...Kirin USA Q1. Run “Segmentation” from the Segmentation and Classification tool (do not enable the Discrimination) to find the optimal number of segments in the market. Explain where you decided to cut the dendogram and why? When we ran the segmentation a dendogram was created and this provided us with information regarding the amount of lost information when we clustered the data together. The top of the dendogram is where all clusters are grouped together and most information is lost. The bottom of the dendogram is where all the clusters are not grouped together and the information is most similar. According to the first dendogram that was created, we determined that the optimal number of segments is four. This is the optimal number of segments because at this point the first significant jump occurs from .55 to .89. Four clusters is the best approach because you lose information from 4-3 and when going from 4-5 the information is too scattered and becomes irrelevant and unfocused. This is why 4 clusters is the best approach. Q2. Use the number of the segments you determined in Q1 and re-run “Segmentation” from the Segmentation and Classification tool (enable the Discrimination). This time, in the Dendogram sheet, instead of 9 segments you should see the specific number of segments you determined. What are the key segments of import beer drinkers? How can you label them? Explain the profile of each segment according to the segmentation (not discrimination) variables...
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...Anwar Bizri Kirin Brewery Co. Ltd. (A) 14/09/2015 As Japanese beer market is an oligopoly with four major players, any competitive confrontation, or any new product entry, would make ripple effects on the market shares of the other 3 players. Although Kirin had the dominant share of the beer market, its conservative approach to its product strategy left it vulnerable to innovative strategies by the other players. This, in turn, is the opportunity that Asahi took advantage of. Asahi created a niche demand for “dry beer” wherein it had the competitive advantage of first-mover. Asahi realized a shift in the market demographics towards the youth and took this as an opportunity to revitalize the beer market and seize as much of the market share as they could in the time it took the other players to respond. In light of Asahi’s challenge and the context of its strategy, Kirin had several alternative responses to consider. The simplest response would seem to be launching its own version of Kirin dry beer and mitigating the loss of market share to Asahi. However, as Asahi now has the advantage of “dry beer” brand recognition, an introduction of Kirin “dry beer” might lead indirectly to an increase in Asahi’s market share. Therefore, a introducing a parallel dry beer product is necessary but not sufficient as a strategy and must be supported by other responses. Kirin could cut the price in the classic competitive battle response. It could do so because it can afford a price...
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...SAN MIGUEL OWNERSHIP The company is majority-owned by San Miguel Corporation. Kirin Brewery Company, through its investment arm Kirin Holdings Co. Ltd, holds the most significant minority stake. Philippine mall magnate Henry Sy also has a stake in the company. Other top shareholders as of December 2009 are as follows:[5] Top 10 Shareholders of San Miguel Brewery, Inc. | Name | Shares | Percent | San Miguel Corporation | 7,859,324,270 | 51.000 | Kirin Holdings Co. Ltd. | 7,458,864,880 | 48.388 | PCD Nominee Corporation (Filipino) | 62,538,710 | 0.406 | Henry Sy | 12,500,000 | 0.081 | Syntrix Holdings Inc. | 12,500,000 | 0.081 | PCD Nominee Corporation (Non-Filipino) | 1,209,600 | 0.008 | Isias and/or Melinda Lumanta | 132,000 | 0.001 | Marilyn Maranon | 124,000 | 0.001 | Virgilio Salonoy | 82,000 | 0.001 | Fadil III | 63,000 | 0.001 | John Devela & Jay P Noy CO | 3,000 | 0.00001 | San Miguel Brewery, Inc. (PSE: SMB), a subsidiary of San Miguel Corporation, is the largest beer producer in the Philippines, with a market share of over 95% as of 2008.It has five breweries spread across the country producing eight beer brands, led by its flagship brand San Miguel. Locations/Subsidiaries No. 40 San Miguel Avenue, Mandaluyong City, Manila, Philippines Fax: 63 632 6323099 Distileria Bago Inc. 6/F San Miguel Properties Ctr., St. Francis St., St. Francis St, Mandaluyong City, Philippines Ginebra San Miguel, Inc. 3rd & 6th Floors...
