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Growler Store Business Plan [Sample Template]

A growler store business refers to a retail establishment that specializes in selling growlers, which are large, refillable containers used for transporting and storing draft beer.

Growlers are made of glass, ceramic, or stainless steel and come in various sizes, commonly ranging from 32 ounces to 64 ounces or more.

Growler stores may also sell a variety of craft beers in bottles or cans, beer-related accessories, and sometimes even offer tastings or events to promote local breweries.

The growler business model is often associated with the craft beer movement and provides a more sustainable and environmentally friendly option for beer enthusiasts who want to reduce packaging waste.

Steps on How to Write a Growler Store Business Plan

  1. Executive Summary

Barry Gerson® Growler Store, Inc. is a dynamic venture poised to become a cornerstone in Las Vegas’s craft beer scene.

Specializing in the sale of craft beers through the unique growler concept, our store aims to provide beer enthusiasts with a diverse range of high-quality, fresh, and locally sourced craft beers.

Barry Gerson® Growler Store, Inc. differentiates itself by focusing on offering a curated selection of premium craft beers, fostering community engagement through events, and prioritizing sustainability through the use of refillable growlers.

Our strategic location, unique offerings, and commitment to customer experience give us a competitive edge. Barry Gerson, the founder, brings 25 years of experience in the beverage industry and a passion for craft beers.

Supported by a skilled and dedicated team, Barry Gerson® Growler Store, Inc. is well-equipped to deliver a unique and compelling experience to our customers.

  1. Company Profile

a. Our Products and Services

Barry Gerson® Growler Store, Inc. will offer a diverse array of craft beers on tap, available for purchase in refillable growlers.

In addition to the growler filling station, our store will stock a carefully curated selection of craft beers in bottles and cans.

We also plan to organize tastings, events, and educational sessions to engage our customers and promote the craft beer culture.

b. Nature of the Business

Our growler store business will operate the business-to-consumer business model.

c. The Industry

Barry Gerson® Growler Store, Inc. will operate in the craft beer industry.

d. Mission Statement

“At Barry Gerson® Growler Store, Inc., our mission is to craft a vibrant and inclusive community for beer enthusiasts in Las Vegas.

We are dedicated to providing a curated selection of premium craft beers, fostering a sense of camaraderie, and championing sustainability through our innovative growler concept.

With a commitment to exceptional service, community engagement, and environmental responsibility, we strive to elevate the craft beer experience and become the go-to destination for those who appreciate the artistry and diversity of fine brews.”

e. Vision Statement

Our vision at Barry Gerson® Growler Store, Inc. is to be the premier destination for craft beer enthusiasts in Las Vegas and beyond. We aspire to create a dynamic space where individuals come together to celebrate the richness of craft beer culture.

By consistently offering a thoughtfully curated selection of the finest brews, organizing engaging events, and promoting sustainable practices, we envision becoming a cornerstone of the local community.

f. Our Tagline (Slogan)

“Sip, Socialize, and Sustain: Elevate Your Craft Beer Experience at Barry Gerson® Growler Store, Inc.”

g. Legal Structure of the Business (LLC, C Corp, S Corp, LLP)

Barry Gerson® Growler Store, Inc. will be formed as a Limited Liability Company (LLC).

h. Our Organizational Structure
  • Chief Executive Officer (Owner)
  • Store Manager
  • Inventory Manager
  • Accountant (Administrative Assistant)
  • Sales Associates.
i. Ownership/Shareholder Structure and Board Members
  • Barry Gerson (Owner and Chairman / Chief Executive Officer) 52 Percent Shares
  • Victor Seaman (Board Member) 18 Percent Shares
  • Melvin Chelsea (Board Member) 10 Percent Shares
  • Stanley Boston (Board Member) 10 Percent Shares
  • Lovelyn Dandy (Board Member and Secretary) 10 Percent Shares.
  1. SWOT Analysis

