Internal and External Analysis of the Company "Chez le brasseur - La Valette"

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[...] Internal and External Analysis of the Company "Chez le brasseur - La Valette" SUMMARY 1 - History 2 - Organization of structure 3 -Major product 4 - External analysis: Pestel 5 - Internal analysis :VRIO 6 - External and internal analysis : SWOT 7 - Conclusion 1 - HISTORY • The company was created in 2016 with the opening of the first establishment in La Valette in the Var region of France. • The founder, Patrick Bouquet, developed the concept of a microbrewery with his family, making his own beers in situ, behind the glass overlooking the restaurant areas. [...]

[...] • The restaurant's decoration is designed to recall the concept of beer making, with its pipes and barrels high 3 – MAJOR PRODUCT up or its brewing room visible from the interior spaces.  • The atmosphere, reproduced each time, is deliberately lounge-like. Wood dominates, the furniture contributes to the feeling of well-being, harmoniously served by soft lighting.  In the kitchen, there is something for every taste and always generous portions. • Apart from the speciality flammekueches and personalised brasserie dishes, the menu is abundant with salads, starters and snacks, meat, fish, pasta, burgers, sauerkraut . • Here, the quality/price ratio is carefully considered, widening the typology of clientele, from the student to the retired person, via the businessman. [...]

[...] • If we add the services from 12 noon to 3pm, then from 7pm to 11pm, it is indeed possible to brew a lot of beers. EXEMPLES DE PRIX : 4 - EXTERNAL ANALYSIS: PESTEL PESTEL Opportunities Constraints Policy • Disappearance of EU borders • Public Heath Lobby Economic • Increase in exports • 25% drop in beer consumption in 25 years due to reduced purchasing power • Increase in foreign beer imports • 22% drop in consumption in bars and cafés in 7 years • Rising raw material costs • Emergence of new markets (Chinese, Indian . [...]

[...] ) Prevention campaigns of the dangers of alcohol play a role against the consumption of beers. EVIN law on the communication of alcoholic beverages • Ecology Legislative Constraints • • • PORTER'S FIVE FORCES Threat of new entrants: The control of the current large brewery groups on the market prevents the entry of new Competitors. Suppliers: Strong power of suppliers over malt France supplies Burgundy barley to China Competitive intensity Increased competition between a handful of brewery groups on a global scale. [...]

[...] Strong position of speciality breweries in highly localized areas Customers : Adults-only beverage China is the world's largest beerconsuming country Alternative products : Stronger alcohols are becoming increasingly popular with young people, to the detriment of beer - INTERNAL ANALYSIS :VRIO RESOURCES AND SKILLS VALUABLE RARE INIMITABLE ORGANIZED COMPETITIVE ADVANTAGE Craft beer production Yes Yes No No Defensible Events and demonstration s of the making craft beer Yes Yes Yes Yes Sustainable Distinctive Competence Wide range of beer on offer Yes No No No Temporary Brand image as a beer expert Yes Yes Yes Yes Sustainable Distinctive Competence Customer experience with the atmosphere of the place Yes No No No Temporary 6 - EXTERNAL AND INTERNAL ANALYSIS : SWOT STRENGHTS • Craft beers • Family company • Sophisticated atmosphere, with an emphasis on conviviality and good mood • Wide variety of beers • Organisation of events at the brewery WEAKNESSES • • • • Prices can be high Customer management (drunkenness) Increased competition in the sector COVID crisis impacted the group OPPORTUNITIES CONSTRAINTS Development of premium beer range Design of an online shop Craft beer is a growing sector Technological performance with modern equipment • Foreign new market • Declining youth target • Alcohol law complicates communication and marketing • Licensing and regulation • Climate change can have consequences for raw materials • Declining purchasing power • • • • 7 - CONCLUSION • The concept of craft beer is trendy, since the end of the COVID19 crisis, consumers want to go back to the bars. • The atmosphere and locations are well thought out and add to the brand's image. • According to their official website, we can see a "shop" tab that has not yet been exploited, which could represent an interesting development axis. • It will also be necessary to pay attention to the prices because the competition is tough, and the purchasing power is decreasing. • Events in the brewery provide added value, why not extend the concept? [...]