BREWING INDUSTRY

PESTEL
POLITIC: responsible drinking + regulations ECONOMIC : prices of raw material or inflation SOCIAL Alcoholism, binge dringing

PESTEL
TECHNOLOGICAL: modern equipments for environmental management ENVIRONMENTAL: producers turn to cans infinitely recyclable LEGAL: acquisitions : Grolsch &SABMiller mergers :InBev strategic alliances

Porters five forces

POTENTAL ENTRANTS: basic equipments specific knowledge increasing VAT key
SUBSTITUDES: wine consumption BUYERS: wholesales strong negotiating power

Porters five forces

SUPPLIERS: not balanced mutual dependence

COMPETITIVE RIVALRY: high exit barriers four leading breweries market segmented industry is saturated

InBev
number 1 or 2 position in over 20 key markets 300 focus brands 120000 employees in 25 different countries worldwide responsible drinking programs

Scottish & Newcastle

Market leader in the UK, France, Russia Brands: Kronenbourg 1664, Fosters Weakness: closing brewery Carlsberg + Heineken: 7.8 billion

 The biggest brewery in Europe

Owns more than 170 brands

Acquires local companies, like Soproni

Priorities : - revenue growth - improve efficiency - cost reduction - fast strategy fulfilment - focus on winner markets

Grolsch
2nd brewery in The Netherlands owner is the SABMiller (210 million hectolitre in 2009) Innovation: appearance,flavoured beers Brand Amsterdam-low-priced strong beers

Conclusions

 http://www.guardian.co.uk/business/2007/apr/18/7 http://archaeology.suite101.com/article.cfm/worlds-oldest-knownalcoholic-beverages http://www.heinekeninternational.com/content/live/files/downloads/Hist ory%20of%20Heineken.pdf http://www.ab-inbev.com/ http://www.grolsch.com/ http://www.guardian.co.uk/business/2008/jan/26/fooddrinks.scottishand newcastle http://news.bbc.co.uk/2/hi/business/7322668.stm