...Grupo Bimbo Introduction In early 2007 Daniel Servitje, CEO of Mexico-based Crupo Bimbo, sat at his desk eating one of many sweet bread products his company produced and which he had learned to love while working in one of the family owned plants as a boy. He looked out his window toward a growing business district just outside of Mexico City, and wondered how far he could take his dream of one day leading the premier baking company in the world in terms of both size and quality. He had recently told a group of business students interested in Latin America that"our company might have a funnysounding name in English, but it is an icon brand in Latin America and is starting to become one in the U.s. toO."1 He thought about whether it made sense to become one of the first Latin American consumer product companies in any industry to set up a large production business in China and try to dominate the emerging Chinese consumer market for industrial-made breads and sweet goods. He also thought about his company's decade-long attempt to become both large and highly profitable in the U.S. market. The U.s. business, through a series of operational improvements, had only recently become profitable. He wondered what further strategic changes were needed to become highly profitable in the world's largest bread market. How to make these two global strategy initiatives succeed in the U.S. and China were the focus as he sought to implement his company's Vision 2010-to make Crupo...
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...What changes, if any, should Grupo Bimbo make to its global strategy in order to be more successful internationally? Grupo Bimbo’s global strategy is experiencing growing pains at different international markets but I think it’s natural and makes sense for them to go global given that they already have a huge market share in their domestic market. In order for Grupo Bimbo to be more successful internationally, they need to follow the changing consumer demand patterns and customize their products to match to the different cultural tastes and preferences. The production and distribution processes need to be more flexible and not just simply follow the process that they have in Mexico. As long as they have the continued stream of cash flow coming from the cash cow, Mexico, Grupo Bimbo should continue to implement its global strategy to expand and adjust to the challenges that other markets present. What changes should they make in the US market? Because of the high proportion of unsold inventory in the US supermarkets, as high as 14%, compared to the Mexico supermarkets, margins are being cut. This could be due to the high competition and not enough of a recognizable core brand in the US. This problem could potentially be solved by increasing marketing and branding so that they be distinguish themselves a bit more from their competitors and thus reducing that unsold inventory. Grupo Bimbo should also reduce the number of products that it offers in the US. Some products...
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...! ! ! ! ! ! Regan Nelson! Section 10! G40696771! Grupo Bimbo Case Study ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! Regan Nelson! Section 10! G40696771! Grupo Bimbo! The Servitje family was already in the bread business before the founding of Grupo Bimbo. Daniel Servitje’s grandfather Juan invented Mexico’s first machine for mass-producing bolillo breads in 1918. Grupo Bimbo, originally called Panificacion Bimbo, was officially established in 1945 by a group of siblings and close friends. In the company’s beginning, one of the younger members of the family decided to draw a bear by placing a hat and a bread maker’s apron on it and a large bread loaf under his arm. This bear, now known as the Bimbo Bear, immediately became the mascot for the company partly due to its childlike appeal and soft appearance- which were fitting qualities associated with bread. In the first Mexico City plant, Grupo Bimbo was already able to distinguish themselves from their competitors by wrapping their bread and toasted products in cellophane- instead of the usual wax paper. This allowed for customers to clearly see the product’s freshness and quality. Since its conception, the Mexicanbased company has come a long way. By 2007, Grupo Bimbo had become one of the world’s largest bread and sweet-goods makers. In 2007, Daniel Servitje, CEO of Mexico-based Grupo Bimbo, wondered how far he could take his business/dream into making his company a world leader in the baking industry. There were...
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...IDENTIFICATION Table 1. Grupo Bimbo History |2 |Bimbo was founded on 2 December 1945 with five shareholders. They are all Servitje’s family member. Bimbo | |December 1945 |started with only one brand, 38 workers, and 10 trucks to deliver the bread made in one plant in Mexico City. | | |The first product were white boxed bread and toasted white bread and incorporated more products into its product| | |line for the next few years. | |1963 |Don Lorenzo Servitje took on the role of CEO of Grupo Bimbo and his brother, Roberto Servitje, became CEO of | | |Bimbo breads division | |1970’s |imbo opened the largest bread factory in Mexico and Latin Amerika | |1979 |Lorenzo Servitje handed over Grupo Bimbo’s presidency to his brother Roberto and he assumed the chaimanship of | | |the board. | |1980’s |Bimbo started to distribute products in Houston and Los Angeles. | | |Bimbo had expanded to Central...
