1. Understanding My Host Organisation – C&C Gleeson
Module SBUS 30050
Friday 22nd
April
|1| Company Profile
Business Name: C&C Gleeson
Registered Address: Bulmers House |C&C Gleeson |Keeper Road | Crumlin |Dublin 12
Number of Employees: 1,000 approx.
Primary Line of Business: Manufacturer, marketer and distributor of branded drinks
products
Net Revenue (C&C Group 2015*): €683.9m
Operating Profit 2015 (C&C Group 2015*): €115m
Business Overview
C&C Gleeson is an Irish subsidiary of C&C Group Plc, a leading manufacturer, marketer and
distributor of branded cider, beer, wine and soft drinks. The C&C Gleeson brands range
comprise many of Ireland’s favourite, market-leading drinks products. These brands include
Bulmers, the leading Irish cider brand; major beer brands; ‘Tennents, Clonmel 1650, Corona
Extra, Becks, Heverlee’ and the soft drinks range ‘Finches, JWV and Tipperary Mineral
Water’. C&C also owns a wine division, ‘Gilbeys’, which distributes a wide portfolio of wine
brands such as Blossom Hill, Laurent Perrier, Santa Rita and Yellow Tail.

2. The organisation affirms that ‘the success and dynamism of the business are underpinned
by its staff and the teams that support the business’ (C&C Gleeson, 2015). The company
adopts the C&C Group strategy, which advocates ‘to build a sustainable cider-led multi-
beverage business through a combination of organic growth’ (C&C Group Annual Report,
2015).
Company News
Acquisition of Gleeson Group
In 2012, C&C Group made a strategic decision to acquire Gleeson Group, which, as a
standalone business, was already established as the largest drinks distributor in Ireland. In
September 2014, C&C completed the integration of its prevailing Irish businesses with the
Gleeson Group to create a single body. C&C Gleeson’s commercial director claims that the
group’s new distribution footprint on the Island of Ireland is now ‘unmatched’ (Mulligan,
2014). As part of the acquisition, the Bulmer’s cider marketing and sales force had been
merged with the wholesale and distribution team to create, what C&C claim to be, a
streamlined presence in the Irish market.
Closure of Water-Bottling Plant in Borrisoleigh
After a detailed review of the operational footprint, a plan was formed to combine current
production from two plants to another plant located in Clonmel, Tipperary. C&C Gleeson
was heavily featured in Irish news headlines, when this announcement was leaked to the
media detailing the intended closure of a bottling plant in Borrisogleigh, Co.Tipperary,
before the employees were informed of such decision. A communication was circulated to
all staff apologising for the manner in which this announcement was received and for the

3. unintentional ‘breach of security’. The Managing Director of C&C Gleeson assured staff that
the ‘absolute focus was on supporting colleagues throughout this difficult time.’ The media
reported on the story, focusing on the ‘atrocious’ treatment of C&C workers and the nature
by which they learned of the job losses. The Irish Examiner (Kane, 2016) reported on
‘SIPTU’s damning reaction to the news, quoting area organiser Terry Bryan who claimed that
it was ‘a terrible way to treat people’. The decision created an unsettling period for all
existing employees in the company. Staff were formally reassured, by both the Managing
Director and the Business Operations Director, that the consolidation of production at the
Clonmel site was the ‘only viable option’ to maintain a position of long-term competiveness.
|2| - |4| Reflections and Learning
 Roles and Responsibilities that I assumed during my Internship
 An Assessment of my Learning during my Internship
 Academic and Theoretical Insights that I gained at university which applied in
practice
My job title throughout my internship was ‘Marketing Assistant’. Primarily, I acted as a
marketing support tool to all marketing brand managers and to the customer marketing
team. This role afforded me the opportunity to work with the array of major brands
included in the C&C Gleeson portfolio. Although the majority of my work was dedicated to
the cider portfolio, I am glad that I was given an opportunity to work across the span of the
entire portfolio. The responsibilities that I assumed as a result often varied.
Like many new experiences, my initial time in the organisation was full of learning and
adapting to the structure of the company. Although I had held previous part-time positions
in companies, my hours were always infrequent and I was never fully immersed in a

