Brand and Heineken - Free Essay Example

Sample details Pages: 3 Words: 947 Downloads: 1 Date added: 2017/09/20 Category Advertising Essay Type Argumentative essay Did you like this example? I. INTRODUCTION The Heineken Brewery was founded in Amsterdam in 1863 by Gerard Adriaan Heineken. The strain of yeast which continued through the 1990s to give Heineken beer its special taste was developed in 1886. Heineken beer won a gold medal at the 1889 Paris World’s Fair, and, by 1893, was one of the largest selling beers in the Netherlands. In 1937, Heineken granted its first license to a foreign brewer to produce Heineken beer according to the original formula. While licensing agreements also aimed to specify how the Heineken brand should be marketed, Heineken could not influence how a licensee marketed its own brands. At the end of 1993, Heineken, being the market leader in Netherlands, was viewed as a mainstream brand. Outside the Netherlands, however, Heineken had consistently been marketed as a premium brand. Sales volume was declining and the brand image needed some revitalization. In January 1994, senior managers at Heineken headquarters in Amsterdam we re reviewing two research projects Project Comet and Project Mosa commissioned to clarify Heineken’s brand identity and the implications for television advertising. Heineken’s senior managers were interested in assessing whether or not the conclusions of the two studies were mutually consistent. They also wished to determine how far they should or could standardize Heineken’s brand image and advertising worldwide. II. VISION To be the world’s leading premium beer III. MISSION Heineken is a symbol of premiumness, taste, and tradition around the world. Unlike the other beer brands, Heineken’s roots, flavor, and commitment to and pride in brewing a high quality lager, makes up for its good taste that brings together friends with a winning spirit. No other brand in the world could claim superior good taste with as much credibility as Heineken. IV. MARKETING PLAN A. DEMAND / SUPPLY ANALYSIS By the 1980s, Heineken was seeking majority equity stak es in its existing and prospective partners to ensure tighter control over production and marketing. In 1993, it recorded net sales of 9,049 million guilders and a trading profit of 798 million guilders. Beer accounted for 82% of sales, the remainder being derived from soft drinks, spirits, and wine. In the same year, sales of the Heineken brand were 1. 2 billion liters. The company’s other brands with some international distribution were Amstel which sold 630 million liters; Buckler, a non-alcoholic beer, which sold 90 million liters; and Murphy’s Stout, recently acquired and sold principally in Ireland and the United Kingdom. As a result of acquisitions, Heineken also oversaw the brewing of many local and regional beer brands marketed by its subsidiaries, such as Bir Bintang, the leading Indonesian brand. The Heineken brand had long been available in markets outside the Netherlands. In Europe for example, Heineken owned outright its operations in the Netherlands, France, and Ireland. It held majority interests in breweries in Greece, Hungary, Italy, Spain, and Switzerland and licensed production to breweries in Norway and the United Kingdom. Heineken was not bottled in the large United States market, but was the number one imported beer. In Germany, the heaviest beer-consuming country in Europe, national brands still dominated the market and Heineken was available only through imports. B. INDUSTRY UPDATE (S. T. E. P ) In the early 1990s, the brewing industry was becoming increasingly global as the leading brewers scrambled to acquire equity stakes and sign joint ventures with national breweries. This trend was especially evident in the emerging markets where population expansion and increased promised faster growth than in the developed world. In Europe, in particular, overcapacity and minimal population growth resulted in price competition, margin pressures, and efforts to segment further the market with no or low-alcohol beers, specialt y flavored beers, and â€Å"dry† beers. Despite the increasing globalization of the industry, there remained substantial differences in per-capita beer consumption, consumer preferences and behaviors, and the mix of competitors from one market to another. C. COMPETITOR’S PROFILE / COMPETITIVE ANALYSIS At the end of 1993, the Heineken brand held a 24% volume share in the Netherlands; several share points ahead of its main competitor, Grolsch. In the same year, sales of beer brewed under Heineken’s supervision reached 5. 6 billion liters, second in the world only to Anheuser-Busch with 10 billion liters. D. MARKET ANALYSIS ( SWOT ) Strengths: †¢Established name †¢Good Taste †¢Premium Beer †¢Largest selling beer brand in the Netherlands, second in the world Weaknesses: †¢Heineken’s brand image was not being consistently projected in the brand’s communications around the world. †¢Some licensees did not maintain a suf ficient price premium for the Heineken brand over their own national brands. Opportunities: †¢Brewing industry’s increasing global trend †¢Heineken’s acquiring of majority equity stakes around the world †¢Innovative approaches to brand image that uses leading edge and state of the art advertising Threats: Substantial differences in per-capita beer consumption †¢Changing consumer preferences and behaviors †¢Mix of competitors from one market to another E. TARGET MARKET AND POSITIONING MAP The target market for Heineken is global. To have an international presence and to project the