Business administration students at the Salzburg University of Applied Sciences (this was part of a sales management course) were in attendance on March 17th, 2018 for our second day trip to Giesinger Bräu in Munich.
Giesinger Bräu is the newest and smallest of the Munich breweries, and made itself available to the university’s students as both host and sparring partner – challenging them with questions that had to be answered as part of a case study using their teaching content.
Mr. Bernhard Pillep (patent attorney) is one of Giesinger Bräu’s founders. From the moment he greeted the participants, one thing was clear: this man lives for beer!
The students were introduced to the world of brewing and beer sales (its enjoyment too) in an expert and entertaining manner. A steady flow of terminology and knowledge pattered onto the beer excursionists from the university: mash and malt, Hallertau hops, open fermentation, the franchise system as an opportunity or trap, distribution structures of breweries in Munich, and much more. It was enough to make you dizzy (even before the first beer).
The question also came up of why Munich needed another local brewery (the brand’s slogan: “Giesinger – From Giesing of course!”).
One of the questions to be answered was:
- Could it be that these roots in Giesing, a southern district of Munich, and which are part of Giesinger Bräu’s identity, can instead of being an asset turn into a problem?
Background: Due to the increased production capacity needed at Giesinger Bräu, but which is absolutely not profitable to build in the district, Giesinger is currently constructing a second plant in another Munich district. The follow-up question for this “luxury problem” (demand for Giesinger beer is large enough that the production is not meeting demand) was:
- Does this topic have the potential to become a serious risk?
- What are some possible ways to counter it?
- Do clear messages suffice, or do distribution channels need to put at the ready?
And:
- What are the growth strategies for the future of Giesinger Bräu while increasing returns with new sales?
This collection of information and questions were presented to students (accompanied by lecturer Matthias Theiner) and worked on in small groups to achieve answers and insights.
Inputs and project ideas were outlined, spanning topics including:
- Specialty beers developed specifically for use at high altitudes (Flugbier)
- specific communication campaigns for the opening of the second plant (including slogans)
- the advantages and disadvantages of franchising models
- and food trucks and flagship stores as marketing instruments.
The suggestions were presented to Mr. Pillep – and considered by him for discussion in the extended circle of Giesinger Bräu shareholders. We look forward to the next time when it’s “auf zu Giesinger!”
