1. ERIC PALMER TIM POE ADELARIN YEMI-SOFUMADE TAMEKA BROWN FION LAU ANDREW HALLORAN

2. COMPANY OVERVIEW Jeff and Kim Lebasch started New Belgium Brewing in their Colorado basement in 1991. Marketing efforts spanned from grass roots to traditional media (TV ads) competing against A-B, Miller and Coors in some regions. Best-selling brand is Fat Tire Today, NBB is the 3 rd largest craft brewer in the US behind Sam Adams and Sierra Nevada. ~700K barrels in 2011

3. SITUATION ANALYSIS NBB initial growth was through grass roots efforts Station wagon Rangers/bar-stool to bar-stool Current customer base is very loyal to the brand and regional Desired growth and expansion into new regions created the need for new marketing campaigns without diluting the brand and alienating current customers NBB needs to overcome barriers in order to grow the brand Marketing Disadvantage: Regional loyalty/customers beyond neighboring states are unaware of NBB brands

4. PROBLEM STATEMENT How can NBB expand their market share while not alienating their current customer base? As distribution grows into new regions, the marketing strategy has to effectively reach the increasing far-flung consumer base and resonate the brand’s image of sustainability, whimsical and fun.

5. SWOT ANALYSIS High Quality Product Brand Loyalty w/Customer Base Employee Dedication to Core Values Well Trained Staff Environmentally-Friendly Practices Social Media presence & following Non-traditional marketing success Clear Mission and Objectives StrengthsWeaknesses OpportunitiesThreats New Products US & Global Market Expansion Expansion in Sustainable community Growth of Craft Beer Market New target customers Increased Competition Large beer brewers (A-B, Miller, Coors) Other craft beer brewers Attempt to please every segment: Compromised Core Values Alienated core customers Capacity/Excessive Growth Employee involvement in decisions Brand may be too “artistic” Growth through grass roots Fear of losing current customers Ability to quickly produce Traditional Media Spots

6. MARKETING ALTERNATIVES CONSIDERED Marketing AlternativesDescriptionAdvantage Green Market PartnershipPartner w/other sustainable companies Distributor and customers are like- minded (39% of consumers are loyal to green businesses) Local/Grass RootsUtilize rangers & event sponsorship in new regions Well trained staff already on the ground, previous success Traditional MediaAdvertise on TV, print and radio Instant access to new and large population of customers Social MediaGrow presence on Twitter, Instagram & FB (continue with fun, interactive sites like followyourfolly.com) Can maintain core values, tell story and reach younger audience Local RestaurantBuild local restaurant breweries in major markets Appeal to core customer base, supports grass roots, could promote brand awareness as a destination for new customers

7. DECISION CRITERIA Evaluation CriteriaWeightDescription Increased Brand Awareness 30%Make brand recognizable to consumers in non- local regions. Improve position from just another craft beer brand to a well recognized craft beer brand. Cost to Implement20%Cost of the alternative has to align with available budget Maintain Core Values/Brand Image 20%NBB is very careful to maintain their core values and brand image among its customers base and believe it is what made them successful. Time to Implement10%How quickly can the alternative be implemented Difficulty to Implement10%Do we have the internal processes, resources and experience or access to the right consultant to implement easily? Achieves long-term growth10%Consideration that the investment in the alternative has long term growth implications

8. RATING SYSTEM Criteria531 Increased Brand Awareness Able to reach millions at once. Moderate Impact Very limited reach Cost to ImplementLow CostMedium CostHigh Cost Maintain Core Values/Brand Image Minimal risk to Brand Image Moderate Risk to brand image Serious Risk to Brand Image Time to Implement< 1month6 months> 1 year Difficulty to Implement EasyModerateDifficult Achieves long-term growth Promotes Long Term Sustained Growth Yields moderate growth returns Short-term Market opportunity

9. DECISION ANALYSIS MATRIX CriteriaWeight Marketing Alternatives Green Market Partnership Social Media Traditional Media Local/Grass Roots Local Restaurant Increased Brand Awareness 30% 25531 Cost to Implement 20% 44151 Maintain Core Values/Brand Image 20% 44355 Time to Implement 10% 25351 Difficulty to Implement 10% 35251 Achieves long- term growth 10% 44242 Total Score3.14.53.04.31.9

10. RECOMMENDATION Social media is the recommended alternative to continue due to the low cost and ease to implement. However, the grass roots alternative is a strategic effort that should be continued in key markets and locations.