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...INTERNATIONALIZATION STRATEGIES FOLLOWED BY THREE MEXICAN PIONEER COMPANIES GRUPO MODELO, GRUPO BIMBO and CEMEX ISSUES AND CHALLENGES José G. Vargas-Hernández, M.B.A;Ph.D. Profesor Investigador miembro del Sistema Nacional de Investigadores Departamento de Mercadotecnia y Negocios Internacionales Centro Universitario de Ciencias Económico Administrativas Universidad de Guadalajara. Periférico Norte 799 Edificio G-306 Zapopan, Jalisco C.P. 45100; México Tel y fax: +52(33) 3770 3343 Ext 5097 josevargas@cucea.udg.mx,jgvh0811@yahoo.com,jvargas2006@gmail.com Mohammad Reza Noruzi, EMBA, PhD Candidate Policy Making in Public Sector Islamic Azad University, Bonab Branch, Iran Young Researchers Club Member, IAU Bonab, Iran Tell: +98- 412-7238893-5 mr.noruzi@modares.ac.ir mr_norouzi@pnu.ac.ir mr.noruzi.pnu@gmail.com Abstract The opening of the Mexican economy and globalization bring new opportunities for Mexican companies to expand their markets and get their products around the world. The internationalization process requires a sound strategy for the consolidation in foreign markets. The aim of this study is to analyze the different internationalization strategies followed by three Mexican companies with a global presence: Grupo Modelo, Grupo Bimbo and Cemex. We conclude that the differences in their strategies arise from the characteristics of each of these companies. Keywords: Mexican companies, strategy, expansion, internationalization. 1 INTRODUCTION The landscape of this...
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...Introducción a Los Negocios Internacionales Grupo Nutresa Objetivos estratégicos: Los objetivos estratégicos de la empresa están enfocados hacia uno principal que es una creciente generación de valor, teniendo en cuenta para cada uno de ellos y un desarrollo sostenible ya que para el Grupo Nutresa es de gran importancia poder satisfacer las necesidades del consumidor sin poner en peligro las generaciones futuras. Estos objetivos estratégicos son: * Crecimiento rentable. * Crecimiento y liderazgo del mercado. * Satisfacción de clientes y consumidores. * Desarrollo de nuestra gente. * Innovación. * Expansión internacional. Presencia del Grupo Nutresa: La empresa tiene presencia en 75 países que son: Alemania, Ángola, Antigua y Barbuda, Argentina, Aruba, Australia, Austria, Barbados, Bélice, Benin, Bolivia, Brasil, Burkina Fasso, Canadá, Chile, Colombia, Congo, Corea del Sur, Costa Rica, Cuba, Curacao, Dinamarca, Dominica, Ecuador, El Salvador, España, Estados Unidos, Filipinas, Finlandia, Francia, Gabón, Ghana, Granada, Guatemala, Guinea Ecuatorial, Guyana, Haití, Holanda, Honduras, Irlanda, Italia, Jamaica, Japón, Líbano, Malasia, Malí, Malta, Mauritania, México, Mozambique, Nicaragua, Nigeria, Noruega, Nueva Zelanda, Panamá, Paraguay, Perú, Polonia, Puerto Rico, Reino Unido, República Dominicana, San Martín, San Cristóbal y Nieves, San Vicente y las Granadinas, Santa Lucía, Singapur, Sudáfrica, Suecia, Suiza, Surinam, Tailandia, Taiwán, Todo...
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...Corona: Let the World Wait Robin Nayak and Vu Nguyen Warc Prize for Asian Strategy Shortlisted, 2013 Title: Author(s): Source: Issue: Corona: Let the World Wait Robin Nayak and Vu Nguyen Warc Prize for Asian Strategy Shortlisted, 2013 Corona: Let the World Wait Robin Nayak and Vu Nguyen Campaign details Brand owner: Grupo Modelo Agency: TBWA\ Singapore, Digital Arts Network (DAN), INTO-DIGITAL OY, Wicked Digital Media Brand: Corona Country: China, Hong Kong, India, Indonesia, Japan, Malaysia, Philippines, Singapore, South Korea, Sri Lanka, Taiwan, Thailand, Vietnam Channels used: Events and experiential, Internet - microsites, widgets, Mobile and apps, Outdoor, out-of-home, Point-ofpurchase, in-store media, Print - general, unspecified, Sales promotion, Social media, Sponsorship - event or property Media budget: Up to 500k Executive summary Corona Extra is one of the world's largest producers of export beer, renowned for the beach and good times with friends. But sales in Asia were stagnant. Competing with beer brands that capitalised on a status-driven lifestyle, Corona had to create distinction in a same-same category to gain share of throat. Corona's laid-back approach to life did not naturally resonate with local consumers. On top of that, Corona faced other challenges: limited distribution network, comparatively smaller marketing budgets, and a price of entry three times higher than the industry average. It was time to make Corona's causal...
