MABA Framework • The Market Attractiveness (MA) component of the MABA framework incorporates key factors from the CAGE Framework: Language (Cultural), EU Membership (Administrative), Transport Cost (Geographic), and GDP Per Capita (Economic). • The BA components covering sales volume and growth, variable commercial contribution, and share - all favor markets where the company is already strong versus those where it has potential to improve its position. Assessment is revisited annually - seems to underscore the company’s difficulty with making sustained commitments to building market positions. • What is missing? Connection between the MA and BA components of the framework – how to prioritize promising markets (MA) where the company does not yet have a strong position (BA)?
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What lessons does Grolsch’s history afford about where to compete? What, specifically, do you think about the MABA process?

Grolsch’s 60 years of experience in foreign markets provides a poor backdrop to introduce a range of international strategy topics including: performance assessment, rationale for expansion, market selection, and choice of innovation mode.

Grolsch, a company with a strong history and a highly rated product, has just been purchased by SABMiller. The company is evaluating its global strategy in light of the acquisition and determining how to position and sell its beer going forward. Grolsch has positioned itself well to compete internationally and has leveraged several tools (e.g. the MABA framework, strategic analysis) to effectively expand abroad. However, they must assess whether or not the MABA framework is still useful, what type of international strategy they should pursue (i.e. developed vs. developing markets), and if their adaptation strategies will continue to be an asset in their business development. The initial