Hello everyone and welcome to my slidecast presentation. In the next few minutes I would like to present a financial analysis of the third quarter results of 2010 of AB InBev.
This document summarizes the key points from a presentation given at the Whiskies & Spirits Conference on March 30, 2017. It provides an overview of global and regional trends in beer, wine, spirits and cider consumption from 2010-2021. Specific sections analyze trends in whisk(e)y consumption globally as well as for blended Scotch whisky. The document presents data on market leaders, fastest growing brands and shifts in category shares for various alcohol types and regions.
1. William Peel has found success in France with a mainstream positioning for its Scotch whisky brand. It holds a leading position in the French market.
2. The company has also seen promising international expansion, with strong growth in Poland and plans to expand further in China.
3. Mainstream products are expected to continue growing due to factors like the expanding global middle class and millennials' preferences for value and recommendations over prestige. Macroeconomic and regulatory pressures also push consumers toward mainstream options.
This document provides an overview of the Heineken brand's strategic management. It discusses Heineken's history as a family-owned brewery founded in 1864 in Amsterdam. It also outlines Heineken's large global portfolio of over 200 beer and cider brands sold in more than 70 countries. The document describes Heineken's target audience as young to middle-aged males from middle to upper classes. It discusses Heineken's values and marketing strategies, including sponsoring events like UEFA Champions League and campaigns. Research results show Heineken has 18% brand awareness in Turkey, behind the top local brands Efes and Tuborg. Suggestions are made to create an official Turkish fan page and use augmented reality
The document presents an analysis of the Czech beer market and the Kozel brand for client SABMiller. It finds that the beer market is decreasing due to tax increases and economic pressures. Competition is strong from consolidated brewers and cheaper imports. Kozel has good awareness but its premium price position is unclear to consumers. The analysis recommends strengthening Kozel's brand positioning around Czech authenticity and craftsmanship to attract a broader target audience. A digital strategy is proposed to support this, using a modular framework of online and offline tools across different markets.
1) France is the largest supplier of imported wine to China, accounting for 48% of imported bottled wine volume and 53% of imported bottled wine value in 2012.
2) Chile surpassed Spain to become the largest supplier of imported bulk wine to China in 2012, accounting for 33% of imported bulk wine volume and 42% of imported bulk wine value.
3) Wine education in China is growing rapidly, with organizations like WSET seeing higher enrollment in China than in the UK, demonstrating increased demand for wine knowledge among Chinese consumers.
This document outlines the capital investment and financial plan for starting a winery over a 5 year period. It will require over €1.5 million in capital for buildings, equipment, and operations. Production and sales are projected to gradually increase each year, but losses will be incurred for the first 8-9 years as production lags capacity. The breakeven point is estimated to be in the 9th or 10th year of operation. Alternative business models are discussed to help reduce startup costs and speed up profitability.
Heineken is analyzing its positioning strategy in Spain to increase market share and growth. It segments the beer market and analyzes customer and management perceptions. It identifies 9 segments based on beer preferences and attributes. Recommendations include maintaining Heineken's premium positioning while strengthening appealing attributes. Cruzcampo should reposition to a younger audience as an everyday home and family beer to target new segments. Amstel will remain in its current position with low differentiation from other brands. The expected results are an 11.11% market share increase for both Heineken and Cruzcampo.
This document outlines Heineken's marketing plan to relaunch their James Bond campaign with a new approach to better connect with female audiences. It discusses Heineken's history and mission, identifies the need to expand their target market, and proposes strategies around product, price, placement, and promotion. Key objectives include repositioning the brand in consumers' minds, especially women, by offering a more pleasant and appealing product that meets public expectations. The plan will be evaluated through website/sales metrics, customer surveys and feedback.
This document summarizes the key points from a presentation given at the Whiskies & Spirits Conference on March 30, 2017. It provides an overview of global and regional trends in beer, wine, spirits and cider consumption from 2010-2021. Specific sections analyze trends in whisk(e)y consumption globally as well as for blended Scotch whisky. The document presents data on market leaders, fastest growing brands and shifts in category shares for various alcohol types and regions.
1. William Peel has found success in France with a mainstream positioning for its Scotch whisky brand. It holds a leading position in the French market.
2. The company has also seen promising international expansion, with strong growth in Poland and plans to expand further in China.
3. Mainstream products are expected to continue growing due to factors like the expanding global middle class and millennials' preferences for value and recommendations over prestige. Macroeconomic and regulatory pressures also push consumers toward mainstream options.
