros and cons covering all the aspects. It is hard
for entrepreneurs to dispatch the bottling works without thinking about the dangers in
question. The proprietor of the current eatery intended to begin the distillery of made lager
by getting the extra space on lease and establishment of new hardware to augment the
creation level. The proprietor has likewise secured the promoting perspective through the
dissemination of lager by keeping it on the retail locations and through authorized holder
discount vendors. The entire field-tested strategy includes the greatest creation, upgraded
yearly deals and benefit, and the principal preparing programs for the workers (Michael,
2008). The other point is to deliver easily where the taste and quality are the equivalents
can be the equivalent, yet the cost is low. Notwithstanding, it is legitimate to get the ideal
degree of 225.4K liters per annum, and the turnkey framework would consent to the state
mixed drinks acts/codes, which are to follow the last value, which is $150,000.
Preparation of Decision Making
Key decision making is considered to be the significant aspect for initiating a new business
venture, the owner of the existing restaurant has planned to start the new business venture of
brewing the crated beer, for this purpose the owner has planned to finance the business, the making
of the recipes for crafting the beer and the new tastes, the preparation of marketing strategy which
can enhance the customers in the target market, the brewing business gain the success through the
customer satisfaction which can also result into maximizing the profit ratio. The taste of the beer
can also be tested through the feedback of the customers (Solomon, 2008). The key decision of the
taste of beer will be made either to go with the existing taste or to make some changes in the
existing one.
Marketing Management
The proprietor of the current undertaking likewise designs another methodology to get the
extra space on lease for the establishment of the plant or framework on the turn-key premise. The
proprietor has made the operational procedure to work the new business of fermenting the created
lager as a different specialty unit. Additionally, the tasks of the business will be dealt with by the
current eatery, however, its new plant will be introduced in a different spot. The framework will
be introduced to create a lager with 25 distinct tastes. The proprietor centers expressly around the
taste by making the particular plans to make a crisp, and elevated level of drinking brews (Michael,
2008). The significant choice with respect to the creation limit of the made brew has additionally
been founded on the yearly creation of 40 bbl. Which can without much of a stretch satisfy the
prerequisites of the clients and the customers inside the recognized objective market.
The preparation of decision making is based on the financial management system, and the
marketing manager, as the major business strategies and marketing techniques, go side by side,
without which the key decision cannot be possible for the management of the brewpub. As today
is an era of a dynamic business environment and demands of the customers can be created quickly
to catch the customers and enhance the business worth. Marketing management and financial
management are key important factors that can play an important role in spreading the business at
a vast level. To formulate the preparation of the decisions making the owner of the existing
business has conducted the market research, that was based on the needs and demand of the
customers, the owner has also gather relevant data regarding the customers, their trend towards the
taste of the beer and above all the price or cost of beer concerning each taste, the owner has also
conducted the market research regarding the most popular designs to catch the attraction for a wide
range of tastes. The specific attention has been paid in preparation for the customized taste of beer
by the experts. The distribution of the cr afted beer will be done by keeping the beer at the retail
stores, hotels, and major levels through the licensed holder wholesale dealer. However, the
assumption was:
One pint = 16 Oz = 474 ml
(ii) One keg = half-barrel = 15.5 gallons = 124 pints
One bbl = brewer’s barrel = 31 gallons = 2 kegs = 117.4 liters = 248 pints
(iv) One tank = 155 gallon = 5 bbl = 10 kegs = 587 liters = 1240 pints
(v) Maximum capacity of a 40 bbl Brewpub system (8-155-gallon tanks):
1 Tank
8 Tanks
Week: 1 X 1 = 1 X 155 g = 1,240 pints; 1 X 8 X 1,240 p = 9,920 pints
Month: 4 X 1 = 4 X 1,240 p = 4,960 pints; 4 X 8 X 1,240 p = 39,680 pints
Year: 48 X 1 = 48 X 1,240 p = 59,520 pints; 48 X 8 X 1,240 p = 476,160 pints
The aim is to maximize the production capacity of 40 bbl Brewpub. This can only be done by
reviewing the market and customers, and this can be attained by assessing the following
assumptions.
