跨國公司管理案例(1)ppt課件

1、The Global Branding of Stella Artois斯特拉阿托伊斯啤酒的全球品牌戰(zhàn)略 In April 2000,Paul Cooke, chief marketing officer of Interbrew,the worlds fourth lardest brewer,contemplated the further development of their premium product,Stella Artois, as the companys flagship brand 旗艦品牌in key markets around the world.Althoug

2、h the long-range plan for 2000-2002 had been approved,there still remained some important strategic issues to resolve. Interbrew traced its origins back to 6 to a brewery called Den Hoorn ,located in Leuven, a town just outside of Brussels.In 1717, when it was purchased by its master brewer, Sebasti

3、aan Artios, the brewery changed its name to Artois.A Brief History of Interbrewexpansion(擴張)acquisition（并購）brand portfolio（品牌組合）a phase of rapid growthThrough acquisition expenditures of US$2.5 billion in the previous four years, Interbrew had transformed itself from a simple Belgian brewery into on

4、e of the largest beer companies in the world.by the 1999,the company had become a brewer on a truly global scale that now derived more than 90 percent of its volume from markets outside Belgium. It remained a privately held company ,headquartered in Belgium, with subsidiaries and joint ventures in 2

5、3 countries across four continents.4The International Market for Beer國際啤酒市場World Market For BeerMature MarketsGrowth MarketsNorth America Western Europe AustralasiaLatin America AsiaCentralEuropeEastern EuropeRussia In the 1190s, the world beer market was growing at annual rate of one to two percent

6、.In 1998,beer consumption reached a total of 1.3 billion hectolitres(hls).There were, however, great regional differences in both market size and growth rates .Most industry analysts split the world market for beer between growth and mature markets.5The International Market for Beer國際啤酒市場.top four p

7、iayerssoft drink industrytobaccospiritsOpportunitieseconomies of scale in production advertising distributionBeer Induetry Structure啤酒產(chǎn)業(yè)的構(gòu)造22%78%44%60%22%.the ratio of fixed versus variable costs of beer production was relatively highlocal tastes differedthe factors Bring more operations under a com

8、mon administration In some cases, beer brand had hundreds of years of heritage behind them and had become such an integral part of everyday life that consumers were often fiercely loyal to their local brewthe measures.Through Interbrews acquisitions in the 1990s,the company had expanded rapidly.Duri

9、ng this period the companys total volumes had increased more than fourfold.Volume growth had propelled the company into the number four position among the worlds brewers. Interbrews Global PositionINTERBREW 的全球位置.1.Following the acquisition of Labatt in 1995,Interbrews corporate was divided intotwo

10、geographic zones:the America and Europe /Asia/ Africa.Interbrews Corporate StructureINTERBREW 的公司構(gòu)造2.This structure was in place until Septenber 1999when Interbrew shifted to a fully integrated structure to consolidate its holdings in the face of industry globalization.3.The former head of the Europ

11、e /Asia/ Africadivision assumed the role of chief operating officer,but sub sequently resigned and was not replaced,leaving Interbrew with a more conventional structure,with the five regionals heads and the various corporate functional managers reporting directiy to the CEO.Recent Performance當前表現(xiàn)1.T

12、he premium and specialty beer markets were growing quickly. 2. The large,mature markets shift its product mix to take advange of this trend and the superior marigins it offered.3.The othor continuing development was the growth of light beer segment,which had become over 40 percent of the total sales

13、.operationsstrategymarketstrategybrandstrategyInterbrew Corporate StrategyINTERBREW 的公司戰(zhàn)略 The three facets of Interbrews corporate strategy,bands, markets and operations,were considered the sides of the Interbrew triangle. Each of these aspects of corperate strategry was considered to be equally imp

14、ortant in order to achieve the fundamental objectives of increasing shareholder vaule. the underlying objectives:when consolidate its positions in mature markets and improve margins through higher volumes of premium and specialty brands. Interbrew had begun to rationalize its supply base as well.Int

15、erbrew believed that innovve changes resulted,saving both parties conderable sums every year.Strategic Sourcing戰(zhàn)略資源整合operations strategy消費戰(zhàn)略Capacity Utilization消費才干的利用 Given that brewing was a capital-intensive business,capacity utilizationhad a major infuence on profitability. Based on the belief t

16、hat the worldsbeer markets would undoergo further consolidation, Interbrews market strategy was to build significant positions in markets that had long-term volume growth potential.growth markets生長市場market strategy市場戰(zhàn)略mature markets成熟市場 Interbrews goals in its mature markets were to continue to buil

17、d market share and to improve margins through greater efficiencies in production, distribution and marketing. The underlying objectives of Interbrews market strategy were to increase volume and to lessen its dependence on Belgium and Canada, its two traditional markets.14upgrade product quality and

18、to improve the positionin of the acquired local core lager brands.identify certain brands, typically specialty products. and to develop them on a regional basis across a group of markets.identify a key corporate brand and todevelop it as a global product.1010432Brand strategy 品牌戰(zhàn)略.by 1998 the need t

