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History
Early Years
1889 Don Enrique Maria Barretto de Ycaza y Esteban applied for a royal grant from Spain to brew beer in the Philippines. September 29, 1890 (Michaelmas, feast day of St. Michal de Archangel) La Fabrica de Cerveza de San Miguel was declared open for business. Two Sections: production of ice and beer production June 6, 1893 Incorporated and registered with a capital of Php 180,000.00 (corporation)
1895 Won its 1st of many awards as a product of the highest quality at the Exposicion Regional de Filipinas. 1896 Outselling by more than 5-to-1 all imported beers in the country.
Early Years
1910 Modernization of operations, installation of electric conveyors and automatic machines.
1913 Consumption in the Philippines: Imported Beer 12%; San Miguel Beer 88%
1914 Exporting business and products to Hong Kong, Shanghai, Guam, Honolulu, Hawaii.
1922 Royal Softdrinks Plant in Manila producing Royal TruOrange, Royal Products and aerated water.
1924 Coca-Cola bottling
An ad that appeared in the Jan. 17, 1924 edition of the Manilabased Spanish-language satirical magazine Aray.
Internationalization
1984 Mandaluyong Office Business: shrimp processing and freezing, brought coconut oil milling and refining operations
1987 La Tondena Distillers Inc., leading producer of hard liquor in the Philippines.
Internationalization
1988 Beef and pork production; major competitor Asia Brewery (Beer na Beer). 1987 - 1993 Reduce workforce. 1985 - 1989 Exports grew to 24 countries: Asias key markets, US, Australia and Middle East.
1995 Manufacturing Plants in Hong Kong, China, Indonesia, Vietnam, Taiwan, Guam and Nepal.
1986 - 1994 Sales: Quintupled 1996 San Miguel Beer Hong Kong Limited
2005 Kirin Brewery Co Ltd, National Foods Ltd Australias largest traded dairy; Singapore based Del Monte Pacific Lts., regions largest pineapple center.
2006 Sold CCP ventures (Cosmos Bottling and Phil. Brewer Partners) to TCC Company.
Headquarters, 40 San Miguel Avenue, Mandaluyong City, Philippines
History
San Miguel Corporation is one of the oldest and largest company in the Philippines. In its 100-year history, it has a clear leadership position in the Philippine beer industry, as well as, established successful forays into other related and unrelated product areas. In the late 2000s, found Eduardo Cojuangco, CEO of the San Miguel Corporation, South Asia was the largest food and beverage companies to. Caught in a dilemma Cojuangco wanted San Miguel in industries that scale and good future growth opportunities had to move, would build leadership positions in key industries that drive growth not only for San Miguel, but also for the Philippines. At the same time, San Miguel company would reverse its international expansion plans. The case concerns the discussion of this strategy, tracing issues of internationalization compared to a focused domestic product growth in non-related companies in the Philippines, such as energy, mining, infrastructure and other utilities.
Introduction
San Miguel started to reinvent the company and focus on a new direction it sold off its Australian Assets which were National Foods in 2007 to its strategic partner Kirin Holding and J. Boag & Son in 2008 at a higher price than when it was purchased and 42.2% stake in its joint venture with Nutri Asia group. It also started to reorganize its food business, concentrating and placing a deeper focus on the brands it fully owned and finally turning its beer division into a separate subsidiary called San Miguel Brewery becoming a separate entity in the Philippine stock exchange. This was done in order to raise capital and isolate the beer business from the potentially negative impact of the companys new direction. After San Miguel has diversified into a number of business such as energy, oil, telecommunications and even proposed on a project which involved the construction of a dam, hydropower plant and water treatment and storage facilities. In 2008 in acquired 27% of Meralco but later had to unload its stock due to PLDTs continued pursuit for the said company. It also acquired 50.1% of Petron and upon its take over implemented a number of changes, transferring key personnel to Petron. Lastly it pursued a joint venture with Qtel and in 2009 acquired 32.7 percent stake in Liberty Holdings, Inc. Aside from its success full acquisition it also had numerous failed attempts in acquiring other business concerning energy. During the late 2000s San Miguel has already began gaining most of its profits from its new businesses. Having the Philippines larges and most dominant oil company and becoming the largest electric power producer in the Philippines despite its few set backs the previous years failed attempts in acquiring contracts. But this does not mean that the company has left its traditional businesses to rot. Improving sales both nationally and internationally in its beer operations and gaining revenue growth in both its food and packaging operations. San Miguel how ever was not successful in all its new divestitures. Its telecommunication business was still a small player in its industry and a few of its
Learning Objective :
To understand and know the rationale behind the SMB strategy.
Subject Covered :
Competition; Implementing Strategy; Strategy formulation
Setting :
Geographic : Philippines Industry : Beverages consumer products Event Year Begin: 2007 Event Year End : 2013
Objective To expand the market share to multiply their current scope To grow their products-services portfolio and to increase sales To assess whether the current business strategy is appropriate given the current business situation and the determine the right business strategy To achieve business growth and ensure profitability of business operations
The capabilities and skills of the personnel will be evaluated. The performance efficiency and effectiveness will be determined. Plans are materialized and initiated at a small time frame Loopholes within the organizational strategy, goals and mission will be resolved.
New strategies may lead to enhance performance. The formation of a decision team would lead to better decision making and plan implementation Innovation of new ideas lead to greater employee motivation and participation Loopholes within the organization strategy, goals and mission will be resolved
The formulation of new strategies may lead to even more loopholes Hand-holding will not be listened without plan manuals The reformation of the strategies may be time consuming and costly The time frame in making a decision is lengthened
Phases of Strategic Management 1. Basic financial planning: Managers initiate serious planning when they are requested to propose next years budget. Projects are proposed on the basis of very little analysis, with most information coming from within the firm. 2. Forecast-based planning: As annual budget become less useful at stimulating long-term planning managers attempt to propose five years plans. They now consider projects that may take more than one year.
#1.Constitute a more active team of managers in the planning process, develop new strategies based on the past and provide planning manuals to all Business Family and Element Team.
Bibliography
San Miguel Corporation, Wikipedia, the online encyclopedia Reinventing The San Miguel Corporation Transcript of San Miguel: A Case Study The Corporation Code of the Philippines, Batas Pambansa Bilang 68 Business Policy and Strategy