In , red fridges filled with Molson Canadian started turning up around the world. As Canadian travelers and locals came together over rounds of Molson, they showed the world that Canadian pride goes a long way.
Molson has always strived to use ingredients that reflect our Canadian pride, like select Prairie barley and Canadian water. In , we started using select homegrown hops from Chilliwack, British Columbia, where we will be opening our newest brewery, adding to our list of Canadian breweries in St. Sign up now to receive the latest news and information from Molson Canadian and its affiliates!
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A Journey To Canada A public hospital for those in need From onward it acquired interests in diversified enterprises including retail merchandising Beaver Lumber Company Ltd and Home Depot Canada , marketing of specialty chemicals Diversey Corp and sports and entertainment industries. By the s Molson was the major Canadian retailer of lumber, building materials and related hard goods, and marketed more than 3, cleaning and sanitizing products in more than countries. In Molson Breweries and American beer giant Miller Brewing Company announced a strategic alliance aimed at making Molson a major player in the American market.
That same decade Molson also sold its stakes in many of its non-brewing businesses, including Beaver Lumber and Home Depot. In the company purchased the Ontario boutique brewery Creemore Springs. Brewing had once again become its principal focus; the company produced about 2.
The Molson family remained closely connected with the company. It accounted for about 40 per cent of the Canadian beer market through brands such as Molson Canadian, Coors Light and Rickard's. Molson The corporate website for Molson Coors Brewing Company offers information about company products, investor opportunities and more.
Molson's financial results were mediocre at best in the early s. The company blamed its difficulties on Diversey's money-losing U. Nevertheless, Cohen remained determined to turn Diversey's operations around. Late in he announced a decision to divest Molson's retail home improvement businesses to focus on the brewing and chemicals operations.
By this time Molson's retail sector included Beaver Lumber, a The last of these was rooted in Molson's purchase of the Ontario-based Aikenhead's Home Improvement Warehouse chain. In Home Depot Inc. The exit from retailing proved to be a slow one, however, and Molson dramatically shifted course in when it sold Diversey, jettisoning its troubled chemicals operations.
Nonetheless, charges related to the sale and for restructuring both Molson Breweries and Beaver Lumber resulted in a net loss of CAD Arnett, a corporate lawyer based in Toronto, had been a director of Molson. Meanwhile, the historic Montreal Forum was replaced in as the home of the Montreal Canadiens by the newly built Molson Centre, a 21,seat state-of-the-art arena, which was wholly owned by the Molson Companies.
Under Arnett's leadership, it quickly became apparent that brewing was once again number one at Molson. Two months later Molson announced that it would sell Beaver Lumber as well, and it placed Beaver within its area of discontinued operations. The long neglected Molson Breweries had suffered from steadily declining market share, falling from John Barnett had been named president of Molson Breweries in November , and he used his plus years of brewing experience to aggressively attempt to reverse the decline.
He decentralized the unit's operations which included seven Canadian breweries and began niche marketing, targeting particular brands at specific Canadian regions. While Barnett moved to shore up Molson Breweries, Arnett acted quickly to regain full control of the unit.
In December , Molson Companies, Foster's, and Miller Brewing reached an agreement that restructured their relationships. Molson and Foster's repurchased Miller's 20 percent stake in Molson Breweries, returning each to 50 percent shares in the unit.
The deal also had Molson and Foster's purchasing a The new relationship also called for Molson Breweries to continue to manage the Miller brands in Canada. Molson's interest in Coors Canada was thus increased to With the Canadian beer market in an extended flat period and with competitor Labatt's share of the market nearly equal to that of Molson's, Arnett was counting on Canadians preferring percent Canadian-owned Molson brands to those of Labatt, which had been purchased by Belgium's Interbrew S.
Molson's return to a focus on brewing was symbolized the following year by yet another name change, this time to simply Molson Inc. Also in , Molson finally sold off Beaver Lumber, and it hired Daniel O'Neill to take over leadership of the brewery operations after Barnett left the company late in Heinz Company, led a restructuring of the brewery operations aiming to cut CAD million in annual costs. In September nearly of Molson's 1, salaried workers were laid off, with CAD 36 million in one-time charges incurred as a result.
One month later the company announced that it would shut down its brewery in Barrie, Ontario, and consolidate its Ontario beer-making operations at its plant in Toronto. The Barrie brewery was shuttered in August , putting more than people out of work, and Molson took a CAD million charge to cover the costs of the restructuring.
The charges led to a net loss of CAD 44 million for the fiscal year ending in March Revenue that year totaled CAD 2. O'Neill would lead Molson through the few tumultuous years leading up to the merger with Coors. Molson officials felt that Miller and Foster's were not doing enough to promote Molson products in the huge U. The following January, Molson entered into a partnership with Coors in which the Canadian company retained a Coors agreed to import, promote, and sell Molson beer brands in the United States.