Financial Management
Functional Areas
SWOT Analysis
The owner of the business has conducted the SWOT analysis to support the decision
making regarding the opening of a new business venture of brewing a crafted beer. The SWOT
analysis is a shared procedure, and it also needs efficient and time cooperation from other
departments within the organizations, like the marketing, finance, and operations. It can also be
helpful in the identification of strategies through which an organization can achieve the external
opportunities, address the threats, build new strengths, and eliminate the weaknesses (The Mind
Tools Content Team, n.d.).
Strengths
•
The new business venture can possess the ability to go for marketing strategies
regarding its product.
•
If the new business can go to expand its products, this portfolio of branding can be
highly successful in the market.
•
Strong capacity to deal with the community, has built a strong relationship with the
distributors and the dealers in which the dealers can promote the product and also
invest in the training of the sales team.
•
A high level of customer satisfaction can also be achieved through the provision of
a high level of service.
Weaknesses
As the company is also new in the market, there is a lack of strategy to handle the
challenges of the new entrants and to avoid the loss in the market share. The inventory is highly
comparative with that of competitors. The company has not to forecast the demanding product,
which can lead to a higher rate of missing opportunities in the market. Moreover, it needs more
investments with respect to new technologies.
Opportunities
Upgrading of the economy and being successful in catching the attention of the customers.
An increase in the market share can also be counted as an opportunity for the customers. Due to
lower shipping prices, the cost of logistics has been decreased. Adaption of new technologies to
maintain high standards.
Threats
The supply of the product has not been made regular, which will be resulting in high and
low swings in sales. The currency fluctuation can also be counted as a major threat, and the demand
for the highly profited product is counted as seasonal, which can affect the profitability of the
company.
PESTLE Analysis
The PESTEL analysis of the company is as below:
Political
The political factor describes the fact that the company is following all the legal regularities
while considering the business. It can be counted as the political environment can affect the
business much more; if it goes in favor of the company, there are more chances to groom in the
country.
Economic
Moreover, the economic factors and social factors like the trend of the people, social status,
and culture can also be responsible for a negative or positive impact. In addition to this, the
investment should be on the reasonable interest rate, which affirms that investors are showing keen
interest in investing in such a business.
Social
The social aspect of the business is that it might be considered a place to gather friends and
locals to socialize. In addition to this, the company has also increased the local population, where
people should come up with new ideas and share different cultural acts.
Technological
In addition, the new mechanical progressions. The new innovation can give more lift to the
improvement of another item (Jurevicius, 2018). It can likewise improve the gainfulness of the
organization.
Environmental
The environmental issue ought to be considered as a significant concern where the
organization ought to recognize the environmental concern. This additionally considers the
realities that the working of the organization ought not to hurt or corrupt the earth.
Legal
However, the legal issue of the tax and tariff can be major accountable factors that can
affect the company negatively or positively. Besides, there ought to likewise be more grounded
ramifications of the legitimate exercises and boycott smoking and so forth.
References
Jurevicius, O. (2018). PEST & PESTEL Analysis.
https://strategicmanagementinsight.com/tools/pest-pestel-analysis.html.
Kotler, P. &. (2010). Principles of marketing. 13th edition. London: Pearson.
Michael, B. (2008). The strategic marketing plan audit; Cambridge strategy UK.
Solomon, M. G. (2008). Marketing, real people, real choices 4th edition. Pearson
Prentice Hall. New Jersey, United States.
