Heineken N.V
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Heineken aimed to standardize its brand image and advertising worldwide. It had a presence in over 70 countries through subsidiaries, equity stakes, and licensees. Two projects, Comet and Mosa, focused on enhancing Heineken's competitive advantage as a premium global beer brand and defining its ultimate brand image as having "good taste" and promoting friendship. Mosa involved focus groups in 8 countries to understand how male beer drinkers defined taste and friendship in relation to premium beer and which expressions could be used in advertising. It developed brand visions around quality, brewing skills, tradition, and availability for taste and ideas of true friends and counting on Heineken for friendship.
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Heineken - Global Marketing
Heineken was founded in 1863 in Amsterdam and has since grown to become the second largest brewer in the world. It owns over 200 beer brands and has a presence in over 178 countries. Throughout its history, Heineken has focused on consistently high quality, engaging consumers through culture, and building its brand image. Major projects in the 1990s helped strengthen the brand's identity and values of taste, tradition, winning spirit, premiumness, and friendship. Today, Heineken continues to focus on responsible drinking campaigns and leveraging its global scale and brand leadership.
Heiniken
Heineken has a long history dating back to 1864 when it was founded. It has grown to become the largest brewer in Europe and third largest globally. However, it now faces challenges in maintaining its premium brand image and global market share against growing competition. To adapt, Heineken has acquired companies in emerging markets but also needs to focus on marketing to younger consumers and new demographic groups to support its continued growth.
Heineken ads campaign
- 3 largest ads campaigns of Heineken: Sponsorship of C1 cup, Cities of the world and Countdown party.
- in consumption of Consumer Behavior
Heineken neil group
Heineken follows a strategy of mergers and acquisitions of local brands to gain market share in niche markets around the world. It controls 8% of the global beer market share. Recently, Heineken has sped up decision making and targeted younger audiences through new advertisements to adapt to changes in the external environment.
Heineken: International Marketing presentation brand equity
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.
Heineken
Heineken is one of the world's largest brewers and has been operating for over 145 years. It has over 200 beer and cider brands and 125 breweries worldwide. In 2010, Heineken saw sales volume increase 21% and revenue increase 9.7% despite declines in some major markets. Heineken has built a holistic marketing strategy around interaction, exposure, engagement, and relationships to strengthen its premium brand equity. This includes sponsorships, social media integration, and an experiential retail store. The Heineken brand remains the strongest in its portfolio and it continues expanding in emerging markets.
Heineken n-v-global-branding-and-advertising
Heineken needed to revitalize its brand image and global advertising efforts in the 1990s. It initiated Project Comet to enhance its image as the world's leading premium beer brand through advertising. Project Mosa then conducted focus groups in 8 countries to understand how customers viewed taste and friendship in relation to premium beers. The beer market was in different stages of development globally. Heineken produced 5.6 billion liters annually and generated €7.42 billion in sales from key regions in 1993. It recommended standardizing marketing communications under a global branding strategy to increase market share and lower costs across markets.
Heineken NV 2014 company presentation
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
Recommended
Heineken - Global Marketing
Heineken was founded in 1863 in Amsterdam and has since grown to become the second largest brewer in the world. It owns over 200 beer brands and has a presence in over 178 countries. Throughout its history, Heineken has focused on consistently high quality, engaging consumers through culture, and building its brand image. Major projects in the 1990s helped strengthen the brand's identity and values of taste, tradition, winning spirit, premiumness, and friendship. Today, Heineken continues to focus on responsible drinking campaigns and leveraging its global scale and brand leadership.
Heiniken
Heineken has a long history dating back to 1864 when it was founded. It has grown to become the largest brewer in Europe and third largest globally. However, it now faces challenges in maintaining its premium brand image and global market share against growing competition. To adapt, Heineken has acquired companies in emerging markets but also needs to focus on marketing to younger consumers and new demographic groups to support its continued growth.
Heineken ads campaign
- 3 largest ads campaigns of Heineken: Sponsorship of C1 cup, Cities of the world and Countdown party.
- in consumption of Consumer Behavior
Heineken neil group
Heineken follows a strategy of mergers and acquisitions of local brands to gain market share in niche markets around the world. It controls 8% of the global beer market share. Recently, Heineken has sped up decision making and targeted younger audiences through new advertisements to adapt to changes in the external environment.
Heineken: International Marketing presentation brand equity
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.
