...Opportunities and Threats IV - Marketing objectives V - Marketing strategies A. Target markets B. Marketing Mix 1-Product 2-Pricing 3-Distribution 4-Promotion VI - Implementation - Marketing structure Bibliography I. Intro on company Heineken N.V. has wide international presence through a global network of distributors and breweries. It owns and manages one of the world’s leading portfolios of beer brands and is one of the world’s leading brewers in terms of sales volume and profitability. Its principal international brands are Heineken and Amstel, but the group brews and sells more than 170 international premium, regional, local and specialty beers and ciders, including Cruzcampo, Birra Moretti, Foster's, Maes, Murphy's, Newcastle Brown Ale, Ochota, Tiger, Sagres, Star, Strongbow and Zywiec. [3] Heineken has the widest presence of all international brewers, thanks to their global network of distributors and 125 breweries in more than 70 countries. The Heineken brand is positioned as a premium brand all over the world except for its domestic market, the Netherlands. History The Heineken story began more than 140 years ago in 1864 when...
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...1. Cervecería Heineken, fundada en Amsterdam, visión cerveza más alta calidad. 2. Ganó medalla de oro en París 1889, una de las cervezas más vendidas en los Países Bajos. 3. En 1993, ventas netas 9.049 millones florines, utilidad 798 millones de florines. 4. 82% ventas a la cerveza, 18% bebidas gaseosas, alcohólicas y vino. 5. En 1993, ventas cerveza bajo supervisión Heineken 5.6 mil mm de litros (2do en el mundo) , Anheuser -Busch el primero con 10,000 mm de litros. 6. Ventas de marca, Heineken 1.52 mil mm de litros en 1993, otras marcas Amstel, Buckler y Murphy's de distribución internacional. 7. Heineken otorgaba licencia a fabricantes de cerveza extranjeros para que lo produjeran según la fórmula original. 8. No podía ejercer influencia sobre la forma en que un concesionario comercializada sus propias marcas, pero imponía un control riguroso sobre producción y comerciación. 9. El socio ideal para Heineken era aquel que no tuviera ambiciones internacionales para sus marcas locales. 10. Industria cervezera en 1990, cada vez más global, tendencia a mercados en desarrollo por creciente consumo per cápita que prometían crecer más rápido que en mercados maduros (países desarrollados). 11. Europa, excesiva oferta, presiones sobre margen, esfuerzos por segmentar mercado (tipos de cerveza). 12. 1993, Heinkeken 24% volumen total...
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...Heineken N. V. Annual Report 2013 Front cover image igNITE beer bottle We are always committed to surprising and exciting our consumers. That’s why we have introduced the interactive igNITE beer bottle. The bottle lights up when you ‘CHEERS’ or drink and flashes along to the beat of the music. It ignites the night. Annual Report 2013 Contents Overview Report of the Executive Board Report of the Supervisory Board Financial statements Other information Welcome to HEINEKEN HEINEKEN is the world’s most international brewer with its brands available in 178 countries around the world. We are We value We want A proud, independent, global brewer committed to surprising and exciting consumers everywhere. A passion for quality, enjoyment of life, respect for people and our planet. To win in all markets with Heineken® and with a full brand portfolio in markets where we choose. Overview 2 The Quick Read Regional Review 16 Our Regions 58 Consolidated Statement of Cash Flows Report of the Executive Board 3 Chief Executive’s Statement 17 60 Consolidated Statement of Changes in Equity 5 Outlook 2014 19 6 Executive Committee 20 Central and Eastern Europe Contents Operational Review 8 Our Business Priorities 10 Grow the Heineken® brand 11 Consumer-inspired, customeroriented and brand-led Africa Middle East 18 Americas Asia Pacific 21 Western Europe ...
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...Project Group 2 Greenpeace Project Coach: Study Year : Date of Marketing Plan: Helen de Haan 2010-2011 Feb-instroom, term 2, project 2 31-05-2010 1 Preface This marketing plan provides a comprehensive strategic plan for the NGO Greenpeace. It is aimed for Executive Managers and those who will conduct supervision of the implementation of this marketing plan. The marketing plan does not focus on technical issues, but rather examines basic principals concerning the internal- and external environment, strategy execution and the result realized after execution. To reinforce the purpose and profitable outcome of the marketing plan, there are, throughout this manuscript, numerous illustrative extracts with commentary, including company reports and other sources. Throughout the text some marketing- and financial terminology is used, for this reason foreknowledge of marketing and finance will be essential in understanding the analysis used in this manuscript and the true purpose of the strategic plan. Topics in the manuscript follow a logical coherent order. In part 1; general information about the internal- and external environment of Greenpeace is given, correctly identifying potential internal- and external threats and opportunities that may be in effect. After an exhaustive and thorough analysis, the information collected will be instrumental in conjuring up an efficient and effective marketing strategy which is clearly laid out in Part 2; “Marketing Strategy”. The manuscript...
