Managing neolocalism outside the locale in real ale and craft beer entrepreneurship: The case of Ben Lui Brewery

Abstract

This case focuses on the role played by place and neolocalism in real ale and craft beer entrepreneurship, and the dilemma of how to manage neolocalism when a firm extends into markets beyond its established locale. It examines how a sense of belonging and ‘locatedness’ underpins a small, entrepreneurial brewery's vision, mission and market differentiation, contributing to the firm's brand equity amongst its core audiences. The owner-director, Duncan, is currently considering the brand implications of a possible expansion of sales activities into England and Wales. He expects that English and Welsh stakeholders will derive different meanings from the place-oriented aspects of the firm's brand when compared with his established Scottish stakeholders but is unsure how and to what effect. The case considers the extent to which perceptions of neolocalism and place-specificity can differ between local and non-local stakeholders. The concept is explored in the context of rural entrepreneurship, and in the strategic decision making of a small, independent brewery in rural Scotland.

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