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1、The Global Branding of Stella Artois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.Altho
2、ugh the long-range plan for 2000-2002 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, Se
3、bastiaan Artios, the brewery changed its name to Artois.A Brief History of Interbrewexpansion(expansion(扩张扩张) )acquisitionacquisition（并购并购）brand portfoliobrand portfolio（品牌组合品牌组合）a phase of rapid a phase of rapid growthgrowthThrough acquisition expenditures of US$2.5 billion in the previous four yea
4、rs, 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 global scale that now derived more than 90 percent of its volume from markets outside Belgium. It remained a privately held co
5、mpany ,headquartered in Belgium, with subsidiaries and joint ventures in 23 countries across four continents.4The International Market for Beer国际啤酒市场World Market For BeerMature MarketsGrowth MarketsNorth America Western Europe AustralasiaLatin America AsiaCentralEuropeEastern EuropeRussia In the 119
6、0s, the world beer 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 gro
7、wth and mature markets.5The International Market for Beer国际啤酒市场top four piayerssoft drink industrytobaccospiritsOpportunitieseconomies of scale in production advertising distributionBeer 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 relativel
8、y highlocal tastes differedthe 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 brewthe measuresThrough Int
9、erbrews 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. Interbrews Global PositionINTERBREW 的全球地位1.Following the a
10、cquisition of Labatt in 1995,Interbrews corporate was divided intotwo geographic zones:the America and Europe /Asia/ Africa.Interbrews Corporate StructureINTERBREW 的公司结构2.This structure was in place until Septenber 1999when Interbrew shifted to a fully integrated structure to consolidate its holding
11、s in the face of industry globalization.3.The former head of the Europe /Asia/ 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 funct
12、ional managers reporting directiy to the CEO.Recent Performance当前表现1.The premium and specialty beer 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
13、light beer segment,which had become over 40 percent of the total sales.operationsstrategymarketstrategybrandstrategyInterbrew Corporate StrategyINTERBREW 的公司战略 The three facets of Interbrews corporate strategy,bands, markets and operations,were considered” the sides of the Interbrew triangle”. Each
14、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:when consolidate its positions in mature markets and improve margins through higher volumes of premium and specialt
15、y brands. Interbrew had begun to rationalize its supply base as well.Interbrew believed that innovve changes resulted,saving both parties conderable sums every year.Strategic Sourcing战略资源整合operations strategy生产战略Capacity Utilization生产能力的利用 Given that brewing was a capital-intensive business,capacity
16、 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.growth markets成长市场market strategy市场战略mature mar
17、kets成熟市场 Interbrews 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 Belgiu
18、m and Canada, its two traditional markets.14upgrade 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 todeve
19、lop it as a global product.1010432Brand strategy 品牌战略by 1998 the need to identify a brand from its wide portfolio to systematicallyuntil 1997 laissez faireStella Artois, Interbrews most broadly available and oldest brand, received an important new thrust when it was launchedthrough local production
20、in three of the companys subsidiaries in Central Europe in 1997.The Evolution of Interbrews Global Brand StrategyINTERBREWS 全球品牌的演进EInterbrew believed that were several basic global trends that would improve the viability of this class of product over the next couple of decades.by 1998 the need to i
21、dentify a brand from its wide portfolio to systematicallythe 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 mai
22、nstream beers in the middle. Interbrew had a wide portfolio of national brandsthat it could set on the international stage.The two most obvious candidates were Labatt Blue and Stella Artois.17Stella Artois as Interbrews International Flagship Brand斯特拉阿托伊斯成为Interbrew的国际旗舰品牌The other potential brand t
23、hat Interbrew could develop on a global scale was Stella Artois , a brand that could trace its roots back to 1366 . The modern version of Stella Artois was launched in 1920 as a Christmas beer and had become a strong market leader in its home market of Belgium through the 1970s . By the 1990s , howe
24、ver , Stellas market position began to suffer from an image as a somewhat old-fashioned beer , and the brand began to experience persistent volume decline . Problems in the domestic market , however , appeared to be shared by a number of other prominent international brands . In fact , seven of the
25、top 10 international brands had experienced declining sales in their home markets between 1995 and 1999 （see exhibit 3 )18Stella Artois as Interbrews International Flagship Brand斯特拉阿托伊斯成为Interbrew的国际旗舰品牌19Stella Artois as Interbrews International Flagship Brand斯特拉阿托伊斯成为Interbrew的国际旗舰品牌Stella Artois