brand as â€Å"the world’s leading premium beer† with a good taste built on 5 core brand values: taste, premiumness, tradition, winning spirit and friendship. F. MARKETING OBJECTIVES Key Heineken Marketing Objectives in 8 countries: BUILDING: †¢Germany †¢Argentina †¢Brazil ENRICHMENT †¢Japan †¢Hong Kong CONFIRMATION †¢USA RESTORATION †¢Italy †¢Netherlands G. PRODUCT STRATEGY Commissioned research projects (project Comet and project Mosa) to clarify Heineken’s brand identity and the implications for television advertising. Also to determine how far Heineken should or could standardize its brand image and advertising worldwide. H. PRICING STRATEGY Seek majority equity stakes in existing and prospective partners to ensure tighter control over production and marketing including the pricing. I. PLACE / DISTRIBUTION STRATEGY J. PROMOTION STRATEGY K. TIMETABLE OF MARKETING ACTIVITIES ( GANTT CHART ) L. MARKETING BUDGET Don’t waste time! 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Pregnancy Is It for All Ages Essay - 1551 Words

Think of a life, and how magnificent it is to bring life into the world, but now think about life with complications, all because women are delaying pregnancies due to their own personal reasons, such as careers and money. According to the Journal of Clinical Nursing by Loke Poon (2010)- both professionals in the medical field- state â€Å"[t]he growing proportion of first births to advanced age women is a public health concern,† and â€Å"†¦there are controversial views as whether advanced age pregnancy renders women more prone to pregnancy complications and adverse outcomes† (p. 1142). This statement provides credibility behind the fact that there are many risks developed during pregnancies in older women. Within the media today there are stories†¦show more content†¦The Journal of Clinical Nursing compares age-related concerns between advanced age women and younger women about the risks and concerns about their unborn child. In the journal it states: à ¢â‚¬Å"[m]ore advanced age pregnant women than the younger women reported concerns relating to the ‘possibility of miscarriage’ and ‘the physical demands of caring for the newborn baby,’† and in just a few sentences it then follows up to say that â€Å"advanced age women were still more likely than their younger counterpart to be concerned about their ‘recovery after childbirth,’ Down’s syndrome and structural defects of the fetus† (Loke Poon, 2010, p. 1145). With this information, does it now seem unethical for these women to conceive and reproduce? Knowing that the unborn child could potentially decease and/or have detrimental physical health risks and deformities is enough to answer that question. The women know the consequences, and the fact that they are putting both lives on the line, but yet they continue on with conceiving anyways. Due to the fact that advanced age pregnancies can result in chromosomal deformities, Down Syndrome is a high possibility for the child bore by an advanced age mother; this is what research has proven according to Haddow et al (1994), who all practice in the field of medicine and/or are researchers in diseases among newborns. Physicians in the U.S., who are advising women about the consequences of advanced age pregnancies, tested andShow MoreRelatedMaternal Health And The Pregnancy Essay1215 Words   |  5 PagesMaternal health defined by the world health organization as the health of women during pregnancy, childbirth and the postpartum period. However, this paper examines maternal past experience and utilization of health care during the pregnancy. 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TeenageRead MoreTeen Pregnancy And Teenage Pregnancy1551 Words   |  7 PagesTeen pregnancy is something that affects over one million young teens in the United States. For some, these pregnancies are planned but 85% of these teens the pregnancy is unplanned. This can cause a lot of endless problems in the life of the teen and the newborn child. There are a lot of things that can cause an unplanned teen pregnancy, such as teens experimenting with sexual encounters at a young age. Another major cause is the lack of guidance due to guardians that are blind or do not want toRead MoreTeen Pregnancy : Teenage Pregnancy1404 Words   |  6 PagesLauryn Jones Block 5 4/27/16 What is Teen Pregnancy? Teenage pregnancy is pregnancy in human females under the age of 20. A girl can become pregnant from sexual intercourse after she has begun to ovulate which can be before her first menstrual period, but usually occurs after the onset of her periods. 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Psalm 1, 23, 32 Free Essays

Psalm 1, 23, 32 Psalm 1, 23 and 32 is from the bible and these Psalms praise to the God by people. It is also the worship to God and shows that another way for pursuit of happiness is singing the Psalms or praising the God because people who believe in God think that they can be protect from troubles and forgiven their sins by God. By trusting that the God, they believe that they will be safe and not need to worry about their starvation or survival. We will write a custom essay sample on Psalm 1, 23, 32 or any similar topic only for you Order Now They believe that God will provide them with all needs and even protects from their enemies. Psalm 1 describes about the three characteristics of a blessed man, and how he mediated with the law of the lord. The blessed man compared the God with a tree panted by the rivers of water, which yields its fruit I season and whose leaf does not wither. Whatever he does