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Running head: COPYEDITING 1
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Student’s Name
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Author Note
COPYEDITING 2
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In October 1997, Boffin Brothers Brewery announced that it had sold a minority share
of the business to Japanese brewer, Kirin Holdings Company. Kirin, which is the largest
owner of breweries in Australia, would get less than half of Boffin Brothers and
representation on the company’s board. Boffin Brothers would get an undisclosed amount of
cash and access to Kirin’s nationwide network of distributorsuniversally agreed to be the
best in the business. There is no doubt that, aside from the choice of their first commercially-
released beer in 1985, this was the most consequential decision Dave and Rafe Boffin, ever
made.
This decision transformed the business by allowing it to grow from a regional, all
draught brewery to a widely distributed brand of bottled beer. In a stroke, Boffin Brothers
had access to markets that would allow it to become one of the largest breweries in Australia.
However, as craft brewing matured and grew as a movement in the 2000s, it was as if Boffin
Brothers had an asterisk affixed to its name. Every new release, company initiative, and
rebrand seemed to be evaluated with a proviso attached to it: partly owned by Kirin.' In a
world in which small and independent became watchwords for quality craft breweries
associated with large, multinational breweries were marked by a certain stigma.
Now, more than three decades after the partnership, many have rendered their
judgment. The trade organization for small breweries, of which Boffin Brothers had been a
charter member, excommunicated them following deliberations that spanned 2006-2007.
Outside the brewery, the verdict was ambiguous because, sure, the partnership allowed the
brewery to grow, but many felt Dave and Rafe should never have gone into business with
Kirin. Within the brewery, however, there was never much doubt. It was considered a stroke
of luck that Kirin was a willing partner and there has been a little reconsideration of the deal.
COPYEDITING 3
In retrospect, reasonable people may disagree about the wisdom of the decision; but it is easy
enough to see why the company formed this partnership.
One of the biggest problems that lead to Dave and Rafe’s decision to sell a minority
share of their company to Kirin was that, as early as 1993, Boffin Brothers thirty-barrel
brewery at Russell Street was already approaching maximum production. Consequently,
Dave and Rafe were mulling the idea of expansion. Several factors shaped their thinking.
Perhaps the foremost among them was a growing sense of confidence and ambition. It was,
as always, refracted through the owners’ self-deprecating personalities, but it was there. Rafe
came closest to voicing their aims baldly when he said, Part of it was that we felt that, if
anyone’s going to take this style of beer national, it should be us.
Ann, Dave's wife, spoke even more openly of the brothers’ ambitions. She said,
Dave and Rafe are reserved, but they’re powerful and very steadfast in their beliefs." Anne
also identified Dave and Rafe’s long-standing objectives for the company: a positive
company culture, a great product, and lots of people drinking its hand-crafted beers.
Few breweries were more successful at this point in Australian craft brewing, and
Boffin Brothers’ success had spawned many imitators. The national landscape was still
forming; only a few brands had managed to obtain national distribution. Given the buzz
surrounding its early beers, there was a reason to believe Boffin Brothers could join that
select group.
There was also a structural problem that informed Dave and Rafe’s decision to sell.
Because they were still a draught-only brewery, Boffin Brothers could not compete in the
segment where most of the beer was sold at the supermarket. Already maxed out, Boffin
Brothers could not make enough beer to both meet its draught orders and expand into bottles.

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