a. Strength
  • Barry Gerson® Growler Store, Inc. introduces a unique concept to the Las Vegas market, offering a specialized growler store experience.
  • The store’s curated selection of premium craft beers on tap and in bottles/cans sets it apart.
  • The commitment to fostering a sense of community through events, tastings, and educational sessions enhances customer loyalty and word-of-mouth marketing.
  • Barry Gerson’s 25 years of experience in the beverage industry brings industry knowledge, passion for craft beers, and a strong foundation for the store’s success.
  • The emphasis on sustainability, reflected in the use of refillable growlers, aligns with current consumer trends and positions the store as an environmentally conscious choice.
b. Weakness
  • As a new entrant, Barry Gerson® Growler Store, Inc. may face challenges in establishing immediate brand recognition.
  • Relying on local breweries for the majority of inventory may pose a challenge in terms of consistent supply and potential limitations in the variety of craft beers available.
  • Compliance with alcohol-related regulations and licensing may be complex and time-consuming, requiring diligent adherence to legal requirements.
c.  Opportunities
  • The increasing popularity of craft beers presents a significant opportunity for Barry Gerson® Growler Store, Inc. to capture a share of the expanding market.
  • Given Las Vegas’s status as a tourist destination, the store can attract both locals and visitors looking for a unique craft beer experience.
  • Exploring online sales and delivery options can expand the customer base beyond the physical store location, especially in the era of increased digital engagement.
  • Building strong partnerships with local breweries can provide a consistent and diverse supply of craft beers while fostering a sense of community support.
i. How Big is the Industry?

The growler store industry is considered a big industry because available data shows that in terms of revenue, the global growler market size was valued at around USD 553.1 million in 2022 and is projected to reach USD 848.8 million, by 2030.

ii. Is the Industry Growing or Declining?

The craft beer movement has been gaining momentum, with consumers showing increased interest in unique and locally brewed beers. Growler stores provide a platform for consumers to access a variety of craft beers on tap.

The sustainability aspect of using refillable growlers aligns with changing consumer preferences towards eco-friendly practices. Many consumers appreciate the reduced environmental impact compared to single-use packaging.

iii. What are the Future Trends in the Industry?

The rise of e-commerce and changing consumer habits may lead to an increase in online sales and delivery options for growler stores.

Offering customers, the convenience of ordering online and having craft beer delivered to their doorstep could become more prevalent.

Growler stores may leverage digital platforms to engage with customers, promote events, and offer loyalty programs. Mobile apps or online platforms can enhance customer experience and keep enthusiasts informed about new releases and promotions.

Some growler stores may explore technology integration, such as self-service taps, digital menus, or interactive experiences within the store.

As consumers become more health-conscious, there may be a trend toward lighter and lower-alcohol craft beer options. Growler stores might respond by offering a broader selection that caters to different tastes and preferences. Collaborations between growler stores and breweries or special limited releases can create excitement and exclusivity.

Sustainability may continue to be a significant focus for growler stores. This includes not only the use of refillable growlers but also sourcing beers from breweries with strong sustainability practices and reducing overall environmental impact.

iv. Are There Existing Niches in the Industry?

Yes, there are existing niches when it comes to growler store business, and they are:

  • Online growler store
  • Brick-and-mortar growler store.
v. Can You Sell a Franchise of Your Business in the Future?

