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This paper aims to investigate the locational determinants of the craft beer industry in Budapest, Hungary, between 2009 and 2022.

The authors use various count data models to determine the relationship between the number of microbreweries and locational factors.

The authors find that demand and supply-side factors, including income, unemployment, level of education, population density and the number of local businesses, affect the number of craft breweries. Whilst agglomeration effects proxied by breweries per capita in a district have a positive coefficient, the number of breweries in neighbouring districts is not significant. In addition, the authors do not observe any negative impact of COVID-19-related restrictions. The picture of a still-evolving, resilient craft beer sector emerges from our analysis.

To the best of the authors’ knowledge, this is one of the first specific studies on the craft beer sector in the Central and Eastern European region and the first to evaluate the location choices of craft breweries in Hungary within a municipality using an up-to-date data set. The authors’ analysis covers 14 years, from the early stages of craft brewery proliferation in Budapest until 2022, testing several hypotheses with respect to the location choices of these businesses.

Fewer than half of UK start-up businesses survive beyond five years (ONS, 2020). The Scottish Small Business Survey of 2019 found competition in the market and uncertainty as to how to face it were considered the most significant barrier to success by almost half of Small and Medium-sized Enterprises (SMEs) (Scottish Government, 2020). This chapter considers how four Scottish breweries have formulated start-up strategies to respond to competition in an ever-increasingly crowded marketplace in order to maximise their likelihood of survival. The findings from each of these case studies are presented in an accessible format, and indicate that a variety of approaches to the development of the businesses can be adopted, albeit planned approaches dominate. Drawing on real life experiences of four successful businesses, the practical choices they took provide guidance and inspiration for other aspiring craft beer entrepreneurs in selecting an appropriate approach to and content of their founding strategy.

The revival of the modern craft beer industry has been attributed to people rediscovering their tastes for authentic and hand-crafted products from small, local and independent firms – notable in many sectors ranging from food and alcohol products to textile and furniture. While one of the grounding principles of the craft beer sector has been serving the local community, some brewers started to explore growth opportunities beyond their national borders. Some did so by pure excitement and prestige of sending their beers overseas; others sensed that their domestic markets were becoming flooded by other craft beer brands or ‘craft-washed’ beers from large beer companies. This chapter explores two sides of this going-international story – its promise and perils. The promise of international growth represents the fulfilment of the entrepreneurial mission, the opportunity to collaborate on a global level or the result of positive country reputation. While the perils of crossborder venturing are formed by country-level differences (rules, values and culture), the author brings to the fore that the socially constructed and fluid definition of craft beer forms unique constraints. The author particularly explores how the sector’s cultural boundaries and competition for authenticity with large beer companies act as liabilities during internationalisation. This chapter contributes to the extant literature on firm internationalisation by focussing on a unique dataset of internationalising craft breweries from four small open economies (Australia, New Zealand, Denmark and the Czech Republic). In that sense, it also provides valuable insights to practitioners and the general public.

Brewing has experienced a considerable revival in recent years with the number of brewers in the UK being at its highest level since the 1930s (Cask Report, 2018). After decades of mergers and takeovers saw the emergence of a small number of global brewing conglomerates, many of the recently established breweries have spearheaded what has been referred to as a ‘craft beer revolution’. Typically, producing small batches of artisan brews and with small workforces, the output of craft brewers accounts for approximately 2.5% of all beer sales in the UK, but is the fastest growing sector of the drinks market. The growth of the industry mirrors that seen by artisan food producers and has led some to suggest an emerging preference for rejecting mass produced food and drink products.

Despite recognition of the craft beer industry’s emergence, growth and cultural significance, almost nothing is known about the individuals who started these new breweries, nor what their motivations for doing so were. Drawing upon 30 in-depth, semi-structured interviews with owner-brewers of craft breweries from across Scotland, this chapter presents findings examining owners’ backgrounds and motivations for starting their brewery. The findings show a range of motivations and expectations amongst the group of owners and provide a useful basis for making practical recommendations of how other aspiring craft beer ‘entrepreneurs’ can be best supported by the industry.