With the Canadian beer market in stagnation, Molson was targeting the U. Molson increased its U. Back home, O'Neill continued to focus on streamlining and improving profitability. In early Molson shut down another brewery, the small one in Regina, which had been deemed superfluous.
O'Neill also unsentimentally closed the final chapter on Molson's days of diversification by selling both the Montreal Canadiens and the Molson Centre later renamed the Bell Centre in to Colorado ski magnate George Gillett. In addition, in a move to cut costs and simplify marketing efforts, Molson slashed its Canadian product line from 77 beers to just eight along with a few regional brews.
These moves were largely responsible for Molson's operating profits doubling by , to CAD million. Molson subsequently merged Bavaria into Kaiser, which ranked as the number two beer maker in Brazil, with a market share of approximately 18 percent, a far cry, however, from the dominating 70 percent controlled by AmBev.
Unfortunately, soon after the acquisition of Kaiser, Brazil's economy, currency, and beer consumption took a nosedive, and Kaiser suffered from additional problems in its product lineup, promotion, and distribution. By Molson's Brazilian adventure was widely seen as a costly mistake. At the same time, while Molson had arrested the decline of its import business in the United States, its flagship brands in Canada were in decline, suffering from intense competition from imports, discount and value-price brewers such as Lakeport Brewing, and premium craft brewers such as Sleeman Breweries Ltd.
One of the few bright spots for the company was the growing popularity of Coors Light, which it was selling as part of its partnership with Coors and which by was generating about 20 percent of Molson's operating profit in Canada.
On a global level, however, Molson had fallen well behind its peers in the late 20th and early 21st centuries when the beer industry went through an unprecedented wave of global consolidation. For example, in the late s, Molson was about the same size as Heineken, but by the Dutch firm was five times the size of Molson.
It was from this position of weakness, then, that Molson pursued the marriage with Coors that was completed in February After purchasing a Denver bottling company in , Coors formed a partnership with Jacob Schueler in His acquisition inaugurated more than a century of Coors family control. The fledgling brewery's sales increased steadily in the ensuing decades. In the brewery sold 7, barrels of beer 31 gallons per barrel.
Three years later that figure more than doubled, reaching 17, barrels. Over the years Adolph Coors slowly expanded his market. By the time he officially incorporated his brewery in as Adolph Coors Brewing and Manufacturing Company, Coors beer was being distributed throughout Colorado.
Even at this early point in the company's history, the distinctive Coors philosophy was emerging. The main tenets of this philosophy adhered to by four successive generations of Coors beermakers, each generation further refining the knowledge inherited from the preceding generation, were the following: Adolph Coors believed in sparing no effort or expense in producing the best beer possible.
To this end, he believed that only Colorado spring water was good enough for his beer. He also commissioned farmers to grow the barley and hops that he needed for his brewing process. The second tenet of the philosophy was that his family always came first, without exception; the Coors family brewery remained a tight-knit, protective, almost secretive enterprise.
The last tenet was that "a good beer sells itself. Prohibition came early to Colorado. In the state's legislature passed a law banning the production and consumption of alcoholic beverages within the state. Obviously, Prohibition was detrimental to Adolph Coors's brewery; some business historians assert, however, that the legislation strengthened the burgeoning company.
The obvious changes in product offerings--Coors manufactured "near beer" and malted milk during this period--were reflected in a name change, in , to Adolph Coors Company. Adolph Coors and his son, Adolph, Jr. This expansion was financed entirely with family money. The repeal of Prohibition in did not result in as dramatic a sales increase for Coors as it did for many other producers of alcoholic beverages. Their insistence on the use of all natural ingredients and no preservatives, in accordance with the brewery's founding tenets, made wider distribution prohibitively expensive.
The beer had to be brewed, transported, and stored under refrigeration, and its shelf life was limited to one month. But if Coors's growth and development in the decades following the repeal of Prohibition was less dramatic than that of brewing powerhouses such as Anheuser-Busch and Miller, it was no less amazing. For while other regional breweries were squeezed out of the market--the number of independents shrank from in to in Coors grew steadily into one of the nation's leading beer brands.
Coors's production increased fold, from , barrels in to 3. Search The Canadian Encyclopedia. Remember me. I forgot my password. Why sign up? Create Account. Suggest an Edit. Enter your suggested edit s to this article in the form field below. Accessed 11 November In The Canadian Encyclopedia. Historica Canada. Article published June 04, ; Last Edited November 20, The Canadian Encyclopedia , s. Thank you for your submission Our team will be reviewing your submission and get back to you with any further questions.
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