...Case 4: New Belgium Brewing One of the Nation’s third-largest craft breweries, based out of Colorado, New Belgium Brewing Company, Inc. (the Company). The Company was founded in 1991, a privately held corporation. Its first operation started off in the basement of Jeff Lebesch (founder). The Company prides itself on its branding strategies “triple bottom line” and social responsibility which focuses on economic, social, and environmental factors. New Belgium’s marketing strategy links the Company’s viewpoint to the quality of its products. The Company continues to support the community, giving back & advocating positive change. However for continued success, New Belgium has to continually analysis its situation in the marketplace, identifying issues, and in-turn address their longevity through growth. The New Belgium Brewing Company faces increased competition from other craft breweries as it still remains behind Boston Beer Co. and Sierra Nevada, other craft breweries. In examining New Belgium’s distribution territories, there are still “open markets” which pose opportunities to the Company. This especially holds true as New Belgium tries to expand its operations, specifically in the Northeast. How can Belgium leverage its resources which requires longer distances? The Company strives for environment responsibilities which it has successfully built into the brand. What alternatives are out there to decrease the use of resources such as fossil fuels during expansion...
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...New Belgium Brewery 1) What environmental issues does the New Belgium Brewing Company work to address? How has NBB take strategic approach to addressing these issues? Why do you think the company has taken such a strong stance toward sustainability? New Belgium Brewing Company strives to take an environment friendly approach to their manufacturing process and facility, focussing on reducing their carbon footprint and energy usage. They were the first-ever American brewery to fully incorporate a wind turbine as a power source versus the burning of coal. Other approaches included the addition of a steam condenser to recycle hot water for use around other areas of the plant and sun tubes which utilize natural sunlight to light the plant. Furthermore, their used hops and barley are saved for the use of feeding area livestock instead of being wasted. Employees are also encouraged to be individually conservative by riding their gifted “cruiser bikes” to and from work. It is our belief that the founder, Jeff Lebesch’s own personal values and love of the outdoors contributed to the company’s strong stance on sustainability. A long side that is the fact that adopting such sustainability measures will help to increase their bottom line. 2) Do you agree that New Belgium’s focus on social responsibility provides a key competitive advantage for the company? Why or why not? We believe that New Belgium’s emphasis on social responsibility provides a key competitive...
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...Belgium Trade Manual: Canada The following document is a report on the current economic, political, cultural, and industry specific (Food) environment in the country of Belgium. This particular manual was specifically compiled for the Sweets Corporation of Toronto, Canada for June of 2011. C o n s u l a t e o f B e l g i u m -‐ T o r o n t o 2 B l o o r S t r e e t W e s t , S u i t e 2 0 0 6 , B o x 8 8 T o r o n t o , O N , M 4 W 3 E 2 Table of Contents Section 1 – Background Information ....................................................................................................... 3 1.1 - Geography ................................................................................................................................................................... 4 1.2 - People .......................................................................................................................
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...Executive Summary This report gives a general overview of about the largest retail bakery chain in United Kingdom business which is Greggs PLC. It analyzes the company’s latest performance in defying the economic downturn achieving a very successful term. It considers, using SWOT and PESTEL to analyze the company’s plans for international expansion. It will also discuss Greggs’ Chief executive, Ken McMeikan in managing the company activities and dealing with the company’ stakeholder. I. Introduction Greggs, which is also owns Bakers Oven, is the leading bakery retailer in the UK, with some 1,400 retail outlets throughout the country. It was founded by John Gregg in the 1930s, when he opened a small bakery store in Newcastle. Now, the company is managed by Ken McMeikan, who took charge of the business following Ian Gregg. The company has 1,400 shops around the UK with 19,000 employees and 6 million customers and plans to add 600 new shops in the next few years. This report will analyze Greggs’ situation and its performance as well as their strategy in defining the external environment which has led the company to achieve its success. II. Company’ performance and management style 1. Greggs’ Latest performance Based on its interim results for the 26 weeks ended 27 June 2009 (www.greggs.co.uk), during the economic decline their sales went up to 4.4 per cent to £312 million and the operating profits up to 8.9 per cent to £16.3 million. These figures prove that Greggs are...
