Beruflich Dokumente
Kultur Dokumente
by Dominik Sauer
Content 28/40
Vision & Values 3
Mission 4
EFE & IFE 6
CPM8
TOWS Matrix 11
Space Matrix 13
BCQ Matrix 16 IE Matrix20
PESTEL 23
Grand Strategy Matrix 25
QSPM Matrix 27
Dominik Sauer
Dominik Sauer
Mission
INPUT
Dominik Sauer
EFE
External
Factors
Opportunities
1
2
3
4
1
2
3
4
5
IFE
Internal
Factors
Stengths
1
2
3
4
5
CPM
Critical success
factor
Heineken
weigh
t
Ratin
g
Score
AnheuserBusch
Ratin
g
Score
SAB-Miller
Ratin
g
Score
0.07
0.28
0.21
0.21
0.1
0.3
0.4
0.3
Technology
0.06
0.12
0.18
0.18
Financial Position
0.09
0.27
0.18
0.18
0.1
0.2
0.4
0.3
Customer loyalty
0.11
0.33
0.22
0.44
Brand name
0.11
0.44
0.22
0.33
Pricing
0.07
0.14
0.28
0.21
Product Quality
0.09
0.27
0.27
0.27
Compatibility
0.1
0.2
0.3
0.3
Promotion
0.1
0.4
0.2
0.4
Innovation
Management
Market share
Matching
Dominik Sauer
TOWS Matrix
Dominik Sauer
Strengths - S
TOWS
Matrix
TOWS
MATRIX
Opportunities O
1. Investments in emerging
brands
2. Recovery of Global Economy
3. Higher beer consumption in
Asia, Africa, Latin
America
4. Stronger CSR for company
image and to set
examples
Threats T
1. High competition (local and
global breweries)
2. Higher Taxes and Excises
(Burdens) since alcohol
abuse is governmental
concern
3. Ukraine/Russia Crisis
4. Burdens through different
Requirements of
Weakness W
1. Weaker Trading than expected
to key markets (US., France,
Vietnam)
2. Rather high pricing compared
to many local beers
3. High average age of consumers
(ca. 30 years old
SO - strategies
1. Innovations (flavours) not
WO strategies
1.
2.
ST strategies
WT strategies
1. Use Marketing/Sponsorship
advantage to be more
powerfull than the
competition
2. Cost reduction to
overcome higher taxation
SPACE Matrix
Dominik Sauer
Return on Investment
leverage
Working Capital
Liquidity
Price earning ratio
Total
Average
4
3
4
3
3
17
3,4
Technological changes
Rate of Inflation
Price range of Competing products
Competitive pressure
Barriers to entry into market
Demand variability
Total
Average
Total
Average
-2
-2
-3
-5
-4
-2
- 18
-3
- 21
- 4,2
Growth Potential
Profit Potential
Financial Stability
Labor cost
Technological know-how
Total
Average
4
3
4
2
4
17
3,4
FS
CA
IS
ES
FS - ES
3.4 3 = 0.4
CA + IS
- 4.2 + 3.4 =
- 0.8
BCG Matrix
Dominik Sauer
Table
Brand
Market
share
%
Largest
Competitor
GROWTH
s Market
RATE %
share
%
Relative
MARKET
SHARE %
ID
Revenue
%
3,1
42
20
18
0,9
Amstel
Beer
1,5
20
15
12
0,8
Desperados 1,4
19
12
13
11
Cruzkampo 0,9
12
0,625
0,75
Gold
0,5
Profit %
Dominik Sauer
0,5
20%
3
10%
2
4
0%
Dominik Sauer
IE Matrix
Dominik Sauer
EF
E
4,0
Grow
And
Build
Hold
And
Maintain
Harvest
Or
Divest
3,0
2,0 2,0
6
1,0
4,0
3,0
2,0
2,9
7 Dominik Sauer
1,0
IFE
Dominik Sauer
PESTEL
Dominik Sauer
Pestel
Issues
Political
Economical
Social
- Different Demographics in
Different Continents
- Known by Football fans
Technological
- Improve effectiveness of
Transportation
Environmental
Legal
Dominik Sauer
Grand Strategy
Matrix
Heineken is working in
a rather slow growing
market but within this
market it maintains a
strong competitive
postition. The consume
of beer is not destined
to grow highly in total
(decrease in some
continents while
increasing in others).
Heineken established
several mergers and
acquisitions in the last
decades to stay
competitive.
Dominik Sauer
QSPM Matrix
Dominik Sauer
Expand existing
Markets
Weight
AS
Develop / Penetrate
new/emerging
markets
TAS
AS
TAS
0.23
0.69
0.92
0.14
0.42
0.42
0.09
0.36
0.27
0.04
0.12
0.08
0.15
0.45
0.6
0.19
0.76
0.38
High Pricing
0.06
0.12
0.18
0.1
0.2
0.2
Weaknesses
Total weight
1.00
3.12
3.05
Opportunities
Expand
existing
markets
weight
AS
Develop / Penetrate
New/emerging
markets
TAS
AS
TAS
0.72 3
0.54
0.07
0.21 3
0.21
0.2
0.2
0.8
0.09
0.27 3
0.27
0.13
0.39 3
0.39
Excises + Taxes
0.12
0.48 4
0.48
0.09
0.27 3
0.27
0.08
0.32 1
0.08
0.04
0.08 4
0.16
Threats
Total weight
1.00
2.94
51
6.0
3.2
47
6.25
References
- Annual report of Heineken 2013
- http://
www.handelsblatt.com/unternehmen/industrie/brauerei-konzern
heineken-verkauft-mehr-bier/7292752.html
Dominik Sauer