Strategic Management

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Table of contents

I. Executive summary …………………………………………………………………..p.2

II. Internationalization

2.1Introduction and purpose of an internationalization plan …...………………………………………………………..……………………………….…..…p.3 2.2 Internationalisation plan based on mission and vision of the company…………………………………………………………………………………..……p.3

III. International Market Selection………………………………….............p.4

IV. Market opportunities……………………………………………………………….p.5

V. Marketing objectives……………………..……………………………………………...p.5

VI. Benchmarking...………………………………………………………………………p.6

VII. Internal analysis- SWOT
7.1. Strengths. ……………………………………...…………………………………….p.7 7.2. Weaknesses………………………………………………………………….…......p.7 7.3. Opportunities………………………………………………………………………….p.7 7.4. Threats…….…………………………………………………………………………….p.8

VIII. External analysis- PEST Analysis
8.1. Political factors………………………………………………………………………p.8 8.2. Economic factors……………………………………………………………………p.8 8.3. Social factors...………………………………………………………………………p.9 8.4. Technological factors….…………………………………………………………p.9

IX. Segmentation
9.1. B2B market….……………………………………………………………….………p.10 9.2. B2C market….……………………………………………………………….………p.10

X. Competitor analysis….………………………………………………...………….p.11

XI. Conclusion ….…………………………….……………………………….………….p.12

XII. References ……….……………………………………………………….…………p.13

XIII Bibliography …………………………………………………………………………p.14

XIII. Appendices.................................................................p.15-17

I.Executive Summary

The report argues on whether the company should internationalise and open a new BrewDog Bar in a foreign market, taking into consideration the main purpose of the internationalisation plan and the main theories. Included is also a research of the market opportunities on the French craft beer market with local competitors, market which is showing good signs of improvement over the last years, as many young people consume beer more often than the traditional wine and spirits. Marketing objectives are discussed further on, along with benchmarking and analysis of the core competences that stand at the very base of BrewDog Plc’s decision to internationalise, via internal and external analysis. Internally, issues like strenghts and weaknesses of the company will be discussed and externally PEST analysis will be made. Segmentation process (B2B and B2C) concentrates on the similarities between the UK and French markets, due to the low geographical distance and the high number of UK tourists visiting France at all times. Furthermore, competitor analysis will be discussed and conclusion with predictions on BrewDog’s future development will follow. ( Hollensen 2010)

II.Internationalization

2.1 Introduction and purpose

Internationalization is viewed as a process of increasing involvement of enterprises in international markets, although there is no agreed definition of internationalization or international entrepreneurship. Those entrepreneurs who are interested in the field of internationalization of business need to possess the ability to think globally and have an understanding of international cultures. ( Hollensen 2010). Entrepreneurs must also have an ongoing concern for innovation, maintaining a high level of quality, and continue to strive to provide the best business strategies and either products or services possible while adapting to different countries and cultures. (Michaelson and Michaelson 2003). Internationalisation motives are differentiated into proactive and reactive. Proactive motives represent stimuli to attempt strategy change, based on the firm’s interest in exploiting unique competences ( innovative craft brewing know-how of BrewDog plc, new brewery which is a huge technological step forward for the company) or market possibilities. Reactive motives indicate that the firm reacts to pressures or threats in its home market or in foreign markets and adjusts...
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