A popular narrative connects craft breweries with revitalisation of cities, neighbourhoods or communities, particularly in locations that have suffered from deindustrialisation. Research, too, associates craft breweries with job creation, development of local economies, and with entrepreneurship, crafts production, and do-it-yourself culture. Human geographers link craft breweries with contemporary place-making and neolocalism. Neolocalism, a revived appreciation of local ingredients and production, has become both a societal phenomenon and a business proposition. Based on key indicators for neolocalism, this chapter evaluates to what degree the narrative linking craft breweries with revitalisation, neolocalism and community-building holds for seven studied Finnish craft breweries. The cases presented herein offer a more nuanced view of the phenomenon and open the narrative to variations and richer interpretations. The chapter takes a critical view on narratives that enable, maintain and create societal phenomena such as the craft beer revolution, and it adds to the growing literature on the context and consequences of craft breweries.

The paper examines the sudden changes and challenges experienced by British craft breweries because of COVID-19. The purpose is twofold; firstly, to evaluate the overall growth trajectory of the craft brewing sector prior to the pandemic crisis and, secondly, to identify features of resilience and adaptability that aided business survival.

The authors conducted 24 interviews with a sample of craft brewers during 2020, supplemented with a focus group later in 2021, to understand the impacts of COVID-19 on their businesses. Inductive thematic analysis followed a flexible six-stage approach to generating codes. Qualitative findings were set in the context of the pre-COVID-19 industry trends which were analysed using panel data from the Society of Independent Brewers' (SIBA) Annual Surveys between 2015 and 2018.

Findings from the analysis reveal a range of factors influencing growth in the UK craft beer sector before the pandemic crisis, such as levels of investment and local network ties, and identify a range of strategies implemented by brewers in response to the crisis, including new packaging and supply channels, more intensive marketing and greater online engagement with customers. Analysis of the intersection between aspects of individual and organisational resilience also revealed that dynamic responses to an external crisis depend on individual resilience characteristics before organisational strategies can be developed.

The study provides fresh empirical evidence to practitioners and policymakers to help forecast and future-proof the UK craft beer sector, as well as elucidating aspects of resilience that apply to SMEs in the global industry who face similar challenges. Moving towards a post-COVID-19 economy, the paper offers important theoretical insights into how the resilience of breweries, and other SMEs, is shaped by complex interdependencies and networks and how their adaptive responses might strengthen future business models.

This article aims to investigate collaborative procurement as a sourcing strategy amongst competing small enterprises in an effort to reduce their material supply costs through increased efficiencies, bargaining power and economies of scale.

A case study approach is applied to a network of breweries that are regionally clustered. Interview data from producers, suppliers and industry experts is inductively interpreted to understand the viability, organisational impact and benefits/limitations of joint procurement activities.

The craft brewing industry follows a market place strategy of differentiation to achieve competitive advantage. This has supply chain implications that promote raw material diversity, which is in conflict with standardisation – a necessary factor for collective buying. Competition impacts information sharing and governance mechanism, while the structural factors of size asymmetry along and across the supply chain influence returns. These issues impact the potential economic benefits of collaborative procurement.

The research propositions have been developed in a specific industry but are generalisable to other companies with a differentiation strategy, especially in the consumer packaged goods sector.

Enabling conditions and constraints are captured in a framework and capability matrix, which can be used by practitioners to assess industry and product feasibility for collaborative procurement.

Previous studies of collaborative procurement have been in the public sector amongst large organisations. This work focusses on coopetition in the context of small businesses to identify the viability and cost-benefit of this strategy.

Leveraging the boom of a craft beer renaissance, this paper explores social capital theory through the impact of the craft brewing industry. The exploration addresses entrepreneurial micro-ecosystems that share one commonality – the need for community development and revitalization. North Carolina's deregulation of craft brewing (Pop-the-Cap Initiative, 2005) led to a boom of brewery startups, from 54 in 2010 to more than 380 in 2022.

This qualitative study focuses on 15 brewery founders who have launched ventures within a few years of the Pop-the-Cap Initiative. This included 15% of those breweries launched between 2012 and 2017. Naturalistic Inquiry methodology was utilized, and semi-structured interviews, observations, and artifact analyses were applied to each participant via content analysis and NVivo.

