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1、斯特拉阿托伊斯啤酒的全球品牌战略,In April 2000,Paul Cooke, chief marketing officer of Interbrew,the worlds fourth lardest brewer,contemplated the further development of their premium product,Stella Artois, as the companys flagship brand （旗舰品牌）in key markets around the world.Although the long-range plan for 2000-200
2、2 had been approved,there still remained some important strategic issues to resolve.,Interbrew traced its origins back to 1366 to a brewery called Den Hoorn ,located in Leuven, a town just outside of Brussels.In 1717, when it was purchased by its master brewer, Sebastiaan Artios, the brewery changed
3、 its name to Artois.,A Brief History of Interbrew,Through acquisition expenditures of US$2.5 billion in the previous four years, Interbrew had transformed itself from a simple Belgian brewery into one of the largest beer companies in the world. by the 1999,the company had become a brewer on a truly
4、global scale that now derived more than 90 percent of its volume from markets outside Belgium. It remained a privately held company ,headquartered in Belgium, with subsidiaries and joint ventures in 23 countries across four continents.,4,World Market For Beer,Growth Markets,In the 1190s, the world b
5、eer market was growing at annual rate of one to two percent.In 1998,beer consumption reached a total of 1.3 billion hectolitres(hls).There were, however, great regional differences in both market size and growth rates .Most industry analysts split the world market for beer between growth and mature
6、markets.,5,22%,78%,44%,60%,22%,the factors,Bring more operations under a common administration,In some cases, beer brand had hundreds of years of heritage behind them and had become such an integral part of everyday life that consumers were often fiercely loyal to their local brew,the measures,Throu
7、gh Interbrews acquisitions in the 1990s,the company had expanded rapidly.During this period the companys total volumes had increased more than fourfold. Volume growth had propelled the company into the number four position among the worlds brewers.,1.Following the acquisition of Labatt in 1995,Inter
8、brews corporate was divided intotwo geographic zones:the America and Europe /Asia/ Africa.,2.This structure was in place until Septenber 1999when Interbrew shifted to a fully integrated structure to consolidate its holdings in the face of industry globalization.,3.The former head of the Europe /Asia
9、/ Africadivision assumed the role of chief operating officer,but sub sequently resigned and was not replaced,leaving Interbrew with a more conventional structure,with the five regionals heads and the various corporate functional managers reporting directiy to the CEO.,1.The premium and specialty bee
10、r markets were growing quickly.,2. The large,mature markets shift its product mix to take advange of this trend and the superior marigins it offered.,3.The othor continuing development was the growth of light beer segment,which had become over 40 percent of the total sales.,The three facets of Inter
11、brews corporate strategy,bands, markets and operations,were considered” the sides of the Interbrew triangle”. Each of these aspects of corperate strategry was considered to be equally important in order to achieve the fundamental objectives of increasing shareholder vaule.,the underlying objectives:
12、,when consolidate its positions in mature markets and improve margins through higher volumes of premium and specialty brands.,Interbrew had begun to rationalize its supply base as well.Interbrew believed that innovve changes resulted,saving both parties conderable sums every year.,Given that brewing
13、 was a capital-intensive business,capacity utilizationhad a major infuence on profitability.,Based on the belief that the worldsbeer markets would undoergo further consolidation, Interbrews market strategy was to build significant positions in markets that had long-term volume growth potential.,Inte
14、rbrews goals in its mature markets were to continue to build market share and to improve margins through greater efficiencies in production, distribution and marketing.,The underlying objectives of Interbrews market strategy were to increase volume and to lessen its dependence on Belgium and Canada,
15、 its two traditional markets.,14,upgrade product quality and to improve the positionin of the acquired local core lager brands.,identify certain brands, typically specialty products. and to develop them on a regional basis across a group of markets.,identify a key corporate brand and to develop it a
16、s a global product.,EInterbrew believed that were several basic global trends that would improve the viability of this class of product over the next couple of decades.,the needs of consumers in many markets were expected to converge.,the internationalization of the beer business.,all markets would likely evolve in such a way that demand for both premium and economy-priced beers would increase,squeezing the mainstream beers in the middle.,Interbrew had a wide portfolio of national brandsthat it
