Реферат: MicroBrewery Business Plan Essay Research Paper MicroBrewery

Key Employees & Principals

Minnie Mouse, President. Minnie is also the manager of another microbrewery. Since 1977, the company has created a high-profile mainstream image for specialty brews. In 1992, the store became so popular and profitable, she decided to expand her horizons and co-own a store of her own. Minnie brings with her a track record of success in the microbrewing industry.

Daisy Duck, Vice President. Daisy was a co-owner of a neighborhood tavern. This tavern sold in 1998 as a very profitable business. Daisy has always had an interest in microbrewing and decided this endeavor was appropriate at this time.

Minnie and Daisy s management style is innovative in keeping with the corporate style outlined in the mission statement.

Compensation & Incentives

B k Ale House and Brewery will offer competitive wages and salaries to all employees with benefit packages available to key personnel only.

Board of Directors

An impressive board of directors has been assembled and represents some top professionals from the area. They will be a great asset to the development of the company.

Consultants & Professional Support Resources

At the present, no outside consults have been retained, excepting the design department at Best Equipment.

Management to be Added

We are presently searching for a general manager and brew master. These key employees will be well chosen and given incentives for performance and growth.

Management Structure & Style

Minnie Mouse will be the President and Chief Operating Officer and Daisy Duck will be the Vice President. The general manager and brew master will report to Daisy. All other employees will be subordinate to the general manager.

Ownership

Minnie Mouse, Daisy Duck, and the stockholders will retain ownership with the possibility of offering stock to key employees if deemed appropriate.

Long-Term Development & Exit Plan

Goals

B k Ale House and Brewery is an innovative concept that targets a new, growing market. We assume that market will respond, and grow quickly in the next 5 years. Our goals are to create a reputation of quality, consistency, and security that will make us the leader of a new style of entertainment.

Strategies

Our marketing efforts will be concentrated on the areas of most promising growth. As the market changes, new products may be added to maintain sales.

Milestones

After the microbrewery opens, we will keep a close eye on sales and profit. If we are on target at the end of year 2, we will look to expand to a second unit.

Risk Evaluation

With any new venture, there is risk involved. The success of our project hinges on the strength and acceptance of a fairly new market. After year 1, we expect some copycat competition in the form of other independent units. Chain competition will be much later.

Exit Plan

Ideally, B k Ale House and Brewery will expand to three units in the next 10 years. At that time, we will entertain the possibility of a buy-out by a larger brewery concern or actively seek to sell to a new owner.

A good example of this is the Anderson Brewery, which started as a 30-barrel brewery and in 10 years, is now a 180-barrel brewery.

Financial Data & Projections