This document provides an overview of the Heineken brand's strategic management. It discusses Heineken's history as a family-owned brewery founded in 1864 in Amsterdam. It also outlines Heineken's large global portfolio of over 200 beer and cider brands sold in more than 70 countries. The document describes Heineken's target audience as young to middle-aged males from middle to upper classes. It discusses Heineken's values and marketing strategies, including sponsoring events like UEFA Champions League and campaigns. Research results show Heineken has 18% brand awareness in Turkey, behind the top local brands Efes and Tuborg. Suggestions are made to create an official Turkish fan page and use augmented reality
The document presents an analysis of the Czech beer market and the Kozel brand for client SABMiller. It finds that the beer market is decreasing due to tax increases and economic pressures. Competition is strong from consolidated brewers and cheaper imports. Kozel has good awareness but its premium price position is unclear to consumers. The analysis recommends strengthening Kozel's brand positioning around Czech authenticity and craftsmanship to attract a broader target audience. A digital strategy is proposed to support this, using a modular framework of online and offline tools across different markets.
1) France is the largest supplier of imported wine to China, accounting for 48% of imported bottled wine volume and 53% of imported bottled wine value in 2012.
2) Chile surpassed Spain to become the largest supplier of imported bulk wine to China in 2012, accounting for 33% of imported bulk wine volume and 42% of imported bulk wine value.
3) Wine education in China is growing rapidly, with organizations like WSET seeing higher enrollment in China than in the UK, demonstrating increased demand for wine knowledge among Chinese consumers.
This document outlines the capital investment and financial plan for starting a winery over a 5 year period. It will require over €1.5 million in capital for buildings, equipment, and operations. Production and sales are projected to gradually increase each year, but losses will be incurred for the first 8-9 years as production lags capacity. The breakeven point is estimated to be in the 9th or 10th year of operation. Alternative business models are discussed to help reduce startup costs and speed up profitability.
Heineken is analyzing its positioning strategy in Spain to increase market share and growth. It segments the beer market and analyzes customer and management perceptions. It identifies 9 segments based on beer preferences and attributes. Recommendations include maintaining Heineken's premium positioning while strengthening appealing attributes. Cruzcampo should reposition to a younger audience as an everyday home and family beer to target new segments. Amstel will remain in its current position with low differentiation from other brands. The expected results are an 11.11% market share increase for both Heineken and Cruzcampo.
This document outlines Heineken's marketing plan to relaunch their James Bond campaign with a new approach to better connect with female audiences. It discusses Heineken's history and mission, identifies the need to expand their target market, and proposes strategies around product, price, placement, and promotion. Key objectives include repositioning the brand in consumers' minds, especially women, by offering a more pleasant and appealing product that meets public expectations. The plan will be evaluated through website/sales metrics, customer surveys and feedback.
Sweet Cheeks Winery is a small, family-owned winery located in Oregon that is known for its award-winning wines and hospitality. It currently distributes to 34 states but sees opportunities for expansion. While it has many loyal customers and strong community relationships, it has relatively low social media presence and brand awareness among younger consumers. Its marketing plan aims to increase revenue 25% by expanding distribution, boosting social media following, and growing restaurant partnerships.
NYU 2016 Fall Managing Product & Brand final project-new product development and brand strategy
Presented by Avril Chang, Barbara D‘Agosto, Muriel Wiedenkeller, Xin Zhang
Instructor: Sekou White
Product: a new female beer brand
Content:
I. AB InBev Background
II. Situation Analysis
III. The Opportunity
IV. The New Product
V. The Brand
VI. GTM Strategy
Barone Ricasoli is the oldest winery in Italy, located in Chianti Classico region. It produces 13 wines, 5 special products, grappa, and olive oil. Currently 80% of production is exported to 18 Italian regions and 60 countries. The winery faces high competition and substitution threats due to the saturated Chianti Classico region and wide variety of alcoholic and non-alcoholic drinks. The proposal recommends increasing sales 5% through participating in a US wine event, hosting a winemaker's dinner with proceeds to charity, and an Instagram campaign using #EscapeWithBrolio and #WineWednesday hashtags.