4. business environment. Simple tasks such as sending emails and answering the phone were
totally unfamiliar to me. The initial step I took was to familiarise myself with brand
information, focusing on the cider portfolio. I made a conscious effort to immerse myself in
any social events that took place as an occasion to get to know my colleagues and become
more comfortable in the working environment.
The following activities are those that I was heavily involved in for the duration of the year.
1. Invoice processing and payments
A daily task that I assumed was raising purchase order numbers for outstanding invoices,
relating to the marketing department, and subsequently processing these for payment. It
was my responsibility to ensure that all invoices followed the correct protocol, i.e. with the
correct address, VAT number and VAT rate, so as to avoid being rejected by accounts which
would involve subsequent delays in payment. This task involved liaising directly with
suppliers and with the accounts and finance department. The systems used for raising the
purchase order numbers are complex and involved a significant level of training. There are a
limited number of employees who are sufficiently trained and, as a result, I was given
significant responsibility in ensuring that all suppliers were paid for their services
accordingly and on time.
What I learned by obtaining this responsibility:
By assuming this task, I gained a better understanding of payment process and agreements
within a company. The systems involved for invoice processing are complicated and lengthy.
There are a number of forms to fill out and each step can be slow to progress. However, this
process has taught me the importance of being thorough with your work. I have learned

5. from mistakes which I made at earlier stages and hence altered the way I carried this task
out. It is vital that each step of this operation is fully completed, to avoid later complications
with suppliers. I made sure to keep a constant and rigorous record of each step that I
completed. In turn, this record then assists my co-workers when chasing payments and
tracking their remaining budget allocations.
Academic and Theoretical Insights Used:
Before starting my internship, I was conscious of my weak Microsoft Excel skills and was
concerned as to how this would affect my performance in my new role. It was a great
assistance to have the Excel skills videos readily available within the supporting resources
section on Blackboard. These amenities, along with the Excel Core manual, provided me
with the necessary tools to become proficient at the above in advance of my internship. I
was confident in being able to keep a comprehensive record of all purchase order number
payments and supplier’s details.
2. Sales force support
Over the course of my internship, I offered my support to the customer marketing team,
brand teams and the nationwide sales force. This was in the form of getting involved in
below-the-line activation, in conjunction with customer specific activations and branding
opportunities. I acted as a direct contact to all sales representatives, as they requested help
from the marketing department. I developed a close relationship with the nationwide sales
team and I believe that they valued my opinion on running such events, by trusting that I
would organise for the correct promotion tools to be delivered to their outlets. It was my

6. responsibility to constantly review the latest stock report and flag when stock levels were
running low. I also acted as a feedback loop between the marketing, branding and sales
departments.
What I learned by obtaining this responsibility:
The most important learning that I took from this responsibility was the importance of
effective communication. Having the ability to be able to transfer information effectively,
accurately, and as intended was crucial to this type of work. As expected, conflicting
opinions made it difficult to arrive at a decision on what branding and what level of
investment to commit to when activating promotions. As the organisation’s marketing
budget is not as plentiful as those of our competitors, it was vital to manage the sales
team’s expectations on what promotion tools (items such as branded beer garden
furniture), the marketing team could provide. I learned from handling previous experiences,
and from my co-workers’ advice, on how to approach these requests and ensure that the
correct level of support was provided in each instance.
Academic and Theoretical Insights Used:
The module which prepared me for undertaking this task was MK20020, ‘Marketing, Firms,
Customers and Society’. This module deals with how to develop a successful marketing
structure. As highlighted in the module outline, the theory relates to understanding that ‘a
detailed understanding of market needs and dynamics with appropriate product/service
offerings and effective communication strategy’ is what is needed to achieve a fruitful
marketing structure.