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...We are HEINEKEN Company Presentation 2013 | Heineken NV | Heineken Holding NV HEINEKEN: A leading global brewer with excellent growth platforms Second largest brewer in the world by revenue1 A highly diversified emerging market footprint Heineken®, the world’s leading international premium beer Heineken® available in 178 countries Highest beer brand equity in the world2 Diverse product portfolio More than 250 international, regional, local and specialty beers and ciders Leading brewer and largest beverage distributor in Europe A broad geographic footprint Excellent spread of profits and cash flow 2 1 Inclusive of APB Pro-forma 2012 2 Millward Brown: BrandzTM Global Equity Study 2012 HEINEKEN through the years A proud, independent global brewer 1864 1939 Gerard Adriaan Heineken acquires his first brewery in Amsterdam, Netherlands HEINEKEN is listed on the Dutch Stock Exchange 1865 – 1938 Import to Africa and USA, expansion in Western Europe and entry into Asia Pacific 3 2002 – 2007 2009 Expansion in Central and Eastern Europe 1940 – 2001 Expansion in Africa, and Americas 2008 Acquisition of Scottish & Newcastle 2010 The Heineken Africa Foundation is launched 2012 Acquisition of FEMSA beer business in Mexico and Brazil 2009 Joint ownership of India’s No. 1 brewer United Breweries Limited 2011 Acquisition of five breweries in Nigeria and two in Ethiopia ...
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...Heineken N. V. Annual Report 2013 Front cover image igNITE beer bottle We are always committed to surprising and exciting our consumers. That’s why we have introduced the interactive igNITE beer bottle. The bottle lights up when you ‘CHEERS’ or drink and flashes along to the beat of the music. It ignites the night. Annual Report 2013 Contents Overview Report of the Executive Board Report of the Supervisory Board Financial statements Other information Welcome to HEINEKEN HEINEKEN is the world’s most international brewer with its brands available in 178 countries around the world. We are We value We want A proud, independent, global brewer committed to surprising and exciting consumers everywhere. A passion for quality, enjoyment of life, respect for people and our planet. To win in all markets with Heineken® and with a full brand portfolio in markets where we choose. Overview 2 The Quick Read Regional Review 16 Our Regions 58 Consolidated Statement of Cash Flows Report of the Executive Board 3 Chief Executive’s Statement 17 60 Consolidated Statement of Changes in Equity 5 Outlook 2014 19 6 Executive Committee 20 Central and Eastern Europe Contents Operational Review 8 Our Business Priorities 10 Grow the Heineken® brand 11 Consumer-inspired, customeroriented and brand-led Africa Middle East 18 Americas Asia Pacific 21 Western Europe ...
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...International Case Analysis – Heineken Ronald J. McIntosh MG 495 Strategic Management - Winter 2014 City University of Seattle Abstract Heineken begins it story as a company in 1864 when its founder, Gerard Adrian Heineken purchased a small brewery in Amsterdam, Netherlands. Since that time, multiple generations have expanded the Heineken brand to be the third largest brewer in Europe and expanded its branding reach globally. The company’s portfolio includes 170 international premium, regional, local and specialty beers to date and is considered one of the world’s great brewers. These premier brands are available in just about every country globally as well as being recognized as an international premium beer brand (Euromonitor International, 2012). In its branding expansion efforts, the company offers international premium, along with local, regional, specialty beers and ciders. Examples of this can be demonstrated by the acquisition of Scottish & Newcastle followed by the acquisition of FEMSA, Mexico’s second largest brewer and merging its position in the Middle East and Africa with purchases in Nigeria and Ethiopia (Euromonitor International, 2012). Key Learning Points External Environment ...