Barry Gerson® Growler Store, Inc. has plans to sell franchises and we will target major cities with thriving markets for growler and craft beer in the United States of America.

d. Threats
  • Competition from established liquor stores or well-known beer brands may pose a challenge in capturing market share, requiring strategic differentiation.
  • Economic uncertainties or downturns may impact consumer discretionary spending on premium craft beers, affecting sales.
  • Rapid changes in consumer preferences or trends within the craft beer industry may require the store to adapt quickly to stay relevant.
  • Disruptions in the supply chain, such as challenges in obtaining specific craft beers, can impact inventory and customer satisfaction.
i. Who are the Major Competitors?
  • The Beer Growler – Atlanta, GA
  • The Casual Pint – Knoxville, TN
  • The Filling Station – Nashville, TN
  • Growler USA – Austin, TX
  • Portland Growler Company – Portland, OR
  • Hop City Craft Beer & Wine – Birmingham, AL
  • The Brass Tap – Tampa, FL
  • City Beer Store – San Francisco, CA
  • Taps & Caps – Denton, TX
  • The Glass Jug Beer Lab – Durham, NC
  • The Beer Junction – Seattle, WA
  • Craft Beer Cellar – Belmont, MA
  • The Growler Guys – Bend, OR
  • The Birch – Norfolk, VA
  • The Growler Station – Honolulu, HI
  • Craft Beer Cellar – Portland, ME
  • The Brass Tap – Baltimore, MD
  • The Growler Room – Phoenix, AZ
  • The Dram Shop – Missoula, MT
  • Growler & Gill Craft Beer Shoppe – Nanuet, NY.
ii. Is There a Franchise for the Growler Store Business? 

Yes, there are franchise opportunities for growler stores, and here are some of them:

  • Growler USA
  • The Brass Tap
  • Craft Beer Cellar
  • The Casual Pint
  • Hop City Craft Beer & Wine
  • The Filling Station
  • The Beer Growler
  • Taps & Caps
  • The Growler Guys
  • Growler & Gill Craft Beer Shoppe.
iii. Are There Policies, Regulations, or Zoning Laws Affecting Growler Store Business?

Businesses selling alcoholic beverages, including those operating growler stores, are subject to federal and state alcohol regulations. These regulations cover licensing, sales, distribution, and other aspects of the alcohol industry.

Zoning laws dictate where certain types of businesses can operate. Growler store owners need to ensure compliance with local zoning regulations to avoid legal issues.

Some jurisdictions may have restrictions on the hours during which alcohol can be sold. Growler stores need to be aware of and adhere to these regulations.

Businesses, including growler stores, must comply with health and safety regulations. There may be restrictions on how alcoholic beverages can be advertised and marketed. Growler stores should be aware of any regulations governing promotions, discounts, or advertising content.

Strict age verification measures are required when selling alcohol. Growler stores must have procedures in place to prevent the sale of alcoholic beverages to minors.

  1. Marketing Plan

a. Who is Your Target Audience?
i. Age Range:
  • Primarily targeting adults aged 21 and above. The core demographic may range from young adults to middle-aged individuals who are legally eligible to purchase alcoholic beverages.
ii. Level of Education:
  • No specific educational requirements, but our target audience is likely to include individuals with diverse educational backgrounds.
iii. Income Level:
  • Middle to upper-middle-income individuals. Craft beer enthusiasts often have a higher disposable income, as premium and specialty craft beers may be priced higher than mass-produced alternatives.
iv. Ethnicity:
  • Broadly inclusive, targeting a diverse customer base reflective of the local community.
v. Language:
  • English is the primary language of communication. However, efforts will be made to create a welcoming environment for individuals whose primary language may differ through clear signage, marketing materials, and potentially multilingual staff.
vi. Geographical Location:
  • Residents and visitors in the local area, particularly those near the Barry Gerson® Growler Store, Inc. location in Las Vegas, Nevada.
vii. Lifestyle:
  • Individuals with an interest in craft beer, sustainability, and community engagement. Our target audience will also include those who value unique, locally sourced products, and who appreciate the experience of trying and learning about different craft beers.
b. Advertising and Promotion Strategies
  • Build Relationships with players in different industries, especially restaurants, hotels, event organizers et al.
  • Deliberately Brand All Our Vans and Delivery Bikes.
  • Develop Your Business Directory Profiles
  • Tap Into Text Marketing
  • Make Use of Billboards.
  • Share Your Events in Local Groups and Pages.
  • Turn Your Social Media Channels into a Resource
i. Traditional Marketing Strategies
  • Marketing through Direct Mail.
  • Print Media Marketing – Newspapers & Magazines.
  • Broadcast Marketing -Television & Radio Channels.
  • Out-of-Home” marketing (OOH marketing) – Public Transits like Buses and Trains, Billboards, Street shows, and Cabs.
  • Leverage direct sales, direct mail (postcards, brochures, letters, fliers), tradeshows, print advertising (magazines, newspapers, coupon books, billboards), referral (also known as word-of-mouth marketing), radio, and television.
ii. Digital Marketing Strategies
  • Social Media Marketing Platforms.
  • Influencer Marketing.
  • Email Marketing.
  • Content Marketing.
  • Search Engine Optimization (SEO) Marketing.
  • Affiliate Marketing
  • Mobile Marketing.
iii. Social Media Marketing Plan
  • Start using chatbots.
  • Create a personalized experience for our customers.
  • Create an efficient content marketing strategy.
  • Create a community for our target market and potential target market.
  • Gear up our profiles with a diverse content strategy.
  • Use brand advocates.
  • Create profiles on the relevant social media channels.
  • Run cross-channel campaigns.
c. Pricing Strategy

