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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Horizontal collaboration is key to the success of micro and small breweries in Wales, and may demonstrate how similar enterprises can outcompete larger rivals by coming together.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

In this chapter, the authors explore the entrepreneurial nature of craft brewing. The authors find growth in the microbrewery sector has been supported through a cooperative approach between competing artisanal small firms. This has helped build competitive advantage in resistance to the dominant market forces of large brewers. Data were gathered using semi-structured interviews with 12 craft brewers in the North East of Scotland. Analysed findings are used in the design of a conceptual model on the nature of collaboration in the craft beer sector. An artisanal scene is presented, where community benefit and continued development of the craft beer movement is prioritised, over commercial and strategic growth. The typically small firms in this area share resources and support each other in a drive to wean customers away from the large mainstream producers. The authors argue that the nature of the craft beer sector seeks to actively resist market dominance, not only through product quality and marketing, but also in the entrepreneurial behaviours enacted to sustain the movement. The findings suggest a co-existence of both collaboration and competition in the strategic decisions of craft brewers. The focus is on the locally embedded connections these firms develop in the maintenance of their craft roots, with a range of complex interconnected factors linking brewer, community, and the broader industry.

The purpose of this paper is to highlight the specific types of coopetition between small and medium-sized craft breweries and related businesses, as well as its drivers and outcomes.

Qualitative research was carried out using in-depth, semi-structured interviews with 18 different small and medium-sized enterprises (SMEs) combined with site visits and secondary data analysis.

The results reveal that craft breweries are engaging in coopetition in several different ways. Mutual benefit, trust, commitment, and sympathy are the crucial drivers for coopetition; whereas innovation development, market reach and marketing, as well as firm growth represent the key shared outcomes of coopetition.

This study suffers from two main limitations, including the focus on coopetition of craft breweries operating in German-speaking countries only and the risk of subjectivity in analysis and interpretation due to the qualitative, explorative nature of the research.

The findings reveal insights into the uniqueness of SMEs – specifically craft brewers – regarding coopetition, which is currently of strong cooperative nature. This study completes prior coopetition knowledge by revealing the importance of coopetition for small, micro and resource-constrained firms operating in dynamic and innovative but traditional (here craft) industries; presenting the cooperation-based type of coopetition as a good competition strategy under fierce competition from large, more established and global business rivals; and identifying sympathy as an important coopetition driver.

This study aims to propose a framework for developing strategies for the supply chain of craft beer that can make the business efficient and profitable, and at the same time, generate sustainability benefits from reducing waste, conserving natural resources and reducing pollution.

Based on an extensive review of the literature of academic and industry publications, source material from craft brewers primarily situated in the USA and industry experience in craft brewing, the proposed framework describes strategies to establish sustainable craft beer supply chains.

The framework for craft beer supply chain consists of four categories that contribute to craft beer sustainability: ingredient procurement, recycling efforts, energy usage and distribution systems – some of these mimicking those used by macrobrewers. Each of the categories is further subdivided. Successful practices and examples are highlighted for each of the subcategories.

This proposed framework was built upon current practices and available literature in the USA and focused on the environmental pillar of sustainability. Further, the proposed framework arises from the fact that current best practices in sustainability were available primarily from larger craft brewers, like Sierra Nevada and New Belgium.

By paying attention to operational changes in their supply chains, craft brewers can manage costs and improve their sustainability track record by reducing waste, conserving natural resources and improving upon their pollution footprint. Craft brewers can economize in the use of water, grains, hops and yeast by using practices discussed in this paper.

This is the first time that all aspects of supply chain and sustainability considerations in craft beer production are discussed in a comprehensive manner to propose a framework for analysis and enhancement of productivity and sustainability at the same time. The fact that the proposed framework can be used in future studies to empirically evaluate the utility of various sustainability strategies adds to the originality and value of this research.

The UK has seen rapid growth in the number of microbreweries but a concurrent decline in public house numbers raising concerns about the sustainability of this growth. The purpose of this paper is to explore the impact of funding upon competition in the sector and the entrepreneurial characteristics of microbrewers. With an emphasis on rural-based businesses, the local economic impacts are also examined.

The research is informed by analysis of trends in both the brewing and public house sectors in the UK. Semi-structured interviews were carried out with microbrewers, including five who had received funding to support their development. These were supplemented with three days of participant observation at collaborative brewing events with 26 microbrewery owners and three microbrewery managers.

The findings indicate that the value attached to microbreweries extends beyond their economic contribution with wider outcomes including training and job creation, the preservation of listed buildings and the enhancement of rural tourism. Funding stimulated entrepreneurial responses but support for these wider outcomes ran the risk of distorting competition.

