Transnational Casestudies At Heineken – Case Study
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casestudy on how heineken organises as a transnational company (defined by goshal and bartlett)
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Transnational Casestudies At Heineken – Case Study
- 1. Transnational Strategies at Heineken? Prof. Dr. Andreas M. Hartmann Andri Hinnen João Viana 1
- 2. Transnational Strategies at Heineken? 1 Heineken at a Glance 2 Heineken‘s Strategy 3 Integration-Responsiveness Grid 4 Leveraging all Sources of Competitive Advantage 5 Conclusion: A Truly Transnational Strategy? Prof. Dr. Andreas M. Hartmann Andri Hinnen João Viana 1
- 3. 1 Heineken at a Glance Founded in 1864 by Gerard Adriaan Heineken in Amsterdam. Third largest brewery in the world after Anheuser-Busch InBev and SABMiller (based on revenue), Fortune 442 125 breweries in more than 70 countries 170 international, regional, local and speciality beers around the globe Geographical Structure: - Western Europe - Central and Eastern Europe, - The Americas, - Africa and the Middle East - Asia-Pacific www.heinekeninternational.com http://markets.ft.com/tearsheets/financialsSummary.asp?s=nl%3AHEIA http://money.cnn.com/magazines/fortune/global500/2009/snapshots/6918.html 2
- 4. 1 Heineken at a Glance Founded in 1864 by Gerard Adriaan Heineken in Amsterdam. Third largest brewery in the world after Anheuser-Busch InBev and SABMiller (based on revenue), Fortune 442 125 breweries in more than 70 countries 170 international, regional, local and speciality beers around the globe Geographical Structure: - Western Europe Revenue: $21 bn - Central and Eastern Europe, Profit: $0.153 bn - The Americas, - Africa and the Middle East - Asia-Pacific www.heinekeninternational.com http://markets.ft.com/tearsheets/financialsSummary.asp?s=nl%3AHEIA http://money.cnn.com/magazines/fortune/global500/2009/snapshots/6918.html 2
- 5. 2 Heineken‘s Strategy “Our brand strategy is to build a strong portfolio that combines the power of local and international brands and which has Heineken at its centre. The consistent growth of our brands requires solid creative brand management, which we coordinate centrally. By carefully balancing our brands portfolios and achieving optimal distribution and coverage, we aim to build and sustain strong positions in local markets.“* Heavy M&A activities, organic growth, efficiency, global and local brands *www.heinekeninternational.com http://markets.ft.com/tearsheets/financialsSummary.asp?s=nl%3AHEIA 3
- 6. 2 Heineken‘s Strategy “Our brand strategy is to build a strong portfolio that combines the power of local and international brands and which has Heineken at its centre. The consistent growth of our brands requires solid creative brand management, which we coordinate centrally. By carefully balancing our brands portfolios and achieving optimal distribution and coverage, we aim to build and sustain strong positions in local markets.“* Heavy M&A activities, organic growth, efficiency, global and local brands = a Transnational Strategy? *www.heinekeninternational.com http://markets.ft.com/tearsheets/financialsSummary.asp?s=nl%3AHEIA 3
- 7. Integration Responsiveness Grid: Product (Need for) Global Integration (Need for) Local Responsiveness Prahalad, C.K. & Doz, Y. (1987). The Multinational Mission: Balancing Local Demands and Global Vision. New York: Free Press *FT.com (2009). Heineken: Brewer taps into local tastes (Geoff Smith). Found on www.ft.com **The Economist (Julie 20th 2009). Idea: Globalisation. Found on www.theeconomist.com Levitt, T., “The Globalisation of Markets”, Harvard Business Review, May–June 1983 4
- 8. Integration Responsiveness Grid: Product (Need for) Global Integration (Need for) Local Responsiveness Prahalad, C.K. & Doz, Y. (1987). The Multinational Mission: Balancing Local Demands and Global Vision. New York: Free Press *FT.com (2009). Heineken: Brewer taps into local tastes (Geoff Smith). Found on www.ft.com **The Economist (Julie 20th 2009). Idea: Globalisation. Found on www.theeconomist.com Levitt, T., “The Globalisation of Markets”, Harvard Business Review, May–June 1983 4
