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  • SUN Brewing B 2006

    SUN Brewing B 2006

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    SUN Brewing B 2006 is an outstanding brewery, located in San Diego, California. The brewery, started in 1996, is now one of the best breweries in the country. It has managed to produce some of the most unique and delicious beer in the market. SUN is a 100 percent employee owned brewery. I was in charge of leading the brewing operations during this period. I was responsible for managing the beer production process for a brewery that

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    In 2006, SUN Brewing B closed after being in business for about 10 years. The brewery specialized in craft beers, and its branding emphasized high-quality beer made by hand. The business model was traditional: own a single brewery, which would serve as a research and development facility, and eventually distribute its beer at specialty retail outlets. The company’s main customers were wholesalers, restaurants, and bars, and it operated under a policy of exclusive distribution. It also

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    At the end of 2005, I was invited to write a case study for SUN Brewing Company on its new and exciting brand development. The main challenge I faced was finding a way to describe and present an ongoing creative, yet practical and sustainable, plan that would allow the company to compete in the growing craft beer market. Throughout the next year, we put our best efforts into developing a multi-faceted and unique brand strategy that would appeal to both beer and craft enthusiasts alike.

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    As an amateur craft brewer, I know the value of a well-crafted product. My first product was a 3-liter bottle of homemade sour ale brewed at my home. After some experimentation, it was clear that this was a winning recipe — a sour ale that consumers would love, both for its aroma and its tangy flavor. Soon after that first successful product, I added a second sour ale recipe to my portfolio. The recipe was created using a blend of wild yeast

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  • WayCool Addressing Food Loss

    WayCool Addressing Food Loss

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    I’ve been a food vendor for years, and while my product line has changed, one thing that hasn’t — farm-to-table dining has remained an essential part of the food industry. I’ve noticed that it’s becoming increasingly hard to source locally-grown and -raised ingredients, even from nearby farms, and that, along with the increased transportation costs and the difficulty in getting fresh produce into restaurants, it’s a growing concern in the restaurant industry. I’ve even experienced it at our store (or

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    “WayCool, the largest provider of organic, locally grown produce in Washington, struggled with the logistics of delivering their organic, “fresh” produce from the local farms. These farmers often lack the equipment and storage space to properly store their produce, resulting in unrefrigerated, uneaten vegetables. Moreover, the company lacked the ability to transport their produce to large markets that require cold-storage facilities. WayCool approached GreenSquare Group, a leader in sustainable waste management, for help

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    WayCool, a rapidly growing company based in San Francisco, specializes in helping food processors save money and energy through its proprietary software technology. I helped the CEO and CFO with this project. A food processor, the largest customer of WayCool, generates more than 2 million tons of food waste every year. Our technology enables this processor to increase efficiency and reduce food waste by up to 35%. The technology includes automated sorting, binning, packaging, and delivery systems that help reduce food loss from harvesting and processing

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    “WayCool” is a company founded by three friends with a passion for cooking. They are a group of young professionals from different backgrounds with a vision to make it big in the global market for cooking products. The brand is a name that stands out because it symbolizes excellence, creativity, and high-quality products that are made of top-quality raw materials. “WayCool” was created to cater to a demographic of food enthusiasts who prefer fresh and healthy meals that are accessible, affordable, and easy to

  • Mercado Libre The Best Is Yet to Come

    Mercado Libre The Best Is Yet to Come

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    MercadoLibre, the Spanish e-commerce giant, was founded in 2000 in a small office in Santiago, Chile, by entrepreneur Francisco Partners. Today it is a leading online marketplace platform in 22 countries with a total sales value of around 26 billion dollars. This is a 41% growth rate, with a sales growth that has averaged over 50% per year since 2010. And we are yet to see its full potential. Firstly, it is a true international success.

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    Mercado Libre (pronounced “mer-kah-droh LIB-ehr”) is a revolutionary new Latin American online retail company. In late 2013, it launched in Argentina and has been rapidly expanding into Chile, Mexico, and other Latin American countries. The Company’s website, www.mercadolibre.com, offers an unrivaled shopping experience, with millions of products at discount prices. Today, Mercado Libre has a market capitalization of $11

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  • Live Nation Faces the Music

    Live Nation Faces the Music

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    I recently attended the American Music Awards, a popular American music awards show, organized by Live Nation Entertainment, Inc. I’m excited about my attendance since Live Nation is the world’s largest promoter and producer of live events, including major concerts, theater productions, and sports events. This is also one of my favorite events, where I can see my favorite music artists perform live for my personal enjoyment. First, let me talk about Live Nation’s strategies to attract and retain customers. Live Nation’s five force analysis (Fabasoft

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    Roush Performance Sales Force Compensation

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  • Black Decker Corp B Operation Sudden Impact 1995

    Black Decker Corp B Operation Sudden Impact 1995

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    Black Decker Corp B was acquired by BCA in 1995 as it entered the professional kitchen appliances business, with products aimed at commercial catering customers. BCA was one of the most successful mergers in the history of the computer industry. Black Decker is a multi-national conglomerate with global operations that includes the manufacture of household appliances, professional kitchen equipment, construction equipment and specialized outdoor appliances. B: The Business Strategies BCA’

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    On September 18, 1995, Black Decker Corp reported a shocking loss of $495 million due to one of its subsidiaries, which was facing significant competition in the international market. The company’s revenues increased by 5% in the fiscal year 1995-96 but this increase was not enough to overcome the losses. Black Decker’s operations suffered as a result of the loss of the subsidiary and an increase in foreign currency exchange rate. Investors were shocked to learn

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