...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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...Budweiser is the biggest Brand for AB INBEV. It is the 22 world’s most valued Brands Budweiser is focused on solidifying a limited number of brands. Budweiser is considered to be a Premium beer, and Premium brands are considered to be in the top of the market. Budweiser is market leader both nationally and globally. A good advertising on the beer market t is not only about getting the customer to buy beer but to convince the consumer to buy a specific Brand. In the Budweiser Super bowl advertising of 2018, the core issue was to focus on the power of storytelling to make an emotional connection to their audience, it showed real employees working to help communities that suffer natural disasters last year. A good advertising helps to delivery...
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...and because of low switching costs. In the US, rivalry extended across the entire industry spectrum where all brands fought to gain market share in an industry where sales growth remained stagnated. Also, since consumers rarely ‘traded down’, companies offer one premium or super-premium brand. This was basically aimed at broadening the segment niche by using advertisement messages which showed an appealing lifestyle and highlighted the benefit of ‘trading up’ to this level of beer. However, growth existed in the emerging markets such as China and this market was characterized by ‘imported’ beers or beers from large international brewers that looked for presence and market share. Different companies competed with different methodologies. InBev was more un-orthodox in its competitive approach as it had a grow/defend/maintain matrix that adhered to different markets. The sales did not come from advertisement campaigns but instead through local brands and its interest in targeting the masses with one of its matrixes. Anhueher-Busch however competed...
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...【特别关注】 郭主席用心良苦 【开利综合分析】A股市场运行总有些时候会出乎多数人意料。1月14日，相信在郭主席表态内容曝光之前，就已能预见大涨的人堪称神仙。昨天的行情是消息面和资金面一次绝佳的配合，而郭主席的相关表态也用心良苦。 说实话，本轮行情从1949点反弹到现在，真正的单日大行情也就只有4根大阳线和2根中阳线。其他时候沪指横盘整理的情况更多。但也就是上述几个交易日的力挺，让指数涨了350多点。因此，对大阳线背后的逻辑有必要进行了解。 郭主席表示，他希望QFII和RQFII的规模能够在现有基础上扩大10倍。正是此消息使原本有意休息一下的多头被注入强心剂。用一句网络流行语来说，就是瞬间“满血复活”。希望QFII规模扩大10倍的消息为何有如此大的威力？目前QFII规模为374.43亿美元，扩大10倍就将增至3744.3亿美元。如果真的QFII能达到如此规模，对A股市场的推动作用显然毋庸置疑。 然而，是否郭主席希望那么多外资进来，就真的有那么多外资可以获批进入？我想，即便这并非一厢情愿，至少这个进程不一定能很迅速。此前郭主席多次提出要引入社保资金和其他长期资金入市，此次又提到QFII大扩容，最终效果如何，只能拭目以待。 昨天沪指收出一根大阳线，在消化了消息面利好之后，接下来行情会如何？这样的行情对于股指期货市场上做空的人而言，将会感到比较难受。的确，四、五根阳线造就一轮行情，这在历史上也不多见。而这样的行情，如果多头不是一直持股不动，操作难度也不小。因此，接下来不论是看多还是看空，投资者都有必要更加小心应对。 GDP还是 GNP？ 【开利综合分析】过去数十年来，“国内生产总值”（Gross Domestic Product,GDP）是世界各国通用的经济发展指标。但其实在较早的时期，较被广泛采用的是“国民生产总值”（Gross National Product,GNP）。只是随着各国的经济活动愈来愈国际化，经济学家认为GDP较GNP更能反映一个国家的经济发达程度，是以都转用GDP以衡量经济起跌，而将GNP弃而不用。 但GDP真的是“更好”的指标吗？让我们先看看两者有什么区别。 GDP是一个以“地区为本”的指标，所量度的是一个地区在特定时间（通常为一年）之内所生产的货财与劳务（后者以受薪者的薪酬计算）的总和，其间不会理会所生产的货财是否由当地人所享用，也不理会受薪者是否本国的公民。相比起来，GNP是一个以「国民为本」的指标，所量度的是一国的国民在特定时间内（如一年）所创造的货财与劳务的总值，其间不会理会这个国民是否在国外投资或工作。按照这个逻辑，在计算GNP时，亦会把非本国国民在当地赚取的收入剔除。 中国有“世界工厂”之称，过去数十年的经济腾飞，很大部分是西方跨国企业（特别是美国公司）在中国设厂生产的结果。但跨国企业由此而赚取的每1美元中，中国能够分到多少呢？而我们赔上的生态破坏、环境污染、人民健康甚至人命（如「富士康」悲剧）又如何计算呢？我们的GDP是增加了，但它是我国财富增长的准确量度吗？ 内地一名专栏作家章玉贵于2011年底在网上发表的一篇文章《中国要GDP还是GNP？》便这样说：“在国家之间的经济竞争愈来愈集中到国际秩序主导权及重要产业控制力争夺的今天，简单的GDP总量排名至多具有符号意义……例如，中国去年将近6万亿美元的GDP 中至少有三分一是由外资企业创造的。因此，有人认为GNP才是衡量一国经济实力的重要指标。” 他续说：“针对业已显得过时的GDP 概念，无论是经济学家、...