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...Heineken: Cultural Issues of a Global Organization As the top beer selling company on a global scale, Heineken Inc. has persevered successfully across 70 countries of cultural differences in its 145-year history in the international industry. Marketing alcoholic beverages across many countries comes with language barriers, translation issues, cultural acceptance issues, and possible resultant misunderstandings by stakeholders. What may be accepted and understood as a socially responsible marketing message in the American market can be an insult to African or Middle East markets. A socially acceptable Swiss image of a girl in a bikini holding a bottle of beer can cause significant cultural rejection in conservative markets, such as Israel. Furthermore, target marketing varies from country to country because of age legality and local customs. As Heineken continues to dominate one of the most competitive industries in the world, they must also continue to consider, address, and positively influence multiple consumer cultures across their global market to maintain standing as a competitive international organization in their industry. When advertising to a global market, Heineken must understand the language and cultural acceptance of alcoholic beverages within each country. In more conservative Arabian countries, such as Egypt, beer is still considered to be sinful by many locals but is slowly gaining acceptance partially because it is relatively low priced (Euromonitor International...
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...Assessment 2 Topic: The effectiveness of the Strategic Management Practices of the Organization. Company Name: Heineken 1. Introduction: Competitive advantage is a common word in business world. Organizations practice Strategic Management, which consists analysis, decisions & actions to create & sustain competitive advantages. It contains two essential sides to get in to the main perspective of Strategic Management. First, strategic management is an ongoing process, which are analysis, decisions & actions. It is mainly focused on analysis of strategic goals- vision, mission & objectives with the internal & external environment of the organization. Afterward, comes the decision making process. The higher authority needs to take all the strategic decisions. In this level, two important questions arise. What industries should we compete in & how should we compete in those industries? After sort out these questions, action must be taken accordingly. Second task is to analyse why & how some firms outperform others. Managers need to focus on gaining the competitive advantages, which must be sustainable. That means focusing on two fundamental questions: How should we compete in order to create competitive advantages in the marketplace? Michael Porter argues that sustainable competitive advantage cannot be achieved through operational effectiveness alone. Most of the popular management innovations of the last two decades-total quality...
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...Heineken N.V.: Global Branding and Advertising (Harvard Case) a. What are the Heineken's strengths and weaknesses? Is Heineken a global brand? The company presents a global approach but a local thinking manifesting itself through a different brand perception depending on the market. The strengths include: - World’s premium brand of beer characterized by being globally acknowledged - Well-arranged and effective acquisition strategy - Usage of attractive packaging and the feature of having a light flavor - Characterized by a rich tradition and history The weakness include: - Differences between brand image and positioning in various parts of the world - Lack of worldwide advertising campaigns - No strong customer loyalty and customer base tending to switch brands - Decrease in the volume of the sales b. How should Heineken brand be developed through marketing communications? Heineken should base on the results of the research projects and associate with the expression of head and heart – quality and historical origin complemented by huge dose of open-hearted friendship and reliability. According to the project Comet results, it would be necessary to re-build global credibility of Heineken brand image focused on its “good taste”, characterized by: excellent flavor, historically high quality of lager and premiumness perception (which was considered as price of entry). Heinken should reinforce and refresh...
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...| Heineken: Road to the Final | | | 1. INTRODUCTION Beer is world’s number one consumed alcoholic beverage suitable for different consumption areas such as home, restaurants, night clubs, bars, beaches etc. Beer’s worldwide popularity makes brewing industry one of the largest global industries in the world. More than 140 billion liters are sold per year generating revenues of more than $490 billion by 2013. Beer consumption differs for various countries. Czech Republic is leading the consumption with the average of 132 liters per capita. Germany, Austria, Ireland and Canada are the countries following the Czech Republic with the consumption over 100 liters per capita. Considering the global popularity of beer, there are countless brewery companies all around the world. 2. COMPANY PROFILE Heineken is a Dutch brewing company which was founded in 1864 by Gerard Adriaan Heineken in Amsterdam. The company owns around 200 breweries in more than 70 countries. Heineken is the 3rd largest brewer in the world by producing almost 140 million hectoliters of beer yearly. The company holds more than 250 brands globally including Amstel, Birra Moretti, Cruzcampo, Deperados, Dos Equis, Foster’s, Newcastle Brown Ale, Ochota, Primus, Sagres, Sol, Star, Tecate, Zlaty Bazant and Zywiec. It also produces ciders under the brands Strongbow Gold and Bulmer’s. Operating all around the world, Heineken divides its operations into 5 global districts: Western Europe, Central and Eastern...