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...Count 3898 Submission Date 22 January 2011 Carrefour strategy is comprised of following components • Organic, Sustainable and Profitable growth • Fast return on capital employed • Market Leadership through • Acquisition Carrefour started business in 1963 by introducing the idea of hyper market by providing thousands of products under one roof. Soon after the success of hyper market Carrefour started targeting the customers with discounted stores. Carrefour is now world Europe largest and world second largest. Carrefour Major Merger and Acquisitions • 1998 acquisition of Comptoirs Modernes • 2000 merger with Promodes • 2000 partnership with Maus group to enter to Switzerland • 2001 acquisition of Notre largest retailer in Belgium • 2003 acquisition of Italian retailer Hyparlo which increased its stake in Colombia from 55 to 100 • 2003 joint venture with Norwegian company Norges Gruppen • 2003 acquisition of Ahold in Poland • 2004 sold 1.2 billion $ assets for growth • 2005 acquisition in Taiwan, Turkey, Cyprus and France • 2005 sold $264.1 million assets to Tesco in Czech Republic and Slovakia • 2006 acquisition of 5th largest retailer in Spain • 2006 selling of South Korea operations to E-Land • 2007 acquisition in Romania • 2010 100% acquisition of Turkish company • 2010 alliance with India’s future Group • 2010 acquisition of 51% of Hebei Baolongcang Chinese operator Source: Data Monitor 26 July 2010 The company started its business in France...
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...biologically determined and cultural-specific components iii. Nonverbal messages serve a variety of functions 1. Culture shapes display rules of when, how, what, and with whom certain nonverbal expressions should be revealed or repressed b. Nonverbal codes iv. Physical appearance 2. Relatively stable physical features of human beings such as gender, height, weight, skin color and body 3. Strategic use of artifacts associated with one’s physical appearance like clothing, jewelry, make-up, hairstyles, and accessories 4. Race and culture have an effect of facial recognition a. Cross-race effect v. Proxemics 5. Cultures differ substantially with regard to their use of personal space, territory, and the meanings assigned vi. Chronemics 6. The study of the meanings, usage, and communication of time 7. Perceptions of time vary dramatically from culture to culture b. U.S. – time is a commodity c. Middle East and Latin America - Historical context important before addressing the present d. Asians – a relational issue rather than clock time vii. Kinesics 8. Communication of the body in motion and aspects of peoples facial expressions, body movements, gestures, and conversational regulators e. Facial expression of emotion has cultural “accents” ...
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...necessarily correspond to those of the European Commission. Contents Index 1. .......................................................................................................................... 2 2. 3. 4. Executive Summary................................................................................................. 4 1.1. Education Systems and Basic Skills................................................................. 4 1.2. Student Background Characteristics and Basic Skills.................................... 10 1.3. School Characteristics and Basic Skills ......................................................... 13 1.4. Individual Student Characteristics and Basic Skills....................................... 17 1.5. New Analysis and Data Collection Activities................................................ 19 Introduction............................................................................................................ 22 2.1. Objectives....................................................................................................... 22 2.2. Scope of the Study.......................................................................................... 24 2.3. Approach and Methodology........................................................................... 32 A Framework for Analysing...
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...correspond to those of the European Commission. Contents Index 1. .......................................................................................................................... 2 2. 3. 4. Executive Summary................................................................................................. 4 1.1. Education Systems and Basic Skills................................................................. 4 1.2. Student Background Characteristics and Basic Skills.................................... 10 1.3. School Characteristics and Basic Skills ......................................................... 13 1.4. Individual Student Characteristics and Basic Skills....................................... 17 1.5. New Analysis and Data Collection Activities................................................ 19 Introduction............................................................................................................ 22 2.1. Objectives....................................................................................................... 22 2.2. Scope of the Study.......................................................................................... 24 2.3. Approach and Methodology........................................................................... 32 A...