7. 3. Event Organisation
This was the aspect of my role that I found to be most rewarding and enjoyable. Events
planning and coordinating included anything from working on high-profile festivals and
concerts to conducting sampling sessions in local outlets. I was given the responsibility of
conducting nationwide sampling for the new range of flavoured ciders on the market. I also
worked alongside the cider marketing team to ensure the smooth running of festival
sponsorships, which included ‘Tennents Vital’, ‘Forbidden Fruit’ and ‘Metropolis’. These
festivals catered for Some of my tasks involved forecasting and ordering branding tools and
stock, promoting sponsorship activity through digital content and being onsite at the event
as a contact person, while also ensuring the smooth running of the event.
What I learned by obtaining this responsibility:
A key learning point that I took from this responsibility, was working through feedback given
from previous events and making subsequent improvements. Event co-ordination has made
me realise the importance of listening to any issues that appeared throughout the event and
using these as a constructive tool for the next event. It appears to me, that having an open
mind is an essential trait in being a marketer. In an ever changing environment, I have come
to learn that being open to change and understanding the importance of consumer insights
is a trait that will stand to you in such working environment. There is a constant need for
brands to evolve in order to remain relevant with their chosen target market. Another
crucial skill that I secured from this responsibility, is the ability to work under pressure in

8. order to meet deadlines. I believe that I have developed a mind-set whereby I can be very
productive in situations where time is tight.
Academic and Theoretical Insights Used:
An important theoretical insight from university which I utilised within my event-planning
role was the ability to work effectively within a group. Throughout my two years in
Commerce, I have been assigned to work in numerous groups for projects and presentation
work. Although I wouldn’t describe myself as shy, before I started college, I had very little
experience in presenting as a group or in collating projects with unfamiliar people, and so
was always reserved with my work. Constantly working in groups during college improved
my confidence and made me feel comfortable voicing my opinions on certain topics. As I
acted as a ‘pilot member’ of the target market in relation to festivals and various
sponsorships, I was happy to be able to present my opinions in meetings to senior members
of the team and was confident when asked to give insights into student lifestyles and
behaviours.
4. Social-Media Marketing
I was predominantly involved in the management and daily operations of the Bulmers and
Magners cider brands’ digital and social media channels. I had responsibility for collating
and approving any digital content, alongside our appointed digital agency. An important
aspect of this project was to analyse the engagement and reaction on each post and use this
feedback analysis to further improve the consumer perception of the brands.

9. What I learned by obtaining this responsibility
Looking after the digital content was something I felt very comfortable with. Once I became
knowledgeable about the brand and fluent with the way in which the marketing team
wished to come across on social media, I was suitably equipped to create, approve and
analyse the content of these channels. This task allowed me to employ my creative side and
develop my copy-writing and PR skills. It also made me aware of the array of strict rules and
regulations put in place for alcohol companies when promoting any digital content. It was
often difficult to communicate with your audience in the preferred way, due to the
limitations in place to prevent irresponsible drinking behaviours.
Academic and Theoretical Insights Used:
‘MIS2040 eMarketing and Social Networking’ proved very helpful to me when looking after
the digital content for Bulmers and Magners brands. It prepared me for being in a position
to effectively analyse the social media engagement feedback and subsequently make the
required improvements. Throughout the module, we had discussed and learned about
successful and unsuccessful social media campaigns, which helped me when designing and
implementing the strategy for each brand.
|5|- |8|
Identify a Problem of Significance in your Organisation
The Nature of the Business Problem and why it is Important
How the Organisation has dealt with the Problem
Problem: ‘Recruiting and Rebuilding Relevance with a younger target market’

10. This chosen problem is fundamentally relevant to the Bulmers cider brand. In Ireland, as a
whole, ‘cider showed a decline of nearly 7% in 2015 from 62.4 million litres of product down
to 58.1 million’ (Drinks Industry Ireland, 2016). In FY2015, total Bulmers cider net revenue
in Ireland ‘decreased by 7.5 %’( C&C Group Plc Annual Report, 2015). ‘The Bulmers brand
volume as a percentage of LAD (Long Alcoholic Drinks) slipped to 8.8% (from 9.2% the
previous year)’ (C&C Group Plc Annual Report, 2015.) The combined drop of sales volumes
and market share impacted significantly on the profitability of the company. As Bulmers
accounts for a third of the Groups profits (Wynne-Jones, 2015), the importance to the
business of recruiting a new target market is quite considerable.
How did the problem arise?
The Perfect Strom
 Increased Competition in Cider Market
I believe that the most threatening factor to C&C Gleeson is the successful launch of
a major competitor into the Irish cider market. In 2015, Heineken successfully
launched its first cider brand, ‘Orchard Thieves’, accompanied by an impactful
marketing campaign. The sweet-tasting cider resonated with a younger target
audience who craved a more sugary alternative to the existing cider products.
Heineken plans to invest approximately €20 million over a 5 year period to secure
the successful launch of the product. I spoke to the current Marketing Manager of
the Cider Portfolio in C&C about the recent rival brand and its supporting marketing