Framed by two contributing entrepreneurial mindset factors (anti-establishment mindset and business-person's burden mindset) and three external entrepreneurial micro-ecosystems conditions (community conditions, doom and boom conditions, and economic conditions), these emergent themes represent the ecosystem contributors (mindsets/conditions) associated with startup success and social value creation in rural and downtrodden urban areas.

This study facilitated a deep dive into two evolving entrepreneurial micro-ecosystems (rural/urban) through the perspective of brewery startups. It illuminated the actors, conditions, and domains in play. Conceptualizations of “nestedness” (Spigel, 2022) with “microfoundations” (Wurth et al., 2022) integrated to see a specific sector (craft brewing) developing within a sub-ecosystem's capacity to help frame and “understand the co-evolution of agents with entrepreneurial ecosystems” (Cho et al., 2022). Additionally, antecedents to the birth of local economies suggest the value of agents involved in evolution of nascent local economies (Cho et al., 2022). These findings reinforce developing literature while presenting opportunities for future studies.

Craft breweries in rural and urban environments represent third places within communities. Third places can be recognized as conduits for developing social capital among individuals, groups, and firms. High levels of social capital positively impact communities. These conditions helped anchor tenants thrive and did not occur accidently. They are intentional value propositions of entrepreneurs and ecosystem conditions.

Brewery entrepreneurs were aware of their contribution to social capital value, economic impact (e.g., tax revenue, jobs, space, attraction/destination, etc.), and how these facets interplay as revitalizing anchor tenants (i.e., craft breweries). Insight into how entrepreneurs come to understand and recognize their impact on community through social capital development and the economy can aid in further support ecosystems at the community level.

Centered on upper echelons theory, this study aims to examine the interplay of US craft brewery owners’ green consumption values, environmental attitudes and environmental proactivity of their craft breweries. In addition, the moderating role of business challenges on the effect of environmental attitudes on environmental proactivity is assessed.

An online questionnaire was distributed to a convenience sample of US craft brewers through the Brewers Association Brew Forum Blog. A total of 237 valid responses were received. Structural equation modeling was used for testing hypothetical relationships among key constructs in the proposed research model: environmental values, environmental involvement, environmental sustainability practices and business challenges.

The results showed that green consumption values positively and significantly influenced environmental attitudes and environmental proactivity. Findings also confirmed the significant positive influence of environmental attitude on environmental proactivity. Furthermore, business challenges moderated the relationship between owners’ environmental attitudes and environmental proactivity of the breweries such that the higher the extent of business challenges weaker is the relationship between environmental attitudes and environmental proactivity.

It is accepted that upper management’s individual beliefs surrounding environmentalism are a contributing factor to the environmental management policy of their company. However, there is very little empirical evidence to demonstrate the impact that these values have in a tangible sense. To satisfy this deficit in the research, the study aims to analyze the relationship between the brewery owners’ environmental outlook and the sustainability practices of their brewery, regarding the former as a key psychological characteristic, which influences and motivates the direction of the latter.

The purpose of this paper is to examine key areas related to the craft brewing industry from the perspective of operators of micro and small craft breweries, and propose a framework based on the resourced-based theory of the firm and the theory of innovation. The areas investigated include participants’ perceived strengths of their craft brewery, involvement in innovative practices, opportunities for the craft brewing firm, and potential differences related to these areas based on the demographic characteristics of participants and their breweries.

Given its growing significance and economic contribution, the US craft brewery industry was chosen for this study. An online questionnaire was designed to gather data from craft brewery operators across the nation.

Product and service quality, knowledge, reputation, and expertise were revealed as key strengths, while creating new recipes and using social media tools were the most considered ways of innovating. Furthermore, opportunities were perceived through craft beer tourism, increased consumption, and quality improvements. Statistically significant differences emerged, particularly based on production levels, staff numbers, and involvement/no involvement in exports. Various associations between the findings and the adopted theoretical frameworks were revealed.

In terms of originality, the proposed refinement based on the adopted theoretical frameworks and findings facilitates understanding of the significance of resources and innovation, particularly for firms operating in a growing industry. Regarding value, the findings have important implications for the industry, for instance, in the marketing of craft brewing, as well as in the development of new craft brewing products.