Molloys Liquor Store A Disruptive Brew
EDWIN A N OL A N
Project
No.
H y p e r Is la n d
004
EGY MODULE T A R T S S S E BUSIN
OVERVIEW OF THE INDUSTRY The Case for Change within the Drinks Industry in Ireland
â‚Ź 6.3 bn
was spent on alcohol in Ireland in 2014
1.2%
on 2013
Despite the positive numbers the Off-Trade Industry in Ireland is struggling, a recent NOFFLA Survey found:
60 % 1/3 394 43 % Off licenses say they are at risk of closure in 2015
Member of NOFFLA had let staff go in the past 18 months amounting to 584.
The number of off licenses that closed between 2008-2013 3,718-3,324
The increase if tax on beer and cider since 2013
Source: National Off License Association of Ireland Survey Irish Examiner
OVERVIEW OF MOLLOYS The Case for Change within Molloy’s Liquor Store Molloy’s Liquor Stores is a part of the Molloy Holdings group. The group own boths pubs and off licences. There are currently 10 Molloy liquor stores thoughout Dublin in a variety of economic areas.
Turnover of Molloys
€20.5m in 2013 €22.9m in 2012 €26.3m in 2010 €31.7m in 2009
25%
Decrease in staff in the last five years.
€633,741
Total Operating Losses for 2014
Molloy’s Liquor Store have: • Strong retail presence in Dublin • Loyal customer • Knowledgeable staff • Online and off-line presence • Established e-Commerce store Source: Irish Times
OVERVIEW OF MOLLOYS Problems and Challenges facing Molloy’s Liquor Store Competition from supermarkets offering a convenient way to purchase alcohol with weekly groceries.
Reduced discretionary spending in some of its local markets as a result of the recession. Irish Times
Losses made on the group’s property portfolio. In 2010, e7.65 million was wiped from the Molloy Holdings’ portfolio of properties and assets. Irish Times
Alcohol consumption down 7.6% in 2014 DIGI report
Increased government taxes on alcohol. Beer and cider have seens a 43% increase in tax. DIGI report
Below cost selling of alcohol offered by discount supermarkets like Aldi, Lidl and also Tesco.
OVERVIEW OF THE CRAFT BEER INDUSTRY Opportunities within the Drinks Industry for Mollloys But not every industry is struggling...
â‚Ź15m
was spent on craft beer in Ireland in 2014
Production levels are up almost up 40% year on year.
7.1m 4.9m 3.7m 2.6m
litres in 2014 litres in 2013 litres in 2012 litres in 2011
50 %
increase this year alone
Growths rates are also up.
0.6 % 1.2 % 1.5 %
growth rate in 2014 predicted growth rate in 2015 actual growth rate in 2015
Source: Independent Craft Brewers of Ireland
THE CRAFT BEER BREWERY - A TYPICAL USER JOURNEY As part of the research, I spoke to Ian Bergin who hosts the “11pm Somewhere� podcast. Ian works for Beoir, the Craft Beer Support Network in Ireland, and is a spokesperson for the craft beer revolution in Ireland. During the interview he spoke of the typical user journey of a customer to a craft beer brewery which is sketched below.
In some cases, User can sample the produce. But due to restrictive licensing laws in Ireland this is not always the case. User arrives at Brewery to take part in tour. User takes tour of Brewery and gets to see all the artisan processes.
User wants to purchase bottles of the beer produced, he is told the Brewery can not sell under 20 litres on the premises and he must leave and buy it from another retailer.
The Brewery is equally frustrated by the closure experience offered to the User. The User leaves frustrated by the incomplete journey.
THE CRAFT BEER BREWERY - A TYPICAL USER JOURNEY As part of the research, I spoke to Ian Bergin who hosts the “11pm Somewhere� podcast. Ian works for Beoir, the Craft Beer Support Network in Ireland, and is a spokesperson for the craft beer revolution in Ireland. During the interview he spoke of the typical user journey of a customer to a craft beer brewery which is sketched below.
Pain Point
No. 1
In some cases, User can sample the produce. But due to restrictive licensing laws in Ireland this is not always the case. User arrives at Brewery to take part in tour. User takes tour of Brewery and gets to see all the artisan processes. Pain Point
Pain Point
No. 4
No. 2
Pain Point
No. 3
User wants to purchase bottles of the beer produced, he is told the Brewery can not sell under 20 litres on the premises and he must leave and buy it from another retailer.
The Brewery is equally frustrated by the closure experience offered to the User. The User leaves frustrated by the incomplete journey.
SYSTEM WASTE AND OPPORTUNITIES Possibilities to Turn Current Pain Points in the Craft Beer Industry into Value Opportunities for Molloys Currently Craft Breweries Can Not:
Currently Molloy’s Stores Can:
• Monetise their experience effectively
• Monetise this experience effectively by
- Too cost prohibitive to buy a license to sell alcohol
- Using their liquor licenses to sell produce.