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...In partial fulfillment of the requirement in MKT111 Principles of Marketing with the degree of Bachelor of Science and Business Administration Marketing Management Presented by: Group 5 Ambi, Jake Gonzaga, Ronald Arroyo, Renz Mae Canales, Flory Costanilla, Gianne Marisse Dalut, Michelle Gilos, Mary Grace Segurigan, Joliza Yu, Ma. Daniela Presented to: Prof. Jessie Tamayo I. Marketing Background A. Overview of the Industry The new SMC under the leadership of Cojuangco and Ang, the company has undergone a major strategic shift, streamlining and broadening its business portfolio, reshaping and redefining the very nature of its core businesses. While the company has significantly expanded its participation in its core business of food, beverage and packaging through regional acquisitions and integration, it has also made inroads into the power, mining, petroleum, infrastructure and telecommunication industries. San Miguel Corporation operates in beverages, food, packaging, fuel and oil, power, mining, and infrastructure businesses in the Philippines and internationally. The Beverage segment produces and markets alcoholic and nonalcoholic beverages. The Food segment is involved in the feeds production; poultry and livestock farming; processing and sale of poultry and meat products; processing and marketing of refrigerated and canned meat products; manufacturing and marketing of flour products, premixes and flour-based products, dairy-based products, breadfill...
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...Magnolia, and Purefoods. Flagship product, San Miguel Beer, holds an over 95% share of the Philippine beer market. In addition to its leadership in the Philippine food and beverage industry, San Miguel has established a significant presence overseas. The Company’s operations extend beyond its home base of the Philippines to China (including Hong Kong), Vietnam, Indonesia, Malaysia, Thailand and Australia. Through strategic partnerships it has forged with major international companies, San Miguel has gained access to managerial expertise, international practices and advanced technology, thereby enhancing its performance and establishing itself as a world-class company. San Miguel’s partners are world leaders in their respective businesses. Kirin Brewery Co., Ltd. is a major shareholder of San Miguel Brewery. The Company also has successful joint venture relationships with US-based Hormel Foods Corporation, Nihon Yamamura Glass and QTel, a telecommunications company in Qatar. In the Philippines, San Miguel’s corporate strategy is at aimed capitalizing on new growth markets through acquisitions and...
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...HISTORY Established in 1890, La Fabrica de Cerveza de San Miguel, Southeast Asia’s first brewery produced and bottled what would eventually become one of the bestselling beers in the region. Within the span of a generation, San Miguel Beer would become an icon among beer drinkers. By 1914, San Miguel Beer was being exported from its headquarters in Manila to Shanghai, Hong Kong and Guam. A pioneer in Asia, San Miguel established a brewery in Hong Kong in 1948, the first local brewer in the crown colony. | | Today, San Miguel Beer–the Company’s flagship product–is one of the largest selling beers and among the top 10 beer brands in the world. While brewing beer is the company’s heritage, San Miguel subsequently branched out into the food and packaging businesses. From the original cerveza that first rolled off the bottling line, San Miguel Corporation has since expanded its portfolio to produce a wide range of popular beverage, food and packaging products which have–for over a century–catered to generations of consumers’ ever changing tastes. It has also diversified into heavy industries including power and other utilities, mining, energy, tollways and airports. The Company’s manufacturing operations extend beyond the Philippines to Hong Kong, China, Indonesia, Vietnam, Thailand and Malaysia. Its products are exported to major markets around the world. Continuing a tradition of product quality, San Miguel is capitalizing on its unique strengths in brands and...
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...In 1889, a well-known Manila businessman, Don Enrique María Barretto de Ycaza y Esteban, applied for a royal grant from Spain to establish a brewery in the Philippines. He was awarded the grant for a period of twenty years. On September 29, 1890 (Michaelmas, or the feast day of Saint Michael the Archangel), La Fábrica de Cerveza de San Miguel was declared open for business. Located at 6 Calzada de Malacañang(later called Calle Avilés), the brewery took its name from its neighbourhood, the arrabal(suburb or district) of San Miguel. The facility had two sections: one devoted to the production of ice with a daily capacity of 5 tonnes, and the other to beer production. The brewery was the first in Southeast Asia using the most modern equipment and facilities of the day. With 70 employees, the plant produced 3,600 hectolitres (about 47,000 cases) of lager beer during the first year and subsequently produced other types of beer, notably Cerveza Negra, Eagle Extra Stout and Doble Bock. Early success led to the expansion of the business and Barretto decided to incorporate his brewery. On 6 June 1893, the company was incorporated and registered with a capital of P180,000. Those forming the corporation were Don Pedro Pablo Róxas y Castro, Don Gonzalo Tuasón y Patiño, Don Vicente D. Fernández y Castro, Don Albino Goyenechea, Benito Legarda y Tuáson, the heirs of Don Mariano Buenaventura y Chuidan and Barretto. Róxas was soon appointed manager, playing a prominent role in the development...