prosper. † The blessed man also compared the ungodly in the fourth sentence. He also mentions that the ungodly will not stand in the judgment and the sinners will not stand in the congregation of the righteous. He mentions that only the God know the way of the righteous. Psalm 23 is about the God is our shepherd, and describes about where the God lead us (2,3). It also describes about how the God restore the blessed man’s souls and guides him in the way of righteousness. In the fourth sentence, the blessed man describes about how people do not have fear when they walk through the valley of death and the fifth sentence describes that God has always prepare for us. The last sentence describes about how goodness and love follows us all the days of our life by God. Psalm 32 is about who is blessed (1,2) by God and describes about the result when one does not confess his sins (3,4). It also talks about the psalmist deal with his sins (5) and how the God would guide him (8). Finally, the ninth sentence mentions about what we are not to like as horse or mule (9). How to cite Psalm 1, 23, 32, Essay examples

Strategic Development National Australia Bank

Question: Discuss about the Strategic Development for National Australia Bank. Answer: Introduction The purpose of this report is to analyse strategic development of National Australia Bank (NAB). Therefore, in order to, better understand the concept, the report follows a systematic approach and discusses various factors that affect the strategic development of the organization in logical sequence. The report begins with a brief discussion about the growth and development of NAB since its inception to the present. It discusses what strategies that the organization has implemented over the years. Next, the report discusses various criticisms faced by the company in relation to the business practices it has employed over the years. Further, the report undertakes a comprehensive environmental analysis of the industry where it operates. Lastly, the report discusses and analyses the organizational structure and leadership style within the NAB. Company Background NAB was formed in the year 1982 by the merger of National Bank of Australia and the Commercial Banking Company of Sydney. The merger resulted in expansion of financial base of the NAB and activated significant expansion outside Australia in the ensuing years. This more than 150 years old bank provides solutions to customers with their money. At present, the company employs more than 35,000 people that serve more than 10 million customers at more than 800 branches in Australia, New Zealand and around the world. The business of NAB business model is built on understanding customer needs, supporting and providing solutions as per their needs. NAB is Australias largest bank. Therefore, it provides banking solutions to small, medium and large business organizations in starting, running and growing their businesses. During the period from 1987 to 1997, bank operations grew substantially as the organization acquired many foreign banks (Nab.com.au 2016). Business strategies applied by NAB Vision: To be worlds leading financial services company. Mission: NAB bank aim is to take the hard work out of banking. Business strategy Since its inception, NAB has applied market development strategy. The company has focussed on expanding its business through mergers and acquisitions. The bank opened representative offices in different cities around the world. In 1987, NAB acquired Clydesdale (Scotland) and Northern Bank (Ireland). In 1990, NAB purchased Yorkshire Bank (England). Further, in 1992, NAB acquired Bank of New Zealand and in 1995, it acquired Michigan National Bank, the banks first foray into the US market (Fleisher and Bensoussan 2015).In addition, NAB acquired HomeSide Lending, a leading US mortgage service provider based in Florida. In 2000, NAB acquired MLC Limited for $4.56bn, which is one of the biggest mergers in Australian corporate history (Liu 2015). NABs case of growth by overseas expansion strategy has helped the company to access international markets, however expected results outcomes of this strategy has been far from a roaring success story. By the year 1997, NAB was performing exceptionally well and the company was determined to become worlds leading financial services company. In order to achieve this, NABs management continued on their strategy of growing organically and through well thought acquisitions. During the initial 10 to 15 years, NAB focused only on expanding its business operations to international markets (Moutinho 2016). Criticisms of business practices Foreign exchange scandal: On January 13, 2004, NAB announced that it had lost AU$360 million in foreign currency trading. The massive loss was due to increasing reliance on speculation and high-risk investment activity to boost profitability. Subsequent investigation by Price Waterhouse Coopers and the Australian Prudential Regulation Authority found the involvement of internal staff and suggested a need of cultural change. The losses were due to faulty speculative position where the traders misrepresented profits in order to earn heavy bonuses. In order to show profits, traders speculated on the US dollar, proclaiming that it would rise against the Australian dollar and other currencies. NAB put the blame for losses to unauthorized trading by some rouge employees at its foreign exchange options desk. However, PwC highlighted NAB insufficient risk management policies and poor control mechanisms (Cummins and Santomero 2012). Although, the bank