Heineken
Heineken is one of the world's largest brewers and has been operating for over 145 years. It has over 200 beer and cider brands and 125 breweries worldwide. In 2010, Heineken saw sales volume increase 21% and revenue increase 9.7% despite declines in some major markets. Heineken has built a holistic marketing strategy around interaction, exposure, engagement, and relationships to strengthen its premium brand equity. This includes sponsorships, social media integration, and an experiential retail store. The Heineken brand remains the strongest in its portfolio and it continues expanding in emerging markets.
Heineken n-v-global-branding-and-advertising
Heineken needed to revitalize its brand image and global advertising efforts in the 1990s. It initiated Project Comet to enhance its image as the world's leading premium beer brand through advertising. Project Mosa then conducted focus groups in 8 countries to understand how customers viewed taste and friendship in relation to premium beers. The beer market was in different stages of development globally. Heineken produced 5.6 billion liters annually and generated €7.42 billion in sales from key regions in 1993. It recommended standardizing marketing communications under a global branding strategy to increase market share and lower costs across markets.
Heineken NV 2014 company presentation
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
Heineken company presentation 23 april 2015
This document provides an overview of Heineken N.V., the world's third largest brewer. Some key points:
- Heineken is the #1 brewer in Europe and has a presence in over 70 countries. Its flagship brand, Heineken, is the leading international premium beer.
- The company has a diverse brand portfolio including Heineken, Desperados, Sol, Affligem, and various ciders. It focuses on growing its brands globally and innovating new products.
- Heineken has a long history dating back to 1864 and has expanded significantly through acquisitions. It aims to further capture growth opportunities in emerging markets.
Heineken Positioning
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.
Henieken: Global branding And advertising
your suggestion and comment are welcome. If you want this PPT , write to me at 11jgbs-sgunjan@jgu.edu.in
Heineken presentation bingül&eda
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
PT Multi Bintang / Heineken
PT MULTI BINTANG INDONESIA Tbk is a subsidiary of Heineken International and the leading beer producer in Indonesia. Heineken was founded in 1864 in Amsterdam and has since expanded globally. In Indonesia, Heineken first established operations in 1929 and PT Multi Bintang became its subsidiary in 1981. PT Multi Bintang aims to be the leader in the Indonesian beer market through its portfolio of brands like Bintang. While facing competition from other brewers, PT Multi Bintang leverages Heineken's global brand recognition and focuses on the growing young adult male demographic in Indonesia.
Preserve the Luxury Or Extend the Brand? HBR Case Study
The document discusses strategies for extending luxury wine brands to new markets. It notes that Chateau de Vallois currently sells 150,000 bottles annually of its Grand Vin at $999 per bottle, with the best remaining grapes used for 200,000 bottles of Puine. Clarie de Valhubert proposes introducing a new, more affordable $20-25 wine targeted at young drinkers, and investing in new marketing. However, others worry this could damage the brand. Potential options discussed include staying traditional, expanding internationally, partnerships, or a mid-range domestic and international wine at minimal risk. The document argues these insights apply to extending other luxury brands internationally or across price points.
Preserve the luxury or extend the brand
This document discusses whether Chateau de Vallois, a high-end Bordeaux wine estate, should begin producing a more affordable branded wine to target younger consumers. Currently it sells its top wine at $999 per bottle through distributors. The estate owner's granddaughter wants to capitalize on their brand equity but others worry it could dilute their luxury status. Recommendations include starting an independent but complementary affordable wine brand to attract future customers, maintaining separate business units, and implementing direct marketing. The document also discusses how Tata Motors and other Indian companies successfully extended their brands into affordable luxury segments.
Preserve the Luxury or Extend the Brand
Château de Vallois produces luxury wines and is deciding whether to preserve its luxury brand or expand into more affordable wines. It currently produces a premium Grand Vin for €1000 per bottle and a second label Pouillé for €100. Younger consumers are being priced out of luxury French wines. One option is to introduce an affordable €20-25 branded wine while keeping it separate to maintain exclusivity. However, this could damage relationships with merchants and tradition. The stakeholders disagree on the approach with the son preferring tradition and granddaughter favoring expansion. Both maintaining profits and market share must be considered in the decision.
Preserve the luxury or extend the brand (shubham goswami)
This presentation analyses a Harvard Business Review article and applies the insights gained from the article to the Indian Market
Preserve the luxury or extend the Brand
1) The case study discusses a family owned wine estate in Bordeaux, France called Chateau de Vallois that is facing a dilemma around a proposal from the owner's granddaughter, Clare, to produce an affordable luxury wine that could be sold directly to consumers.