The Mind Tools Content Team. (n.d.). SWOT analysis: – How to develop a strategy for
success. Management Training and Leadership Training - Online. Retrieved March 25,
2020, from https://www.mindtools.com/pages/article/newTMC_05.htm
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100%
$
% .0 .00 123
Arimo
10
B Is A
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I.la- G +
| Y Υ - Σ -
fx
А
B
С
D
E
F
G
H
1
J
к
L
M
N
0
Р
1
Force
Calculation
Submit Results
Change Underlying
Cycle
(Help)
2
Sales Projections
Task
List
• Marketing costs
• Product Name & Description
3
22
Latina Targeted Market Size
23
24
25
26
27
28
29
Payment
FY-1
$ 35,000
$ 3.000
Payment increase
FY-2
FY-3
1.11
1.2
1.11
1.2
Local Advertising
Trade Shows
Total
$38,000
$42,180
$50,616
30
31
32
Add item
33
2
Product Name & Description
Cut off point
Units
(Pints)
1
Height
(inches)
0.8
Diameter
(inches)
0
34
35
36
37
38
39
40
41
42
43
44
0
Weight
(lb)
1.05
1.05
1.05
1
0.8
0
Others
(per unit)
0.15
0.15
0.15
0.15
0.15
Name
Pilsner
Bavarian Lager
Light Wheat
Red Wheat
Pale Ale
Bock Dark
Material
(per unit)
0.28
0.28
0.25
0.25
0.25
0.25
0.28
Variable Costs
Labor
(per unit)
0.10
0.10
0.10
0.10
0.10
0.10
0.80
1
Product ID
BR01-01
BR01-02
BR01-03
BR01-04
BR01-05
BR01-06
BR01-07
BR01-08
BR01-09
0.8
Distribution
(retail)
(retail)
(retail)
(retail)
(retail)
(retail)
[wholesale)
[wholesale)
(retail)
16
Price
(per unit)
$4.00
$4.00
$3.50
$3.50
$3.50
$3.50
$1.25
$1.28
$3.00
1
Weight
(full) (b)
0
0
160.5
160.5
160.5
160.5
160.5
160.5
0.9
1
0.8
0
23,3
23,3
23,3
23.3
23,3
23.3
1
1
0.8
0.8
1.05
1.05
1.05
130.8
130.8
1.05
16
16
16
16
16
0.15
0.13
0.13
0.15
Pilsner
124
45
46
Bavarian Lager
Special Offer
0.28
0.27
0.80
0.10
0.8
1
1
0
0
0
Add
Add item
Delete item
attribute
Targeted Market Size (per product and FY)
Change
distribution
Change Editable
Fields
3
FY-1
FY-2
FY-3
103,499
100%
86.339
100%
93,391
100%
100%
192,173
100%
203,089
100%
219.934
19857.9
21584.7
(retail)
(wholesale
Distribution
(retail)
(retail)
(retail)
(retail)
(retail)
(retail)
[wholesale)
[wholesale)
(retail)
Product ID
BR01-01
BR01-02
BR01-03
BR01-04
BR01-05
BR01-06
BR01-07
BR01-08
BR01-09
23.00%
25.00%
14.00%
12.00%
12.00%
14.00%
12087.4
10360.6
24.00%
23.00%
14.00%
13.00%
13.00%
13.00%
22413.9
21480.0
13074.8
12140.9
12140.9
23.00%
22.00%
15.00%
13.00%
13.00%
14.00%
23804.7
22769.7
15524.8
13454.8
13454.8
14489.8
10360.6
12087.4
12140.9
45.00%
109967.2
86477.9
105695.2
48.00%
52.00%
97482.7
105606.3
50.00%
50.00%
55.00%
109967.2
0.00%
0.0
0.00%
0.0
0.00%
0.0
Force
Calculation
Submit Results
Change Underlying
Cycle
Help
4
Sales Projections (business unit: next 36 months of operations)
Year/Month
BR01-04
(retail)
BR01-05
(retail)
BR01-06
(retail)
BR01-07
[wholesale)
BR01-08
[wholesale)
BR01-09
(retail)
7.00%
7.00%
5.00%
5.00%
6.00%
7.00%
5.00%
5.00%
6.00%
7.00%
8.00%
10.00%
FY-1
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Tot
8.00%
10.00%
10.00%
12.00%
12.00%
11.00%
