THE

GLOBA
L
BRANDI
NG OF
STELLA
ARTOIS
Ayushi Srivastava (MBA21196)
Saurabh Digambar Barhate (MBA21197)
Midhun GS (MBA21219)
Group 11 Vivek K M (MBA21250)
Jubin Joseph Kallokulangara (MBA21213)
Fibu Ihsan (MBA21267)
Shruti Vetal (MBA21249)
 About
the
Produc
t
Stella Artois is a classic Launched in 1920 as a
Belgian lager, golden in Christmas beer and
color with a floral, hop became a strong market
aroma leader in Belgium through
the 1970s

At 5.2% alcohol by The beer is also sold in

volume, Stella Artois was other countries like the
typically stronger than UK, Ireland, Canada and
most mainstream lagers Australia, where it has a
reduced ABV
 Strategy- 3
facets
Operations Brands Markets

• • Acquisition of existing brewers in • Increase global volume and reduce dependenece

Cross fertilization
• on Belgium and Canada
Employee motivation growth market
• Establish and manage strong market platforms
• Capacity utilization • Identify certain brands and develop
• • Decentralization
Startegic Sourcing them on a regional basis
• Mature markets- improve margin by increasing
efficiency
• Growth market- Build significant positions
World Volume
Distribution
Life Cycle
Model
 STP
SEGMENTATION TARGETING POSITIONING

Americas, Western and

To males, between Premium European
Eastern Europe, Asia
ages 21 and 45 Lager
and Australia
 SWOT Analysis
S W O T
E-Commerce and Social Media Customers are moving toward
Streamlined processes Low profitability which Oriented Business Models – E- mobile first environment which
and efficient operation can hamper new project commerce business model can can hamper the growth as Artois
management – Artois investment – Even help Artois Stella to tie up with Stella still hasn’t got a
Stella is one of the most though Artois Stella local suppliers and logistics comprehensive mobile strategy.
efficient firms in its financial statement is provider in international market. Growing dominance of digital
segment. The credit for stable, but going forward Social media growth can help players such as Amazon,
the performance goes to Artois Stella 5-7% Artois Stella to reduce the cost Google, Microsoft etc. can
successful execution and profitability can lead to of entering new market and reduce the maneuvering space
efficient operations shortage of funds to reaching to customers at a for Artois Stella and put upward
management invest into new projects. significantly lower marketing pressure on marketing budget.
budget.

Strength Weakness Opportunity Threat

PORTER Analysis
The bargaining power of suppliers is also very high in
the beer industry. Beer companies are critically While it would be difficult for a company to
dependent upon obtaining specific input goods to generate a new beer to rival Budweiser or Miller
Th very rapidly, smaller brands have arisen that
create their brews. They need a high volume of input re offer an additional value as artisan producers.

er
goods to produce their product, and they need a at

ow
o fN Also, more national and regional brands are

rp
timely and steady supply. Good relationships with
ew 'going global.'

ie
bottlers and distributors are also required to take the

l
pp
En
product to market.

Su
try

Competitive Rivalry

Th
ear The bargaining power of buyers is very high

er
to

w
in the beer industry. Consumers have many

Po
There are many substitutes of other alcoholic fS choices, spanning from other alcoholic

er
ub

y
beverages, spanning from hard spirits to wine
sti

Bu
beverages to other brands of beer, including
coolers. For casual occasions, some consumers tu
t
es smaller labels as well as the major brands.
may be satisfied with soft drinks or water as a Also, beer is not strictly a necessity.
default option. Consumers can conceivably 'do without' if
the price is too high.
 Recommendatio
ns
It is recommended that the company should pursue the First alternative of entering the emerging markets and developing the
global brand strategy. In doing so, it should partner with the local suppliers and distributors of the region to develop an
effective entry strategy.

The company should slowly and steadily transform its Stella brand image in developed regions to sync with the new customer
pattern (Gelder, 2015). This will sustain its market share in developed market as well and will maintain a strong position in
both type of markets while on the other hand it will channel towards forming a standard global brand.

It makes sense for Interbrew to develop a global brand since it should expand the companies name and increase their net
sales. Although with going global the company needs to ensure that they are still focusing on targeting the appropriate market.
They need to ensure that they are focusing and developing within the key markets that are going to increase their market
shares in the future
THANKS!