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Essay / Research Paper Abstract
A 10 page paper discussing marketing possibilities faced by Heineken in aiding the success of their nonalcoholic beer, Buckler. Heineken's overall goal is to be a European company headquartered in Amsterdam, rather than being a Dutch company that does business in Europe. Buckler has been available in France and Spain as well as the Netherlands since its launch, but Heineken has failed either to take advantage of the much larger markets of Germany and Great Britain, and also has failed to identify Buckler with Heineken. The company is well-respected, and it has taken the stance of throwing out Buckler as a stand-alone brand without benefit of identification with Heineken. The paper recommends that Heineken expand Buckler into Europe's two largest markets and give greater promotional freedom to the operating companies that produce and distribute the formulation. Bibliography lists 1 source.
Page Count:
10 pages (~225 words per page)
File: D0_Heineke2.doc
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Unformatted sample text from the term paper:
brewery in 1864, it already had been in operation since 1592. With a corporate history longer than that of many countries in existence today, longevity most likely is not
an issue for Heineken. By 1990, Heineken conducted its international operations by a variety of means, but with all centered in Amsterdam. Export was a leading distribution strategy, but
the company also brewed under license and frequently acquired either full or part interest in other breweries. The size of any specific national market had little bearing on the
distribution method chosen for that market. As an example, all the Heineken brand sold in the US was manufactured in the Netherlands and exported to the US. In Europe,
however, export was the least favored method of distribution for Heineken. Proximity of neighboring countries likely contributed to the companys strategy as compared to full export to the US.
The national markets were both smaller and not separated from Heineken control by the width of an ocean. While export had been highly successful for Heineken in the
US market, the most successful method of distribution in Europe historically had been in those countries where there had been an operating company, whether through licensing of the Heineken formula
or through acquisition of all or part of existing breweries. CEO Gerard van Schaik had summarized the overall goals of the company: "To make Heineken a truly European
company which happens to have a head office in the Netherlands, rather than a Dutch company which does business in Europe" (Henderson and Vandermerwe, 1991; p. 50). SWOT
Analysis ? The company is well established and internationally recognized. ? Heineken enjoys a high degree of customer loyalty. Those who dont like Heineken brands truly do not care for
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