Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Published by: Ivey Publishing
Originally published in: 2010
Version: 2011-12-16
Length: 9 pages
Data source: Field research

Abstract

In late 2007, the chief executive officer (CEO) of Delta, British Columbia-based Bradley Smoker Inc (Bradley Smoker) was considering a potential licensing opportunity with Beam Global Spirits & Wine (Beam Global), owner of the Jim Beam brand of bourbon drinks. Bradley Smoker was a small Canadian manufacturer of food-smoking machines and bisquettes, which it sold through a variety of retail channels around the world. The current opportunity would see Jim Beam-branded bisquettes produced from wooden barrels used in the production of Jim Beam bourbon. The CEO was excited by the possibility of co-branding his product with a well-recognized global brand, but was also intimidated about the negotiations and legal aspects of such agreements. As head of a fast-growing company with many projects on the go, the CEO wondered, when all aspects were considered, would such a deal make sense?
Location:
Industry:
Size:
Small
Other setting(s):
2007

About

Abstract

In late 2007, the chief executive officer (CEO) of Delta, British Columbia-based Bradley Smoker Inc (Bradley Smoker) was considering a potential licensing opportunity with Beam Global Spirits & Wine (Beam Global), owner of the Jim Beam brand of bourbon drinks. Bradley Smoker was a small Canadian manufacturer of food-smoking machines and bisquettes, which it sold through a variety of retail channels around the world. The current opportunity would see Jim Beam-branded bisquettes produced from wooden barrels used in the production of Jim Beam bourbon. The CEO was excited by the possibility of co-branding his product with a well-recognized global brand, but was also intimidated about the negotiations and legal aspects of such agreements. As head of a fast-growing company with many projects on the go, the CEO wondered, when all aspects were considered, would such a deal make sense?

Settings

Location:
Industry:
Size:
Small
Other setting(s):
2007

Related