19、o identify a brand from its wide portfolio to systematicallyuntil 1997 laissez faireStella Artois, Interbrews most broadly available and oldest brand, received an important new thrust when it was launchedthrough local production in three of the companys subsidiaries in Central Europe in 1997.The Evo

20、lution of Interbrews Global Brand StrategyINTERBREWS 全球品牌的演進EInterbrew believed that were several basic global trends that would improve the viability of this class of product over the next couple of decades.by 1998 the need to identify a brand from its wide portfolio to systematicallythe needs of c

21、onsumers in many markets were expected to converge.the internationalization of the beer business.all markets would likely evolve in such a way that demand for both premium and economy-priced beers would increase,squeezing the mainstream beers in the middle. Interbrew had a wide portfolio of national

22、 brandsthat it could set on the international stage.The two most obvious candidates were Labatt Blue and Stella Artois.17Stella Artois as Interbrews International Flagship Brand斯特拉阿托伊斯成為Interbrew的國際旗艦品牌The other potential brand that Interbrew could develop on a global scale was Stella Artois , a bra

23、nd that could trace its roots back to 6 . The modern version of Stella Artois was launched in 1920 as a Christmas beer and had become a strong market leader in its home market of Belgium through the 1970s . By the 1990s , however , Stellas market position began to suffer from an image as a somewhat

24、old-fashioned beer , and the brand began to experience persistent volume decline . Problems in the domestic market , however , appeared to be shared by a number of other prominent international brands . In fact , seven of the top 10 international brands had experienced declining sales in their home

25、markets between 1995 and 1999 see exhibit 3 ).18Stella Artois as Interbrews International Flagship Brand斯特拉阿托伊斯成為Interbrew的國際旗艦品牌.19Stella Artois as Interbrews International Flagship Brand斯特拉阿托伊斯成為Interbrew的國際旗艦品牌Stella Artois had achieved great success in the United kingdom through its licensee , W

26、hitbread . where Stella Artois became the leading premium lager beer . .20Stella Artois as Interbrews International Flagship Brand斯特拉阿托伊斯成為Interbrew的國際旗艦品牌Apart from the united kingdom , the key markets for Stella Artois were France and Belgium , which together accounted for a further 31 per cent of

27、 total brand volume.see exhibit 4.21Stella Artois as Interbrews International Flagship Brand斯特拉阿托伊斯成為Interbrew的國際旗艦品牌With these three markets accounting for 81 per cent of total Stella Artois volume in 1999 , few other areas represented a significant volume base (see exhibit 5).22Stella Artois as In

28、terbrews International Flagship Brand斯特拉阿托伊斯成為Interbrew的國際旗艦品牌For example , Budweiser , the worlds largest brand by volume , had the overwhelming bulk of its volume in its home U.S. market ( see exhibit 6 ).23Stella Artois as Interbrews International Flagship Brand斯特拉阿托伊斯成為Interbrew的國際旗艦品牌Sales of t

29、he Heineken brand on the other hand , were widely distributed across markets around the world. (see exhibit 7) .24Stella Artois as Interbrews International Flagship Brand斯特拉阿托伊斯成為Interbrew的國際旗艦品牌In this sense , Heinekens strategy was much more comparable to that of Interbrew plans for Stella Artois

30、. Other brands that were directly comparable to Stella Artois , in terms of total volume and importance of the brand to the overall sales of the company , were Carlsberg and Fosters with annual sales volumes in 1998 of 9.4 million hls and 7.1 million hls , respectively , while fosters was successful

31、 in many international markets , there was a heavy focus on sales in the united kingdom and the united states. (see exhibit 8) .25Stella Artois as Interbrews International Flagship Brand斯特拉阿托伊斯成為Interbrew的國際旗艦品牌Carlsberg sales volume profile was different in that sales were more widely distributed a

32、cross international markets (see exhibit 9 ).26Stellas global launch斯特拉的全球啟動 In 1998 , Interbrews executive management committee settled on Stella Artois , positioned as the premium European lager , as the companys global flagship brand . In 1998 . an accelerated plan was devised to introduce Stella

33、 Artois to two key markets within the United states , utilizing both local and corporate funding . the u.s. market was believed to be key for he future development of the brand since it was the most developed specialty market in the world .27Stellas global launch斯特拉的全球啟動.28Current Thinking當前的思緒In ea

34、rly 2000 the prevailing view at Interbrew began to shift , converging on a different long-range approach towards global branding.The emerging perspective emphasized a more balanced brand development program , focusing on the highest leverage opportunities. .1the first stepThe first filter that an po

35、tential market had to pass through was its long term volume potential for Stella Artois 2the second stepThe second screen was the potential to achieve attractive margins after an initial starting period of approximately three years . 3the third stepThe third filter was whether or not a committed local partner was available to provide the right quality of distribution and to co-i