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Hausarbeit, 2016
13 Seiten, Note: 90.00
1. Introduction
2. Dimensions of Industry Development
2.1. Convergence/Divergence
2.2. Concentration/Fragmentation
2.3. Vertical Integration-Fragmentation/Horizontal Integration-Fragmentation
2.4. International Integration/Fragmentation
2.5. Expansion/Contraction
3. Inhibitors of Industry Development
3.1. Underlying Conditions
3.2. Risk Averseness
3.3. Industry Recipes
4. Paradox of Compliance and Choice
4.1. The Demand for Firm Compliance
4.2. The Demand for Strategic Choice
4.3. Perspectives on the Industry Context
4.4. Managing the Paradox
5. Conclusion
6. References
Beer has been deeply embedded in German culture for hundreds of years. However, craft beer has been a more recent market segment developing since the 1980s (Private Brauereien, 2016). This paper aims to look into the context of the craft beer industry, with regard to dimensions of industry development, inhibitors of industry development and the paradox between compliance and choice.
Industry development indicates changes within an industry. Porter's five forces (competitors, buyers, suppliers, new entrants, substitutes) define important groups of industry actors that can be further analyzed. Industry development is then the result of a change in one or more of the underlying factors within the industry (De Wit & Meyer, 2014, pp 492). Analysis of the industry provides context for understanding the craft beer segment of the beer market in Germany. Further, understanding the causes for development allows increased expertise for the context of the future for the craft beer market.
The industry development can be divided into several categories with varying characteristics. Further analysis of these dimensions can help identify where significant industry developments can take places (De Wit & Meyer, 2014, pp 493). Analysis of these characteristics will be further explored.
An industry that is converging has firms becoming more and more similar. Conversely, divergence is seen when firms are introducing new business models and becoming increasingly different (De Wit & Meyer, 2014, pp 493). The beer industry has a tendency towards divergence. Specifically, craft beer is a result of the increase in diversity. This diversity can be the result of changes with existing firms and emergence of new firms competing with their own business models (De Wit & Meyer, 2014, pp 493).
This divergence is essentially what defines craft beer. Brewers have a desire to show their individuality by offering beer with unique qualities, such as new tastes. Craft beer strives to be different and provide a unique experience for customers. There is an increased importance in creating unique business models that offer not only new products, but also new experiences. Before the emergence of craft beer, beer was all essentially the same. Beer was "monotonous, uniform, expressive beers, which differed only by the label on the packaging" (Private Brauerein, 2016). Since then, newly founded craft breweries, or microbreweries, began to fight against the monotony of beers and began to brew with their own taste profile in mind.
Looking at the segmentation of beer, craft beer can be split up into several smaller-subcategories. These include microbrewery, brewpub, contract brewing company and regional craft brewery (Brewer's Association, 2016). The emerging new segments show how even the craft beer industry allows for new business models allowing each craft brewer to be truly unique.
Concentration refers to large portions of market share being held by only a few companies, while fragmentation indicates a decrease in market share from the largest companies (De Wit & Meyer, 2014, pp 493). The beer market in general is more concentrated than the craft beer market. In Germany, in 2015 the three major companies were Oetker Gruppe, Bitburger Braugruppe and Anheuser-Busch with 27.1%, 9.9% and 8.0% market share, respectively (Marketline, 2015, pp 12). Over 55% of the companies hold insignificant market share. This is even more drastic within the craft beer market, where one single company does not hold any significant market share. By definition, the craft beer market hardly allows nor accommodates the market being controlled by only a few large companies. Craft breweries are known to be small, but many. Therefore, the craft beer market is fairly fragmented.
Fragmentation can happen when new companies are formed and grab a part of the market, or through the entry of existing companies into the industry (De Wit & Meyer, 2014, pp 493). Within this context, the first point is most relevant. Generally, craft brewers only focus on craft beer and hardly accommodate other products. Existing companies do not attempt to enter into the craft beer market as a new business line. Craft brewers tend to grab only a portion of the market, mostly on a local scale, keeping the market fragmented.