11. campaign – ‘There is no doubt that the launch has been a resounding success. Since
their launch, Orchard Thieves now accounts for 2.6% of total cider in the On-Trade
and 5.9% in the Off-Trade. The personality of the brand was designed to steal the
hearts of those who are looking for something contemporary. It predominantly clicks
with a younger audience, who feel compelled to buy the product as it is cool, edgy
and very current. It is a serious concern and C&C will need to prioritise a counter-
active strategy to revive the Bulmers brand in order to protect our market share’.
Bulmers Declining Share of Cider
Figure.1
On trade decline driven by growth of Kopparberg & Orchard Thieves. Off trade decline
driven by Orchard Thieves growth.
(Nielsen, 2015)
Figure 2.
Competitors are still insignificant versus the Bulmers brand, but combined gains
have been enough to take almost 10 points of share.

12. (Nielsen, 2015)
 Bad Weather
Market conditions also proved testing for the Irish market in 2015 due to the poor
summer weather conditions. A particular spell of cold and wet weather in the June
and July periods dampened the demand for a cold refreshing drink of cider. I spoke
to the existing ‘Customer Marketing Manager’ in C&C, who had the following insight
on this factor; ‘As a general assumption, for the Summer months, drinkers make the
natural switch from choosing a heavy stout, such as Guinness, to a crisp and lighter
cider drink. The weather this summer did not work in our favour and as a result we
find ourselves in an extremely trying position; recovering from a massive volume
decrease, in an ever-growing heavily competitive playing field. The key strategy I
would recommend for this year is ensuring relevance. ’
Additional factors such as pricing structures and a reconstruction of the nationwide sales
team are believed to have also contributed to the tough sales year for Bulmers.

13. Bulmers Recovery Plan 2016
Before aligning a proposed strategy to target the loss of market share year previous, there
was a primary focus on conducting extensive Bulmers brand qualitative research. The
methodology of this research was to target focus groups of our core target market (18-24
year olds) to understand their lives, and their drinking repertoires and behaviours. It was
essential that the market research was focused and ‘aimed to reduce uncertainty in the
decision-making process’ (Stevens, 2006). Nationwide sessions were conducted which
comprised of a mix of males and females of various demographics. All participants
completed pre-task diaries on branding, drinking habits and occasions. An array of surveys
and questionnaires were formulated and completed as a further method of building a rich
database of consumer insights. The results of these deep-dive studies were then used to
collate a strategy that would be directly aligned with the behaviours and attitudes of the key
target market.
In addition to a significant level of research, an exhaustive review of the historic marketing
budget was conducted. In the previous year, a heavy weight of investment was plugged into
a TV commercial, which was found to be notably less engaging with the core target market,
in comparison to competitors’ activity. Upon reviewing the market spend, an executive
decision was made to focus the entire marketing spend on below-the-line activations,
sparing any above-the-line promotions for the year. In turn, this would mean that Bulmers
would not be releasing any TV adverts, outdoor poster advertising or radio content. As a
result of this executive decision, the marketing team were limited to devising a strategy that
would be impactful and to securing their position as the leading Irish cider drink. By using

14. the detailed insights gathered from extensive deep-dives, a brand strategy was created
which focused on the following tools: sponsorships, digital content and a new product.
 Digital Content
The proposed digital strategy for Bulmers outlined the following objectives; to leverage the
full power of digital to support and extend any creative content, to reignite energy in to the
brand and ultimately create desirability among 18-24 year olds. As social media channels are
now extremely prevalent among a younger audience, it is essential that Bulmers appeared
current and edgy in order to re-engage with their target audience. The proposed content
will include plentiful posts about topical issues, sponsored events and competitions and
giveaways, which all link back to the brand’s creative communication and new strap-line ‘It’s
about time for…. Bulmers’. The strap line aims to create familiarity with the audience and
allow them to relate to the brand. Below are posts which would encourage engagement
from the core target market that interact with our social media channels.
Bulmers Facebook/Twitter/Instagram Posts