26、had achieved great success in the United kingdom through its licensee , Whitbread . where Stella Artois became the leading premium lager beer . 20Stella Artois as Interbrews International Flagship Brand斯特拉阿托伊斯成为Interbrew的国际旗舰品牌Apart from the united kingdom , the key markets for Stella Artois were Fr
27、ance and Belgium , which together accounted for a further 31 per cent of total brand volume.（see exhibit 4）21Stella Artois as Interbrews International Flagship Brand斯特拉阿托伊斯成为Interbrew的国际旗舰品牌With these three markets accounting for 81 per cent of total Stella Artois volume in 1999 , few other areas re
28、presented a significant volume base (see exhibit 5)22Stella Artois as Interbrews International Flagship Brand斯特拉阿托伊斯成为Interbrew的国际旗舰品牌For example , Budweiser , the worlds largest brand by volume , had the overwhelming bulk of its volume in its home U.S. market ( see exhibit 6 )23Stella Artois as Int
29、erbrews International Flagship Brand斯特拉阿托伊斯成为Interbrew的国际旗舰品牌Sales of the Heineken brand on the other hand , were widely distributed across markets around the world. (see exhibit 7) 24Stella Artois as Interbrews International Flagship Brand斯特拉阿托伊斯成为Interbrew的国际旗舰品牌In this sense , Heinekens strategy
30、was much more comparable to that of Interbrew plans for Stella Artois . Other brands that were directly comparable to Stella Artois , in terms of total volume and importance of the brand to the overall sales of the company , were Carlsberg and Fosters with annual sales volumes in 1998 of 9.4 million
31、 hls and 7.1 million hls , respectively , while fosters was successful in many international markets , there was a heavy focus on sales in the united kingdom and the united states. (see exhibit 8) 25Stella Artois as Interbrews International Flagship Brand斯特拉阿托伊斯成为Interbrew的国际旗舰品牌Carlsberg sales volu
32、me profile was different in that sales were more widely distributed across international markets (see exhibit 9 )26Stellas global launch斯特拉的全球启动 In 1998 , Interbrews executive management committee settled on Stella Artois , positioned as the premium European lager , as the companys global flagship b
33、rand . In 1998 . an accelerated plan was devised to introduce Stella Artois to two key markets within the United states , utilizing both local and corporate funding . the u.s. market was believed to be key for he future development of the brand since it was the most developed specialty market in the
34、 world .27Stellas global launch斯特拉的全球启动28Current Thinking当前的思路In early 2000 the prevailing view at Interbrew began to shift , converging on a different long-range approach towards global branding.The emerging perspective emphasized a more balanced brand development program , focusing on the highest
35、leverage opportunities. 1the first stepThe first filter that an The first filter that an potential market had potential market had to pass through was to pass through was its long term volume its long term volume potential for Stella potential for Stella Artois Artois 2the second stepThe second scre
36、en The second screen was the potential to was the potential to achieve attractive achieve attractive margins after an margins after an initial starting period initial starting period of approximately of approximately three years . three years . 3the third stepThe third filter was The third filter wa
37、s whether or not a whether or not a committed local committed local partner was available partner was available to provide the right to provide the right quality of distribution quality of distribution and to co-invest in and to co-invest in the brand . the brand . 4the forth stepThe final screen wa
38、s The final screen was e determination that e determination that success in the chosen success in the chosen focus markets should focus markets should increase leverage in increase leverage in other local and other local and regional markets . regional markets . Current Thinking当前的思路Global BrandingC
39、urrent Thinking当前的思路Thus , the evolving global branding development an required careful planning on a city-by-city basis . among the demands of this new approach were that marketing efforts and the funding to support them would have to be both centrally stewarded and locally tailored to reflect the
40、unique local environments. A corporate marketing group was, therefore , established and was charged with the responsibility to identify top priority markets develop core positioning and guidelines for local execution , assemble broadly based marketing programs (e.g.TV, print advertising , global spo
41、nsorships , beer . com content , etc ), and allocate resources to achieve the accelerated growth objectives in these targeted cities.brand portfoliobrand portfolio品牌组合licensinglicensingagreementsagreements许可证协议flagship brandflagship brand旗舰品牌 mergers & mergers & acquisitionsacquisitions合并和收购Key Words32capital-intensive business 资本密集型行业marginal profit边际利润fixed costs 固定成本joint venture 合资企业IdeaKey WordsTHANKS FOR YOUR ATTENTION