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... The Factors which led M&S to internationalize The company had an understanding about the domestic market which was saturated and expansion was only possible if they internationalize. Just to test M&S started exporting which helped in franchising relationships which lowered the political and economic risks, thus they finalize to invest directly. The sequence of country entry and the reason behind it • Canada • France • Belgium • Spain • Germany • Greece • Hungary • Portugal • Czech Republic • Japan • Hong Kong M&S started with Canada and concluded with the Far East because they concentrate in regions with high incomes, solid infrastructure, large middle class, low political risk and con-sider very important the use of English language. The company’s first step was opening its own stores and expanding through purchases in major economies, this is why Far East remained last. Modes of entry in various countries • Exporting • Franchising • Acquisitions • Sole ownership • Joint venture The possible reasons are: • Low political and economic risks • High purchasing power • Infrastructure • Unfamiliar with the culture and the political climate The country factors M&S seem to value M&S merchandised its stores to French lifestyle which clearly showed they valued France. The store had large sections of French wine and clothing than British imports. They also seemed to value US as they did not change the name of the...
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...Introduction The purpose of this briefing paper is to analyse the data given from the case study to determine the impact and consequences global forces have, by using the PESTEL framework. This framework is used to help form a strategic analysis of the macro-environment; the outside factors beyond the control of a company. It categorises the environmental influences into six groups: political, economical, socio-cultural, technological, environmental and legal; making up the acronym PESTEL. Analysis Political factors Europe has traditionally been seen as the centre of the beer brewing industry. However, the level of alcohol consumption is gradually declining. This is because many of the key markets within Europe are increasingly more aware of the social and health issues caused by excessive alcohol consumption. Governments are actively campaigning against the abuse of alcohol and the possible consequences of drunk driving, ‘binge drinking’, and the long-term effects related to health. These key factors relate directly to government policies and their decisions towards the European beer market. Economic factors As a result of government intervention, there has been a marked decrease in product sales in public premises. As people are more and more likely to drink at home rather than out to bars, the alcohol sales has shifted from ‘on-trade’, where beer is consumed on public premises, to ‘off-trade’, where beer is purchased by retail and consumed on private property...
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...Journal of Business Ethics (2007) 75:273–284 DOI 10.1007/s10551-006-9252-9 Ó Springer 2007 Cultural Values and International Differences Bert Scholtens Lammertjan Dam in Business Ethics ABSTRACT. We analyze ethical policies of firms in industrialized countries and try to find out whether culture is a factor that plays a significant role in explaining country differences. We look into the firm’s human rights policy, its governance of bribery and corruption, and the comprehensiveness, implementation and communication of its codes of ethics. We use a dataset on ethical policies of almost 2,700 firms in 24 countries. We find that there are significant differences among ethical policies of firms headquartered in different countries. When we associate these ethical policies with Hofstede’s cultural indicators, we find that individualism and uncertainty avoidance are positively associated with a firm’s ethical policies, whereas masculinity and power distance are negatively related to these policies. KEYWORDS: business ethics, codes of ethics, cultural values JEL: G300, L210, M140 Introduction Are there differences with respect to the ethical policies of firms that are headquartered in different countries? And are there differences among firms that belong to different industries? Chryssides and Bert Scholtens received his Ph.D. at the Universtiy of Amsterdam. Since 1999 he has been working at the Department of Finance of the University of Groningen, the Netherlands. His research...
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...Anheuser-Busch InBev SA/NV SWOT Analysis REFERENCE CODE: 90521A04-0A96-4A64-A465-E502421BFC8B PUBLICATION DATE: Jan 2013 WWW.MARKETLINEINFO.COM © MARKETLINE. THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED Anheuser-Busch InBev SA/NV 90521A04-0A96-4A64-A465-E502421BFC8B © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED SWOT Analysis SWOT analysis overview AB InBev is one of the world's largest brewers based in Belgium. The company's extensive brand portfolio consisting of globally-recognized flagship brands, several multi-country brands and local brands enhances brand recall and results in increased brand loyalty. However, the slowing growth rate of beer sales, especially in the developed markets will potentially hinder the company's revenue growth in the region. Strengths Weaknesses Extensive brand portfolio including three global flagship brands enhances brand recall and recognition among global consumers Diversified and balanced exposure across multiple geographies helps in business risk mitigation Product innovation contributes to growing sales Threats Rising disposable income and cultural shift towards alcoholic beverages make Asia an attractive target market Association with Federation Internationale de Football Association (FIFA) would enhance the company's brand recognition Shifting consumer preferences towards lowalcohol beers Growing demand for craft beer in the US Slow growth rate of the global beer market...