Axel Vino Wine Co. produces high quality wines in the Philippines using locally harvested ingredients. The document outlines the company's objectives of creating profit, satisfying customers, attaining organizational goals, and using 10% of profits to help orphans. It discusses the target demographics of white collar workers, teenagers, elderly and others in Legazpi City. The marketing strategy involves establishing a brand image and segmenting and targeting specific consumer groups. The SWOT analysis identifies strengths like quality products and experienced staff, weaknesses like being new, opportunities like increasing distribution, and threats like strong competitors.
In 2014 we joined a number of like minded Associates and formed the Navigate China Wine Intelligence Division. Each of our team have/do live in China (myself the least only 6 years), speak fluent Mandarin as a minimum and have worked in the wine trade extensively since 2004. My role helping clients like Pernod-Ricard, Penfolds, and Moet and Chandon was focused on helping developing the optimum positioning in the minds of the target consumers. Other teams members have come from extensive trade marketing backgrounds, yet others with a wealth of alcoholic drinks consumer and trade research experience. We've developed a proprietary market entry process we call Vinibrand but are happy to customise our approach to your needs. If anything the presentation may give you some new ideas about the wine market in China. Enjoy
Heineken Case Study: Perceptual Mapping of Consumers AnalysisLara Zaccaria
Analysis of the perceptual map of Heineken consumers within the Spanish market to develop a new marketing strategy in order to increase ROI.
This is a presentation related to the module eCRM by Prof. Dr. Philippe Baecke during the 3rd semester at UCD Graduate Business School, Dublin, Ireland.
Students:
• Tove Perlhede
• Lara Zaccaria
About Company
Marketing Strategy
BCG Matrix
Porter Five (5) Forces Analysis
Bargaining Power of Suppliers
Bargaining Power of Buyers
Threat of Substitute Products or services
4P’s
Heineken is a global brewer that owns over 250 beer brands. In 2011, Heineken grew volumes by 11% and revenues by 6.1% due to strong growth in emerging markets like Africa and Asia. The Heineken brand performed well, growing 5.4% in the international premium beer segment. Heineken also focused on sustainability and introduced measures to track its progress on environmental and social goals. Overall, 2011 was a year of revenue and volume growth for Heineken despite challenging economic conditions in some markets.
Heineken: International Marketing presentation brand equityCap Anh
Heineken was founded in 1873 and is now a major global beer brand. It has a strong brand image representing fun, enjoyment, and premium quality. Heineken targets young adult males and focuses on creating excitement around socializing and special events. The brand builds loyalty through large marketing campaigns like UEFA sponsorship and a strong social media presence with over 19 million Facebook likes. Heineken aims to have broad universal appeal while maintaining its reputation for taste and as a trusted global beer brand.
Russian Standard vodka was launched in 1998 in Russia and achieved domestic success and a 27% market share in the premium vodka segment. This led the company to develop an international expansion plan through a small-scale entry into Western markets like the UK and US. As part of their research for entering the US market, the team conducted secondary research on the US vodka market and competitors. They also proposed conducting primary research through surveys, interviews, and focus groups to understand US consumer behavior and perceptions of Russian vodka. The research would help the company develop an appropriate marketing strategy covering segmentation, positioning, pricing, promotion and distribution for launching Russian Standard vodka in the US market.
Steffen Kindler, Head of Investor Relations at Nestlé, presented the company's 3-month sales results for 2015. Sales grew 4.4% organically with balanced growth from real internal growth of 1.9% and pricing. Growth was broad-based across geographies and categories. The full-year outlook of around 5% organic growth with margin improvements was confirmed. Questions from investors on the results were addressed.
François-Xavier Roger, CFO of Nestlé, presented results for the first nine months of 2015. Sales totaled CHF 64.9 billion, impacted by -6.7% from foreign exchange rates and +0.4% from M&A activity. Organic growth was +4.2% and real internal growth was +2.0%. The company projected full-year organic growth of around 4.5% with improvements in margins, earnings per share, and capital efficiency. Growth was broad-based across geographies and categories, though some emerging markets faced challenges.
AB Fab developed a $20 million media plan to increase brand awareness and preference of Stella Artois beer. Their target market is men ages 25-54 in business and professional occupations. Research included an online survey of 59 respondents. The media plan utilizes print, television, internet, sporting event sponsorships, and promotions. It focuses on continuous scheduling of media to consistently reach the target audience of approximately 62 million people.
- The company reported sales of CHF 66.2 billion for the first 9 months of 2014, with organic growth of 4.5% despite negative foreign exchange impacts of -7.5%.
- All regions contributed to positive organic growth, with the emerging markets growing faster at 9.5% compared to developed markets at 0.5%.