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...Introduction InBev is one of the world’s largest consumer products company and is the leading brewer of beer in existence today. This is a company that has grown at an incredible rate over the past few years. Through mergers and buyouts InBev now has notable beers such as Skol, Corona, Stella Artois, Beck’s, and Michelob Ultra among others under their massive and still expanding portfolio. In July of 2008, InBev agreed to buy Anheuser-Busch from its local roots for $70 per share for a total of around 52 Billion Dollars. This huge merger created the largest brewing company in the world and sent shockwaves through the business world. At the center of all this corporate movement is Carlos Brito, AB InBev CEO. Carlos Brito has been the CEO of InBev since 2005 when he took over for John Brock. Brito is a Brazilian citizen and has been a part of Ambev, a Brazilian brewing company, since 1989 after working at Shell Oil and Daimler Benz. Over the next 16 years Brito worked in finance, sales, and operations and watched as Ambev combined with Interbrew, a Belgium brewing company that can trace its roots back to 1366, among others to create InBev. Brito quickly made a name for himself and distinguished himself as a natural born leader. Carlos Brito has quickly become an expert in cutting costs making the companies he has worked for become as profitable as possible. After Inbev bought Anheuser-Busch in 2008 he cut costs by $1.1 billion dollars. In the time since InBev has seen its share...
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...BUDWEISER: THE LEGACY Keosha Kane Professor MichealMcGiven DeVry University November 7, 2015 TABLE OFCONTENTS I. BUSINESS PROFILE a. Name, history, and ownership b. Country or countries where the business operates c. Stock exchanges (identifiers and listings) d. Descriptions of products and services e. SWOT analysis II. COMPETITION, SOCIAL and ECONOMIC FACTORS a. Competition b. Demographics c. Organizational Structure d. Entrance and Exit Strategies e. Government Structures and Economic indicators III. Marketing, Operations, and Human Resources a. Marketing Strategies b. Pricing Strategies c. Global operations, and supply chain d. Compensation and appraisal system e. Employe\\e culture, employee relations, and practices IV. Conclusion a. Thoughts about the project b. How it effects professionals careers c. Thoughts of working individually than in a team. The story of this famous beer dates before any of us where even thought about. This here is a story of raw entreprenuership destined for a family to create. It starts with Adolpus Busch, who as a boy spent his childhood developing skills of winery and brewing since he is the son...
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...years with many mergers and acquisition worldwide Anheuser- Busch grew to become the world’s biggest beer company. Known worldwide for their tag line “King of Beers”. Anheuser-Busch currently owns approximately 44.9% of the industries market share, with more than 200 highly recognizable brands within their portfolio they are number one in the beer industry. As far as products, Anheuser-Busch is currently the market leader in terms of bottles sold annually and its product portfolio contains beverages that cater to all types of beer drinkers. Recently Anheuser-Busch announced a potential merger with Millers which is one of its biggest competitor. Through a SWOT analysis of Anheuser-Busch a better understanding of this company will be grasped thru reviewing the organizations strengths, weaknesses, opportunities and threats. SWOT ANALYSIS Strengths Broad Brand Portfolio Strong presences in the United States. Impeccable Image and reputation Outstanding manufacturing facilities established globally Advertising know how An acknowledged leader in the industry Weaknesses Market concentration is low. Insufficient product availability Union conflicts Heavily leveraged Relies heavily on wholesalers Opportunities Expand Product Lines Ability to transfer skills globally Ability to grow rapidly because of breakdown in trade barriers Mexico growing market Threats Rise in price of raw material Unity in Portfolio Legal issues dealing with underage drinking High quality imports with lower prices...