Barry Gerson® Growler Store, Inc. implements a competitive and transparent pricing strategy focused on delivering value to our diverse customer base.

We offer a range of options to cater to varying budgets while maintaining a fair and consistent pricing structure. Special promotions, loyalty programs, and affordable refillable growlers contribute to an attractive pricing model, ensuring accessibility and satisfaction for our valued patrons in Las Vegas.

  1. Sales and Distribution Plan

a. Sales Channels

Barry Gerson® Growler Store, Inc. employs a multi-faceted sales approach to reach our diverse customer base. Our primary sales channel is the physical store located strategically in Las Vegas, providing a welcoming environment for customers to explore and purchase craft beers.

We complement this with an intuitive and user-friendly online platform, allowing customers to browse our curated selection, place orders, and even enjoy home deliveries.

Engaging social media channels amplify our brand presence and promote exclusive offerings. Events, tastings, and collaborations enhance our community connections.

b. Inventory Strategy

Barry Gerson® Growler Store, Inc. implements a dynamic inventory strategy to offer a diverse and premium selection of craft beers. We prioritize collaboration with local breweries to showcase unique and regional flavors.

Sustainability guides our choices, favoring eco-friendly packaging and environmentally conscious brewing practices. Inventory management systems streamline operations, minimizing wastage and optimizing stock levels.

The result is a carefully curated and ever-evolving inventory that aligns with consumer preferences, creating a distinctive and appealing shopping experience at our Las Vegas store.

c. Payment Options for Customers
  • Bank Transfers
  • Cash
  • Credit or Debit Card
  • Checks
  • Electronic Payment Systems such as PayPal or Venmo
d. Return Policy, Incentives and Guarantees

Barry Gerson® Growler Store, Inc. is committed to customer satisfaction. We offer a flexible return policy, allowing customers to return unopened and undamaged products within 7 days of purchase with a valid receipt for a full refund or exchange.

Incentives: Customers accrue points with each purchase, leading to exclusive discounts, promotions, and access to special events.

Additionally, periodic promotions, discounts, and exclusive offerings are introduced to enhance the overall value of our customer experience.

Guarantees: Barry Gerson® Growler Store, Inc. guarantees the freshness and integrity of our craft beers. If customers are dissatisfied with their purchase due to quality issues, we will gladly replace the product or provide a full refund. Our commitment is to uphold the highest standards in the craft beer industry.

e. Customer Support Strategy

Barry Gerson® Growler Store, Inc. prioritizes an exemplary customer support strategy to ensure a seamless and satisfying experience.

Our knowledgeable and friendly staff is dedicated to assisting customers with product inquiries, and recommendations, and addressing any concerns promptly.

