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Bidding War In Chinas Beer Industry

Anheuser-Busch VS Sabmiller

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Case Study by: Team 06


Carlos Alayon, Cristian Leiros, Jennifer Defazio, Kristina Barrios, Free Powerpoint Templates Adonis Sardinas

Overview Beer Measurement 101


Some Background

Growth of Chinese Beer Industry Current Chinese beer market Return of Foreigners and Industry Consolidation SABMiller and China Resources Brewery

Part I - Introduction to Case

Anheuser-Busch in China

SABMiller PLC China Resources Brewery (CRB) Acquiring Qianjiang Building a National Brand Alliance with Tsingtao Brewery Harbin Brewery The Bidding Game

The Bidding War


Prof Newburry Part II - Analysis of Case

Case Question

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Beer Measurement 101


X 3 Bottles

22 U.S. fl oz 650.6 ml

2 Liter 2,000 ml

.5 hectoliters
X 77 Bottles Keg est. 50 liters

each

3.5 kiloliters 924.60 US

X 3,500 Bottles Or x70 kegs Free Powerpoint

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Growth of Chinese Beer Industry


& First Foray of the Multinational Enterprises

late 1970s, Beer supply had become scarce No Beer!

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Growth of Chinese Beer Industry


& First Foray of the Multinational Enterprises

So Central & Local governments adopted a series of preferential policies to encourage beer production 1980s, Beer industry grew at an average annual rate of more than 30%. 1988, number of brewers in China reached 813

aggregate annual output of 65.6 million hectolitres Chinas global ranking moved from the 26th place in 1979 to 3rd

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Current Chinese beer market -GDP


From 1995 to 2005, the Chinese economy GDP surged from US$54.5 billion in 1993 to US$1,410 billion in 2003.9
GDP (in US$)
12 10 8 Axis Title 6 4 2 0

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Gross domestic product (GDP) refers to the market value of all final goods and services produced in a country

Current Chinese beer market -GDP per capita

GDP per capita More than doubled

from US$460 in 1993 to US$1,091 in 2003, GDP per capita (in US$)

12 10 8 6 4 2
GDP per capita : An approximation of the value of goods produced per person in the

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B a n k

Current Chinese beer market -Bank Savings per capita

s a v i n Axis g Title s p

Personal Savings per capita (US$)


12 10 8 6 4 2 0 Free Powerpoint Templates

B e e r c o n s u m p t i

Current Chinese beer market -Beer consumption

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W o r l d s l a r g e s

Current Chinese beer market -Beer consumption

Total Sales

Total Consumption Volume

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Return of Foreigners and Industry Consolidation


Early 2000s, there was a new round of foreign investment Multinational breweries took a different approach

chose to ally or acquire a domestic brewery instead of setting up a new company Aware now that:

they could not beat domestic brewers vast sales networks and low production costs, they were buying into some of the largest local players

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Part I - Introduction to Case


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SABMiller and China Resources Brewery (CRB)

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W o r l d s s e c o n d

SABMiller PLC
about

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SABMiller
about

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B o a s t e d o f a p

SABMiller PLC

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S A B M i l l e r e n t e

China Resources Brewery (CRB)


acquisition # 1

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Acquiring Qianjiang
acquisition # 2

March 2004

Joint venture Qianjiang & CRB


CRB 70% equity interest Qianjiang held the remaining 30%.

Zhejiang Qianpi Group, - largest brewery in Zhejiang Province

CRBs annual production capacity increased by about 480,000 kiloliters to approximately 4.56 million kiloliters with breweries in

north eastern, south western, central and Free Mainland China. eastern regions ofPowerpoint Templates

Building a National Brand


concerned with the lack of a national brand

CRB, concerned with the lack of a national brand that could be marketed across China
focused on the development of one master brand To ensure that SABMiller was well positioned to exploit the exploding Free Powerpoint Templates Chinese market in the

Building a National Brand


big plans for snowflake

CRBs brand; Snow (AKA Snowflake).

SABMiller Through CRB

increased its stake in 3 breweries that jointly owned the Snow beer brand

China Resources (Shenyang) Snowflake Brewery, Shenyang Snowflake Beer Company Shengyang Beer Company

gaining total control of the important brand

One brand to rule Them all

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S n o w b e e r h a d b e

Building a National Brand


big plans for snowflake

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R a p i d i n v e s t m e

Building a National Brand


the key for snowflake

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Ari Mervis, Managing Director, SABMiller Asia

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Anheuser-Busch in China

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Anheuser-Busch in China
what you know about this?