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...Ab/Inbev: a Sustainable Competitive Advantage ! Anhueser-Busch/InBev: A Sustainable Competitive Advantage! ! Operations Management is a key component in the success of any firm. The textbook outlines ten critical areas to focus on for Operational Managers--many firms have developed these one or two of these areas into a competitive advantage. One firm, Anhueser-Busch/InBev has successfully incorporated all ten areas of focus and developed them into a legacy of quality and a sustainable competitive advantage. This focus on Operations Managemnt has lead to Ab/ InBev's reputation for quality, and their continued dominance as a global brewery.! Design of Goods! ! The design of goods/services defines a firm, and sets them up for success (or failure) in the market. In order to design a superior product, firms must first understand their customer— what their needs and requirements are. Anheuser-Busch/InBev has focused on developing a diverse portfolio of global brands to satisfy a myriad of customer needs; a few of their more recently-developed beers are actually based on customer suggestions and recipes. The AB/ InBev portfolio ranges from low-cost products such as Busch (which focuses on a costleadership strategy), while domestic brands such as Budweiser and Bud Light are a force to be reckoned with in the North American markets. Other brands such as Hoeegarden and Leffe appeal to craft beer consumers as well as global markets (a differentiation strategy). By customizing products...
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...Case 11 InBev and Anheuser-Busch 1. What is the basis for competitive advantage in the brewing industry? Answer: The basis of competitive advantage for brewing industry is expanding its distribution chains with acquisitions or collaborations and mergers in exotic locations, logically controlling the cost of distributions, recognizing the appropriate market for beer segments and making products readily available and accessible to consumers. As the basic process of beer making is quiet straight forward and maintaining quality control and ensuring costs are closely managed in the production is challenging aspect of the brewing industry. Introducing new brands, setting a trend and keeping the established brands image fresh is also important for advantage. 2. What was the strategic rationale for the deal? Answer: Inbev aimed for top line growth and strong brand equity. It targeted goal of strengthening the position in developed market and maximize its growth. Inbev had a minor position in United States market, which was one of the largest and fastest growing beer markets. Anheuser-Busch dominated the US market. So, the deal was made to capture the US market and save cost significantly and achieve greater geographic stability. At that time, the dollar value was weak too and could be the reason to deal that time. Not only for Inbev, the deal was fruitful for Anheuser-Busch too. The deal would create a good economic value. Anheuser-Busch international...
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...of origin, and our nationalistic “pride of ownership.” Switch perspectives a bit, and consider how international consumers might value the quintessential American beer. Do you think that coming from the US enhances the value to overseas customers? Why or why not? (Blenkinsop & Geller, 2014) In replying to other classmates, discuss the consumer perspective, thinking about your own exposure to Budweiser’s products and promotions. Include your thoughts on the value of any of the AB brands. Even though I am not a beer drinking but during socializing events majority of my friends and the people I have observed prefer international beer (i.e. Russian, German etc). During the initial stages of the InBev buyout of Budweiser the response was not that great Hence, the AB InBev buyout adopted to understand and address factors hindering Budweiser’s growth in the US as well as build or introduce the brand in other markets helped them achieve strong in-market performance globally. In addition, the brand is now successfully developing a universal positioning, which in itself is a near impossible task for any brand, particularly within the beer category. Even in Muslim countries like Saudi Arabia where alcohol is banned, you can find non-alcoholic beer from Bud. In addition, launching the anticipation campaign in the US resulted in a positive change in consumers’ imagery perceptions of Budweiser between 2010 and 2011, particularly...