We provide multiple communication channels, including in-store assistance, a responsive helpline, and active engagement on social media platforms.

A user-friendly online platform facilitates easy ordering, and our website includes an extensive FAQ section. Regular customer feedback surveys and community engagement events help us continually enhance our services.

  1. Operational Plan

Barry Gerson® Growler Store, Inc. executes a comprehensive operational plan to ensure efficiency and excellence. Our Las Vegas-based store operates with meticulous inventory management, regularly updating our craft beer selection to reflect consumer preferences and seasonal trends.

Our trained and knowledgeable staff members deliver exceptional customer service, and our omnichannel approach integrates a user-friendly online platform, social media engagement, and community events.

Sustainable practices guide our choices, from eco-friendly packaging to partnering with local breweries that share our commitment to environmental responsibility. We employ cutting-edge POS systems, ensuring smooth transactions and precise inventory control.

a. What Happens During a Typical Day at a Growler Store Business?

On a typical day at Barry Gerson® Growler Store, Inc., mornings commence with inventory checks, ensuring a diverse selection of premium craft beers.

Trained staff members create an inviting atmosphere, assisting customers with product inquiries and providing recommendations.

The day unfolds with the organization of events, tastings, and community engagement initiatives. Online orders are processed efficiently, and social media platforms are actively managed to foster connections.

b. Production Process

No production processes.

c. Service Procedure

At Barry Gerson® Growler Store, Inc., our service procedure revolves around delivering an exceptional customer experience.

As customers enter, they are greeted by knowledgeable staff offering assistance and recommendations. The well-organized store showcases a curated selection of premium craft beers.

Customers can engage in tastings and participate in community events. Our user-friendly online platform facilitates easy ordering and delivery.

Loyalty programs and exclusive incentives enhance customer satisfaction. Efficient POS systems streamline transactions. Customer feedback is actively sought to continually improve services.

d. The Supply Chain

Barry Gerson® Growler Store, Inc. manages a dynamic and efficient supply chain to ensure a diverse and premium craft beer selections for our Las Vegas store.

Collaborations with local breweries form a cornerstone, fostering relationships that contribute to our exclusive offerings.

Regular communication and strategic partnerships with suppliers ensure a consistent and varied inventory. Our rigorous inventory management systems track stock levels, minimizing wastage, and optimizing selections.

e. Sources of Income

Barry Gerson® Growler Store, Inc. generates income through the sale of premium craft beers, both on tap and in bottles/cans. The store’s primary revenue stream comes from the purchase of these products by customers visiting our Las Vegas location.

Additionally, our omnichannel approach, including online sales and delivery services, contributes to income. Special promotions, events, and a loyalty program further enhance customer engagement and drive sales.

  1. Financial Plan

a. Amount Needed to Start your Growler Store?

Barry Gerson® Growler Store, Inc. would need an estimate of $250,000 to successfully set up our growler store business in the United States of America. Please note that this amount includes the salaries of all our staff for the first month of operation.

b. What are the Costs Involved?
  • Business Registration Fees – $750.
  • Legal expenses for obtaining licenses and permits – $1,300.
  • Marketing, Branding, and Promotions – $3,000.
  • Business Consultant Fee – $2,500.
  • Insurance – $2,400.
  • Rent/Lease – $85,000.
  • Operational Cost (salaries of employees, payments of bills et al) – $30,000
  • Start-up Inventory – $80,000
  • Store Equipment (cash register, security, ventilation, signage) – $1,750
  • Website: $600
  • Opening party: $5,000
  • Miscellaneous: $5,000
c. Do You Need to Build a Facility? If YES, How Much will it cost?

