...of… we see huge potential for it in our global footprint, particularly in markets like Latin America and Africa where we’ve got a strong route to market but where the premium beer business is still in its infancy.”2 Grolsch had hitherto focused on developed markets, particularly the UK, US, Canada, Australia, New Zealand and France, in pursuit of its goal of becoming one of the world’s top 10 global beer brands. Groslch was already the world’s 21st largest global brand, measured by international (nondomestic) volume (see Exhibit 1). International volume had grown to account for slightly over onehalf of total volume and, going forward, seemed to offer much more potential. Drinkers often rated Grolsch higher than larger brands, including Heineken, the top global brand as well as the leader in Grolsch’s home market (see Exhibit 2). And Grolsch had started up a state-of-the art brewery in 2004 that could be expanded at little incremental cost. The acquisition closed and in February 2008, Grolsch became an independent subsidiary of SABMiller. Rob Snel, head of Grolsch International since 1999 and an employee since 1984, was named Grolsch’s new CEO shortly thereafter. He...
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...of… we see huge potential for it in our global footprint, particularly in markets like Latin America and Africa where we’ve got a strong route to market but where the premium beer business is still in its infancy.”2 Grolsch had hitherto focused on developed markets, particularly the UK, US, Canada, Australia, New Zealand and France, in pursuit of its goal of becoming one of the world’s top 10 global beer brands. Groslch was already the world’s 21st largest global brand, measured by international (nondomestic) volume (see Exhibit 1). International volume had grown to account for slightly over onehalf of total volume and, going forward, seemed to offer much more potential. Drinkers often rated Grolsch higher than larger brands, including Heineken, the top global brand as well as the leader in Grolsch’s home market (see Exhibit 2). And Grolsch had started up a state-of-the art brewery in 2004 that could be expanded at little incremental cost. The acquisition closed and in February 2008, Grolsch became an independent subsidiary of SABMiller. Rob Snel, head of Grolsch International since 1999 and an employee since 1984, was named Grolsch’s new CEO shortly thereafter. He...
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...THE GLOBAL BRANDING OF STELLA ARTOIS Professors Paul W. Beamish and Anthony Goerzen prepared this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. This material is not covered under authorization from CanCopy or any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. One time permission to reproduce granted to Interpretive for use in CountryManager by Ivey Management Services on Aug. 1, 2007. Copyright © 2000, Ivey Management Services Version: (A) 2006-08-29 In April 2000, Paul Cooke, chief marketing officer of Interbrew, the world’s fourth largest brewer, contemplated the further development of their premium product, Stella Artois, as the company’s flagship brand in key markets around the world. Although the long-range plan for 2000-2002 had been approved, there still remained some important strategic issues to resolve. A BRIEF HISTORY OF INTERBREW Interbrew traced...
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...competitive position by providing direction and focus for marketing strategies ; ▪ targeted advertising, ▪ new product development, and ▪ brand differentiation. Examining and identifying growth opportunities in the market through the identification of new customers, growth segments, or new product uses. More effective and efficient matching of company resources to targeted market segments promises the greatest return on marketing investment (ROMI). Market segmentation is the division of a market into different groups of customers with distinctly similar needs and product/service requirements. Skirts are more colorful, use lighter fabrics, and a very short hemline; This is exactly what Marks and Spencer (M&S) did to attract a younger female shopper. A range of female clothing called Per Una marketers have to design product and service offerings around consumer demand (market segmentation) more than around their own production needs (product differentiation) and they use market research to inform this process. Segmentation criteria for consumer markets Using demographic criteria to profile who the market is and where they are; ▪ age, gender, family size and lifecycle, generation, income, occupation, education, ethnicity, nationality, religion, and social class. Age is a common way of segmenting markets and it is normally the first way. (MILO vs. RedBull) Gender differences; products targeted at women ...
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...PG0-008 MAY 16, 2011 TEACHING NOTE Grolsch: Growing Globally Case Synopsis Grolsch reassesses its international strategy in light of the company’s recent acquisition by SABMiller, the world’s second largest brewer. Grolsch was the 21st largest global beer brand, sold 51.5% of its volume in international markets, and exported to 70 countries. However, its poor profitability in international markets, four countries alone accounting for two-thirds of foreign sales, and churn of markets and distribution partners raised concerns about the company’s international strategy and execution. Grolsch’s 60 years of history in foreign markets provides a rich backdrop to introduce a range of international strategy topics including: performance assessment, rationale for expansion, market selection, and choice of entry mode. Suggested Assignment Questions 1. Why did Grolsch globalize, and how well has it performed internationally? 2. What are the key elements and limitations of its emphasis on adaptation, in particular? 3. What lessons does Grolsch’s history afford about where to compete? What, specifically, do you think about the MABA process? 4. What lessons does Grolsch’s history suggest about how to compete in the markets targeted— particularly about modes of entry? 5. What other changes would you suggest to Grolsch's historical strategy? 6. Will the merger with SABMiller add value—or will it be a win-lose deal? Teaching Objectives This case...
