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She put Milton on the line, and I blurted out our plan for Brooklyn Eagle Beer. “That sounds like fun,” said Milton. ” There is no way that Tom and I could have afforded the normal fees of any of these firms. But to our surprise, Milton and the other big-time firms agreed to work for a small stake in our company and fees that essentially covered their costs. I since 26 ★ BEER SCHOOL have learned that big firms rely on major corporate accounts for their bread and butter, but they sometimes take on interesting projects because they are fun for the creative people in the firm.

For Steve and me, the business plan represented green fields and blue sky. It contained dozens of crucial elements brought together in balance, and hundreds of other elements considered but necessarily rejected. Brewpub or brewery? Production in-house or contracted out? Distribution in-house or contracted out? On our initial management team did we need an experienced professional brewer? Bookkeeper? Sales manager? Were our ambitions local, regional, or national? Would our beers be available only on draft?

He was enthusiastic, in the fashion that consultants are always enthusiastic about the possibility of a new client, and we agreed to stay in touch. His own field was in brewery design and construction, but if we were looking for someone to consult on recipes, he had some trusted colleagues. Later, through John, we would be introduced to our first brewer, Bill Moeller, who had been a classmate of John’s at brewing school. I had come to the conference with many questions.

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Critical success factors for successful enterprise resource planning implementation at Indian SMEs by mehta0108


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