Tom and Mary opened a brewery in 1986 and built it from the ground up. Tom wanted to develop an authentic German beer and sell it in an authentic German beer hall. They opened a microbrewery and beer hall, and before long they had developed medal-winning brands. By 2003 however, Tom wanted to retire. He sold the company but retained 20 percent stake.
Tom soon discovered that retirement didn’t agree with him. When the new owners offered to sell the company back to him, Tom wanted to jump at the chance, but Mary balked at the prospect. The company was almost a million dollars in debt. Production had been outsourced, and the brand no longer had the luster it had under Tom’s leadership. Tom wanted to return to the nineteenth-century factory in which he started, but Mary, who had developed the traditional German menu, had moved on to other interests. Even their two sons were divided as to what to do.
What alternatives do Tom and his family have to resolve their conflict?
What operations management principles apply to running a microbrewery?
What would your recommendations be to Tom and Mary?
Provide a case analysis that answers the questions posed above. Be sure to include in your analysis a case summary and a conclusion. Cite any sources that you use.
Source: Hatten, T. S. (2012). Small business management: Entrepreneurship and beyond (5th ed.), pp. 478–479. Mason, OH: South-Western Cengage Learning.