- The outlook for the full year remains unchanged with expected organic growth of around 5% and improvements in margins and underlying earnings per share.
This document provides a media plan for increasing brand awareness and preference of Stella Artois beer. The target market is men ages 25-54 in business and professional occupations. Research included an online survey of 59 respondents supporting the target market selection. The media plan proposes using print, television, internet, sporting event sponsorships, and promotions. Key competitors include Heineken, Samuel Adams, and Blue Moon. Consumer research found Stella drinkers are typically ages 25-44, college educated, professional, and high-income earners.
Douglas Hill is a senior executive with extensive international experience in over 40 countries working for The Coca-Cola Company and The Reader's Digest Association. He has a proven track record of success in areas such as brand innovations, sales management, marketing, and business acquisitions. His priority markets include North America, Western Europe, Russia, and various countries in Asia, Latin America, and Africa.
SABMiller is a global brewing company with operations in over 75 countries. It has grown to become a market leader through building strong local brands that meet the needs of local consumers. While nurturing local brands, SABMiller also leverages its global scale and expertise. In 2011, SABMiller's revenue was $28.3 billion and it had over 200 beer brands and 70,000 employees worldwide.
- Nestlé reported sales of CHF 20.8 billion for the first quarter of 2014, with organic growth of 4.2%. However, sales were impacted by 8.6% due to the strength of the Swiss franc compared to other currencies.
- All regions contributed to positive organic growth, with the Americas at 4.3%, Europe at 1.5%, and Asia/Oceania/Africa at 4.6%. Emerging markets grew organically by 8.5% while developed markets grew 0.6%.
- Nestlé maintained its full-year outlook of organic growth around 5% and improvements in margins, earnings per share and capital efficiency, with performance weighted towards the second half.
This 82-page report from Canadean provides an in-depth market analysis of the beer industry in China's East region. It details market trends, industry structure, brand performance, packaging, pricing, and profiles major brewers like Tsingtao, CRSB, and Anheuser-Busch InBev. The report found that beer consumption and prices increased in 2011 due to economic growth and rising costs. Major brewers expanded through acquisitions and new breweries to increase competition in the region. The report provides historical and forecasted data through 2012 to analyze market dynamics and segmentation in granular detail compared to other reports.
Heineken is a leading global beer brand with over 130 years of history. It aims to achieve sustainable growth through expanding its product portfolio and innovating in production, marketing, and packaging. However, it is facing challenges of losing US market share to competitors and operating in a mature beer industry. To address these issues, Heineken plans to accelerate growth, efficiency, and speed of implementation by focusing on priority markets and strengthening its brands globally through advertising, acquisitions, and developing new products like low-calorie beers.
Sweet Cheeks Winery is a small, family-owned winery located in Oregon that is known for its award-winning wines and hospitality. It currently distributes to 34 states but sees opportunities for expansion. While it has many loyal customers and strong community relationships, it has relatively low social media presence and brand awareness among younger consumers. Its marketing plan aims to increase revenue 25% by expanding distribution, boosting social media following, and growing restaurant partnerships.
NYU 2016 Fall Managing Product & Brand final project-new product development and brand strategy
Presented by Avril Chang, Barbara D‘Agosto, Muriel Wiedenkeller, Xin Zhang
Instructor: Sekou White
Product: a new female beer brand
Content:
I. AB InBev Background
II. Situation Analysis
III. The Opportunity
IV. The New Product
V. The Brand
VI. GTM Strategy
Barone Ricasoli is the oldest winery in Italy, located in Chianti Classico region. It produces 13 wines, 5 special products, grappa, and olive oil. Currently 80% of production is exported to 18 Italian regions and 60 countries. The winery faces high competition and substitution threats due to the saturated Chianti Classico region and wide variety of alcoholic and non-alcoholic drinks. The proposal recommends increasing sales 5% through participating in a US wine event, hosting a winemaker's dinner with proceeds to charity, and an Instagram campaign using #EscapeWithBrolio and #WineWednesday hashtags.
Axel Vino Wine Co. produces high quality wines in the Philippines using locally harvested ingredients. The document outlines the company's objectives of creating profit, satisfying customers, attaining organizational goals, and using 10% of profits to help orphans. It discusses the target demographics of white collar workers, teenagers, elderly and others in Legazpi City. The marketing strategy involves establishing a brand image and segmenting and targeting specific consumer groups. The SWOT analysis identifies strengths like quality products and experienced staff, weaknesses like being new, opportunities like increasing distribution, and threats like strong competitors.