Vertical integration is when firms within the industry are becoming involved in more value-adding activities within the industry column (De Wit & Meyer, 2014, pp 493). There could be a slight increase in the vertical integration of craft beer. For example, traditionally, one could purchase a beer from a grocery store. However, craft beer can offer an experience on top of the typical purchase. A tour of the brewery can be offered in addition to just the beer. In addition, craft beer can be consumed in a different environment - there are taprooms and the locality of the brewery makes consumption of craft beer a different kind of experience.
A horizontally integrated industry occurs when boundaries between different businesses become increasingly hazy (De Wit & Meyer, 2014, pp 494). The craft beer industry is rather horizontally fragmented because most craft brewers are confined to the limits of their own business. Most brewers do not grow their own ingredients for their beer. Especially with craft beer, where most breweries are rather small, the lack of economies of scale is not beneficial with regard to profiting from being horizontally integrated.
When geographic segments of an industry become less important, the industry develops to be internationally integrated (De Wit & Meyer, 2014, pp 494). Beer is a product known and appreciated in most countries. Lately international integration has become more relevant because of the emergence of craft beer worldwide. The United States often has a large influence on other markets, and the same has been proven true with craft beer. Though defined differently, the craft beer industry has made its way from the US to even Germany.
In the United States, craft beer is an art, which has been improved on for years now. Generally, craft beer is easier defined in the United States than in Germany. According to the Brewer's Association, craft beer is usually made by a brewer that is small, independent and traditional (Brewer's Association, 2016). Even though this definition is pretty generic, it is widely accepted in defining craft beer. The German definition varies; it cannot be described as "small" because what is small in the United States is still fairly large compared to Germany. An accepted definition for craft beer in Germany is a beer that is based on an emphasis on hops and/or malts, intense flavors and herbs and individuality focused on an adventurous and regional mindset. Since being introduced, the craft beer industry has boomed; today there are more than 4,000 microbreweries, which have a market share of 11% (Private Brauereien, 2016). The constant expansion of craft brewing across borders makes the industry increasingly internationally integrated, however, most craft beer brands are fairly local and hardly exported even nationally. Therefore, craft beer in practice is internationally fragmented.
Understanding the life cycle phase of the market allows for better understanding of how future developments might look. The craft beer market is in the expansion stage while beer in general is in the contraction stage. Beer has been around for hundreds of years and served in relatively the same form. It has been established as a mature market, and within the past 15 years, the market has remained fairly stable (Beer in Germany, 2015). Since the beer market is in a state of gradual decline, people are seeking a substitute. This can be in the form of liquors and spirits or wine. When a company is in decline, there is a need for innovation. This innovation is the introduction of craft beer, which many people are still unaware about.
The beer industry is huge. Compared to the rest of Europe, Germany excels and is ranked first in beer production, beer consumption, total exports and the number of active breweries (Brewers in Europe, 2015). Even though the beer market is in a stage of contraction, there are still plenty of opportunities and consumers left, especially in Germany. The craft beer market is in the expansion stage. Demand for craft beer products has increased as a result of several factors including a consumer desire for a change in beer. The niche market has increased in popularity; individuals are "opting for the richer flavors, quirky ingredients and striking aesthetics of independently-brewed craft beers" (Wall Street Journal, 2012). Overall, the beer market experiences gradual development such as with the introduction of craft beer; one business model is dominant for a long period of time, but it slowly makes slight improvements over time (De Wit & Meyer, 2012, pp 496). One of these gradual developments is the craft beer market segment.
Some industries have certain characteristics that make change harder than in other industries. Analysis of these inhibitors allows increased understanding of how organizational changes within the industry are possible. Industry rigidity is the lack of susceptibility to change and industry plasticity is the susceptibility to change (De Wit & Meyer, 2014, pp 497). Relevant factors contributing to the lack of industry development are further discussed.
Some rules might be immutable because of underlying industry conditions that cannot be changed (De Wit & Meyer, 2014, pp 497). Essentially, different factors of certain industries are crucial for success. The important structural elements in the craft beer market are the fragmentation of customers and product differentiation. Economies of scale can be beneficial for craft breweries, but since they are small-scale, it is not a necessity. The industry is fragmented; there is a low cost for substitution and many choices available. Buyers value product differentiation. There aren't many strong underlying conditions that would adversely affect the beer market, other than the cultural mindset towards traditional beer that has been a part of German culture and livelihood for years.
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