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... BUS599 Introduction Grupo Modelo (GM) is a Mexican brewer company with more than 50% share in Mexico. The Mexican beer market was the largest producer and distributor in the beer market. The company is also an important player in the United States premium beer segment with a market share of about 6%. Three of its brands Corona Extra, Modelo Special and Corona Light are among the top ten highest selling imported beers in the US. One of the most important trends in the beer market is the volume growth which has primarily come from emerging markets. Since 2000, the compound annual growth rate (CAGR) has been 2.8% for the global beer market. However, CAGR has seen 5.1% in Asia, 3.9% in Africa and the Middle East, and a substantial 6.2% in Eastern Europe. Grupo Modelo has a distribution system covering over more than 122 countries, with its flagship brand, Corona, being the fourth largest selling brand in the world. Grupo Modelo operations comprise of mainly two areas: brewing process and sales. The Brewing operations include five breweries located in Mexico with a total processing capacity of more than 50 million hectoliters per year (www.gmodelo.com). The group has several subsidiary / affiliate companies that provide support services to the core business of producing beer. Grupo Modelo has an established...
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...Entrepreneurial Leadership The French novelist Honore de Balzac was once quoted as saying, “Behind every great fortune lies a great crime.” In today’s economic world, it is easy for one to see the greater emphasis placed on profitability and the bottom line of an organization. However, upon further analysis, it is easy to see how profits and priorities don’t have to be mutually exclusive and the Balzac’s belief may indeed be reinforced yet disproven. To illustrate a profit-oriented approach to business and support Balzac’s point, there is no one better to focus upon than the world’s richest man, Mr. Carlos Slim Helu. Slim, as he is called by many, is indeed the epitome of an earnings focused entrepreneur. Dissimilarly, the entrepreneur of choice to almost completely contrast this business approach would be the late Paul Newman, a man whose humanitarian zeal is beyond admirable. Slim’s beginnings derive from a moderate Lebanese-Mexican family. As a young person, his father Julian taught him valuable economic principles. Julian required Slim to record all his childhood purchases and expenses on notebooks. Slim presently still retains some of them on one of his office’s shelves (Mehta, 2007). He retains those lessons to this very day and has passed them forward to his children. The basic ideal of saving, developing his own niche, finding business bargains and then act accordingly comprise the foundation of Slim’s knowledge base. These principles have, in turn, lead...
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...Corona Beer: From a Local Mexican Player to a Global Brand Case Analysis Chris Brown, Jennifer Roath, Janissa Pheann BUSA 499 November 30, 2009 Table of Contents: Business Overview............................................................................................................p.3 Products.................................................................................................................p.3 Structure................................................................................................................p.3 Leadership.............................................................................................................p.3 Historic Strategies.................................................................................................p.3 Strategic Issues......................................................................................................p.3 PESTEL Analysis.............................................................................................................p.4 Political.................................................................................................................p.4 Economic..............................................................................................................p.4 Social.....................................................................................................................p.5 Technological......
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...Leni Benacerraf Química Cuestionario Bioquímica 1.La Bioquímica es una ciencia que estudia la composición química de los seres vivos, especialmente las proteínas, carbohidratos, lípidos y ácidos nucleicos, además de otras pequeñas moléculas presentes en las células y las reacciones químicas que sufren estos compuestos (metabolismo) que les permiten obtener energía (catabolismo) y generar biomoléculas propias (anabolismo). 2. Los glúcidos son moléculas orgánicas compuestas por carbón, hidrogeno y oxigeno. Son solubles en agua y se clasifican según la cantidad de carbonos o por el grupo funcional aldehído. Sus funciones principales en lo seres vivos el prestar energía inmediata y estructural. 3. Los mono y disacáridos son esenciales para el cuerpo, ya que son los responsables de suministrar energía de inmediato al cuerpo. Esto es importante ya que sin este no podríamos realizar actividades físicas. También es el responsable de la actividad muscular, lo que es necesario para vivir y es de suma importancia. A su vez, participan en la regulación de la temperatura corporal y la presión arterial, lo que si se desbalancea nos moriríamos. Otros como la ribosa y la desoxirribosa son constituyentes del ADN, ARN, nucleótidos y monómeros. Con esto, vemos lo esencial que es la existencia de los glúcidos, ya que son los responsables de las cosas mas básicas del cuerpo, sin las cuales no funcionaríamos. 4. Las proteínas son polímeros lineales de a-aminoácidos con amplia variabilidad...