2) The CEO and estate manager oppose the idea due to concerns about damaging the brand reputation, increased operating expenses, and losing distributor relationships. Clare believes the new wine could attract younger customers and expand the brand.
3) The case examines the positives and negatives of brand extensions, providing examples from companies like Nestle, BPCL, Hindustan Lever Limited, and Coca-Cola. It discusses both successful and unsuccessful extensions undertaken by these brands
Godiva chocolatier and godiva gems
Here are some key strategies I would recommend for Godiva's global product planning:
- Understand local consumer tastes and preferences in new markets like China and Turkey. While maintaining core quality standards, adapt recipes and product assortments to local tastes when possible.
- Standardize packaging globally to maintain brand image and prestige across markets. However, translate packaging text into local languages.
- Consider localized pricing strategies that still position Godiva as a luxury brand but make it accessible in emerging markets.
- Educate consumers in new markets about Godiva's heritage and standards to build awareness as a global luxury brand.
- Leverage omnichannel distribution by selling online in all markets while tailoring the shopping experience to
Preserve the luxury or Extend the brand?
This document discusses a proposal to change the business strategy of Chateau de Vallois, a family-owned wine estate. There is disagreement among stakeholders on whether to enter the affordable luxury wine market. While Clare de Valhubert supports expanding into new markets, Gaspard de Sauveterre and Francois de Sauveterre worry this will damage the brand's reputation. Experts caution that the estate lacks experience in mass marketing and managing multiple brands could distract from their core business. The document recommends creating separate business units and boards to oversee traditional and new brands to minimize risks to the estate's reputation.
preserve the Luxury or Extend the Brand?
- Claire, the granddaughter of the owner of Chateau de Vallois, wants to expand into the affordable luxury wine market by selling directly to customers, but her uncle François disagrees with her proposal.
- Currently, 70% of the wine is sold to merchants a year before bottling, who then sell to distributors and importers, not allowing customers to purchase directly from the winery.
- Claire's plan would require investing in a new distribution channel, marketing, and expanding resources, but could reach more customers, increase brand usage, and lead to more sales through direct customer purchases. However, it also carries risks that François is concerned about.
"Glocal" marketing & New Media Localisation
1) The presentation discussed moving from global advertising to local marketing, known as "glocal" marketing, through new media localization.
2) Glocal marketing involves presenting a unified global theme and message while adapting delivery locally to resonate with local audiences.
3) Euro RSCG Wnek Gosper helps clients achieve this through digital marketing, creative development, localization, and content management consulting.
Pernod ricard
Pernod Ricard is a leading producer of wines and spirits. For over 12 years, Cubo has worked with many of Pernod Ricard's brands across various marketing activities in over 30 global markets. These activities include brand strategy, digital campaigns, retail promotions, experiential events, product education, and ambassador training. Cubo has helped brands like Chivas Regal, Perrier-Jouet, Havana Club, and Malibu with initiatives ranging from improving on-trade visibility to supporting global sponsorships.
Anheuser Busch (Global Expansion Strategy)
Anheuser-Busch uses three main strategies for global expansion: 1) Cooperative exports with local distributors in markets like Mexico and Central America. 2) Licensing agreements with major brewers in large markets like Japan, South Korea, and Ireland. 3) Equity partnerships where it takes stakes in leading brewers, such as its 37% stake in Mexico's Grupo Modelo. While achieving success, A-B faces challenges of high prices in low-income countries, increasing beer consumption, and streamlining fragmented marketing across Latin America.
Preserve the Luxury or Extend the Brand
This case study examines the debate around whether the famous Château de Vallois wine estate in Bordeaux, France should preserve its luxury brand or extend into a lower-priced branded wine market. The estate has been family-owned for generations and is known for its high-quality, expensive Grand Vin wine. However, Claire, one of the owners, wants to introduce a lower-priced branded wine to attract younger consumers. The estate manager François argues they should preserve their luxury reputation and not risk damaging relations with their distributors. They also lack the resources and expertise for a new branded wine business. Both sides present arguments around the costs, benefits and risks of entering the new market segment.