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...Case Background Henry Sy and John Gokongwei were both born very poor. This situation, one may conclude, served as a blessing for the two most celebrated entrepreneurs in the Philippines on their journey to wealth. Shoeless and with only clothes on his back, Henry Sy started his entrepreneurial career by tending at his father’s sari-sari store in Cebu. But Henry dreamed of something big for his future. He dreamed of having his own business to provide him enough money. In 1945, he put up a small shoe store in Carriedo, Quiapo. From then on, that humble shoe store became Shoemart (commonly known as “SM”). Since there was a constant pouring of capital back into this venture, he then expanded into textiles and household goods and was then opening outlets to selected parts of the country, centering at the Metropolis. On the other hand, John Go (“kongwei” meaning “bright” was suffixed later to his name later) started his road to success by hawking wares in Cebu. This led to his dream of building his own retailing kingdom. He first started by trading and manufacturing corn starch in 1955 and has soon expanded into supplying groceries and animal foodstuffs in bulk. Later, he ventured also in textiles, banking and real estate, hotels and shopping complex developments. The abrupt expansion of the enterprises of the two business tycoons marked the start of a period of transition for the business empire built over the past three decades by...
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...Republic of the Philippines SOUTHERN LEYTE STATE UNIVERSITY Sogod, Southern Leyte Philippines LABOR AND MANAGEMENT DISPUTES AT SAN MIGUEL CORPORATION: ITS RESOLUTIONS AND THE IMPLICATION IN THE BUSINESS OPERATION A Final Paper presented to The Faculty of the Graduate Studies Southern Leyte State University In partial fulfilment of the course MM 505 : Management and the Law Summer 2015 RIZA MAE B. FORTUNA Master in Management Student TABLE OF CONTENT Cover Page Page 1 Table of Content Page 2 I. Introduction Page 3 A. Objectives B. Company Profile, Mission & Vision Page 4 II. Antecedent facts of the case Page 6 III. Resolutions, Findings and Decision of the Labor - Page 7 Management Problem IV. Recommendation and Observation Page 8 V. Appendices Page 9 Whole Case citation Page 9 Nature of the Company Page 16 References Page 17 I. NAME OF COMPANY AND ITS PROFILE INTRODUCTION Corporation is defined as the most common business organization which is formed by a group of people. It has rights and liabilities separate from those of the individuals involved. It may be a non-profit organization engaged in activities for the public good; a municipal corporation, such as a...
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...facing Kirin back in 1990s. To surpass Sapporo in the United States, Kirin needs to sell about 300,000 to 400,000 incremental cases of beer in the U.S. market. It plans to do that by introducing new product(s), rather than by increasing advertising. Among the major questions to answer are: 1) the identification of the U.S. import beer segments that would respond more favorably to a new Kirin product concept, 2) the positioning of the Kirin beer in the U.S. import beer market, and 3) the type of a new product that will be the most successful among its competition. QUESTIONS: (10 points) Q1. Run “Segmentation” to find the optimal number of segments in the market. Explain where you decided to cut the dendogram and why? (10 points) Q2. What are the key segments of import beer drinkers? How can you label them? Explain the profile of each segment according to the segmentation (not discrimination) variables used in the analysis. (10 points) Q3. This time, explain the demographics of each segment based on the Discrimination output sheet. (10 points) Q4. Evaluate the description of Ichiban Shibori and Kirin’s strategy in the United States in the case and the characteristics of the segments in the U.S. import beer market based on your analysis. Which segments (among the segments you found in Q.2) should Kirin target in the Unites States? Why? (15 points) Q5. Now, look at the results of the Perceptual Map. What are the most similar and dissimilar products to Kirin? Also,...
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...Cultural Dimensions of International Business Introduction- This SWOT analysis is regarding Lion Nathan China Brewing Company and their competitive advantage in their business. The major issue in this case is analyzing the company's background and reasons for expanding into China while trying to forecast an appropriate managerial decision regarding the company's future. There are many sources of information we can use to inform us of the past decisions made and good data that can be used to make predictions about the future. This case analysis will take a careful look at the individual strengths of Lion Nathan, the weaknesses of the company, any opportunities presented for future application and threats from other brewing companies. All of these specific key factors are very important in assessing a company's core competencies and a practical promotional plan for future endeavors. Strengths- Lion Nathan Brewing Company has numerous strengths that give their company a competitive advantage over other premium-style beers sold in the same areas. -In 1999 Lion Nathan was an international brewer with three geographic locations around the world: New Zealand, Australia, and China. This is an important strength because it gives them a very broad customer base and allows the company to experiment with new products and new ideas. This is also a very important advantage because it allows the company to be more specified and focus only on premium beer. -Lion Nathan China Brewing...