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...Company Overview 3 Executive Summary 5 Mission Statement 6 Vision Statement 6 Objectives 6 Strategies 6 Products 8 External Assessment 9 Competition 9 AB/InBev 9 SABMiller 11 Heineken 12 Craft Beer 13 External Trends 14 AB/InBev Trends 14 Water Management 15 Energy Use 16 Recycling 16 Government/Political/Legal 17 Economics 17 Internal Assessment 18 Growth Strategies 24 AB/Inbev Strategies 25 SAB Miller Strategies 26 Heineken Strategies 27 Craft Beer Strategies 28 Growth Strategy Advantages v Disadvantages 28 Space matrix 29 SWOT Analysis 30 IFE Matrix 31 Company Overview As the largest brewer in the world, Anheuser-Busch InBev (AB/InBev) has had quite an intense but creative history. In 1852, George Schneider, St. Louis brewer and saloon operator opened the Bavarian Brewery. Four years later, he expanded into a larger location for his brewery to operate due to positive production. However, shortly after the second opening financial problems resulted in Schneider having to sell his brewery to various owners. In 1860, as the brewery reached a worsening financial position, William D’Oench, a local pharmacist, and Eberhard Anheuser, a wealthy German-born soap manufacturer, purchased the brewery and saved it from bankruptcy (Anheuser-Busch...
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...STRATEJİK YÖNETİM DERSİ CORONA BEER: “MEKSİKALI YEREL OYUNCUDAN, KÜRESEL BİR MARKAYA” Grupo Modelo 1922 de Aile Şirketi olarak kurulmuştur. Meksika’nın lider bira üreticisidir. Amerika ve Kanada’nın lider bira ithalatçısıdır. Startejik bir birleşmeyle Nestlé su markasına ortak olup, Meksika’da üretim ve dağıtımını yapmaktadır. Grupo Modelo 1994 de Meksikan Borsa’sında ‘GMODELOC’ sembolüyle işlem görmektedir. Grupo Modelo, 1922 yılında Pablo Diez tarafından Meksika’da kurulmuş olup, 1925’ten beri Corona birasını üretmektedir. Grupo Modelo, dünyanın en çok satan Meksika birası Corona Extra’nın yanında, Modelo Especial, Victoria, Pacifico, Negra Modelo, Estrella, Leonand Montejo’yu içeren 13 farklı marka bira üretmekte ve dağıtmaktadır. 160 ülkede mevcuttur ve 5 marka ihraç eder. Meksika’daki Budweiser, Bud Light ve Oapos’ un bağlı olduğu Anheuser- Busch InBev’in ithalatçısıdır, ayrıca Çin markası Tsingtao ve Danimarka birası Carlsberg’i de ithal eder. Corona Beer Zaman Tüneli 1925 yılında Cervecería Modelo, başkent Meksiko City’de ilk bira fabrikasını açmıştır. 1928 yılında Modelo ve Corona markalarından 8 milyon şişe satılmıştır. 1930 yılında Negro Modelo birası ilk kez satışa çıkmıştır. 1933 yılında Grupo Modelo, seyrek olarak ABD’ye ihracata başlamıştır. 1935 yılında İlk extralight birası Moravia’yı piyasaya sürmüştür. 1935 yılında Grupo Modelo, Victoria ve Pilsener markalarının üreticisi olan Compañía Cervecera Toluca y México’yu satın almıştır. 1939...
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...Market Research Cider Germany Collection of Internet Links: en.wikipedia.org/wiki/CiderСохраненная копия - Похожие Cider Focus Presentation http://advertising.microsoft.com/uk/WWDocs/User/en-uk/ForAdvertisers/Retail.%20Premium%20Alcohol%20Insights.Cider%20focus.April%202011_External.pdf http://www.thesun.co.uk/sol/homepage/features/3387668/Stella-Artois-launch-a-cider-to-tap-into-the-growth-in-the-UK-cider-market.html http://www.packagingeurope.com/NewsDetails.aspx?nNewsId=45882 http://www.guardian.co.uk/media/2007/apr/20/advertising.drink http://www.sturmunddrang.de/en/practices/projects/cape-cide http://www.brewsnews.com.au/2011/09/the-apple-in-cider/ http://www.owensoundsuntimes.com/ArticleDisplay.aspx?e=2578913&archive=true http://www.irishtimes.com/newspaper/finance/2011/1109/1224307250711.html http://www.just-drinks.com/news/aspall-sees-fy-exports-soar_id106599.aspx http://www.apfelbaum.net/ http://www.hellerauer-fruchtsaefte.de/faq.html http://www.thatcherscider.co.uk/product/the-cider/premium/thatchers-green-goblin-cider.ashx http://www.diningchicago.com/blog/2010/10/27/eat-this-fresh-apple-cider-the-toast-of-autumn/ http://agsci.psu.edu/tfpg http://www.thisismoney.co.uk/money/markets/article-1723712/CC-relishes-growth-in-Magners-cider-sales.html Market Players * KELTEREI POSSMAN GmbH & Co. KG * Kelterei Possmann KG Brand Volumes, 2006-2010 * RAPP’S KELTEREI GmbH * Rapps Kelterei GmbH Brand Volumes...