A Project on Godiva.com
Godiva Chocolatier is a leading manufacturer of premium chocolates that was founded in Belgium in 1926. It opened its first store outside of Belgium in 1958 and first entered the US market in 1966. Under new leadership in the late 1970s, Godiva rapidly expanded its boutique stores worldwide and saw sales increase from $4 million to over $22 million. It established US headquarters and a production facility. Godiva launched its e-commerce site Godiva.com in the late 1990s to expand its direct sales. The site allows customers to purchase chocolates and other products for delivery. It has implemented technologies and strategies to enhance the customer experience and increase online revenues through its business models.
Mgt 422 Grupo Modelo
Grupo Modelo is a Mexican conglomerate with a long history of success in the beer industry. It began as Cervecería Modelo in 1925 and has since expanded to include twelve beer brands, bottling facilities, logistics companies, and other affiliates. Grupo Modelo has dominated the Mexican and export markets for decades through international expansion. Currently, it holds a 63% share of the Mexican domestic and export markets and several of its beer brands are among the top imported beers in the US.
Rsearch on the making of godiva gems
The case study is based on the luxury chocolatier Godiva and it's recent market insight where the
company tried to figure out consumers buying behaviours (when people buy the products and what
consumer perceive about a product) of chocolate products. Godiva has two types of consumer,
first, people who buy chocolate in special occasion
Tamborada infantil
El documento no contiene información sustancial, solo menciona el título "IV TAMBORADA" repetido dos veces, la fecha "MARZO 2016" repetida dos veces, y las frases "FIN" y "¡¡¡HASTA LA PRÓXIMA!!!" al final.
La Oración Compuesta
Este documento describe los dos tipos principales de oraciones: oraciones simples, que contienen una sola idea expresada por un verbo y predicado, y oraciones compuestas, que contienen más de una idea y pueden ser yuxtapuestas, coordinadas o subordinadas. Las oraciones compuestas expresan ideas del mismo nivel de importancia o de niveles distintos.
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Heineken company presentation 23 april 2015
This document provides an overview of Heineken N.V., the world's third largest brewer. Some key points:
- Heineken is the #1 brewer in Europe and has a presence in over 70 countries. Its flagship brand, Heineken, is the leading international premium beer.
- The company has a diverse brand portfolio including Heineken, Desperados, Sol, Affligem, and various ciders. It focuses on growing its brands globally and innovating new products.
- Heineken has a long history dating back to 1864 and has expanded significantly through acquisitions. It aims to further capture growth opportunities in emerging markets.
Heineken Positioning
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.
Henieken: Global branding And advertising
your suggestion and comment are welcome. If you want this PPT , write to me at 11jgbs-sgunjan@jgu.edu.in
Heineken presentation bingül&eda
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
PT Multi Bintang / Heineken
PT MULTI BINTANG INDONESIA Tbk is a subsidiary of Heineken International and the leading beer producer in Indonesia. Heineken was founded in 1864 in Amsterdam and has since expanded globally. In Indonesia, Heineken first established operations in 1929 and PT Multi Bintang became its subsidiary in 1981. PT Multi Bintang aims to be the leader in the Indonesian beer market through its portfolio of brands like Bintang. While facing competition from other brewers, PT Multi Bintang leverages Heineken's global brand recognition and focuses on the growing young adult male demographic in Indonesia.
Preserve the Luxury Or Extend the Brand? HBR Case Study
The document discusses strategies for extending luxury wine brands to new markets. It notes that Chateau de Vallois currently sells 150,000 bottles annually of its Grand Vin at $999 per bottle, with the best remaining grapes used for 200,000 bottles of Puine. Clarie de Valhubert proposes introducing a new, more affordable $20-25 wine targeted at young drinkers, and investing in new marketing. However, others worry this could damage the brand. Potential options discussed include staying traditional, expanding internationally, partnerships, or a mid-range domestic and international wine at minimal risk. The document argues these insights apply to extending other luxury brands internationally or across price points.
Preserve the luxury or extend the brand
This document discusses whether Chateau de Vallois, a high-end Bordeaux wine estate, should begin producing a more affordable branded wine to target younger consumers. Currently it sells its top wine at $999 per bottle through distributors. The estate owner's granddaughter wants to capitalize on their brand equity but others worry it could dilute their luxury status. Recommendations include starting an independent but complementary affordable wine brand to attract future customers, maintaining separate business units, and implementing direct marketing. The document also discusses how Tata Motors and other Indian companies successfully extended their brands into affordable luxury segments.