Based in St. Louis, Missouri, USA worlds biggest brewer Budweiser brand, the worlds bestselling beer

locally brewed in 10 countries Sold in more than 80 others worldwide

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F e b r u a r y 2 6 t h 1 9

Anheuser-Busch in China
Wuhan International Brewing Company

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Alliance with Tsingtao Brewery

July 30th 2002,

points in time.
(largest brewer in China)

alliance with Tsingtao Brewery

October 21st 2002

Both signed an agreement that increased AnheuserBuschs stake in the company from 9.9% to 27% by 2010 boosted its market share to above 13% from just 2% in 1996 by acquiring more than 40 breweries across the country Tsingtao held a market share of 12.8% and its flagship brand, Tsingtao
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2003

2004

Alliance with Tsingtao Brewery

Anheuser-Busch brought in its


the agreement

Capital Technology Corporate governance maintain its existing market share expand into new markets around the world.
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Help Tsingtao

Alliance with Tsingtao Brewery

help to inform and educate AnheuserBusch about the growing Chinese economy and beer industry Help Anheuser-Busch sell its brands

in return

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Alliance with Tsingtao Brewery

Signed an agreement with Golden Star Beer Group


The Golden Star Beer agreement

Acquire 30% for $50 Million late 2003 Located in the Henan province in western China Production of 10 million hectoliters a year ranked among the top beer groups in China
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Alliance with Tsingtao Brewery

Would invest US$400 million to set up a beer production base in Sichuan

in return Golden Star

Increase production from 2.5 million hectolitres to 3.2 million hectolitres (+.7 HL) expected its annual production volume to reach 4 million hectolitres by late 2005

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Alliance with Tsingtao Brewery

premium segment

the outcome

Middle & Lowed markets

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MAP

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The Bidding War

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I n t h i s c a s e ,

Protagonist

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r a n k e d 4 t h i n

Harbin Brewery
about

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2003

Harbin Brewery

Harbin Brewery reported a 4% yr-on-yr increase in net profit US$14.66 million


(HK$114 million)

sales volume rose 27% yr-on-yr to 110 million hectolitres


Net Profit

12 10 8 6 4 2 0 Free Powerpoint Templates

2003

Harbin Brewery

Mass products accounted for more than 82% of sales

32% year-on-year increase

classic and premium products contributed the remaining 18%

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The Bidding Game

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S A B M i l l e r p a i d

The Bidding Game June 2003

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The Bidding Game


March 2004

Harbin Government-owned Kwok Nea

parent company of Harbin Brewery

announced that it would off-load its stake of 29.1% to Global Conduit

which is owned by a group of independent investors

making it an entirely independent player in the market Owners held by three parties, namely,

Global Conduit, Gardwell (SABMiller) and public shareholders


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The Bidding Game


May 2004

Anheuser-Busch issued a deal to buy 29.1% of the firm from Global Conduit Holdings for US$139 million or HK$3.70 (US$0.48) a share. This placed Harbin Brewery at the brink of a war between AnheuserBusch and SABMiller

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a l s o o w n e d 4 9 % o

The Bidding Game


SABMiller

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S A B M i l l e r r e s p

The Bidding Game


May 24th, 2004

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A n h e u s e r B u s c h p

The Bidding Game


May 31st 2004

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A n h e u s e r B u s c h o

The Bidding Game


April 1st 2004

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The Bidding Game


Harbins managers

Made it clear that they preferred a partnership with Anheuser-Busch


asked its shareholders to reject SABMillers offer Expressing dissatisfaction with the alliance Also said that the 10-month co-operative relationship with SAB had failed

We had hoped SABMiller would offer marketing and technology support, but nothing has happened. The management team is doing everything Free Powerpoint Templates possible to derail SABMillers attempts to control the

C o m p a r a t i v e A d

Key Concepts

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C o m p e t i t i v e A d

Key Concepts Cont.

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C o m p e t i t i v e S t

Key Concepts Cont.

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PRO F

Prof Newburry
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Part

- Analysis of Case

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S h o u l d S A B M i l l

Battle of the brewers What's @ Stake

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Why did the first foray of a majority of international breweries fail?


They wanted to setup new companies, VS teaming up with existing companies that had already establish logistics and a strong brand

Compare the first foray and second foray of foreign entrants, and predict the possible outcomes.

They chose to ally or acquire a domestic brewery instead of setting up a new company, allowing new companies to learn the market faster. Domestic firms provided the knowledge acquired over the years while the foreign firms provided the technology and resources to Free Powerpoint increase volume and sales. Templates

What are the reasons for the success of Anheuser-Busch and SABMiller in the Chinese beer market?

