2 What lesson does Grolsche history afford and where to compete?
Although Grolsches is a well-known brand name, there are still some lessons Grolschs have paid for in its long developing history.
First of all, in year 1998, Grolsches planed for a large new brewery in order to strengthen the two facilities. One is Groenlo and the other one is Enschede, they are produced for export and Dutch market respectively. However, there is an explosion happened in the planning phase and destroyed parts of old Enschede brewery. Causing large amount of cost and force the major scramble to keep the operations going on. This lesson let Grosche it’s crucial to analyze and assess the project before entering.
Secondly, In the second half of the 1990s,there is a stage that the open up of Eastern Europe, which motivate the Grolsh invested money in the Poland and Russia. However, in Poland market, the profitability performance is so poor and also fails to achieve the majority level. In the end, Groslch have to sell it. If Groslch expect to achieve a good performance, it should find out the markets which has enough overlaps with local areas.
2.What, specifically, so you think of the MABA process?
According to our case, MABA process is a framework to assess international opportunities and inform us in our decision at the end of the day by measuring the four distances specific. In addition, Company also works through calculations each year to assign aggregate scores to each market. High score in market will be classifying as “key” while the somewhat lower score and lowest score will be classifying as “seeding” and “trading” market respectively. In this way, MABA successfully help the senior management to make a correct decision on differentiate various markets each year during annual strategic planning session. Under MABA process, Grolsch can identify the market clearly by analyzing the MA, BA criteria and the market attractiveness graphs.