maintained that the high-risk activity was not the strategy of the bank, the emergence of information later contradicted NABs assertion. It was found that NAB was trading at levels far greater than its official risk caps. The Australian banks usually calculate their exchange option financial exposure by a Value at Risk (VaR) formula. It determines the maximum apparent losses that could result at any particular time. At that time, NABs foreign exchange options cap was $3.25 million dollars; while the company accrued a total loss of AU$360 dollars which was 110 times the maximum VaR. Moreover, NABs annual report suggested that increasingly risky trading was mindful policy. It is evident from the fact that The average VaR of bank in Sept. 1999 was $3 million while for the same month in 2000 it stood at $20 million, this increase in the value of VaR clearly indicates that banks risky trading. Moreover, in an attempt to hide the unscrupulous business practice, NAB aband oned its usual practice of publishing year-on-year comparisons in annual report figures (Batten et al. 2015). Financed greenhouse gas emissions: NAB faced severe criticisms for its involvement in providing loan in the order AUD 11.2 billion to the fossil fuel industry in Australia since 2008. On the other hand, the banks loan in renewable energy amount to just 20% of the amount of fossil fuels i.e. AUD 2.2 billion dollars. This has raised concerns that the finance provided by NAB has significantly contributed to existing problems of global warming. This has raised considerable outrage in the Australian community and led to various responses including creation of fossil fuel free investment products that excluded NAB from the investment universe. The stakeholders of NAB raised their concern in annual general meeting and demanded for detailed emissions disclosure and reduction in loans for fossil fuels. Environmentalists and protest groups covered ATM screens in order to raise awareness regarding the unethical business practices and its impact on the environmental degradation of the Great Barr ier Reef. In addition, the customers of the bank shifted their money to those banks that have lower financed emission portfolios (Dao et al. 2016). Environmental analysis PESTLE analysis: PESTLE analysis refers to analysis of Political, Economic, Social, Technological, Legal and Ecological environment where the company operates. It aims at scanning the external business environment of the business that is beyond the control of organization but exercises considerable influence on the long-term success of the business. The PESTLE analysis of NAB can be undertaken as Political: The banking sector is most affected by the political factors present within the country where it operates. Moreover, as NAB is expanding its operations by entering global markets, its business is affected by the political ideologies, political stabilities and policies of respective countries. Moreover, the banks operations and profitability is directly linked with geo-political environment. The ongoing unrest in Middle Eastern countries, polarization of power, conflict between Russia and the United States of America, problems with North Korea and increasing terrorist activities all around the world, have affected the business of NAB. However, the domestic market provides support and required infrastructure, which is beneficial for NAB (Hill 2012). Economic: The economic environment is favourable for the business of the organization. The revival of economy after the financial crisis of 2008 sends positive signals and world economy is again forwarding in right direction. The country is experiencing greater foreign investment and positive outlook among the investors presents favourable conditions for NAB to grow in next few years. Socio-cultural: Socio cultural factors also affect the business operations of NAB. These factors include level of education in the society, life style preferences, profession, values and cultures of the people, education level and so on. In this regard, Australian society exhibits all the favourable conditions for business development of NAB and people are aware of the importance of banking solutions in their lives (Grant 2016). Technological: In the todays world, technology is evolving at a faster rate. Technological changes in the banking sector have direct impact on the long-term sustainability of the banks. In this context, NAB has invested in developing cutting edge and competitive technology that would provide NAB competitive advantage over the competitors. Further, increasing influence of internet in banking operations and digitalization of currency has changed the dynamics of banking industry and NAB has implemented strategies to take advantage of such technological changes (Safeena and Date 2015). Legal: All the business organizations are required to comply with the legal requirement of the land where it operates. NAB being a financial institution is subject to various regulations and standards. The Australian Prudential Regulation Authority (APRA) is the governing body that overseers banks and other financial bodies in Australia. In addition, Reserve Bank of Australia also prescribes guidelines that the banks are requires to comply. The purpose of these regulations is to prevent the unscrupulous business practices and protections of rights of customers. Therefore, it can be said that legal environment is beneficial for the long-term sustainability of business operations of NAB (Florey 2012). Ecological: Increasing concern for the environment has made it crucial