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Grolsch

Management Policy
by

Eric Napier

on 17 April 2013

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Transcript of Grolsch

GROLSCH Создание серьезной альтернативы Heineken, будучи международным брэндом Голландского происхождения, в сегменте супер премиальном.


СТРАТЕГИЧЕСКИЕ ПРИОРИТЕТЫ:

• Построение дистрибуции и улучшение представленности в целевых каналах сбыта (премиум HORECA, крупные магазины)
• Создание осведомленности среди целевои аудитории и стимулирование потребления через маркетинговые активности

Роль торговои марки в каналах сбыта:

• Усиление диверсификации предложения в сегменте дорогого пива

• Создание конкуренции торговым маркам Heineken и Carlsberg в бутылке и в разливном формате Цели в Казахстане ff LAGOS, MILLER, NAPIER, NAGY, TANG Market Attractiveness, Business Assessment framework
Considers international premium lagers’:
total volume and volume growth, price premium, geographic and cultural distances

Largest Key Markets and total volumes:
Western Europe (Netherlands ~50%)
U.K. (25%)
U.S. (4%)
France, Canada, Australia, New Zealand <3% each Grolsch Markets Two main brands: Grolsch and Amsterdam
Grolsch – lager, brewed to one recipe, conform to German purity laws, aged a minimum of 6 weeks

Amsterdam – 5 varieties, strong taste (95% of volume to France, Russia, Australia, and Africa) Grolsch Products Based in Netherlands (1615)
Begin exporting to Africa and Asia (1940s)
Becomes an established regional brand (1960s)
IPO (1984)
“Royal” title (1995)
Total volumes increased by 3.1% to 3.3 million hl and revenues grew by 4.8% (2007)
Independent subsidiary of SABMiller (2008) History of Grolsch Lagers: 95% market volume

Largest brewers (2006): Inbev, SABMiller, Anheuser-Busch, Heineken, and Carlsberg

Top 5 Countries Consumption: China, USA, Germany, Brazil, Russia

2011 predicted global consumption: 1.45 billion hectoliters (hl) Global Beer Industry AGENDA Beer Industry
Grolsch
Opportunity
Alternatives
Recommendation
Updates *Rateitall.com Improve Market Share Recommendation InBev and Anheuser-Busch merger in 2008
Grolsch Brewery in Russia (2009)
InBev seeking to acquire Groupo Modelo 2013 Update Volume purchases
Market share
Public opinion Control and Evaluation Aggressive branding
Product adoption
Competitor response Risks Retain existing markets
Expand market share
Shift product availability
Aggressive distributor lobbying
Ad campaigns and retail space
Spread to new markets Timeline Reinvest dividends
Finance through 75% debt, 25% equity
Look to SABMiller for capital Financing Branding and Marketing Room for another beer from the Netherlands…when we are better Improve Market Share Novelty factor for many
Does not lose identity
Little logistical change Advantages Netherlands
Price: standard brand
Promotion: print, internet, TV, events, etc.

U.K.
Price: premium brand
Promotion: on-premise locations, edgy TV ads

U.S., Canada, and Australia
Price: discounted from other European exports
Promotion: broad TV approach

France and Russia
Price: higher than premium lagers
Promotion: Amsterdam driven Opportunity Alternative 1
Grolsch has the quality and reputation to price
its beer higher in foreign markets

Opportunity to differentiate from stiff competition (Heineken) Loss of “premium” prestige
Competition with Heineken
Swing top
Market segment Risks Pricing
Competitors
Lower cost
Brand image Benefits Purity
Taste
Brewing method
Old brand, new tech
Green Differentiators Strength Through Differentiation

Focus on international brand consolidation
No change in pricing
Differentiators
Use of brand identifiers and innovation to stand out Alternative Two (Top line Strategies) Brand recognition at home
Swing-top
High quality
Rank 2nd on taste meter
New brewery Markets Grolsch has been unable to adequately communicate its product value, especially in international markets Position Up Through Pricing "Strength Through Differentiation" Investment Goals Distinct
Embrace heritage
Open the brand to new drinkers Management Policy Differentiators Move into higher echelon
Reach "high-end" crowd
Conspicuous consumption Benefits Risks Higher margins
New demographics
Move away from competitors Alienate existing base
New competitors
Higher standards
Pricing out THANK YOU STRENGTHS International brand recognition
Packaging
History of poor buy-outs
Costs WEAKNESSES OPPORTUNITIES Room for international growth
Emerging markets
Acquisition by SABMiller THREATS Competition (Heineken)
Shipping costs
Changing consumer preferences
Full transcript