Molson Coors Brewing Company

Prior to the 2004 merger, which closed early in 2005, the Coors Brewing Company was Adolph Coors Company's principal subsidiary and is now the principal US subsidiary of Molson Coors Brewing Company. Separately, both Adolph Coors Brewing Company and Molson Inc. held subsidiaries in other countries, such as Coors Brewers Limited in the UK and Brazil. The company has stated its intention to "plant a flag selectively in other high-potential beer markets" around the world (MC, 2004, p. 6).

1b. The company's annual report declares that it has US sales of "approximately $6 billion" (MC, 2004, p. 14). However, net sales come in at a somewhat lower figure.

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s for the reason that it has deliberately engaged in international expansion via M&A. Evidence of the company's annual report is that the company has attempted to resolve issues associated with its expansion program. Its annual report cites "challenges" in controlling costs and building sales associated with acquisition of the Carling and Grolsch labels, as well as two breweries, Burton and Cape Hill (MC, 2004). However, the report notes the sale of the latter property and efforts to "unite brand and customer marketing responsibilities to provide improved category management expertise and tailored service to large multiple operators" (p. 11). The decision to attack problems of business-process management at the source speaks to Porter's comment about differentiation that it requires "strong coordination" of R&D, product development (including distribution), and marketing (Pearce & Robinson, 2005, p. 196). The willingness to divest some assets in order to conserve others demonstrates its awareness of the need to support new business lines that appear in the company. More generally, the company has pursued marketing outreach with a view toward building profit centers. The company cites the following in its annual report: *Anticipa
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Approximate Pages = 14 (250 words per page)

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