Barry Gerson® Growler Store, Inc. will not build a new facility for our growler store; we intend to start with a long-term lease and after 8 years, we will start the process of acquiring our own growler store and warehouse facility.

d. What are the Ongoing Expenses for Running a Growler Store Business?
  • Purchasing and restocking craft beers
  • Employee salaries
  • Monthly costs for electricity, water, heating, and other utilities necessary for the operation of the growler store.
  • Regular payments for the physical space where the growler store is located, whether through rent or a lease agreement.
  • Recurring fees associated with alcohol licenses, health permits, and other regulatory requirements to ensure legal compliance.
  • Ongoing expenses for marketing campaigns, promotions, and advertising efforts
  • Payments for business insurance coverage, including liability insurance and property insurance, to protect against unforeseen events.
  • Costs for regular maintenance and repairs of equipment such as draft beer dispensers, refrigeration units, and other operational machinery.
  • Fees associated with the use and maintenance of a POS system, including software licensing, updates, and support.
e. What is the Average Salary of your Staff?
  • Chief Executive Officer – $65,000 Per Year
  • Shop Manager – $47,000 Per Year
  • Inventory Manager – $44,000 Per Year
  • Accountant (Administrative Assistant) – $40,000 Per Year
  • Sales Associates -$30,000 Per Year.
f. How Do You Get Funding to Start a Growler Store Business?
  • Raising money from personal savings and sale of personal stocks and properties
  • Raising money from investors and business partners
  • Sell shares to interested investors
  • Applying for a loan from your bank/banks
  • Pitching your business idea and applying for business grants and seed funding from the government, donor organizations, and angel investors
  • Source for soft loans from your family members and friends.
  1. Financial Projection

a. How Much Should You Charge for your Product/Service?

Growler stores sell their products at varying price points, influenced by factors such as the type and rarity of craft beers, brand reputation, and regional market dynamics. Prices for growler fills depend on the size of the container and the specific beer selected.

Additionally, bottled or canned craft beers are typically priced individually or as part of promotions. Pricing strategies often aim to balance affordability with the premium nature of craft beers, ensuring value for diverse customer preferences.

b. Sales Forecast?
  • First Fiscal Year (FY1): $450,000
  • Second Fiscal Year (FY2): $600,000
  • Third Fiscal Year (FY3): $950,000
c. Estimated Profit You Will Make a Year?
  • First Fiscal Year (FY1) (Profit After Tax): 20%
  • Second Fiscal Year (FY2) (Profit After Tax): 25%
  • Third Fiscal Year (FY3) (Profit After Tax): 30%
d. Profit Margin of a Growler Store Manufacturing Company 

The ideal profit margin we hope to make at Barry Gerson® Growler Store, Inc. will be between 20 and 25 percent depending on the packaging size.

  1. Growth Plan

a. How do you intend to grow and expand? By opening more retail outlets/offices or selling a Franchise?

Barry Gerson® Growler Store, Inc. envisions strategic growth by continuously enhancing our customer-centric approach. We plan to expand our physical presence by identifying high-traffic locations and potential markets.

Online platforms will be optimized to broaden our reach, offering convenient ordering and delivery options. Collaborations with emerging breweries and exclusive events will fuel customer engagement.

b. Where do you intend to expand to and why? 

Barry Gerson® Growler Store, Inc. plans to expand to the following cities.

  • Portland, Oregon
  • Denver, Colorado
  • San Francisco, California
  • Seattle, Washington
  • Asheville, North Carolina
  • Portland, Maine
  • Bend, Oregon
  • Boulder, Colorado
  • San Diego, California
  • Chicago, Illinois.

We are expanding to these cities because these cities have a thriving market for liquor and craft beer generally.

  1. Exit Plan

The founder of Barry Gerson® Growler Store, Inc. plans to exit the business via family succession. We have structures and processes that will help us achieve our plan of successfully transferring the business from one family member to another and from one generation to another without difficulties.

The company has successfully developed a detailed transition plan to smoothly hand over responsibilities to the new successor.

This includes transferring ownership, training key personnel, and communicating with employees, customers, and suppliers about the change.