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...Corporate Financial Accounting and Reporting Tim Sutton second edition Corporate Financial Accounting and Reporting We work with leading authors to develop the strongest educational materials in business and finance, bringing cutting-edge thinking and best learning practice to a global market. Under a range of well-known imprints, including Financial Times Prentice Hall, we craft high quality print and electronic publications which help readers to understand and apply their content, whether studying or at work. To find out more about the complete range of our publishing please visit us on the World Wide Web at: www.pearsoned.co.uk Corporate Financial Accounting and Reporting Second Edition Tim Sutton Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England and Associated Companies throughout the world Visit us on the World Wide Web at: www.pearsoned.co.uk First published 2000 Second edition published 2004 © Financial Times Management 2000 © Pearson Education Limited 2004 The right of Timothy G. Sutton to be identified as author of this work has been asserted by him in accordance with the Copyright, Designs, and Patents Act 1988. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the prior written permission of the publisher or a licence permitting restricted copying in the United...
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...COCA-COLA CO THE, SWOT ANALYSIS, IN SOFT DRINKS (WORLD) March 2013 SCOPE OF THE REPORT Scope This global profile focuses on the industry trends in soft drinks. All values expressed in this report are retail/off-trade in US dollar terms using a fixed exchange rate (2012). 2012 figures are based on part-year estimates. All forecast data are expressed in constant terms; inflationary effects are discounted. Conversely, all historical data are expressed in current terms; inflationary effects are taken into account. Disclaimer Much of the information in this briefing is of a statistical nature and, while every attempt has been made to ensure accuracy and reliability, Euromonitor International cannot be held responsible for omissions or errors. Figures in tables and analyses are calculated from unrounded data and may not sum. Analyses found in the briefings may not totally reflect the companies’ opinions, reader discretion is advised. SOFT DRINKS OFF-TRADE RTD VOLUME 534.8 billion litres Bottled Water 192 billion litres Carbonates 169.5 billion litres Fruit/ Vegetable Juice 62 billion litres Sports and Bottled Sports and Energy Drinks Water Energy Drinks 205.1 billion15 billion litres 16.2 billion litres Concentrateslitres 43 billion litres Concentrates 43.7 billion litres RTD Tea 30.1 billion litres RTD Coffee 4.5 billion litres The Coca-Cola Company slightly underperformed the world’s soft drinks market amid the recession in Western Europe...
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...COCA-COLA CO THE, SWOT ANALYSIS, IN SOFT DRINKS (WORLD) March 2013 SCOPE OF THE REPORT Scope This global profile focuses on the industry trends in soft drinks. All values expressed in this report are retail/off-trade in US dollar terms using a fixed exchange rate (2012). 2012 figures are based on part-year estimates. All forecast data are expressed in constant terms; inflationary effects are discounted. Conversely, all historical data are expressed in current terms; inflationary effects are taken into account. SOFT DRINKS OFF-TRADE RTD VOLUME 534.8 billion litres Bottled Water 192 billion litres Fruit/ Sports and Carbonates Bottled SportsWater and Vegetable Energy Drinks 169.5 billion Energy Drinks Juice 205.1 billion15 billion litres litres litres 16.2 billion 62 billion litres Concentrateslitres 43 billion litres Concentrates RTD Tea RTD Coffee 43.7 billion 30.1 billion 4.5 billion litres litres litres Disclaimer Much of the information in this briefing is of a statistical nature and, while every attempt has been made to ensure accuracy and reliability, Euromonitor International cannot be held responsible...
