The Global Branding of Stella Artois* Synopsis Interbrew had developed into the world’s fourth largest brewer by acquiring and managing a large portfolio of national and regional beer brands in markets around the world. More recently‚ senior management had decided to develop one of their premium beers‚ Stella Artois‚ as a global brand. This case examines the early stages of Interbrew’s global branding strategy and tactics‚ enabling students to consider these concepts in the context of a
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Global Branding of Stella Artois Table of Contents Problem Statement 3 Symptoms 3 Problem Analysis 3 Boston Consulting Group Matrix 3 Porters Five-Forces Model 4 Product Life Cycle 6 Generic Strategies 6 Alternatives 7 Alternative 1: Global Strategy 7 Alternative 2: Multidomestic Strategy 7 Alternative 3: Transnational Strategy 8 Recommendation 8 Implementation 9 Appendices Appendix 1 – Boston Consulting Group Matrix 11 Appendix 2 – Porters Five-Forces Model
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1. It makes sense for Interbrew‚ a simple Belgium brewery to develop a global brand in order to increase volumes‚ to maximize sales revenues and to lessen its dependence on Belgium and Canada‚ its two primary markets. As the world beer industry which was divided among four leading brewing companies accounted for only 22% of the global volume‚ this reflected a great opportunities easing the global expansion of Stella Artois. In mature markets‚ Interbrew maintained its existing market shares and improved
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The Global Branding of Interbrew and Stella Artois One of the largest brewers in the world‚ Interbrew grew rapidly in the 1990s from its home market in Belgium to a global presence in markets around the world. As this essay will demonstrate‚ Interbrew ’s global strategy of consolidation and market penetration has been balanced between a respect for local autonomy and beer culture with efforts to adapt the flagship brand of Stella Artois to these cultures. The global beer industry is highly
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The Global Branding of Stella ArtoisAssignment 11)The international beer market is a large and growing one with consumption levels at 1.3 billion hectoliters (hls) annually. Surprisingly‚ the top 4 breweries account for only 22 percent of the total beer market. This means that the profit margin for these breweries is significantly smaller than that of top companies in the tobacco‚ soft drink‚ and spirits industry which are far less fragmented. With this in mind there is great potential if Interbrew
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The global Branding of Stella artois Case analysis Introduction Interbrew was the third largest brewing company which owned a lot of well-known named beers. Interbrew`s history took a place in 14th century‚ when Den Hoorn Brewery was founded in Leuven. As history shows in 1717 it was purchased by master brewer Sebestiaan Artois. After in 1987 Artois merged with Piedbouef is other Belgian brewery to become Interbrew. The company acquired many of breweries all over the world during 1990s
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soft drink‚ and spirits industry which are far less fragmented. With this in mind there is great potential if Interbrew were to establish a global brand that could reach outside its borders to a larger consumer base. Interbrew has already expanded into 23 countries on four continents with its various products and this could be used as a platform to expand one global brand as an ambassador for Interbrew. Although the international beer markets are fragmented there have been many analysts that have suggested
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Stella Artois BA 330‚ Grantham University Abstract Stella Artois was a beer brand who in 2006 received a reputation to being known as “a wife beater brand” due to domestic violence cases involving the brand. To turn this perception around the company begin emphasizing the history and values of the Artois brewery. To help with communication they created an online experience for the consumer‚ with short films‚ interactive film and gaming as well as 3D gaming. This allows the visitors to be
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The Global Branding of Stella Artois 1. Interbrew decided towards a global brand because most competing companies‚ such as Anheuser-Busch‚ were moving towards this trend. A disadvantage or hardship that this company dealt with in developing Stella Artois into a global brand was the idea of a centralized plan approach. Before the move towards a global brand‚ the company operated in a decentralized way—allowing managers to operate their area in their own style for the most part. The centralized
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mondiale de Stella Artois » Travail présenté à : Par : 29 Novembre 2010 Table des matières I. Étude de l’environnement externe et interne de l’entreprise Interbrew 1 a. Analyse de l’environnement externe 1 b. Forces du marché de la bière 1 c. Analyse SWOT 2 II. Le développement d’une marque globale 2 a. La présence internationale d’Interbrew et sa notoriété 2 b. Le lancement d’une marque globale d’Interbrew 2 III. Repositionnement de Stella Artois en tant que marque
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