- 9. Integration Responsiveness Grid: Product “(…)little concession to local tastes and manufacture their goods in a few centralised production facilities.“** (Need for) Global Integration (Need for) Local Responsiveness Prahalad, C.K. & Doz, Y. (1987). The Multinational Mission: Balancing Local Demands and Global Vision. New York: Free Press *FT.com (2009). Heineken: Brewer taps into local tastes (Geoff Smith). Found on www.ft.com **The Economist (Julie 20th 2009). Idea: Globalisation. Found on www.theeconomist.com Levitt, T., “The Globalisation of Markets”, Harvard Business Review, May–June 1983 4
- 10. Integration Responsiveness Grid: Product (Need for) Global Integration (Need for) Local Responsiveness Prahalad, C.K. & Doz, Y. (1987). The Multinational Mission: Balancing Local Demands and Global Vision. New York: Free Press *FT.com (2009). Heineken: Brewer taps into local tastes (Geoff Smith). Found on www.ft.com **The Economist (Julie 20th 2009). Idea: Globalisation. Found on www.theeconomist.com Levitt, T., “The Globalisation of Markets”, Harvard Business Review, May–June 1983 4
- 11. Integration Responsiveness Grid: Product (Need for) Global Integration „Heineken: Brewer taps into local tastes“* (Need for) Local Responsiveness Prahalad, C.K. & Doz, Y. (1987). The Multinational Mission: Balancing Local Demands and Global Vision. New York: Free Press *FT.com (2009). Heineken: Brewer taps into local tastes (Geoff Smith). Found on www.ft.com **The Economist (Julie 20th 2009). Idea: Globalisation. Found on www.theeconomist.com Levitt, T., “The Globalisation of Markets”, Harvard Business Review, May–June 1983 4
- 12. Integration Responsiveness Grid*: Branding (Need for) Global Integration (Need for) Local Responsiveness Prahalad, C.K. & Doz, Y. (1987). The Multinational Mission: Balancing Local Demands and Global Vision. New York: Free Press *FT.com (2009). Heineken: Brewer taps into local tastes (Geoff Smith). Found on www.ft.com **The Economist (Julie 20th 2009). Idea: Globalisation. Found on www.theeconomist.com Levitt, T., “The Globalisation of Markets”, Harvard Business Review, May–June 1983 5
- 13. Integration Responsiveness Grid*: Production (Need for) Global Integration (Need for) Local Responsiveness Prahalad, C.K. & Doz, Y. (1987). The Multinational Mission: Balancing Local Demands and Global Vision. New York: Free Press *FT.com (2009). Heineken: Brewer taps into local tastes (Geoff Smith). Found on www.ft.com **The Economist (Julie 20th 2009). Idea: Globalisation. Found on www.theeconomist.com Levitt, T., “The Globalisation of Markets”, Harvard Business Review, May–June 1983 6
- 14. 4 Leveraging all sources of comparative advantage? Sources of Comp. Advantage National differences Scale Economics Scope Economics. Differences in Factors Expanding and exploiting Efficiency Sharing of Investments Strategic Objectives Costs potential scale economies Multinational Risk Diversification & Balancing Scale with portfolio diversification Flexibility Opportunity Seeking Flexibility learning from cultural benefit from experience, Shared Learning, across Learning differences learning curve Org. Compponents Bartlett, C. A., Ghoshal, S., & Beamish, P. W. 2008. Transnational Management, 5th ed. New York: McGraw-Hill/Irwin. *Bickerton, I. & Wiggins, J. (May 9th 2009).Change is brewing at Heineken. Found on www.financialtimes.com www.heinekeninternational.com 7
- 15. 4 Leveraging all sources of comparative advantage? Sources of Comp. Advantage National differences Scale Economics Scope Economics. High est A in the sset Turno Indus ver tr y! Differences in Factors Expanding and exploiting Efficiency Sharing of Investments Strategic Objectives Costs potential scale economies Multinational Risk Diversification & Balancing Scale with portfolio diversification Flexibility Opportunity Seeking Flexibility learning from cultural benefit from experience, Shared Learning, across Learning differences learning curve Org. Compponents Bartlett, C. A., Ghoshal, S., & Beamish, P. W. 2008. Transnational Management, 5th ed. New York: McGraw-Hill/Irwin. *Bickerton, I. & Wiggins, J. (May 9th 2009).Change is brewing at Heineken. Found on www.financialtimes.com www.heinekeninternational.com 7