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...M ARKETING P LAN D R AP P A A L E S S AN D R O F E R AI L L E J U L I E J AC O B S S É B AS TI E N M AG E R M AN M AR G AU X M O M M E N X AVI E R V AN S NI C K J I M M Y ADVANCED MARKETING – MS. ROTHENBERGER SOLVAY BRUSSELS SCHOOL OF ECONOMICS & MANAGEMENT 2014-2015 T A B L E O F C O N T E NT S 1. 2. Executive summary ................................................................................................................3 Environmental analysis ...........................................................................................................4 2.1. 2.2. Macro-Environmental Factors .......................................................................................4 Micro-Environmental Factors: Industry Analysis...........................................................5 Threat of new entrants –Low Pressure ..................................................................................5 Power of suppliers – Low Pressure.........................................................................................6 Rivalry of existing firms – Medium To High Pressure ............................................................6 Threat of substitute – High Pressure ......................................................................................7 Power of buyers – Low Pressure ............................................................................................7 3. Marketing Strategy ..............................................................
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...Sc. from the Delft Institute of Technology in 1953, his Ph.D. (cum laude) from Groningen University in 1967. Hofstede served in the Netherlands Army from 1953 to 1955. In 1955, he married Maaike A. Van den Hoek. They've also "lived happily ever after", but I'm not sure where (probably Brussels, Belgium). Hofstede is most well known for his work on four dimensions of cultural variability, commonly referred to as "Hofstede's Dimensions." These include: Uncertainty Avoidance, Power Distance, Masculinity-Femininity, Individualism-Collectivism, Confucian Dynamism. These dimensions were arrived in his 1980 publication, "Culture's consequences: International differences in work-related values." The study took existing survey data (sample size of 116,000) collected from a multinational corporation (IBM). The result was a score in each of the dimensions for 40 different countries. During 1978-83, the Dutch cultural anthropologist Geert Hofstede conducted detailed interviews with hundreds of IBM employees in 53 countries. Through standard statistical analysis of fairly large data sets, he was able to determine patterns of similarities and differences among the replies. From this data analysis, he formulated his theory that world cultures vary along consistent, fundamental dimensions. Since his subjects were constrained to one multinational corporation's world-wide employees, and thus to one company culture, he ascribed their differences to the effects of their national cultures. (One...
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...Strategies 18 3.0 APPENDIX 25 1.0 MARKETING OBJECTIVES Marketing objectives for KawanKu KG Pastry in Belgium is to supply the pastry frozen food to the selected supply chain supermarkets such as Colruyt and Carrefour. Why KawanKu chooses both supermarkets? It is because they are being the famous lower price supermarkets in Belgium which have been the most visited places from the people there to buy their things. For the first year, KawanKu will target to market at the Brussels only, for the next year after there are a lot of demands from people in Belgium about the products, KawanKu will expand the business of selling the products to the other district and other attractive locations in Belgium. In Brussels, Belgium, there are five branches of Colruyt supermarkets and three branches of Carrefour supermarkets. KawanKu chooses Brussels because it does not want to take a risk in exporting to the many locations if there are not many profits will get from the sales, so for the first year, it will target the supermarkets in Brussels to test the market acceptance about the KG Pastry frozen food products. The market acceptance is important and can contribute to the lot of profits from the large volume of sales if all the marketing strategies are succeed in selling the products. PROFIT AND LOSS STATEMENT FOR EXPORTING KAWANKU KG PASTRY FROZEN FOOD PRODUCTS TO BELGIUM Year 1 Year 2 Year 3 Sales 1,000,000 1,020,000 1,050,000 * Cost of goods sold 80...
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