15.  Sponsorships
The Bulmers brand has an established association with music and festivals. It sponsors high-
profile festivals such as ‘Forbidden Fruit’, ‘Body and Soul’ and ‘Metropolis’. These festivals
allow us to talk to our target market at three occasions; pre-festival, at festival, and post
festival. These opportunities will give the Bulmers brand high credibility with their target
audience, who have a huge interest in such events. To re-energise the brand, a plan is put in
place to evolve the existing ‘Bulmers lounge’, an existing experiential area. To keep in line
with the strategy, the evolution will involve extending a music platform which will aim to
resonate with the younger audience of music enthusiasts.
Bulmers Sponsorships
 Bulmers Forbidden Flavours
A key objective for this year is to grow the existing Bulmers Forbidden Flavours range of
flavoured cider. The flavours are a platform that need to be fully utilised in order to regain
market share and boost sales from the previous year. The four fruity flavours appeal to the
sweeter appetite of the younger audience and have a fun-loving youthful personality. Steps

16. have already been actioned to grow the range. Such developments include launching the
flavours range in can packaging, which proves to be more convenient and durable for
summer occasions and festivals. Further strategic plans include partnering with key
influencers to promote the range and persuade the core target market and the execution of
a heavy-weighted trial and sampling activity with the aim of having the product readily
available to the target market.
|9| Key Learning Outcomes
 Relationship Building
More than anything, this internship has taught me that building relationships in business
matters. It is through the relationships I have developed in C&C, that I have been passed on
endless knowledge which will stick with me for life, and also help me to shape my future
career. It is my highly influential line manager and extensive marketing team that I have to
thank for my development on this journey to date.

17.  My Likes and Dislikes
As I return to complete my final year in Commerce, I have some key decisions to make
regarding my future career path and where I would like to position myself. I have been fully
exposed to a variety of different working environments, including an extensive combination
of external agencies and suppliers. This opportunity has allowed me to ultimately decide
what I feel will work best for me in the future.
 Enjoying the experience
This past year has been the most insightful and beneficial experience I have had to date,
packed full of many enjoyable memories which will stay with me. At times when I was
feeling under pressure with timelines and workload, I was always comforted by the fact that
I had many people I could turn to who would be willing to listen and help. Throughout this
experience, I never felt isolated or belittled by any of my colleagues. The most important
lesson I have learned from this experience is that the people are, without fail, the most
important asset to a business.

18. References.
1. C&C Group Plc. (2015) Annual Report 2015. Germany: FSC.
2. C&C Gleeson (2015). About Us –C&C Gleeson. Available at:
http://www.candcgleeson.com/about-us/ (Accessed 20 April 2016)
3. Drinks Industry Ireland. 2016, ‘Alcohol Consumption continues falling’ Drinks Industry Ireland
(15 March) Available at: http://www.drinksindustryireland.ie/alcohol-consumption-
continues-falling/ (20 April 2016)
4. Mulligan, J. 2014, ‘C&C finally completes €58m integration of Gleeson units’ Irish
Independent ( 3 September) Available at: http://www.independent.ie/business/cc-finally-
complete-58m-integration-of-gleeson-units-30556766.html (20 April 2016)
5. Kane, S. 2016, ‘C&C Group Staff in Tipperary learn of job losses from media’ Irish Examiner
(3 January) Available at: http://www.irishexaminer.com/ireland/cc-group-staff-in-tipperary-
learn-of-job-losses-from-media-375860.html (20 April 2016)
6. Mulligan, J. 2014, ‘C&C finally completes €58m integration of Gleeson units’ Irish
Independent ( 3 September) Available at: http://www.independent.ie/business/cc-finally-
complete-58m-integration-of-gleeson-units-30556766.html (20 April 2016)
7. Stevens, R. et.al (2006) The Marketing Research Guide.2. New York: Best Business Books
8. Wynne-Jones, S. 2015. ‘Heineken Cider Market Entry could threaten C&C’s position’
Goodbody (8 April) http://www.checkout.ie/goodbody-heineken-cider-market-entry-could-
threaten-c-c-s-position/12006 (21 April 2016)