In 2014 we joined a number of like minded Associates and formed the Navigate China Wine Intelligence Division. Each of our team have/do live in China (myself the least only 6 years), speak fluent Mandarin as a minimum and have worked in the wine trade extensively since 2004. My role helping clients like Pernod-Ricard, Penfolds, and Moet and Chandon was focused on helping developing the optimum positioning in the minds of the target consumers. Other teams members have come from extensive trade marketing backgrounds, yet others with a wealth of alcoholic drinks consumer and trade research experience. We've developed a proprietary market entry process we call Vinibrand but are happy to customise our approach to your needs. If anything the presentation may give you some new ideas about the wine market in China. Enjoy
Heineken Case Study: Perceptual Mapping of Consumers AnalysisLara Zaccaria
Analysis of the perceptual map of Heineken consumers within the Spanish market to develop a new marketing strategy in order to increase ROI.
This is a presentation related to the module eCRM by Prof. Dr. Philippe Baecke during the 3rd semester at UCD Graduate Business School, Dublin, Ireland.
Students:
• Tove Perlhede
• Lara Zaccaria
About Company
Marketing Strategy
BCG Matrix
Porter Five (5) Forces Analysis
Bargaining Power of Suppliers
Bargaining Power of Buyers
Threat of Substitute Products or services
4P’s
Heineken is a global brewer that owns over 250 beer brands. In 2011, Heineken grew volumes by 11% and revenues by 6.1% due to strong growth in emerging markets like Africa and Asia. The Heineken brand performed well, growing 5.4% in the international premium beer segment. Heineken also focused on sustainability and introduced measures to track its progress on environmental and social goals. Overall, 2011 was a year of revenue and volume growth for Heineken despite challenging economic conditions in some markets.
Heineken: International Marketing presentation brand equityCap Anh
Heineken was founded in 1873 and is now a major global beer brand. It has a strong brand image representing fun, enjoyment, and premium quality. Heineken targets young adult males and focuses on creating excitement around socializing and special events. The brand builds loyalty through large marketing campaigns like UEFA sponsorship and a strong social media presence with over 19 million Facebook likes. Heineken aims to have broad universal appeal while maintaining its reputation for taste and as a trusted global beer brand.
Russian Standard vodka was launched in 1998 in Russia and achieved domestic success and a 27% market share in the premium vodka segment. This led the company to develop an international expansion plan through a small-scale entry into Western markets like the UK and US. As part of their research for entering the US market, the team conducted secondary research on the US vodka market and competitors. They also proposed conducting primary research through surveys, interviews, and focus groups to understand US consumer behavior and perceptions of Russian vodka. The research would help the company develop an appropriate marketing strategy covering segmentation, positioning, pricing, promotion and distribution for launching Russian Standard vodka in the US market.
Steffen Kindler, Head of Investor Relations at Nestlé, presented the company's 3-month sales results for 2015. Sales grew 4.4% organically with balanced growth from real internal growth of 1.9% and pricing. Growth was broad-based across geographies and categories. The full-year outlook of around 5% organic growth with margin improvements was confirmed. Questions from investors on the results were addressed.
François-Xavier Roger, CFO of Nestlé, presented results for the first nine months of 2015. Sales totaled CHF 64.9 billion, impacted by -6.7% from foreign exchange rates and +0.4% from M&A activity. Organic growth was +4.2% and real internal growth was +2.0%. The company projected full-year organic growth of around 4.5% with improvements in margins, earnings per share, and capital efficiency. Growth was broad-based across geographies and categories, though some emerging markets faced challenges.
AB Fab developed a $20 million media plan to increase brand awareness and preference of Stella Artois beer. Their target market is men ages 25-54 in business and professional occupations. Research included an online survey of 59 respondents. The media plan utilizes print, television, internet, sporting event sponsorships, and promotions. It focuses on continuous scheduling of media to consistently reach the target audience of approximately 62 million people.
- The company reported sales of CHF 66.2 billion for the first 9 months of 2014, with organic growth of 4.5% despite negative foreign exchange impacts of -7.5%.
- All regions contributed to positive organic growth, with the emerging markets growing faster at 9.5% compared to developed markets at 0.5%.
- The outlook for the full year remains unchanged with expected organic growth of around 5% and improvements in margins and underlying earnings per share.