Preserve the Luxury or Extend the Brand
Château de Vallois produces luxury wines and is deciding whether to preserve its luxury brand or expand into more affordable wines. It currently produces a premium Grand Vin for €1000 per bottle and a second label Pouillé for €100. Younger consumers are being priced out of luxury French wines. One option is to introduce an affordable €20-25 branded wine while keeping it separate to maintain exclusivity. However, this could damage relationships with merchants and tradition. The stakeholders disagree on the approach with the son preferring tradition and granddaughter favoring expansion. Both maintaining profits and market share must be considered in the decision.
Preserve the luxury or extend the brand (shubham goswami)
This presentation analyses a Harvard Business Review article and applies the insights gained from the article to the Indian Market
Preserve the luxury or extend the Brand
1) The case study discusses a family owned wine estate in Bordeaux, France called Chateau de Vallois that is facing a dilemma around a proposal from the owner's granddaughter, Clare, to produce an affordable luxury wine that could be sold directly to consumers.
2) The CEO and estate manager oppose the idea due to concerns about damaging the brand reputation, increased operating expenses, and losing distributor relationships. Clare believes the new wine could attract younger customers and expand the brand.
3) The case examines the positives and negatives of brand extensions, providing examples from companies like Nestle, BPCL, Hindustan Lever Limited, and Coca-Cola. It discusses both successful and unsuccessful extensions undertaken by these brands
Godiva chocolatier and godiva gems
Here are some key strategies I would recommend for Godiva's global product planning:
- Understand local consumer tastes and preferences in new markets like China and Turkey. While maintaining core quality standards, adapt recipes and product assortments to local tastes when possible.
- Standardize packaging globally to maintain brand image and prestige across markets. However, translate packaging text into local languages.
- Consider localized pricing strategies that still position Godiva as a luxury brand but make it accessible in emerging markets.
- Educate consumers in new markets about Godiva's heritage and standards to build awareness as a global luxury brand.
- Leverage omnichannel distribution by selling online in all markets while tailoring the shopping experience to
Preserve the luxury or Extend the brand?
This document discusses a proposal to change the business strategy of Chateau de Vallois, a family-owned wine estate. There is disagreement among stakeholders on whether to enter the affordable luxury wine market. While Clare de Valhubert supports expanding into new markets, Gaspard de Sauveterre and Francois de Sauveterre worry this will damage the brand's reputation. Experts caution that the estate lacks experience in mass marketing and managing multiple brands could distract from their core business. The document recommends creating separate business units and boards to oversee traditional and new brands to minimize risks to the estate's reputation.
preserve the Luxury or Extend the Brand?
- Claire, the granddaughter of the owner of Chateau de Vallois, wants to expand into the affordable luxury wine market by selling directly to customers, but her uncle François disagrees with her proposal.
- Currently, 70% of the wine is sold to merchants a year before bottling, who then sell to distributors and importers, not allowing customers to purchase directly from the winery.
- Claire's plan would require investing in a new distribution channel, marketing, and expanding resources, but could reach more customers, increase brand usage, and lead to more sales through direct customer purchases. However, it also carries risks that François is concerned about.
"Glocal" marketing & New Media Localisation
1) The presentation discussed moving from global advertising to local marketing, known as "glocal" marketing, through new media localization.
2) Glocal marketing involves presenting a unified global theme and message while adapting delivery locally to resonate with local audiences.
3) Euro RSCG Wnek Gosper helps clients achieve this through digital marketing, creative development, localization, and content management consulting.
Pernod ricard
Pernod Ricard is a leading producer of wines and spirits. For over 12 years, Cubo has worked with many of Pernod Ricard's brands across various marketing activities in over 30 global markets. These activities include brand strategy, digital campaigns, retail promotions, experiential events, product education, and ambassador training. Cubo has helped brands like Chivas Regal, Perrier-Jouet, Havana Club, and Malibu with initiatives ranging from improving on-trade visibility to supporting global sponsorships.
Anheuser Busch (Global Expansion Strategy)
Anheuser-Busch uses three main strategies for global expansion: 1) Cooperative exports with local distributors in markets like Mexico and Central America. 2) Licensing agreements with major brewers in large markets like Japan, South Korea, and Ireland. 3) Equity partnerships where it takes stakes in leading brewers, such as its 37% stake in Mexico's Grupo Modelo. While achieving success, A-B faces challenges of high prices in low-income countries, increasing beer consumption, and streamlining fragmented marketing across Latin America.