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...company. (A) Impact of these trends. 1. InBev (Belgium/brazil) • INBev is a merger of two companies Anheuser and Busch and hold the top spot in the world’s top 10 breweries. • INBev is known for being the world’s largest brewing company through mergers and acquisitions and has a 25 percent global market share • By diversifying its enterprise into many countries outside of Europe (where the consumption of beer was increasing), has helped the companies continued success. • INBev are geographically diversified with a balanced exposure to developed and developing markets and leverages the collective strengths of its approximately 155,000 employees based in 25 countries worldwide. • The corporation has a significant position in the Latin American market. • INBev occupies 50% of the US market and 50% of the Mexican market. • The company is established in countries where the consumption of beer is rising. • Revenue of 47 billion US dollars in 2014 • INBev has around 200 beer brands and continues to forge strong connections with consumers. The global brands included are Budweiser, Corona, Stella Artois, Beck’s, Leffe, Hoegaarden, Bud Light, Skol, Brahma, Antarctica, Quilmes, Victoria, Modelo Especial, Michelob Ultra, Harbin, Sedrin, Klinskoye, Sibirskaya Korona, Chernigivske, Cass, and Jupiler. The above is of great economic impact to the company by being one of the leading in the market and having great yearly revenue. INBev has a great social impact on its consumers as...
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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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...Marketing Background Labatt Blue was launched in 1951. The nickname “Blue” originated in Manitoba due to the colour of the label and the company’s support of the Winnipeg Blue Bombers football team. – External Influences Economic Trends: The Canadian economy shrank in this year's second quarter for the first time since the end of the recession in mid-2009. Statistics Canada said gross domestic product contracted 0.4 per cent between the second and first quarters of this year, when expressed in annualized terms. That's the weakest performance since the 3.7 per cent decline seen in the second quarter of 2009. Although the recession has past and Canada has improved, the unemployment rate in Canada was last reported at 7.4 percent in November of 2011. A decline of 53,000 in part-time work was partially offset by an increase of 35,000 in full-time. Compared with a year earlier, the number of part-time workers was down 1.9% (-62,000), while full-time employment grew by 2.0% (+274,000). Social and Demographics: Marketing communications has always played a key role in creating an image to attract a target market. Budweiser and Bud Lite are popular brands in the NFL and NASCAR, and true fans will then purchase those specific brands. It becomes their brand of choice. Labatt Blue had sponsorship ties with the NHL and Canadian teams and the CFL and several teams but recently, Molson has taken over the sponsorship of The Toronto Maple Leafs, which Labatt used to have. This was...
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...Foreign Market Entry and Diversification Johnnie Farmer Dr. Travis O. Davidson Strategic Management – BUS 599 November 7, 2011 Identify and discuss the trends in the global beer market Even though the United States has the largest beer market China surpassed them in 2003. Americans are drinking more beer and the consumption per capita remained almost six times higher in the United States than it is in China. There are three brewers controlling 80% of the U.S. market, Anheuser Busch with 45%, Miller Brew with 23% and Adolph Coors with 10%. There were also 300 regional craft breweries that struggled to make a profit because of vertical integration and economies of scale which were drivers of operating margins [ (Thompson, Strickland, & Gamble, 2009, pp. C-250) ] Mexico is one of the largest beer markets in the world. They have a variety of brands with lots of different taste. Even with the mix of taste, Mexico is split between two producers and few microbreweries. These companies are FEMSA and Grupo Modelo. Grupo Modelo captured 62.8 % of the Mexican market in 2007 while FEMSA captured the remaining 37.2% [ (Thompson, Strickland, & Gamble, 2009, pp. C-251) ]. As a whole, the beer industry is expected to post a third consecutive year of declining sales in the U.S. for the first time in more than 50 years. . Shipments from beer manufacturers to wholesalers, a standard industry measure, are expected to fall by as much as 2 percent in 2011, according to Beer...
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...Male and Female Report 1 - Male or Female 30 | | | | | | |6| | | | | | | | | | | |3| | | | | | | | | | | |.| | | | | | | | | | | |4| | | | | | | | | | | |%| | | | | [In green are displayed Male and in Red Female] Among the 82 people interviewed the 63,4% were females that preferred beer to other alcoholic beverages such as liquors whiskey vodka. In the second bar in clearly shown that men prefer to drink also other types of alcohol 2 - In the Chart below people, male and females that accepted to interviewed for 2 minutes were between 25 an 44 years old, lovers of bears and without kids , are people interviewed at the exit of their shopping in front of Malls and stores in Neighborhood of Gatineau and in Kanata 3 - Age Group? 1 of 20 17...
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