for business entities to adopt sustainable and environment friendly business practices. The bank has faced severe criticisms for fossil fuel industries. Therefore, it is important for NAB bank to identify social and environmental risks especially in credit approval process. In this regard, NAB has developed environmental issues policy to identify such risks and undertake appropriate strategies to mitigate those risks (Boersma 2015). SWOT analysis of NAB Strengths Strong brand name Financially strong Leading financial player with diverse products and services Weaknesses Globally less renowned Declining revenues impacting growth activities Opportunities Expansion in Asian markets Diversifying portfolio Threats Stiff control by government on the wake of financial crisis and recession Stiff competition from other banks (Source: As created by author) Organizational culture NABs organizational culture is inspired by five core values passion for customer, will to win, be bold, respecting the people and doing the right thing. Organizational culture leadership are two sides of the same coin and cannot be understood without each other. From 1999 to 2004, Frank Cicuttio, was the CEO of the company. During his position as a leader, the bank grew tremendously until the foreign currency trader fraud was exposed, which also led to his resignation. This incident also led to change in organizational culture. The culture of the organization has been under scrutiny for its inability to risk management and placing control measures to avoid mismanagement (Alvesson 2012).The leaders were more focussed on increasing profitability and revenues at any cost. Since the debacle of forex scandal, the company is in damage control and has been not able to produce effective leaders. The organizational culture has been secretive and leaders exercise maximum control on all the fu nctions of organization. Therefore, it can be said that the organizational culture of NAB is bureaucratic in nature. There is too much hierarchy and the communication follows top to bottom. The top executives take all the decisions and employee participation is restricted. Moreover, NABs inability to make a strong and positive presence in other countries apart from Australia is attributed to failed leadership and the bank has to adopt a more holistic and participative style of leadership in order to be successful globally (Tehan and Thompson 2013). Conclusion From the above discussion, it is evident that NAB has been able to achieve the stature of one of the biggest banks in Australia with the effective implementation of its strategic policies. In the domestic market, NAB enjoys dominant position; however, its foreign endeavour has been less successful. The bank has adopted expansionist strategy to grow and entered new markets. Further, the bank has also suffered some set back due to some scandals and business decisions such as loaning of fossil fuel industries that lead to massive public outrage and the foreign exchange scandal that not only cost the company financially but also tarnished the image of the bank. However, from the environmental analysis it is clear that there are huge opportunities for banks growth and development; but in order to exploit these opportunities, bank has to revaluate its organizational and instil string leader at its helm to enhance the image of the organization and to boost the confidence of employees to ach ieve organizational objectives. References Alvesson, M., 2012.Understanding organizational culture. Sage. Batten, J.A., Loncarski, I. and Szilagyi, P.G., 2015. Strategic Insider Trading: Evidence from the Foreign Exchange Markets.Available at SSRN 2653576. Boersma, M., 2015. How Does Sustainable Banking Add Up?.Catalyst Australia, Sydney. Cummins, D. and Santomero, A. eds., 2012.Changes in the life insurance industry: Efficiency, technology and risk management(Vol. 11). Springer Science Business Media. Dao, A., Godwin, A. and Ramsay, I., 2016. From enforcement to prevention: international cooperation and financial benchmark reform.Law and Financial Markets Review, pp.1-19. Fleisher, C.S. and Bensoussan, B.E., 2015.Business and competitive analysis: effective application of new and classic methods. FT Press. Florey, K.J., 2012. State Law, US Power, Foreign Disputes: Understanding the Extraterritorial Effect of State Law in the Wake of Morrison v. National Australia Bank.Boston University Law Review,92(2). Grant, R.M., 2016.Contemporary strategy analysis: Text and cases edition. John Wiley Sons. Grant, R.M., 2016.Contemporary strategy analysis: Text and cases edition. John Wiley Sons. Hill, J.G., 2012. Why did Australia fare so well in the global financial crisis?. Klettner, A., Clarke, T. and Boersma, M., 2014. The governance of corporate sustainability: Empirical insights into the development, leadership and implementation of responsible business strategy.Journal of Business Ethics,122(1), pp.145-165. Liu, H., 2015. Constructing the GFC: Australian banking leaders during the financial crisis.Leadership, p.1742715015584537. Moutinho, L., 2016. National Australia Bank (Australia). InWorldwide Casebook in Marketing Management(pp. 515-549). Nab.com.au. 2016. Personal. [online] Available at: https://www.nab.com.au/ [Accessed 2 Sep. 2016]. Safeena, R. and Date, H., 2015. Customer perspectives on e-business value: case study on internet banking.The Journal of Internet Banking and Commerce,2010. Tehan, M. and Thompson, N., 2013. Loss and Grief in the Workplace: The Challenge of Leadership.OMEGA-Journal of Death and Dying,66(3), pp.265-280.