Heineken Case Analysis

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International Case Analysis – Heineken Ronald J. McIntosh MG 495 Strategic Management - Winter 2014 City University of Seattle


Heineken begins it story as a company in 1864 when its founder, Gerard Adrian

Heineken purchased a small brewery in Amsterdam, Netherlands. Since that time, multiple

generations have expanded the Heineken brand to be the third largest brewer in

Europe and expanded its branding reach globally. The company’s portfolio includes 170

international premium, regional, local and specialty beers to
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These factors affect consumer’s behaviors when making purchasing decisions of their preferred alcoholic beverage. Further, these sociocultural factors can developed over years and most companies have been able to adapt to them effectively. “Light beers” or better known as “low-carb beers” are an example of companies being able to adapt to these factors (Gale Group, 2012).

Business Level Strategy

The business level strategy of Heineken is to grow the business in a sustainable and consistent manner, while constantly improving profitability. The four priorities for action include: ➢ To expand sustainable top-line growth; ➢ To improve operational efficiency and cost reduction; ➢ To maximize implementation: Committing to faster decision making and execution; ➢ To approach markets where the company believes it can achieve a “must win” battle.

Driving this mission focus is the Heineken Group Board of Directors. The management of
Heineken is run by the Executive Board, which has two members and one Chairman. The company has five operating regions: Western Europe, Central and Eastern Europe, The
Americas, Africa and the Middle East as well as Asia-Pacific. Each region is headed by a

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