Preserve the Luxury or Extend the Brand
This case study examines the debate around whether the famous Château de Vallois wine estate in Bordeaux, France should preserve its luxury brand or extend into a lower-priced branded wine market. The estate has been family-owned for generations and is known for its high-quality, expensive Grand Vin wine. However, Claire, one of the owners, wants to introduce a lower-priced branded wine to attract younger consumers. The estate manager François argues they should preserve their luxury reputation and not risk damaging relations with their distributors. They also lack the resources and expertise for a new branded wine business. Both sides present arguments around the costs, benefits and risks of entering the new market segment.
A Project on Godiva.com
Godiva Chocolatier is a leading manufacturer of premium chocolates that was founded in Belgium in 1926. It opened its first store outside of Belgium in 1958 and first entered the US market in 1966. Under new leadership in the late 1970s, Godiva rapidly expanded its boutique stores worldwide and saw sales increase from $4 million to over $22 million. It established US headquarters and a production facility. Godiva launched its e-commerce site Godiva.com in the late 1990s to expand its direct sales. The site allows customers to purchase chocolates and other products for delivery. It has implemented technologies and strategies to enhance the customer experience and increase online revenues through its business models.
Mgt 422 Grupo Modelo
Grupo Modelo is a Mexican conglomerate with a long history of success in the beer industry. It began as Cervecería Modelo in 1925 and has since expanded to include twelve beer brands, bottling facilities, logistics companies, and other affiliates. Grupo Modelo has dominated the Mexican and export markets for decades through international expansion. Currently, it holds a 63% share of the Mexican domestic and export markets and several of its beer brands are among the top imported beers in the US.
Rsearch on the making of godiva gems
The case study is based on the luxury chocolatier Godiva and it's recent market insight where the
company tried to figure out consumers buying behaviours (when people buy the products and what
consumer perceive about a product) of chocolate products. Godiva has two types of consumer,
first, people who buy chocolate in special occasion
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- 1. Heineken N. V. Global Branding ★ Advertising 외식경영전략 1142375 차승윤
- 2. Contents 1. Major ISSUE 2. Company Background 3. International Presence 4. Project 1) Comet 2) Mosa 5. Critique 2
- 3. 1. Major ISSUE Standardize Heineken’s brand image & ad worldwide 3
- 4. 2. Company Background Founded in Amsterdam in 1863 by Gerard Adriaan Heineken Yeast developed in 1886 하이네켄 양조공장[하이네켄 박물관] 4
- 6. 3. International Presence Europe 3 American 0 Asia 0 Africa 0 Wholly owned subsidiaries Europe 5 American 4 Asia 2 Africa 4 Majority Equity Stakes Europe 0 American 10 Asia 8 Africa 10 Minority Equity Stakes Europe 2 American 2 Asia 2 Africa 2 Licensees 6 By 1993, Heineken’s worldwide brewing interests
- 7. 3. International Presence Beer Market Evolution for Selected Countries and Regions 7
- 8. 3. International Presence Key Heineken Marketing Objectives in Eight Countries 8
- 9. 4. Project - 1) Comet Be established in 1991 - 더 지속적인 “세계를 이끄는 프리미엄 맥주”의 브랜드로써 하이네켄의 경쟁적인 이점을 향상시키는 방법 - 하이네켄이 원하는 궁극적 브랜드 이미지 - “ Good taste” 9
- 10. 4. Project - 1) Comet Five core brand values TASTE PREMIUM NESS TRADITION WINNING SPRIT FRIEND SHIP differentiated image The price of entry 10
- 11. 4. Project - 2) Mosa In 1993, focus groups were commissioned in 8 countries. To Understand 1. what male beer drinkers meant by taste and friendship in relation to premium beer drinking. 2. Which expressions of taste and friendship could be used in advertising. 11
- 12. 4. Project - 2) Mosa Friendship (Heart) Trust Sports True friend You can count on Heineken as a friend Respect Taste (Head) Brand vision Quality Brewing skills Tradition Availability 12
- 13. 4. Project - 2) Mosa(taste) • Two years Amsterdam training • 24 quality check • Bottle returned to Amsterdam Quality • Original recipe • Where beer was born Tradition <Overall taste expression> 13
- 14. 4. Project - 2) Mosa(friendship) Overall friendship expression • True friends • Always count on Heineken 14
- 15. 4. Project - 2) Mosa 15
- 16. 5. Critique S 마켓의 리더 위치 매력적인 디자인과 광고 풍부한 이야기(전통, 역사) 인수전략 도전정신 T 양조 산업의 증가 지역 양조업 발달 다양해진 고객들의 맥주 취향 16
- 17. Thank you 17