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...Number of Pages: 15 - Number of Words: 2361 * Exclude Cover Page * Exclude Reference list Table of Contents 1 EXECUTIVE SUMMARY 2 1.1 Introductory Sentence 2 Tiger Beer Product 2 1.2 Major Findings 2 1.3 Major Recommendation 3 1.3.1 Use its resources to increase the quality of their product 3 1.3.2 Reducing hangover percentage for consumer 3 2 Introduction 4 2.1 Background 4 2.2 Purpose 4 3 Description and the evaluation of the 4Ps 5 3.1 Description of Tiger Beer 5 3.2 Product 6 3.2.1 Tiger Beer Crystal 6 3.2.2 Tiger Super Cold 6 3.2.3 Ice Freeze Tiger 6 3.3 Promotion 8 3.4 Places 10 3.5 Price 11 4 Conclusion 11 Refrences 12 EXECUTIVE SUMMARY Introductory Sentence This report aims to mainly analyze the brand which is Tiger beer, flagship product of Asia Pacific Breweries, Singapore. Its current market position and review its ability to be a top most brand amongst all other brands. APB is...
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...Long-term behavior? 2. Who are Coors’s competitors? How does Coors differentiate itself from its competition? Heineken and Anheuser Bush are the main competitors. They differentiate themselves with their brand image. Brand image includes several different areas such as Refrigerated shipping, non-pasteurization, recycling their cans. They are a family owned company who is committed to quality beer. 3. What are the pros and cons of each marketing research report? Manson & Associates will bring an objective third party view to the research, but they won't know the ins and outs of the business like an internal employee might. Manson & Associates have up-to-date knowledge of research and analysis tools, but they can't always communicate or predict the value or outcomes as well as an internal employee might. Manson & Associates can be a costly expense, ($18,549.50) but decreased client headcount and other various efficiencies, that they can take advantage of can effectively minimize costs while maximizing value. Manson & Associates have the ability to contact a high volume of customers, but they don't always represent the client's company as well as the company itself would. Manson & Associates have the ability to provide a quick turnaround for reports and help, but they might assign a less experienced project manager to write the report. Manson & Associates appear to have covered all the necessary points of interest to understand what will be...
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...Organizational external environment for Heineken First we describe the term ‘organziational external environment’, before linking to Heineken. The ‘organziational external environment’ is a combination of events, conditions, entities and factors surrounding an organization that influence its choices and activities, and determine its risks and opportunities. Operating environment is oftenly used instead of the organizational external environment. The first Organizational external factor we will take a look at is the customer segment. Due to the fact that Heineken operates all over the workld, we can state that it is hard to satisfy all these customers needs with only one type of product. Heineken owns over 250 local, regional and international speciality brands aswell as other beverages, thus meeting a wide range of consumer preferences and tastes. In addition to their ‘flagship’ Heineken brand they continuously invest in the expansion of their other global brands, for example including the commonly know Strongbow, Desperados, Sol and the dutch Amster Premium Pilsner. These are all brands which increase the rate of innovation for Heineken to drive top-line growth which refers to an overall growth rather than a segment growth. Besides this, a world-class in-store execution and strong customer management capabilities enable Heieken to create value for customers as well as for the long-term business success. When we take a look at governemntal factors influencing an organization...
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...shapes of organizational change in the case of Heineken Inc a large, Dutch beer-brewing company consists of initial radical change succeeded by incremental change. The change in the distribution system of beer from factory to consumer was a radical change by General Manger Feith. The impact of this radical change became intensely personal with the agents and management. Because the agents where the eyes and ears of Heineken and their job duties were to serve as many pubs as possible they were threaten by the sudden change. However, the organization change was a cultural shock and encountered much resistance by sales people, lower management and commercial managers. Similarly, CEO Freddy Heineken was not keen on diversification and blocked the majority of initiatives. He was too set in his ways. After all, “the study focuses on a major change in the distribution system of beer and a period of structural inertia, caused by long CEO tenure” (Beugelsdijk, Slangen, & Herpen, 2002). It took many years but finally the shape of the organization change resulted from a radical change into an incremental change. Actually, it is said that “incremental change goes on all the time-or at least it ought to” (Nadler, 1998, p. 50). In sum, the change in the distribution system of Heineken was the very first major change ever. References: Beugelsdijk, S., Slangen, A., & Herpen, M. (2002). Shapes of organizational change: The case of Heineken Inc. Journal of Organizational Change Management...
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