"We were very, very famous and very willing to be famous for throwing a lot against the wall and seeing what would stick for many, many years, Franco shared. We can do that in the U.K. where you have a 50-plus share and you can develop a lot of things and trial and try new things. In this market, we did that and it didn't work. We've really taken our range plan, we've taken our focuses down to really doing fewer and better things."
"We're running things the way we need to run them, Franco said. Same on the food side and on the retail side of our business. For many years, we were very much driven by what the U.K. or international bars looked like, and we would apply that narrative, if you will, or business plan to the U.S. bars. That's gone away as well."
"Additionally, BrewDog USA has been given the opportunity to run its operations with some autonomy from its homebase in Scotland as its U.S. leadership team has earned the trust of the global team. We're running things the way we need to run them, Franco said. Franco also discusses how the exits of founders James Watt and Martin Dickie have affected the U.S. business, how the company is approaching innovation and how the company has rethought both its distribution footprint and its taproom strategy."
BrewDog USA narrowed its product range and prioritized core brands, driving a 26% volume increase to 89,084 barrels last year. The U.S. team shifted from experimental, broad launches to a focused range plan, improving wholesaler partnerships and redeploying teams to support core markets. The U.S. leadership earned trust from the global team and was granted greater operational autonomy from Scotland, allowing localized strategies across food and retail. The company abandoned applying U.K. bar models directly to U.S. bars. Leadership turnover, including founders' exits, influenced U.S. operations, and the company rethought innovation, distribution footprint, and taproom strategy.
Read at www.brewbound.com
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