- 16. 4 Leveraging all sources of comparative advantage? Sources of Comp. Advantage National differences Scale Economics Scope Economics. Differences in Factors Expanding and exploiting Efficiency Sharing of Investments Strategic Objectives Costs potential scale economies Multinational Risk Diversification & Balancing Scale with portfolio diversification Flexibility Opportunity Seeking Flexibility learning from cultural benefit from experience, Shared Learning, across Learning differences learning curve Org. Compponents Bartlett, C. A., Ghoshal, S., & Beamish, P. W. 2008. Transnational Management, 5th ed. New York: McGraw-Hill/Irwin. *Bickerton, I. & Wiggins, J. (May 9th 2009).Change is brewing at Heineken. Found on www.financialtimes.com www.heinekeninternational.com 7
- 17. 4 Leveraging all sources of comparative advantage? Sources of Comp. Advantage National differences Scale Economics Scope Economics. Differences in Factors Expanding and exploiting Efficiency Sharing of Investments Strategic Objectives Costs potential scale economies Multinational Risk Diversification & Balancing Scale with portfolio diversification Flexibility Opportunity Seeking Flexibility de cade as r nt in a otspots on he lea in the h “It is a less manager o Italy or r cultural aH eineken and Rwanda. Learning learning from benefit from experience, Shared Learning, across go the Con ands."* differences learning curve Org. Compponents of rl th e Nethe Bartlett, C. A., Ghoshal, S., & Beamish, P. W. 2008. Transnational Management, 5th ed. New York: McGraw-Hill/Irwin. *Bickerton, I. & Wiggins, J. (May 9th 2009).Change is brewing at Heineken. Found on www.financialtimes.com www.heinekeninternational.com 7
- 18. 4 Leveraging all sources of comparative advantage? Sources of Comp. Advantage National differences Scale Economics Scope Economics. Differences in Factors Expanding and exploiting Efficiency Sharing of Investments Strategic Objectives Costs potential scale economies Multinational Risk Diversification & Balancing Scale with portfolio diversification Flexibility Opportunity Seeking Flexibility learning from cultural benefit from experience, Shared Learning, across Learning differences learning curve Org. Compponents Bartlett, C. A., Ghoshal, S., & Beamish, P. W. 2008. Transnational Management, 5th ed. New York: McGraw-Hill/Irwin. *Bickerton, I. & Wiggins, J. (May 9th 2009).Change is brewing at Heineken. Found on www.financialtimes.com www.heinekeninternational.com 7
- 19. 4 Leveraging all sources of comparative advantage? Sources of Comp. Advantage National differences Scale Economics Scope Economics. Differences in Factors Expanding and exploiting Efficiency Sharing of Investments Strategic Objectives Costs potential scale economies Multinational Risk Diversification & Balancing Scale with portfolio diversification Flexibility Opportunity Seeking Flexibility learning from cultural benefit from experience, Shared Learning, across Learning differences learning curve Org. Compponents Bartlett, C. A., Ghoshal, S., & Beamish, P. W. 2008. Transnational Management, 5th ed. New York: McGraw-Hill/Irwin. *Bickerton, I. & Wiggins, J. (May 9th 2009).Change is brewing at Heineken. Found on www.financialtimes.com www.heinekeninternational.com 7
- 20. 4 Leveraging all sources of comparative advantage? Sources of Comp. Advantage National differences Scale Economics Scope Economics. Differences in Factors Expanding and exploiting Efficiency Sharing of Investments Strategic Objectives Costs potential scale economies Multinational Risk Diversification & Balancing Scale with portfolio diversification Flexibility Opportunity Seeking Flexibility learning from cultural benefit from experience, Shared Learning, across Learning differences learning curve Org. Compponents Bartlett, C. A., Ghoshal, S., & Beamish, P. W. 2008. Transnational Management, 5th ed. New York: McGraw-Hill/Irwin. *Bickerton, I. & Wiggins, J. (May 9th 2009).Change is brewing at Heineken. Found on www.financialtimes.com www.heinekeninternational.com 7
- 21. 4 Leveraging all sources of comparative advantage? Sources of Comp. Advantage “Gr Hei oup pu National differences Scale Economics Scope Economics. ma neken’ rchasin k s and ing us scale g ensu cost active e of fle is leve res opp increa hedgin xibility ragedFactors ortu Efficiency ses g Differences in by in c Expanding and exploiting Sharing of Investments nitie and to mi Costsnt Strategic Objectives o r potential scale economies s fo n a r re maxim imise i cts duc npu tion ise t s.“* Multinational Risk Diversification & Balancing Scale with portfolio diversification Flexibility Opportunity Seeking Flexibility learning from cultural benefit from experience, Shared Learning, across Learning differences learning curve Org. Compponents Bartlett, C. A., Ghoshal, S., & Beamish, P. W. 2008. Transnational Management, 5th ed. New York: McGraw-Hill/Irwin. *Bickerton, I. & Wiggins, J. (May 9th 2009).Change is brewing at Heineken. Found on www.financialtimes.com www.heinekeninternational.com 7