BR01-01 BR01-02 BR01-03
(retail) (retail) (retail)
Percent Monthly Demand by Year
6.00%
5.00%
6.00%
%
5.00%
7.00%
%
6.00%
6.00%
7.00%
7.00%
7.00%
8.00%
8.00%
8.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
11.00%
12.00%
10.00%
11.00%
12.00%
10.00% 11.00%
11.00%
7.00%
7.00%
7.00%
7.00%
7.00%
7.00%
100.00% 100.00%
100.00%
Demanded Quantity per Month
1,390
1.295
604
1,390
1,295
604
1,390
725
1,390
1,511
846
1,589
1,727
967
1,996
2.158
1,209
1,986
2,158
1,209
1.986
2.374
1,450
1.986
2.374
1,450
1,986
2,374
1,330
5.00%
5.00%
6.00%
7.00%
8.00%
10.00%
10.00%
12.00%
12.00%
11.00%
7.00%
7.00%
100.00%
5.00%
5.00%
6.00%
7.00%
8.00%
10.00%
10.00%
12.00%
12.00%
11.00%
7.00%
7.00%
100.00%
5.00%
5.00%
6.00%
7.00%
8.00%
10.00%
10.00%
12.00%
12.00%
11.00%
7.00%
7.00%
100.00%
10.00%
12.00%
12.00%
11.00%
7.00%
7.00%
100.00%
7.00%
6.00%
99.00%
0.00%
518
0
518
518
622
604
604
725
4.324
4.324
5,285
5,285
518
1.295
0
0
622
6,342
725
725
846
0
829
967
0
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
1.036
0
5,189
6,053
6,918
8,648
8,648
10,377
10,377
9,513
829
1,036
1,036
1.243
1,243
1.140
0
1,209
1,209
1,450
1,450
1,330
1,036
1,243
1.243
1.140
7.399
8,456
10,570
10,570
12,683
12,683
11,626
0
0
0
1,330
1.140
0
1,140
725
11,626
7,399
846
725
Oct
Nov
Dec
Tot
[kegs)
1,986
1,390
1,390
19,858
2,374
1,511
1,511
21,585
1.330
846
846
12.087
0
0
846
12.087
725
10.361
9,513
6.053
6,053
86,478
70
725
10,361
6,342
105,695
85
0
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
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#NAME?
#NAME?
?
#NAME?
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#NAME?
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#NAME?
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#NAME?
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#NAME?
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#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
Total
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
[units]
[units]
[units]
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Total Demand
Total Supply
Excess Demand
FY-2
Jan
Feb
Mar
Apr
May
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
10,361
#NAME?
#NAME?
#NAME?
#NAME?
Number of Tanks to Produce and Serve
#NAME?
#NAME?
#NAME?
#NAME? #NAME?
#NAME?
1
#NAME? #NAME?
#NAME?
#NAME? #NAME? #NAME?
#NAME? #NAME?
#NAME?
#NAME? #NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME? #NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
19,858
21,585
12,087
#NAME? #NAME?
#NAME?
#NAME?
#NAME?
#NAME?
Percent Monthly Demand by Year
7.00%
6.00%
5.00%
7.00%
6.00%
5.00%
7.00%
6.00%
6.00%
7.00%
7.00%
7.00%
8.00%
8.00%
8.00%
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
86,478
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
12,087
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
10.361
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
104,638
#NAME?
#NAME?
#NAME?
#NAME?
#NAME?
#NAMES
0
#NAME?
#NAME?