- Can only sell minimum of 20 litres of beer at a time
- Through their multiple retail stores
- For smaller quantities, customers need to go to the nearest of pub that stocks the product • This barrier to purchase could be responsible for a buyer drop-out rate Loss of revenue and brand value
- And online channels - To their existing customers and also new customers likely to be attracted by the product offering - Using their distribution channels and media network
MOLLOYS COULD CIRCUMVENT REGULATORY BARRIERS TO BECOME THE KEY DISTRIBUTION PARTNER OF THE FASTEST GROWING DRINKS INDUSTRY IN IRELAND.
THE BREW DOCK
THE BREW DOCK
THE BREW DOCK
THE The Brew Dock is an online community-based platform BREW that links quality independent craft brewers, to customers DOCK seeking to explore and enjoy a range of artisinal beers.
BREW DOCK
BREW DOCK
THE BREW DOCK
THE BREW DOCK
THE BREW DOCK Steve’s User Journey
1.
Steve first becomes aware of The Brew Dock through targeted advertising in his local area. The next he is his local Molloy’s Liquor Store, he sees a tasting display where he finds out more about the brew dock from the assistant.
Who is Steve? Steve is our customer. He is 34 years old and in steady employment with disposable income. He lives in the suburbs and no longer heads to pubs and clubs, preferring to stay at home and have a couple of drinks. Similar to his fellow countrymen who spend on average e761 online every year (Parcel Motel Survey), Steve too purchases a lot online rather than heading to the city. He frequently uses Amazon and Play.com. Steve is one of the 70% of Irish people who like to spend money local artisan foods (Irish Examiner survey). He seeks fresh produce sourced locally. He frequents Artisan coffee shops in his local village.
2.
Steve goes home and signs up to The Brew Dock site. After the welcome page Steve is invited to customise his personal “Cellar” hub. He is asked questions to establish his taste preferences and his Cellar is stocked with online content and beer suggestions to his preferences.
THE BREW DOCK
8.
Steve’s User Journey
The order is despatched to Steve’s home address or for collection in his local Molloy’s Liquor Store, depending on his preference.
4. Steve decides to his order to the batch production. He buys 6 bottles of the beer.
7. When the batch is ready. Steve receives an email to say his brew is being bottled.
3. Steve receives an email to say a beer in his Cellar is preparing to go into go into production.
9.
5. Steve’s order is received by Mike the Brewer who adds Steve’s order to his production. He starts brewing the batch.
6. Mike despatches Steve’s order via The Brew Dock’s transit channel
Steve is invited back to The Brew Dock to give review of his brew choice. If he liked the brew he can add it to his Cellar where he will be notified of the next batch to be brewed. He can also interact with other members and receive further recommendations for his next brew.
THE BREW DOCK Service Ecosystem
Users feel they are pro-actively supporting craft brewers in Ireland Users enjoy a sense of exclusivity and taste-making Users also become part of the co-creation process Active online community of similar minded people
Increased customer engagement Access to a broader market of craft beer fans Wider customer database High ability to generate feedback Reduced warehouse and inventory costs Reduced inventory risk and product waste
Wholesale outlets for their product Easier path to market Access to a wider range of customers Direct feedback from customers on their product Low risks involved in increasing production volumes An online platform to promote their brewery and products
CASE STUDIES The Exemplar Business Model and Supply Chain Disruption The Exemplar Business Model is based upon an online platform that links producers often of high end or artisinal products, to customers. The key element of the model is customers purchase items in advance of production thus lowering risk for manufacturers, retailers and producers (Guidici, 2014).
Made.com
Naked Wines
• Made.com has reported a surge in annual sales
• The company crowd-funds independent winemakers.
as it gears up for a stock market flotation that could value the business at over £100m
• Naked Wines saw profits in the UK almost double
• The online furniture retailer’s sales increased 63%
from £26.2m to £42.8m for the year ending December 31 2014 • The retailer has expanded into markets in France,
Italy and the Netherlands • Made.com has also expanded into high street
retail with a 789 sq metre flagship showroom in Soho and Redbrick, West Yorkshire Retail Week Stats
to £2m last year as new customers signed up ti its web service. • Has more than 1 million customers • Worldwide sales rose by 40% to £53 million. • Has expanded the business into the United States
and Australia • Naked Wines has invested in more than 135
independent winemakers since its launch This is Money.co.uk Stats
BUSINESS MODEL The Business Model Canvas for The Brew Dock Key Partners
Key Activities
• Microbreweries • Press/PR • Reviewers • Transport (Logistics Partners) • Software Providers • Website Designers & Developers • Retail Staff
• Platform Management • Online Content • Logistics • Marketing • Sales/Pr-ordering
Key Resources • Website • Sales Staff • Retail Outlets • Online Ordering • Logistics Chain
Cost Structure
• Website Dev. & Maintenance • Staff Salaries
Value Proposition
Customer Relationships
Customer Segment
The Brew Dock is an online community-based platform that links quality independent craft brewers, to customers seeking to explore and enjoy a range of artisinal beers.