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...and concurrently forced them to improve their comparative advantage by integrating with each other. Today, cross-border mergers and acquisitions (M&A) have rapidly increased, reshaping corporate leadership and unlocking corporate value. The Thai billionaire Charoen Sirivadhanabhakdi’s takeover of Fraser and Neave (F&N), the largest region takeover, has illustrated the strategic corporate governance of both the acquirer and target firms, the reaction of their leaders and the evaluations of F&N’s worth. Furthermore, this transaction also had significant impacts on various key stakeholders – F&N’s Board of Directors, TCC Assets Ltd and Thai Beverage PCL, Overseas Union Enterprise (OUE), and other F&N’s shareholders such as Kirin Holdings Co. Nowadays, most corporate leadership consists of two main management bodies, which are the Board of Directors and the Board Executive Committee. In F&N, Board of Directors acts as a crucial internal governance to set strategic directions, to oversee management and most importantly, to protect the interests of its shareholders. During merger transactions, they are supposed to monitor the transactions so as to maximize its shareholders’ wealth. In October 2012, F&N directors rejected Mr Charoen Sirivadhanabhakdi's takeover offer because the offer price of $8.88 per share (which valued F&N at S$7.2bn) is at the low end of the range of the estimated market value of between $8.30 and $11.22 (Yap, 2012). F&N’s advisor...
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...Analysis Anonymous Asahi Breweries (Dry Beer Implementation) Introduction Asahi Breweries, Ltd. has been in the Japanese beer market since its inception in 1949 where it originated through the post-war breakup of beer conglomerate Dai Nippon, which at the time had a 75% market share. The only other existing Japanese beer company prior to the post-war era was Kirin, holding the remaining 25% market share. Asahi is one of four main beer manufacturers along with its competitors; Kirin, Sapporo and Suntory companies. Kirin, being the oldest and largest company of beer producers has historically been the leader in production, sales, and market share at ~ 60%; primarily through its experience enabling the company to identify market trends and develop expansive distribution centers. The Asahi, Sapporo, and Suntory companies have generally remained competitive for the remaining 40% market share. Traditionally, lager beer as been the choice of Japanese beer drinkers and Kirin has capitalized on that tradition for decades by producing lager as its primary beer product. However, by the early 1980’s consumer tastes began to change and they desired more variety in beer choices. To meet the demand, the three smaller companies developed and marketed their own brands of draft beer which in turn enabled the market share for that specific product segment to even out. Karin reluctantly followed while maintaining its...
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...The history of beer or ale can be traced back to 7000 years ago in today’s Iran. Over centuries, beer gradually has become a routine diet in every society. Today, approximately 182.69 million kiloliters beers are consumed globally every year (Kirin, 2011). The world beer annual consumption has been consecutively increased for 25 years since 1985. In 2010, the world beer consumption increases 2.4% compare to 2009. However, the beer consumption around the world is various from different regions. China has been consecutively the top one beer-consuming nation on the earth for eight years, consuming 24.5% of the world beer consumption. On the list of the world's 25 largest beer-consuming nations, Nigeria, India, and Brazil reached the highest growing rate of 17.2%, 17.0%, and 16.0%. Asia, Latin America, and Africa have strong demand for beer and lead the world consumption of beer in recent years. Asia was consumed 5.3% more beer in 2010 compare to 2009, has maintained increasing rate for 10 years consecutively, and a 33.6% share of the world beer market was taken by Asia. In China, the annual consumption of beer is 31.5 litters per capita (Kirin, 2010), where as in Czech Republic, the consumption of beer is 131.7 liters per capita per year (Kirin, 2010). The Czech Republic has been the top one beer-consuming nation in per-capita consecutively for 18 years. Even though the beer consumption per-capita dropped about 21.1 633-milliliter bottles in 2010 from 2009. There are many reasons...
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...Faculty of Management and Tourism ROOM 201 - BUILDING CTEL: 35535728 | HANOI UNIVERSITYKm 9 Nguyen Trai Road, Thanh Xuan Bac, Thanh Xuan District, Hanoi - VietnamTelephone:(84 4) 8544338, Facsimile:(84 4) 8544550, E-mail:hufs@netnam.vn, Website: www.hufs.edu.vn-------------------------------------------POM ASSIGNMENT | Statement of authorship Student name: Nguyen Quang Huy, Ta Tuong Phuoc, Trinh Duc Son, Nguyen Thanh Vien. Class: ____3K-12_________________________________________________ Subject___Principles of Marketing______________________________ Lecturer: ___Mr. Tran Tuan Anh______________________________ Name of assignment paper: Marketing Plan of PepsiCo in Vietnam | | Declaration I declare that the work attached is entirely my own, and that I have given due acknowledgement as required by the Foundation Studies Department. I understand that the work submitted may be reproduced and/ or communicated for the purposes of detecting plagiarism. Signed__________________ Date ___17/05/2013__________ | ]]]]] Plagiarism By signing the declaration, you are stating that you have not plagiarized. Use the following as a checklist. This work is entirely my own. * I have not copied another student’s work. * I have not copied or used in any way material from a text, journal, website or other published source without acknowledgement (including non – English sources)...
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