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...SCOPE OF THE REPORT Scope This global profile focuses on the industry trends in soft drinks. All values expressed in this report are retail/off-trade in US dollar terms using a fixed exchange rate (2012). 2012 figures are based on part-year estimates. All forecast data are expressed in constant terms; inflationary effects are discounted. Conversely, all historical data are expressed in current terms; inflationary effects are taken into account. Disclaimer Much of the information in this briefing is of a statistical nature and, while every attempt has been made to ensure accuracy and reliability, Euromonitor International cannot be held responsible for omissions or errors. Figures in tables and analyses are calculated from unrounded data and may not sum. Analyses found in the briefings may not totally reflect the companies’ opinions, reader discretion is advised. SOFT DRINKS OFF-TRADE RTD VOLUME 534.8 billion litres Bottled Water 192 billion litres Carbonates 169.5 billion litres Fruit/ Vegetable Juice 62 billion litres Sports and Bottled Sports and Energy Drinks Water Energy Drinks 205.1 billion15 billion litres 16.2 billion litres Concentrateslitres 43 billion litres Concentrates 43.7 billion litres RTD Tea 30.1 billion litres RTD Coffee 4.5 billion litres The Coca-Cola Company slightly underperformed the world’s soft drinks market amid the recession in Western Europe and slow economic recovery in the US. It is actively expanding in low...
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...file:///F|/Business/Marketing/22 Immutable Laws Of Marketing.html The 22 Immutable Laws of Marketing Al Ries and Jack Trout The 22 Immutable Laws of Marketing Violate Them at Your Own Risk Al Ries and Jack Trout Dedicated to the elimination of myths and misconceptions from the marketing process A DF Books NERDs Release THE 22 IMMUTABLE LAWS OF MARKETING. Copyright © 1993 by Al Ries and Jack Trout. All rights reserved under International and Pan-American Copyright Conventions. By payment of the required fees, you have been granted the non-exclusive, non-transferable right to access and read the text of this e-book on-screen. No part of this text may be reproduced, transmitted, down-loaded, decompiled, reverse engineered, or stored in or introduced into any information storage and retrieval system, in any form or by any means, whether electronic or mechanical, now known or hereinafter invented, without the express written permission Contents Introduction 1. The Law of Leadership 2. The Law of the Category 3. The Law of the Mind 4. The Law of Perception 5. The Law of Focus 6. The Law of Exclusivity 7. The Law of the Ladder 8. The Law of Duality 9. The Law of the Opposite 10. The Law of Division 11. The Law of Perspective 12. The Law of Line Extension 13. The Law of Sacrifice 14. The Law of Attributes file:///F|/Business/Marketing/22 Immutable Laws Of Marketing.html 15. The Law of Candor 16. The Law of Singularity 17. The Law of Unpredictability 18. The...
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...Lecture 1 – Chapters 1 and 2 Chap 1 Marketing is the process by which companies create value for customers and build strong customer relationships in order to capture value from customers in return * Deal with customers, satisfying customers’ needs * Attract new customers by promising superior value * Keep and grow current customers by delivering satisfaction Marketing Process Understand the marketplace and customer needs and wants * Customer needs, wants and demands * Needs: status of felt deprivation, Maslow hierarchy of needs (Physiological, Safety, Belonging – Love, Self-esteem, Self-actualisation) * Wants: form that human needs take as they are shaped by culture and individual personality * Demands: humans wants that are backed by buying power * Conduct consumer research and analyse the large amount of data * Marketing offerings * Combination of products, services, information or experiences offered to a market to satisfy a need or want * Marketing myopia: mistake of sellers paying more attention to the specific products offered by a company rather than to the benefits and experiences produced by these products ~ focus on existing wants and lose sight of the underlying needs * Value and satisfaction * Satisfied customers will make repeated purchases and tell others about their good experience * Dissatisfied customers will switch to competitors and disparage the product to others ...
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...January 2015 Research Institute Thought leadership from Credit Suisse Research and the world’s foremost experts Emerging Consumer Survey 2015 EMERGING CONSUMER SURVEY 2015_2 Contents 03 Editorial 04 The emerging consumer in 2015 12 A sum of different parts 20 e-Commerce and the emerging consumer 30 Focus on travel 36 Focus on autos 40 Focus on healthcare 46 Brands and the emerging consumer in 2015 62 Brazil: Steady decline continues 64 China: A life online 66 India: New government, strong consumer 68 Indonesia: An under-penetrated market 70 Mexico: Structural potential, cyclical hurdles 72 Russia: Dark clouds gather 74 Saudi Arabia: The petro-dollar 76 South Africa: Reduced optimism 81 About the survey 83 Imprint / Disclaimer For more information, please contact: Richard Kersley, Head of Global Securities Products and Themes, Credit Suisse Investment Banking, richard.kersley@credit-suisse.com Michael O’Sullivan, Chief Investment Officer UK & EMEA, Credit Suisse Private Banking & Wealth Management, michael.o’sullivan@credit-suisse.com COVERPHOTO: ISTOCKPHOTO.COM/XAVIERARNAU, PHOTO: ISTOCKPHOTO.COM/ALIJA 78 Turkey: Subdued but stable EMERGING CONSUMER SURVEY 2015_3 Editorial We are delighted to publish the fifth edition of the Credit Suisse Research Institute’s “Emerging Consumer Survey.” To undertake the project, we have again partnered with global market research firm Nielsen, which has conducted...
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