• Microbreweries • Current Customers • Craft Beer Community • Product Advice • Critics/Reviewers
• Mid-market Customers • Males 28+ • Disposable Income • Looking for quality, taste & niche product • Current Customers
• Staff Training • Adverting & Marketing
Revenue Streams
Channels • In-Store & Website • Social Media/PR • Supplier’s Site • Craft Beer Communities
• Online Sales • Events & Tasting Evenings • In-Store Sales • Pre-Ordering Sales
VALUE ADDED BENEFITS Commercial Feasibility of The Brew Dock
Benefits for Users
Benefits for Molloys
Benefits for Brewers
• Users feel they are proactively supporting craft brewers in Ireland
• Increased customer engagement
• Wholesale outlets for their product
• Users enjoy a sense of exclusivity and taste-making • Users also become part of the co-creation process offering: - Interacting with Brewers - Offering feedback - Being part of an active online community of similar minded people
• Access to a broader market of craft beer fans and the fastest growing market in the drinks industry. • Building a wider customer database • High ability to generate feedback and a profile on customers and their preferences • Reduced warehouse and inventory costs • Reduced inventory risk and product waste • The chance to position themselves and their staff as connoisseur of the craft brewing industry
• Easier path to market with fewer barriers to entry • Access to a wider range of customers who may not have previously being available • Direct feedback form customers on their product and the ability to iterate and co-create • Low risks involved in increasing production volumes • An online platform to promote their brewery and products
TIMELINE FOR SUCCESS Projections for Future Growth
2017
2015 The current craft beer market share is 1.5% amounting to )15m in sales Create online community of suppliers and craft beer enthusiasts Develop the e-Commerce site and digital community platform Hold pop up events with products at music festivals and sporting events
2016 The projected craft beer market share will rise to 2.7% amounting to )27m in sales Molloys launch The Brew Dock to customers Continue curating online content and communities Hold beer tasting events in-store and continue to cultivate community around it
The projected craft beer market share will rise to 4.0% amounting to )40m in sales Create craft beer pop up shops within Molloy’s stores Begin to stock own line of beers in-store produced in connection with brewers and suited to customers’ preferences Launch a curated beer festival event Branch out into stocking selected artisan food produce
2019 2018 The projected craft beer market share will rise to 6.0% amounting to )60m in sales Re-brand Molloys stores to incorporate craft beer section as a permanent fixture Continue to grow the artisanal food produce side of the business Introduce food produce to the site
The projected craft beer market share will rise to 9.0% amounting to )90m in sales Launch flagship Molloy’s artisinal shop Continue to grow The Brew Dock’s business with classes and events
MOVING FORWARD What is the Change?
2015
2019
Molloys are currently competing in a strongly regulated, heavily taxed and highly competitive market of convenience
Molloys will be market leaders in the attainable artisanal food and drink market, taking advantage of the gap in market regulation and building upon existing and building upon producer’s capacity.
Thank you
APPENDICES Bibliography Anon. (2011). Ireland’s banking crisis: timeline. 31 March, Telegraph.co.uk. [Online]. Available at: http:// www.telegraph.co.uk/finance/financialcrisis/8419616/Irelands-banking-crisis-timeline.html [Accessed: 24 July 2015]. Anon. (2013). Irish pubs and independent off-licences in ‘crisis’; DIGI | ShelfLife.ie. [Online]. Available at: http://shelflife.mediateam.ie/article.aspx?id=3972 [Accessed: 21 July 2015]. Anon. (2013). Off-licences blame tax hike for closures. The Irish Times. [Online]. Available at: http:// www.irishtimes.com/news/off-licences-blame-tax-hike-for-closures-1.1317021 [Accessed: 21 July 2015]. Anon. (2013). The Drinks Industry Group of Ireland | Decline Continues In The Pub And Independent Off-Licence Sectors. [Online]. Available at: http://www.drinksindustry.ie/news/archive-news/declinecontinues-in-the-pub-and-independent-off-licence-sectors/ [Accessed: 21 July 2015]. Anon. (2013). The Drinks Industry Group of Ireland | Report finds drinks industry purchasing is worth over €2.8 billion to irish economy each year. [Online]. Available at: http://www.drinksindustry.ie/news/ archive-news/report-finds-drinks-industry-purchasing-is-worth-over-2-8-billion-to-irish-economy-eachyear/ [Accessed: 21 July 2015]. Anon. (2015). Ireland most expensive EU country for alcohol. [Online]. Available at: http://ec.europa.eu/ ireland/press_office/news_of_the_day/ireland-most-expensive-eu-country-for-alcohol_en.htm [Accessed: 24 July 2015]. Anon. (n.d.). Artisan Food: Artisan Food in Ireland. [Online]. Available at: http://www.teagasc.ie/ ruraldev/artisan_food/artisan_food_in_ireland.asp [Accessed: 22 July 2015]. Anon. (n.d.). Ban below cost alcohol to save jobs, urge Galway off-licences. Galway Advertiser. [Online]. Available at: http://www.advertiser.ie/galway/article/70282/ban-below-cost-alcohol-to-savejobs-urge-galway-off-licences [Accessed: 21 July 2015].
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