5.00%
5.00%
6.00%
7.00%
8.00%
5.00%
5.00%
6.00%
7.00%
8.00%
5.00%
5.00%
6.00% %
7.00%
8.00%
5.00%
5.00%
6.00%
7.00%
8.00%
5.00%
5.00%
6.00%
7.00%
8.00%
May
Jun
Jul
Aug
Sep
Oct
Nov
8.00%
10.00%
10.00%
12.00%
12.00%
11.00%
7.00%
8.00%
10.00%
10.00%
12.00%
12.00%
11.00%
7.00%
7.00%
100.00%
8.00%
10.00%
10.00%
12.00%
12.00%
11.00%
7.00%
8.00%
10.00%
10.00%
12.00%
12.00%
11.00%
7.00%
7.00%
100.00%
8.00%
10.00%
10.00%
12.00%
12.00%
11.00%
7.00%
7.00%
100.00%
Dec
Tot
7.00%
100.00%
7.00%
100.00%
0.00%
607
0
8.00%
8.00%
8.00%
10.00%
10.00%
10.00%
10.00% 10.00%
10.00%
10.00%
11.00%
12.00%
10.00%
11.00%
12.00%
10.00% 11.00%
11.00%
7.00%
7.00%
7.00%
7.00%
7.00%
7.00%
100.00% 100.00% 100.00%
Demanded Quantity per Month
1,569
1.289
654
1,569
1,289
654
1,569
1,299
794
1,569
1,504
915
1,793
1,718
1.046
2,241
2.148
1,307
2.241
2.148
1,307
2,241
2.363
1,569
2,241
2.363
1.569
2,241
2.363
1,438
1,569
1,504
915
1,569
1,504
915
22,414
21,480
13,075
607
607
728
607
728
0
0
607
607
728
850
971
1,214
1,214
850
850
0
971
0
0
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Tot
[kegs)
0
4,874
4,874
5,849
6,824
7.799
9,748
9.748
11,698
11.698
10,723
6,824
6,824
97.483
79
1.214
1.214
1,457
1,457
1.335
850
0
5,280
5,280
6,336
7.392
8,449
10,561
10,561
12,673
12,673
11,617
7.392
7.392
105,606
85
971
1.214
1.214
1,457
1,457
1,335
850
850
12,141
1,457
1,457
1,335
850
0
0
0
850
850
0
12,141
12,141
0
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Explanation & Answer
Attached.
What is the Rationale for Investing in a New BrewPub?
Conceptual Study by the Owner of an Existing Restaurant/Tavern (Based on a running case
and a business simulation package)
Read the Business Running Case: The decision-making process in evaluating the rationale for
investing in a new BrewPub (preparation for a conceptual study by the owner of an existing
restaurant/tavern)
Learn how to use a business simulation package, specifically developed for this course, in
combination with selected decision support tools covered in this course.
Possible Points: 8
Task 3-0 (A3/Part 1): Structure and present your paper in the form of a Managerial Report, with
a cover page, table of content, main body, appendices. Recommended length of the main body
of Part 1 (without the preparatory and appended parts): 15 pages APA format. (max 1 points)
Task 3-1 (A3/Part 1): Based on the business simulation 'Strategies and Decision Support in
Organizations' and the business running case, define and present the overall goals and
objectives from the business owner’s point of view. (max 2 points)
Task 3-2.1 (A3/Part 1): Formulate your preparation for a decision making based on a research
of the following areas of your study -- Marketing Management, Financial Management. (max
2.5 points)
Task 3-3.1 (A3/Part 1): For each one of the functional areas apply at least two from the
introduced and discussed in this course decision support tools (e.g. Decision Tree Analysis,
Sensitivity Analysis, SWOT Analysis, PESTEL Analysis, Break-Even Point Analysis, What-IfAnalysis, Optimization Analysis, Risk Analysis, others). (max 2.5 points)
Introduction
The case study is about the opening of a new brewery and production of the draught – beer.
The owner of the existing restaurant has decided to use the additional space to install the new
production plant. The turn-key system would ensure the smooth production of new draught-beer
and the distribution. The implementation of the plan involves the training of newly hired staff,
along with the investment plan that would be done through funding from private financial
institutions. The discussion of the primary goals and objectives of the business makes it easy to
devise a comprehensive investment plan.
Goals and Objectives of the Business from the Owner's Point of View
Every company, before starting its new operations or business, always defines the aims and
objectives to achieve the targets and business goals. In the current scenario that has been based on
the strategies and the decision supports in the organization, the major goals and objectives for the
new setup from the owner’s point of view are as follows.
•
The principal objective from the owner's point of view is that the new business can
be initiated by adding the new space in the existing operations. Still, the new
venture in brewing, fermentation, and chilling can be treated as a separate and new
business venture.
•
All the equipment necessary to install at the new location of business makes it
possible to run the brewery optimally. The system will be installed as a turn-key
system that will provide the maximum brewing of eight types, this purpose behind
this new ...
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