As competition increases in the sector, microbrewery owners need to become more entrepreneurial to maintain their market position. Competition is heightened by a number of lifestyle enterprises that can survive with lower profit levels while routes to market are limited by a decline in the public house sector. In such a pressured market, there is a need for clearer assessments of the impacts on local economies and entrepreneurship when grant funding is provided.

This chapter brings together a commentary on the three chapters in the part Making and Selling Craft Beer. Highlighting key themes emerging from these chapters, they were put to a seasoned brewer who owns a microbrewery which services his own pub in rural Lincolnshire. The conclusion presents a discussion between the researcher and the brewer to unpack the everyday realities of making and selling beer with particular consideration of the COVID-19 pandemic.

This paper aims to explore coopetition as a fundamental feature of the collaborative dynamics inherent in entrepreneurial ventures. The authors present a conceptual model and definition of entrepreneurial coopetition, the latter being explained as entrepreneurial involvement in simultaneous cooperative and competitive interactions with business network actors in a relational environment.

Using the micro-brewing industry in a Southern State in the USA, as an empirical base, the authors use an abductive case study approach drawing from multiple data sources including semi-structured interviews, marketing materials, information available on websites and social media, as well as information contained in newspaper articles and policy documents.

Findings suggest that entrepreneurs habitually interact in a coopetitive manner through norms formed in interaction and that these are often in response to the environment.

Findings are limited to one particular context. Future research could include entrepreneurs from other sectors, state or country contexts which may reveal other coopetition themes.

More benefits in coopetition could be reaped if the entrepreneur were more cognitively aware of, and strategically planned for, the coopetitive processes in which they are (or could be) engaged.

The authors open the black box of entrepreneurial coopetition by putting forward and empirically examining a conceptual definition of entrepreneurial coopetition. This work moves the coopetition discussion beyond the motives behind and consequences of coopetition, analysing interactions from a process perspective. The authors respond to recent calls for a deeper understanding of coopetitive mind-sets and a multilevel approach to coopetition.

The purpose of this paper is to identify the early stage network engagement strategies that new ventures use to gain traction in interaction in the development of network capability.

Using 24 new ventures in the micro-brewing industry in Ireland, Belgium and the USA as an empirical base, the authors use an inductive case study approach owing to the exploratory nature of the research aim and the lack of prior literature in the area.

The findings suggest five early stage network engagement process strategies in network capability development: business-to-business network prospecting; co-branding/co-promoting activities; from maker-mindset to adapting; social media platforming; and recognition and activation of network role.

The findings are limited to the micro-brewery sector at one point in time, although in multiple country contexts. Analyzing other sectors and taking a temporal view of strategizing, analyzing the sector at another time point, would show how dynamics in engagement change as the actors acquire new experiences from interaction.

The potential to gain from network resources and the paucity of these resources in new ventures makes early stage engagement strategizing for network capability development an attractive business strategy for new firms. All firms are born within a social network that has economic importance. Identifying the five early stage network engagement strategies can mitigate the challenge for the new venture in moving from the initial social network to collaborating within wider business networks to gain access to resources, technology and customers.

Strategizing in new venture contexts is a relatively new stream of research for the industrial marketing and purchasing group. This paper adds to the growing body of literature that places interaction, relationships and networks at the heart of strategy making and provides important insights for new ventures, which may lead to earlier and greater success for the firms. The authors respond to calls for increased research addressing capability development in a new venture context and for research to take a more interactive perspective on new venture processes.

The article begins by explaining the strategic need to “think globally”. It analyses strategic perceptions of what and where the market is, and examines the competitive consequences of global thinking by the enterprise. The requirements of enterprise capacity for the effective national implementation of international strategies are analysed. This means “managing locally”. The article concludes by considering some of the skills and personal traits of the international manager. These may have to be developed if enterprise management is to achieve the proper local implementation of its global strategies. A variety of case examples and studies are illustrative of the international strategies.

A unique collaboration between education, industry and the Manpower Services Commission has resulted in The Whitbread Initiative, a comprehensive off‐the‐job training manual and computer‐aided appraisal package to support Youth Training Schemes and industry‐linked courses in schools and colleges. Whitbread & Co plc, MSC, and Cambridge Training & Development Ltd joined forces to produce the pack, which is published by Careers & Occupational Information Centre (COIC). It has taken 18 months to compile, and the 900‐page manual brings together teaching practices and skills established by Whitbread as a result of managing Youth Training Schemes during the last five years. It provides over 50 units of training material covering a wide range of essential topics, including personal and social skills, basic business know‐how, finance and communication skills, and health and safety. There are masters for making overhead projector slides, and worksheets, questionnaires and handouts available for photocopying. The computer‐aided appraisal disks, for use on BBC ‘B’ and IBM PC compatible computers, are designed to help trainees, students and staff pinpoint areas they need to work on, set targets, and review their progress regularly. Welcoming the Initiative at its launch, MSC Chairman Sir Bryan Nicholson said: