...1. Cervecería Heineken, fundada en Amsterdam, visión cerveza más alta calidad. 2. Ganó medalla de oro en París 1889, una de las cervezas más vendidas en los Países Bajos. 3. En 1993, ventas netas 9.049 millones florines, utilidad 798 millones de florines. 4. 82% ventas a la cerveza, 18% bebidas gaseosas, alcohólicas y vino. 5. En 1993, ventas cerveza bajo supervisión Heineken 5.6 mil mm de litros (2do en el mundo) , Anheuser -Busch el primero con 10,000 mm de litros. 6. Ventas de marca, Heineken 1.52 mil mm de litros en 1993, otras marcas Amstel, Buckler y Murphy's de distribución internacional. 7. Heineken otorgaba licencia a fabricantes de cerveza extranjeros para que lo produjeran según la fórmula original. 8. No podía ejercer influencia sobre la forma en que un concesionario comercializada sus propias marcas, pero imponía un control riguroso sobre producción y comerciación. 9. El socio ideal para Heineken era aquel que no tuviera ambiciones internacionales para sus marcas locales. 10. Industria cervezera en 1990, cada vez más global, tendencia a mercados en desarrollo por creciente consumo per cápita que prometían crecer más rápido que en mercados maduros (países desarrollados). 11. Europa, excesiva oferta, presiones sobre margen, esfuerzos por segmentar mercado (tipos de cerveza). 12. 1993, Heinkeken 24% volumen total...
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...Heineken N.V.: Global Branding and Advertising (Harvard Case) a. What are the Heineken's strengths and weaknesses? Is Heineken a global brand? The company presents a global approach but a local thinking manifesting itself through a different brand perception depending on the market. The strengths include: - World’s premium brand of beer characterized by being globally acknowledged - Well-arranged and effective acquisition strategy - Usage of attractive packaging and the feature of having a light flavor - Characterized by a rich tradition and history The weakness include: - Differences between brand image and positioning in various parts of the world - Lack of worldwide advertising campaigns - No strong customer loyalty and customer base tending to switch brands - Decrease in the volume of the sales b. How should Heineken brand be developed through marketing communications? Heineken should base on the results of the research projects and associate with the expression of head and heart – quality and historical origin complemented by huge dose of open-hearted friendship and reliability. According to the project Comet results, it would be necessary to re-build global credibility of Heineken brand image focused on its “good taste”, characterized by: excellent flavor, historically high quality of lager and premiumness perception (which was considered as price of entry). Heinken should reinforce and refresh...
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...and strategies from the Carlsberg and Heineken. The Carlsberg Group, one of huge beer company in the world. One of the strategies that Malaysian company could learn is to make a connection between its external environment and the company. Based on Carlsberg’s goals and value, the organization tries to join its capacities and assets with its organizational structure in order to be the most proficient. Through this way of internationalization, an organization borrows to another licensee the utilization of its rights, copyrights or ability on products and procedures, so this firm, the licensee can make its products and offer in the solid business sector it operates. The licensee company will should pay royalties contingent upon the business volume in return of it. It is an extremely basic method for penetrating in another business sector as a result of it is not necessary to do an important investment, so the risk that the organization must backing is not particularly solid. Carlsberg has utilized authorizing amid decades as a part of better places. The company has diverse accomplices who brewer its beers everywhere throughout the world. The primary market where Carlsberg was available utilizing this way of entry is Cyprus, 1967. On the other hand, Heineken which is another giant company in the world. One of the strategies that Malaysian company could learn from Heineken is to face with the alcohol pressure in the business sector. Heineken have the system to deliver and sell...
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...Heineken Organizational strategy: Heinekens strategy is based on six business priorities they found most important. 1. Grow the Heineken brand 2. Consumer-inspired, consumer-oriented and brand-led 3. Capture the opportunities in emerging markets 4. Leverage the benefits of Heineken’s global scale 5. Drive personal leadership 6. Embed and Integrate Sustainability Considering these six priorities and adapting the strategic types from Miles and Snow, we think Heineken is a prospector. Due to their continued search for market opportunities in emerging markets, Heinekens on-going search of new ways to connect with the consumers and the personal drive of leadership. One of their first major international successes was after World War 2, when the German beer brewers still had to build up a brand. Heineken took their beer overseas to the Unites States of America. There Heineken became an exclusive beer, imported beer was not for everybody. They got this image of an exclusive beer because a Heineken beer was twice as expensive as a normal beer. Heineken distinguished it self in the American market because the Dutch beer had an alcohol percentage of 5%, whereas the American beers had a percentage of 3%. Heinekens break through found place in the ’70, when the prosperity in the USA rose, the people could afford the exclusive Heineken beer. Heineken did not only have successes in emerging markets or with introducing new products. One of their failures was the introduction...
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...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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...| Heineken: Road to the Final | | | 1. INTRODUCTION Beer is world’s number one consumed alcoholic beverage suitable for different consumption areas such as home, restaurants, night clubs, bars, beaches etc. Beer’s worldwide popularity makes brewing industry one of the largest global industries in the world. More than 140 billion liters are sold per year generating revenues of more than $490 billion by 2013. Beer consumption differs for various countries. Czech Republic is leading the consumption with the average of 132 liters per capita. Germany, Austria, Ireland and Canada are the countries following the Czech Republic with the consumption over 100 liters per capita. Considering the global popularity of beer, there are countless brewery companies all around the world. 2. COMPANY PROFILE Heineken is a Dutch brewing company which was founded in 1864 by Gerard Adriaan Heineken in Amsterdam. The company owns around 200 breweries in more than 70 countries. Heineken is the 3rd largest brewer in the world by producing almost 140 million hectoliters of beer yearly. The company holds more than 250 brands globally including Amstel, Birra Moretti, Cruzcampo, Deperados, Dos Equis, Foster’s, Newcastle Brown Ale, Ochota, Primus, Sagres, Sol, Star, Tecate, Zlaty Bazant and Zywiec. It also produces ciders under the brands Strongbow Gold and Bulmer’s. Operating all around the world, Heineken divides its operations into 5 global districts: Western Europe, Central and Eastern...
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...International Case Analysis – Heineken Ronald J. McIntosh MG 495 Strategic Management - Winter 2014 City University of Seattle Abstract Heineken begins it story as a company in 1864 when its founder, Gerard Adrian Heineken purchased a small brewery in Amsterdam, Netherlands. Since that time, multiple generations have expanded the Heineken brand to be the third largest brewer in Europe and expanded its branding reach globally. The company’s portfolio includes 170 international premium, regional, local and specialty beers to date and is considered one of the world’s great brewers. These premier brands are available in just about every country globally as well as being recognized as an international premium beer brand (Euromonitor International, 2012). In its branding expansion efforts, the company offers international premium, along with local, regional, specialty beers and ciders. Examples of this can be demonstrated by the acquisition of Scottish & Newcastle followed by the acquisition of FEMSA, Mexico’s second largest brewer and merging its position in the Middle East and Africa with purchases in Nigeria and Ethiopia (Euromonitor International, 2012). Key Learning Points External Environment ...
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...Opportunities and Threats IV - Marketing objectives V - Marketing strategies A. Target markets B. Marketing Mix 1-Product 2-Pricing 3-Distribution 4-Promotion VI - Implementation - Marketing structure Bibliography I. Intro on company Heineken N.V. has wide international presence through a global network of distributors and breweries. It owns and manages one of the world’s leading portfolios of beer brands and is one of the world’s leading brewers in terms of sales volume and profitability. Its principal international brands are Heineken and Amstel, but the group brews and sells more than 170 international premium, regional, local and specialty beers and ciders, including Cruzcampo, Birra Moretti, Foster's, Maes, Murphy's, Newcastle Brown Ale, Ochota, Tiger, Sagres, Star, Strongbow and Zywiec. [3] Heineken has the widest presence of all international brewers, thanks to their global network of distributors and 125 breweries in more than 70 countries. The Heineken brand is positioned as a premium brand all over the world except for its domestic market, the Netherlands. History The Heineken story began more than 140 years ago in 1864 when...
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...(SBU) – Heineken. Being the world’s 3rd largest beer brewer, Heineken’s opportunities and threats are subjected to external forces and internal proficiencies. The beer industry is in its mature stage. Therefore, opportunities mostly come from economical, social, technological and environmental factors. With an increase of affluent consumers, especially in emerging markets (i.e. Brazil, Russia, India, China and South Africa), would allow Heineken to expand its brand further. Moreover, changing preferences and ageing population create new prospects through various technological innovations. As consumers are getting more environmental-friendly, Heineken has the vision to implement several green initiatives so as to better position their brand. With 50% of the global beer market held by four largest players, the beer market is highly consolidated, thus very competitive. Hence, it is difficult for new entrants to enter the beer market. Despite being a highly-valued brand, Heineken faces threat from wide availability of substitution and low switching costs by buyers. On the other hand, Heineken’s vertical integration greatly reduced suppliers’ bargaining power. Conversely, due to ease of switching brands at low switching costs, buyers possess higher bargaining power. A strong base of resources and well developed competencies offers Heineken a competitive advantage. Thus, Heineken’s forward-thinking approach to its strategies is suitable. In conclusion, Heineken is able...
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...Case Background Heineken, a brewer company mostly known for its beer, was founded in Amsterdam in 1863. Heineken’s success dates back to 1889, winning a gold medal for its beer at the Paris World’s Fair and becoming one of the largest beer sellers in the Netherlands four years later. In 1937, Heineken granted its first license to a foreign brewer to produce Heineken beer according to the original formula to become available to markets outside The Netherlands. To keep control over their own brand while expanding their market, Heineken sought to gain majority equity stakes in its partners. The company owned outright its operations in the Netherlands, France and Ireland and held majority interests in breweries in various other European countries. In Germany and the United States, Heineken beer was not bottled but was sold after import. In 1993, Heineken recorded net sales of over nine billion guilders and a trading profit of nearly 800 million guilders. Beer then accounted for 82% of total sales, of which 71% percent was sold in Europe. The beer sales brewed under Heineken’s supervision then was about 5% of the world’s total beer production. The beer sales of the Heineken brand itself amounted for about 1,25% of the world’s total beer production. Other brands of the company were Amstel, Buckler (a non-alcoholic beer) and Murphy’s Stout. Heineken also oversaw the brewing of many local beer brands, marketed by Heineken’s subsidiaries. But Heineken was not the only brewery...
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...can quickly and timely make accurate and unique decisions according to market demand. Therefore this will make the firm remain invincible in global the global fierce competition. Jean-François van Boxmeer is the Chairman and Chief Executive Officer of Heineken NV. His leadership style was forward thinking, brave, and decisive. Moreover, He had proved that willing to give his managers more responsibility than previous Heineken bosses. Faced with ever-increasing costs and a stagnating market, van Boxmeer acted fast to reorganize the company. Furthermore, he replaced Heineken's outmoded style of management and built collective action with a corporate culture based on individual responsibility and innovation (Davidson, 2009). In addition, since each merger or acquisition is a unique transformational process, the role of transformational leadership is essential. In transformational leadership leaders or managers should know the importance of trust among the team players and the leader of the group. The leaders made decisions which were in accordance with the moral and ethical principles, and encourage employees in the decision making process. Moreover, leaders should motivate employees (Anagnoste and Dumitru, 2011). For example, Heineken purchased Bere-Mures in Romania in 2008, so this is transformational process. Irina Budrina pointed out the leadership style of the Romanian management of Bere-Mures was a direct leadership style, and the decisions were made much faster...
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...Heineken Brewing Company Case Study MBA650 Business Policy John Barber Abstract Heineken is a major competitor in the mass production beer industry. The firm is facing internal and external environment challenges which are affecting its sales and profitability. The corporation is involved in a competitive, concentrated, and differentiated industry that has allowed major rivals to achieve growth through mergers and acquisitions. The case study addresses the issues that the organization is encountering. The company is facing declining sales due to changing consumer tastes and increased competitive pressure. Heineken is attempting to increase sales and retain its position as a premium beer, but is faced with a lack of support from two key demographic groups which includes Hispanic American's and young Americans (Dess, Lumpkin, Eisner & McNamara, 2012). A case study of the firm, and its market environment, utilizing value chain analysis, and Porter’s Five Forces was conducted. Recommendations and alternative strategies were developed to increase the position of the Heineken brand and regain sales from Hispanic Americans and young Americans. The implementation of the recommendations and alternative strategies may increase Heineken’s opportunity of sustainable long term growth within the industry. Introduction Heineken is the third largest brewer in the world and currently distributes more than 170 brands of beer in over 150 countries worldwide. However, over the past...
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... Content 2 3 HEINEKEN | Proud, Independent, Responsible Global Brewer The world’s most international brewer No 1 in Europe and No 2 in the world by revenue Operations in over 70 countries globally Brewing great beers, building great brands Committed to surprising and exciting consumers everywhere Long and proud history and heritage 4 HEINEKEN | Our Values Enjoyment we bring enjoyment to life Respect for individuals, society and the planet Passion for quality 5 HEINEKEN | Brewing Great Beers, Building Great Brands Heineken®, our flagship brand, is the world’s leading international premium beer Desperados, Sol, Affligem and Strongbow Apple Ciders complement our global brand portfolio Altogether, we have over 250 international premium, regional, local and specialty beers and ciders in our portfolio Passion for quality and Innovation are at the heart of how we build great brands and delight our consumers 6 HEINEKEN | A Long and Proud History & Heritage 1864 The Heineken Family enters the beer business 7 1869 We switch to bottom fermentation: clearer, purer, long lasting beer 1886 Dr. H. Elion cultivates the Heineken A-yeast => unique flavour 1889 We are crowned at the Grand Prix Paris for quality, focused innovations HEINEKEN | A Long and Proud History & Heritage 1928 Early stages of unique advertising and becoming truly international 8 1929 HEINEKEN moves into Asian markets ...
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...Overview TheQuickRead Performance highlights €17,123million 164.6millionhectolitres €2,697million 27.4millionhectolitres Revenue +6.1% Consolidated beer volume +12.8% EBIT (beia) +2.8% Heineken® volume in premium segment +5.4% €1,584million Net profit (beia) +8.8% “ EINEKENhasonceagaindemonstrated H itsabilitytodeliverapositivefinancial performancedespitethechallenging economicenvironment.” Jean-FrançoisvanBoxmeer Chairman of the Executive Board/CEO EBIT (beia) in millions of EUR Consolidated beer volume in millions of hectolitres Net profit (beia) Heineken® volume in premium segment in millions of EUR in millions of hectolitres 2,623 2,697 1,748 1,932 164.6 2,095 2007 2008 2009 2010 2011 1,456 145.9 125.8 125.2 1,584 105.4 1,119 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 24.7 25.9 25.1 26.0 27.4 1,013 1,055 2007 2008 2009 2010 2011 HeinekenN.V.AnnualReport2011 01 Overview | The Quick Read continued Key figures1 Results In millions of EUR Revenue EBIT3 EBIT (beia)3 Net profit Net profit (beia)3 EBITDA3 EBITDA (beia)3 Dividend (proposed)6 Free operating cash flow3 2011 20102 Change in % 17,123 2,455 2,697 1,430 1,584 3,623 3,682 477 2,093 16,133 2,491 2,623 1,447 1,456 3,609 3,584 438 1,993 6.1% (1.4)% 2.8% (1.2)% 8.8% 0.4% 2.7% 8.2% 5.0% 27,127 ...
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... Content 2 3 HEINEKEN | Proud, Independent, Responsible Global Brewer The world’s most international brewer No 1 in Europe and No 2 in the world by revenue Operations in over 70 countries globally Brewing great beers, building great brands Committed to surprising and exciting consumers everywhere Long and proud history and heritage 4 HEINEKEN | Our Values Enjoyment we bring enjoyment to life Respect for individuals, society and the planet Passion for quality 5 HEINEKEN | Brewing Great Beers, Building Great Brands Heineken®, our flagship brand, is the world’s leading international premium beer Desperados, Sol, Affligem and Strongbow Apple Ciders complement our global brand portfolio Altogether, we have over 250 international premium, regional, local and specialty beers and ciders in our portfolio Passion for quality and Innovation are at the heart of how we build great brands and delight our consumers 6 HEINEKEN | A Long and Proud History & Heritage 1864 The Heineken Family enters the beer business 1869 We switch to bottom fermentation: clearer, purer, long lasting beer 1886 Dr. H. Elion cultivates the Heineken A-yeast => unique flavour 1889 We are crowned at the Grand Prix Paris for quality, focused innovations 7 HEINEKEN | A Long and Proud History & Heritage 1928 Early stages of unique advertising and becoming truly international 1929 HEINEKEN moves into Asian markets 1933 Heineken® is the first import beer...
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