This document provides a media plan for increasing brand awareness and preference of Stella Artois beer. The target market is men ages 25-54 in business and professional occupations. Research included an online survey of 59 respondents supporting the target market selection. The media plan proposes using print, television, internet, sporting event sponsorships, and promotions. Key competitors include Heineken, Samuel Adams, and Blue Moon. Consumer research found Stella drinkers are typically ages 25-44, college educated, professional, and high-income earners.
Douglas Hill is a senior executive with extensive international experience in over 40 countries working for The Coca-Cola Company and The Reader's Digest Association. He has a proven track record of success in areas such as brand innovations, sales management, marketing, and business acquisitions. His priority markets include North America, Western Europe, Russia, and various countries in Asia, Latin America, and Africa.
SABMiller is a global brewing company with operations in over 75 countries. It has grown to become a market leader through building strong local brands that meet the needs of local consumers. While nurturing local brands, SABMiller also leverages its global scale and expertise. In 2011, SABMiller's revenue was $28.3 billion and it had over 200 beer brands and 70,000 employees worldwide.
- Nestlé reported sales of CHF 20.8 billion for the first quarter of 2014, with organic growth of 4.2%. However, sales were impacted by 8.6% due to the strength of the Swiss franc compared to other currencies.
- All regions contributed to positive organic growth, with the Americas at 4.3%, Europe at 1.5%, and Asia/Oceania/Africa at 4.6%. Emerging markets grew organically by 8.5% while developed markets grew 0.6%.
- Nestlé maintained its full-year outlook of organic growth around 5% and improvements in margins, earnings per share and capital efficiency, with performance weighted towards the second half.
This 82-page report from Canadean provides an in-depth market analysis of the beer industry in China's East region. It details market trends, industry structure, brand performance, packaging, pricing, and profiles major brewers like Tsingtao, CRSB, and Anheuser-Busch InBev. The report found that beer consumption and prices increased in 2011 due to economic growth and rising costs. Major brewers expanded through acquisitions and new breweries to increase competition in the region. The report provides historical and forecasted data through 2012 to analyze market dynamics and segmentation in granular detail compared to other reports.
Heineken is a leading global beer brand with over 130 years of history. It aims to achieve sustainable growth through expanding its product portfolio and innovating in production, marketing, and packaging. However, it is facing challenges of losing US market share to competitors and operating in a mature beer industry. To address these issues, Heineken plans to accelerate growth, efficiency, and speed of implementation by focusing on priority markets and strengthening its brands globally through advertising, acquisitions, and developing new products like low-calorie beers.
The document is a 66-page market research report by Canadean on the beer market in western China. It provides detailed data, analysis, and insights into market trends, brands, brewers, packaging, distribution channels, pricing, and valuations in the western China beer industry from 2007-2012. Key findings include that beer consumption in western China has grown faster than the national average in recent years, though the market remains the smallest in China. The largest brewers are increasing investments and market share in the region.
This document outlines a sale plan for Heineken beer in Vietnam from July 2014 to June 2015. It discusses Heineken's background as a global brewer and its presence in Vietnam since 1992. The plan aims to expand Heineken's target market and increase revenue through strategies such as distributing more widely, promoting during holidays, and offering prizes for codes on beer packaging. Financial reports show growing profits for Heineken in recent years. The document also analyzes Heineken's competitors, customer needs, and cultural factors to consider in the Vietnamese market.
Implementation of strategic management tools and strategiesHebi Pathan
PepsiCo is considering strategic options for its Mountain Dew brand in Pakistan. A SWOT analysis identified strengths like brand awareness and taste, weaknesses like high investment needs, and opportunities like innovating new flavors. Strategies recommended based on SWOT, BCG matrix, GE model, and QSPM analysis include market development, product development, and horizontal diversification to launch new flavors internationally. Market penetration was also suggested to leverage the strong brand in Pakistan.
Heineken is one of the world's leading beer brands with over 130 years of history. It aims to grow sustainably through innovation, efficiency, and focus on markets it can win. It faces challenges from industry maturation and consolidation. Heineken can grow in the US by increasing advertising of brands like Tecate and Dos Equis to young and Hispanic drinkers. Developing lower calorie beers also taps into growing consumer interests. Global expansion through acquisitions maintains competitiveness.