Partnerships and acquisitions of existing brewerys Taking advantage of the brands already known in the market and the skills and knowledge of the companies they partner and or acquire Strong marketing skills to bring into new markets
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Define the merits and demerits associated with variety of entry modes, and analyze the types of companies that use certain strategies to better effect. Market Entry:

does not require direct investment can enter through exports from home market allows company to maintain its corporate policies with little concern Unexpected demand may mean that the company is leaving money on the table Rooms to go, Ashley Furniture, Ikea
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Pros:

Cons:

Examples

Entry Modes
Cooperative Entry Strategies

Cooperative Entry Strategies

range from technical training agreements through licensing, franchisees, and joint ventures Allows offshore production, product development and information processing. It can run contract manufacturing facilities Partners may see few practical reasons not to seek additional knowledge, and can abandon one partner for another offering a better deal McDonalds, Burger King, Disney Free Powerpoint Templates

Pros:

Cons

Examples:

Entry Modes
through Acquisition

Entry through Acquisition

allows multinational to access the resources and capabilities of local incumbent firms allows firm to compete locally but would also allow them to either start exporting product or transform knowledge without having to coordinate with a possibly resistant partner loss of organizational identity SABMillers, Anheuser-Busch
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Pros

Cons

Examples

E n t r y b y S t a r t u p

Entry Modes
by Startup

w h e

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In the bidding game under discussion, what is the impetus for Anheuser-Busch to propose such a high price; what are the costs and benefits?

To take over the 50% of North eastern China Costing $167 Million more than what SABMIller had offer

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What should SABMiller do while facing the aggressive and dominant behavior of its competitor? Analyze how much the ROI will be and Either make a

counter offer or back off. They should speak with Harbin and explain why they havent given them everything they promised during the first investment and convince them they will hold up their agreement

What are the gains and losses in this game? Final outcomes are unknown but

SABMiller would have to counter offer over $720 million Together w/ CRB and Harbin SABMiller would be able to controll 60%-65% of the regional market. SABMiller would gain a pricing advantage and would not have toPowerpoint TemplatesHarbin compete with Free SABMiller could focus on the other Chinese

What happened?

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T h e t w o b r e w e r i e

What happened?

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A n h e u s e r B u s c h o

What happened?

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T h e l o s s o f t h e

SABMiller 2004-Present

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S A B M i l l e r s j o

SABMiller 2009

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SABMiller 2011

There is an attempt to take over Australias Fosters but there are some setbacks:

SABMiller is offering $4.765 cash per share, which the Foster's directors intend to unanimously reject as undervaluing the company. SABMiller claims that Foster's has "no reasonable basis" for several "forwardlooking statements concerning the company's financial performance, and that even if there Free Powerpoint Templates basis, no was a reasonable information has been provided to enable

Goal was to boost stake in Tsingtao over 7 years to 27 percent March 2008- They announce plans to build a new Tangshan brewery to replace their small downtown brewery.

Anheuser Buschs 2004Present

The local government wanted to move industrial sites outside the city and redevelop the downtown area into a more residential and commercial area. "Anheuser-Busch has a long-standing commitment to support the communities where it operates," Y.R. Templates president, Cheng, Free Powerpoint Anheuser-Busch China

I n J u l y 2 0 0 8 , I

Anheuser Buschs Cont.

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A n h e u s e r B u s c h

Anheuser Buschs Cont.

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Anheuser Buschs Cont.

However, Carlos Brito, chief executive of InBev, will lead the new company. He is known for cost cutting and Anheusers home state, Missouri, was in deep opposition to this merger.

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Britos cost-cutting changes 2009 and 415 1,400 U.S. employees (6%)
contractors were laid off For senior management, elimination of executive assistants and private secretaries End contributions to its pension plan for salaried employees in 2012 Announced that in January 2010, it will stop providing life insurance for retirees Elimination of tuition reimbursement for all but its highest rated employees
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Cost-Cutting Cont.

Elimination of free beer program Anheuser Busch Hospitality Houses and Brewmasters Club formerly located at the theme parks On October 7, 2009 they announced the sale of its Busch Entertainment Corporation theme park division to The Blackstone Group. The sale was complete on December 1, 2009 and the division was renamed SeaWorld Parks & Entertainment Free Powerpoint Templates

C o s t c u t t i n g h

Anheuser-Busch InBev

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They are trying other things to generate profits.

Anheuser-Busch InBev

They want to raise the price of its cheapest beers (Natural Light, Keystone) believing the price difference between those brands and its premium brands is too large. They are also starting to run new campaigns with newly designed cans to build brand name starting with CEO Britos home Brazil. The first of the campaigns is of the brand Brahma and its new beer can that can Free Powerpoint Templates transform into a cup once the lid is

U s i n g s B r a z i l s

Brahma Copaco

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