Strategies for Success? Market entry strategies of new craft beer producers

Des Quinn, Vaughan Ellis, James Richards

    Research output: Chapter in Book/Report/Conference proceedingChapter (peer-reviewed)peer-review


    Fewer than half of UK start-up businesses survive beyond five years (ONS,
    2020). The Scottish Small Business Survey of 2019 found competition
    in the market and uncertainty as to how to face it were considered the
    most significant barrier to success by almost half of SMEs (Scottish
    Government, 2020). This chapter considers how four Scottish breweries
    have formulated start-up strategies to respond to competition in an everincreasingly crowded marketplace in order to maximise their likelihood
    of survival. The findings from each of these case studies are presented
    in an accessible format, and indicate that a variety of approaches to the
    development of the businesses can be adopted, albeit planned approaches
    dominate. Drawing on real life experiences of four successful businesses,
    the practical choices they took provide guidance and inspiration for other
    aspiring craft beer entrepreneurs in selecting an appropriate approach to
    and content of their founding strategy.
    Original languageEnglish
    Title of host publicationResearching Craft Beer
    Subtitle of host publicationUnderstanding Production, Community and Culture in an Evolving Sector
    EditorsDaniel Clarke, Vaughan Ellis, Holly Patrick, David Weir
    Place of PublicationBingley
    PublisherEmerald Publishing Limited
    ISBN (Print)9781800431850
    Publication statusPublished - 13 Dec 2021


    • Scotland
    • Craft brewery
    • start-up strategies
    • strategy formation
    • differentation
    • planned strategy
    • emergent strategy


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