Heineken is one of the world's leading beer brands with over 130 years of history. It aims to grow sustainably through innovation, efficiency, and focus on markets it can win. It faces challenges from industry maturation and consolidation. Heineken can grow in the US by increasing advertising of brands like Tecate and Dos Equis to Hispanics and young drinkers. Developing lower calorie beers also taps an expanding market segment. Global expansion through acquisitions maintains competitiveness.
This report provides a detailed market analysis of the Norway beer industry. It includes historical and forecasted market data from 2007-2012, with insights into market trends, brands, brewers, packaging, distribution channels, and pricing. The 106-page report is available for purchase for $6688. Key findings include that the Norwegian beer market declined in 2011 due to higher prices from increased excise taxes and raw material costs, as well as poor summer weather. The report provides granular data and analysis not found elsewhere to give readers an in-depth understanding of the Norway beer market.
Taiwan Tobacco & Liquor Corporation is a leading beverage and tobacco company in Asia. It has annual revenue of $2.61 billion USD and owns 9 liquor distilleries and breweries, 4 beer breweries, 3 cigarette plants, and other facilities across Taiwan and in global markets like China, America, Europe and Asia. The company produces a variety of alcoholic beverages like beer, wine, whiskey and cigarettes. It also has a biotech business unit that develops health foods, drinks, cosmetics and cleaning products using byproducts and techniques from its beverage production.
Still juice drinks concept presentation 2009 (updated)Undram J
The document discusses trends in the still juice drinks market globally and regionally from 2007-2012. It provides data on market volumes, growth rates, and new product launches. The Asia-Pacific region accounts for nearly half of the global market, driven mainly by growth in China. Still juice drinks are growing faster than the overall fruit beverage market, especially in Asia and Central/Latin America. Naturalness is highlighted as an important consumer trend, with customers preferring products with no artificial ingredients, colors, flavors, or sweeteners.
This document contains the transcript from Nestlé's 2014 nine month sales conference call. During the call, Nestlé executives discussed the company's 4.5% organic growth for the nine month period. While emerging markets growth remained strong at 9.5%, developed markets saw more modest growth of 0.5% due to challenging economic conditions. The executives highlighted strengths in various product categories and regions, while also noting slowdowns in some markets like China and Oceania. Overall, they were pleased with the company's broad-based growth and reiterated their goal of around 5% organic growth for the full year.
Beer industry is characterized by the market share leaders in the business such as AB InBev, SABMiller, Heineken, and Carlsberg. Over the last decade, HEINEKEN has created incredible changes to become one of the beer giants in the competitive beverage industry.
STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
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Ensuring robust asset quality is not just a mere aspect but a critical cornerstone for the stability and success of financial institutions worldwide. It serves as the bedrock upon which profitability is built and investor confidence is sustained. Therefore, in this presentation, we delve into a comprehensive exploration of strategies that can aid financial institutions in achieving and maintaining superior asset quality.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
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A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
3. THE COMPANY
Leading global brewer
Global brands: - Stella Artois
- Becks
- Budweiser
Operates across six geographic zones:
North America, Latin America North, Latin America South,
Western Europe, Central & Eastern Europe and Asia Pacific
3
5. INCREASE OF VOLUMES
Responsible for the good results
5
-1.50%
11.50%
2.10%
-5.00%
8.50% 7.90%
-8.00%
-4.00%
0.00%
4.00%
8.00%
12.00%
16.00%
North America Latin America
- North
Latin America
- South
Western
Europe
Central and
Eastern
Europe
Asia Pacific
Organic growth of volumes
- third quarter of 2010
6. ASIA PACIFIC
6
Total volumes increased with 7.9%
More specific in China
National marketing campaigns
FIFA World Cup sponsorship
7. CENTRAL AND EASTERN EUROPE
7
Total volumes increased with 8.5%
More specific in Russia
Klinskoye: new ‘white’ beer variety
Media initiatives
8. LATIN AMERICA - NORTH
8
Robust volume growth of 11.5%
More specific in Brazil
Innovations
9. FOCUS BRANDS
Responsible for the good results
Invest most of their marketing money
Greatest commercial potential
9
10. FOCUS BRANDS
Budweiser Lime: focused on exclusive night life
Klinskoye Fresh: a non-filtered ‘white’ beer
Stella Artois Black: hit the market in the United
Kingdom
10
11. HIGHLIGHT
The Budweiser Concentration Week
27/09 – 03/10
Target: reach new United States consumers
New campaign: “Grab Some Buds”
Teaser: ‘Budweiser National Happy Hour’
11