啤酒商务展示heineken

HEINEKENCASESTUDYOverview1.CorporateObjectiveandgoals2.beerindustryoverview3.Problems4.5forces5.SWOTanlaysis6.Valuechainanalysis7.SolutionsHeinekenOverviewoneoftheworld’sleadingbrands130years.Number2importedbeerinU.S.Number1inEuropeglobalnetworkofdistributorsand115breweriesinmorethan65countriesPremierbrands–Heineken,AmstelLightOrganizationgoalsandobjectivesAimsforsustainablegrowthasabroadmarketleaderandsegmentleadershipExpandandoptimizeproductportfolioembracedinnovationasakeycomponentoftheirstrategyintheareasofproduction,marketing,communicationandpackaging.Goalistogrowthebusinessinasustainableandconsistentmanner,whileconstantlyimprovingprofitabilityPrioritytoreachgoal1.toacceleratesustainabletop-linegrowth.2.toaccelerateefficiencyandcostreduction.3.tospeedupimplementation:wecommittofasterdecisionmakingandexecution.4.tofocusonthosemarketswherewebelievewecanwin.Problem1.LosingImportbeermarketshareProblem:ThematuringcompetitiveBeerIndustryIntroductionEmergenceMaturityDeclineDemand(units/year)TimeBeerIndustryOverviewBeerIndustryOverview37%ofU.S.adultsarebeerdrinkersBeeristhemostwidelypurchasedalcoholbeverageBeerindustryisprojectedtogrowsteadilyCompetitionBasicallyit’s“eatorbeeaten”EverycompanyisjusttryingtostrengthentheirglobalpositionanywaypossibleBiggestrivalsincludeInBevandGrupoModeloMergersandAcquisitionsSouthAfricanPLCcombinedwithMillerInterBrewandAmBevmergedin2004,andnowacquiredAnheuser-BuschCoorsacquiredMolsonAnheuser-BuschinpartnershipswithGrupoModeloandTsingtaoBusinessStrategyoftheIndustryGrowexternallytostrengthenthepositionofthecompanyindevelopedmarketsaswellasmaximizingpotentialforprofitinhigh-growthmarketsBasicallydowhateverisnecessarytogetyourcompanyrepresentedaroundtheworldHeinekenwasthepioneerofthisstrategy,becomingthefirstbrewertocutdealstodistributeworldwideIndustryOutlookBiggerbrewersacquiringsmallerbrewersallovertheworld“Theeraofglobalbrandsiscoming.”–AlanClark,SABMillerMarketforpremiumbeerwillexpand84%by2012ValueChainAnalysis(PrimaryActivities)InboundlogisticsHeinekenisdistributedglobally,storedinwarehousesstrategicallyplacedthroughouttominimizeshippingcoststostores.OperationsHeinekenwaslimitedtograbbingsmallerbrewersbutin2003,itacquiredBBAGfor$2.1billiondollarsmakingitthebiggestbeermakerinsevercountriesacrossEasternEurope.OutboundlogisticsHeinekenhasbrewersthroughouttheworldsothatitcanshipitsfinishedproductstolocalareastominimizeshippingcosts.MarketingandsalesHeinekenisthe5thmostrecognizedbrandofbeerintheworld.Byacquiringsmallerbrewersintheworldtheyspreadtheirlabelevenmore.ServiceHeinekenhasrecentlyventuredoutinthefieldsofnonalcoholicmaltsandfruitflavoreddrinksasanavenueintoothercustomerareas.ValueChainAnalysis(SecondaryActivities)GeneralAdministration•Heinekenwastheleadingpremiumbrandofbeerfordecades.WasthebestsellingimportedbeerintheUSuntilCoronatookover.So,atthesametimeHeinekenpushedonotherbrandsthatwouldreduceisrelianceonitcorebrand.IntroducingAmstelLight,whichhasbecometheleadingimportedlightbeerintheUS.HumanResourceManagement:•Heinekencreatedmanagementpositionsthatberesponsibleforfivedifferentoperatingregionsandninedifferentfunctionalareas.Thenewstrictureencouragedmorerisktakingandboostedthelevelofenergywithinthefirm.TechnologyDevelopment:•Heinekenusestheirtechnologytokeepdetaileddocumentsofshipping,intheirwarehousestomakebeermoreefficientlyandforshippingpurposes.Porter’s5ForcesofcompetitionIndustrycompetitors++RivalryamongexistingfirmsSuppliers+/-Substitutes+Buyers+Newentry-ThreatsofsubstitutesThreatsofnewentryverylittletechnicalcompositionofbeersGrowingappreciationforwine$250millionneededtobuild4millionbarrelbreweryEntryisriskysincenotmanyalternativeusesforbreweriesNonewentrantinbeerindustryhascrackedthetop3sellerssinceWWII.Porter’s5ForcesofcompetitionBargainingPowerofBuyersBargainingPowerofSuppliersNoloyaltytoanyparticularbrandDemand“beer”isinelastic:E=-0.7Demand“Budweiser”iselastic:E=-5.0fewerbrewersandLargerplants170Horizontalmergersbetween1950-1983Risingcostofkeycommoditieslikegrain,glassandaluminumManyBuyingsupplierofinputs(wheatfield)Porter’sFiveForcesofcompetition(cont’d)Porter’sFiveForcesofcompetition(cont’d)Rivalrybetweenestablishedcompetitors1947:Top5firms-19%ofmarketintheU.S.2001:Top5generate87%ofthemarketintheU.S.Highlycompetitiveindustry,manybrewersleavetheindustrylosing$LostofadvertisingforproductdifferentiationSWOTAnalysisStrengthBrandsinover13marketsVeryDifferentiatedGlobalbrand/pioneerofinternationalstrategyHasmademanyacquisitionswithnationalbreweriesBottleRecognitionanddifferentdispensinginstrumentsGreenBottleMinikegSWOTAnalysisWeaknessConservative/”Playitsafe”cultureStruggletoobtainlargebreweriesNotdrankbyyoungerbeerdrinkersAlthoughconsumptionagehasdroppedfrom40to30PricewhencomparedtoU.S.domesticbeers$10persixpack—Heineken$7persixpack--DomesticSWOTAnalysisThreatsIncreaseinDrunk-drivinglawsCompetitorsincreasingmarketshareU.S.IndustryMergersandacquisitionsofotherbreweriesOtherBreweriesarebecomingmuchlarger