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Case from journal
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Reference no. NAC2103
Subject category: Entrepreneurship
Published by: NACRA - North American Case Research Association
Published in: "The Case Research Journal", 2001
Length: 18 pages
Data source: Field research

Abstract

Richard Squire had started Breckenridge Brewery in 1989. Now, in 1997, despite its modern and efficient brewery and its eight brewpubs in Colorado and elsewhere, his company found itself growing fast, but losing money. Richard and his Partner, Ed Cerkovnik, both felt the company still enjoyed extraordinary potential, but they had begun to doubt that they possessed the right mix of managerial skills to ensure that its potential would be realized. The question was what they should do about this problem. Did the company need new leadership? If so, what sort of person should be added to the team, and in what role? Were these even the right questions to be focused on at all?

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Abstract

Richard Squire had started Breckenridge Brewery in 1989. Now, in 1997, despite its modern and efficient brewery and its eight brewpubs in Colorado and elsewhere, his company found itself growing fast, but losing money. Richard and his Partner, Ed Cerkovnik, both felt the company still enjoyed extraordinary potential, but they had begun to doubt that they possessed the right mix of managerial skills to ensure that its potential would be realized. The question was what they should do about this problem. Did the company need new leadership? If so, what sort of person should be added to the team, and in what role? Were these even the right questions to be focused on at all?

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