- 22. 4 Leveraging all sources of comparative advantage? Sources of Comp. Advantage National differences Scale Economics Scope Economics. Differences in Factors Expanding and exploiting Efficiency Sharing of Investments Strategic Objectives Costs potential scale economies Multinational Risk Diversification & Balancing Scale with portfolio diversification Flexibility Opportunity Seeking Flexibility learning from cultural benefit from experience, Shared Learning, across Learning differences learning curve Org. Compponents Bartlett, C. A., Ghoshal, S., & Beamish, P. W. 2008. Transnational Management, 5th ed. New York: McGraw-Hill/Irwin. *Bickerton, I. & Wiggins, J. (May 9th 2009).Change is brewing at Heineken. Found on www.financialtimes.com www.heinekeninternational.com 7
- 23. 4 Leveraging all sources of comparative advantage? Sources of Comp. Advantage National differences Scale Economics Scope Economics. Differences in Factors Expanding and exploiting Efficiency Sharing of Investments Strategic Objectives Costs potential scale economies Multinational Risk Diversification & Balancing Scale with portfolio diversification Flexibility Opportunity Seeking Flexibility e learning from cultural Sinc benefit from experience, Shared Learning, across Learning differences learning1864 curve … Org. Compponents Bartlett, C. A., Ghoshal, S., & Beamish, P. W. 2008. Transnational Management, 5th ed. New York: McGraw-Hill/Irwin. *Bickerton, I. & Wiggins, J. (May 9th 2009).Change is brewing at Heineken. Found on www.financialtimes.com www.heinekeninternational.com 7
- 24. 4 Leveraging all sources of comparative advantage? Sources of Comp. Advantage National differences Scale Economics Scope Economics. Differences in Factors Expanding and exploiting Efficiency Sharing of Investments Strategic Objectives Costs potential scale economies Multinational Risk Diversification & Balancing Scale with portfolio diversification Flexibility Opportunity Seeking Flexibility learning from cultural benefit from experience, Shared Learning, across Learning differences learning curve Org. Compponents Bartlett, C. A., Ghoshal, S., & Beamish, P. W. 2008. Transnational Management, 5th ed. New York: McGraw-Hill/Irwin. *Bickerton, I. & Wiggins, J. (May 9th 2009).Change is brewing at Heineken. Found on www.financialtimes.com www.heinekeninternational.com 7
- 25. 4 Leveraging all sources of comparative advantage? √ Sources of Comp. Advantage National differences Scale Economics Scope Economics. Differences in Factors Expanding and exploiting Efficiency Sharing of Investments Strategic Objectives Costs potential scale economies Multinational Risk Diversification & Balancing Scale with portfolio diversification Flexibility Opportunity Seeking Flexibility learning from cultural benefit from experience, Shared Learning, across Learning differences learning curve Org. Compponents Bartlett, C. A., Ghoshal, S., & Beamish, P. W. 2008. Transnational Management, 5th ed. New York: McGraw-Hill/Irwin. *Bickerton, I. & Wiggins, J. (May 9th 2009).Change is brewing at Heineken. Found on www.financialtimes.com www.heinekeninternational.com 7
- 26. Conclusion: A Truly Transnational Strategy? Heineken IS developing global efficiency, flexibility, and worldwide learning capability simultaneously! & Heineken HAS a dispersed, interdependent specialised configuration of assets EXCENTRALISATION 8
- 27. Sources Prahalad, C.K. & Doz, Y. (1987). The Multinational Mission: Balancing Local Demands and Global Vision. New York: Free Press FT.com (2009). Heineken: Brewer taps into local tastes (Geoff Smith). Found on www.ft.com The Economist (Julie 20th 2009). Idea: Globalisation. Found on www.theeconomist.com Levitt, T., “The Globalisation of Markets”, Harvard Business Review, May–June 1983 Bartlett, C. A., Ghoshal, S., & Beamish, P. W. 2008. Transnational Management, 5th ed. New York: McGraw-Hill/Irwin. *Bickerton, I. & Wiggins, J. (May 9th 2009).Change is brewing at Heineken. Found on www.financialtimes.com www.heinekeninternational.com http://markets.ft.com/tearsheets/financialsSummary.asp?s=nl%3AHEIA 9
- 28. Back-Up 10