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...Corona Beer What’s in a name? Who is Grupo Modelo? What is the company’s mission and vision statement? All this and more will be answered in the literature review. According to an article titled “Mexican Beer” by Buen provecho (2010), “Corona Beer, started in Mexico in 1925 by Grupo Modelo, became a dominant brand by 1996, owning 32.7% of the Mexican beer industry. Before it became popular internationally, it had already established itself as a home-grown success. The name and label make Corona one of the most recognized beers in the United States. Corona, which means crown, was introduced to the world in 1925 at Mexico City by Grupo Modelo. It was produced in celebration of the tenth anniversary of the brewery. This is a light pale lager, at 4.6% alcohol by content. Corona has a mild flavor with very little of the hop bitterness. The color is light yellowish.” Also according to Buen provecho (2010), “Corona is one of the top five selling beers in the world. In the United States, Corona became the number one imported beer in 1997. It is the top selling import beer in Canada. Since its introduction in the US, its market share has consistently grown. It is the number one selling Mexican beer in the world and the fourth best selling beer in the world. It is available in 150 countries worldwide. All Corona beer is brewed in seven breweries in Mexico at Modelo Breweries.” According to Buen provecho (2010), “Anheuser-Busch owns 50% of Grupo Model the producer of Corona but control...
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...businesses which were successful then use the return to invest in others which were up and coming. Carlos Slim was born on january 28, 1940. He completes his professional studies in civil engineering at the UNAM. By 1965 Carlos Slim aquired companies like inmobiliaria Carso, casa de bolsa inversora Bursátil, embotelladora Jarritos del sur, and some others. Carso was incorporated in January 1966. Carso comes from the first syllable of the names Carlos and Soumaya, Mr. Slim's wife. The Mexican economic crash of 1982 was what delivered the opportunity to consolidate his wealth. In 1990, Grupo Carso and other Mexican investors acquired 10.4% of the companys stock, in partnership with SBC - 5% with an option for an additional 5% - and France Telecom 5%. Since 1990, Telmex has embraced a work culture where training, modernization, quality and customer service is a priority. Ten principles of grupo Carso. 1. Have always simple organizational structures, minimal hierarchical levels; provide human and in-house development of the executives; maintain flexibility and fast decision-making capability; work with the advantages of a small company. 2. Maintaining austerity in good times strengthens, profits and accelerates the development of the company and averts the bitterly drastic adjustments in times of crisis. 3. Stay focused on modernization, growth, training, quality, simplification and the continuous improvement of production...
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...En 1994 un grupo de empresarios peruanos adquirió el Banco Internacional del Perú, con la visión de convertirlo en una entidad financiera líder en banca personal, al servicio del todos los peruanos. Este sólido grupo empresarial peruano está marcando la diferencia en rubros tan diversos como supermercados, con Plaza Vea, Vivanda, Mass y Economax, seguros de vida y accidentes con Interseguro, hotelería con Casa Andina y entretenimiento con CinePlanet, la cadena más importante de comida rápida en Perú, Bembos y en farmacias, la recientemente adquirida Inkafarma, entre otros. SPSA, inició sus operaciones con el nombre de Supermercados Santa Isabel S.A. en 1993. La cadena creció durante la década de los noventa mediante la adquisición de las cadenas Mass y Top Market, y el arrendamiento del supermercado San Jorge. Gracias a estas adquisiciones, Santa Isabel se consolidó como la segunda cadena de supermercados en el Perú. En 1998, el grupo Holandés Royal Ahold, tercer minorista del mundo, se convirtió en copropietario de Santa Isabel, y fue incrementando su participación hasta asumir el control total de la empresa en mayo del 2002. Bajo la administración de Ahold, la empresa lanzó exitosamente el formato de hipermercados Plaza Vea. A inicios del año 2003, Ahold tomó la decisión de vender sus operaciones en Sudamérica. El 11 de diciembre de 2003, el grupo financiero Interbank adquirió la totalidad de las acciones de Supermercados Santa Isabel, brindando a la empresa el respaldo...
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...Case Analysis for Corona Beer (Modelo) BUS599 Identify and discuss the trends in the global beer markets There is a common item found at sporting events, entertainment venues, restaurants, bars, and mainly in the refrigerators of Americans. This item is beer. Of the 67% of Americans who consume alcohol 42% prefer beer (Frank Newport, 2010). Beer consumption is continuously increasing not only in the United States but also globally. There are several trends within the global beer market which accounts for the potentials seen throughout the industry. One of the main trends of the global beer industry is the growth rate. The growth rate globally over the past five years is reported at 3.5%. “The largest contributors to this growth have been China (now the world's largest beer market), Africa and Eastern Europe” (SABMiller Investors, 2011). Another trend seen in the industry is consolidation. At the beginning of the twenty first century there were ten major brewers accounting for one third of the beer sales. Today there are four top brewers which include “Anheuser-Busch InBev, SABMiller, Heineken and Carlsberg – accounting for almost 50% of beer sales volumes and up to 75% of the global profit pool” (SABMiller Investors, 2011). This is due to the increase in consolidation. Another trend in the beer industry is premiumisation. This term refers to the sales of premium beer brands. “As economies improve, the trend towards premium will resume as consumers become...
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