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单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,The Global Branding of Stella Artois,斯特,拉,拉,阿,阿托,伊,伊斯,啤酒,的,的全,球,球品,牌,牌战,略,略,InApril2000,PaulCooke,chiefmarketingofficerofInterbrew,theworldsfourthlardestbrewer,contemplatedthefurtherdevelopmentoftheirpremiumproduct,StellaArtois,asthecompanys,flagshipbrand,（旗,舰,舰品,牌,牌）,inkeymarketsaroundtheworld.Althoughthelong-rangeplanfor2000-2002hadbeenapproved,therestillremainedsomeimportantstrategicissuestoresolve.,Interbrewtraceditsoriginsbackto1366toabrewerycalledDenHoorn,locatedinLeuven,atownjustoutsideofBrussels.In1717,whenitwaspurchasedbyitsmasterbrewer,SebastiaanArtios,thebrewerychangeditsnametoArtois.,A Brief History of Interbrew,expansion(,扩张,),acquisition,（,并购,）,brand portfolio,（,品牌组合,）,a phase of rapid growth,ThroughacquisitionexpendituresofUS$2.5billioninthepreviousfouryears,InterbrewhadtransformeditselffromasimpleBelgianbreweryintooneofthelargestbeercompaniesintheworld.,bythe1999,thecompanyhadbecomeabreweronatrulyglobalscalethatnowderivedmorethan90percentofitsvolumefrommarketsoutsideBelgium.Itremainedaprivatelyheldcompany,headquarteredinBelgium,withsubsidiariesandjointventuresin23countriesacrossfourcon,t,inents.,4,The International Market for Beer,国际啤酒市场,WorldMarketForBeer,Mature Markets,GrowthMarkets,North America,Western Europe,Australasia,Latin America,Asia,CentralEurope,Eastern Europe,Russia,Inthe1190s,theworldbeermarketwasgrowingatannualrateofonetotwopercent.In1998,beerconsumptionreachedatotalof1.3b,i,llionhectolitres(hls).Therewere,however,greatregionaldifferencesinbothmarketsizeandgrowthrates.Mostindustryanalystssplittheworldmarketforbeerbetweengrowthandmaturemarkets.,5,The International Market for Beer,国际啤酒市场,top four piayers,soft drink industry,tobacco,spirits,Opportunities,economies of scale in production,advertising,distribution,Beer Induetry Structure,啤酒产业的结构,22%,78%,44%,60%,22%,the ratio of fixed versus variable costs of beer production was relatively high,local tastes differed,the factors,Bringmoreoperationsunderacommonadministration,In,somecases,beerbrandhadhundredsofyearsofheritagebehindthemandhadbecomesuchanintegralpartofeverydaylifethatconsumerswereoftenfiercelyloyaltotheirlocalbrew,themeasures,ThroughInterbrewsacquisitionsinthe1990s,thecompanyhadexpandedrapidly.Duringthisperiodthecompanystotalvolumeshadincreasedmorethanfourfold.,Volume growth had propelled the companyintothe numberfourpositionamongtheworlds brewers.,Interbrews Global Position,INTERBREW,的全球地位,1.,Followingthe acquisitionof Labattin 1995,Interbrewscorporatewasdivided intotwogeographiczones:the America andEurope/Asia/Africa.,Interbrews Corporate Structure,INTERBREW,的公司结构,2.This structure wasin placeuntilSeptenber1999whenInterbrewshifted to afullyintegrated structureto consolidateits holdings inthefaceof industry globalization.,3.Theformer head oftheEurope/Asia/Africadivision assumed theroleof chiefoperatingofficer,but subsequentlyresignedand was not replaced,leaving Interbrew with amoreconventional structure,withthe five regionals headsandthe various corporate functional managers reporting directiyto the CEO.,Recent Performance,当前表现,1.,The premium andspecialtybeermarkets were growing quickly.,2.,The large,mature marketsshift its productmix to take advangeof this trend and the superior mariginsit offered.,3.,The othorcontinuingdevelopment was thegrowth oflight beer segment,which had become over 40 percentofthe totalsales.,operations,strategy,market,strategy,brand,strategy,Interbrew Corporate Strategy,INTERBREW,的公司战略,The threefacets ofInterbrews corporate strategy,bands,marketsandoperations,wereconsidered”,the,sidesof the Interbrew triangle”.Each of these aspectsof corperate strategry was considered to beequally important inorder toachieve the fundamental objectivesof increasingshareholder vaule.,the underlyingobjectives:,when,consolidate itspositionsin maturemarkets and improvemargins through higher volumes ofpremium and specialty brands.,Interbrewhad begunto rationalizeits supplybaseas well.Interbrew believed that innovvechanges resulted,savingbothparties conderablesumseveryyear.,Strategic Sourcing,战略资源整合,operations strategy,生产战略,Capacity Utilization,生产能力的利用,Giventhatbrewing was acapital-intensive business,capacityutilizationhada major infuence onprofitability.,Basedon the beliefthatthe worldsbeermarkets wouldundoergo further consolidation,Interbrews marketstrategywas to build significantpositionsin marketsthathadlong-termvolume growthpotential.,growth markets,成长市场,market strategy,市场战略,mature markets,成熟市场,Interbrews goals initsmature marketswereto continue tobuildmarket shareand to improvemargins throughgreater efficiencies inproduction,distributionand marketing.,The underlyingobjectivesof Interbrewsmarket strategy were toincrease volumeandto lessenits dependenceon BelgiumandCanada,its twotraditional markets.,14,upgrade productquality and toimprove the positionin of theacquiredlocalcorelager brands.,i,d
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