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Essay / Research Paper Abstract
A 6 page paper. Founded in 1786, Molson Breweries is one of Canada's two largest breweries. The company expanded to the U.S. and to Brazil. A merger with Coors in 2005 will open more distribution channels and larger markets to both breweries. This essay presents a marketing mix analysis that is written in narrative form. Examples of marketing campaigns are provided, such as the twin labels the company devised to increase sales in the U.S. The writer points out the only weak spot may be Brazil but since Molson acquired two Brazilian breweries, they are attacking this problem. Additional promotional suggestions are made for increasing sales in Brazil. Bibliography lists 10 sources.
Page Count:
6 pages (~225 words per page)
File: MM12_PGmolsn.rtf
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Unformatted sample text from the term paper:
(Molson Breweries, History, n.d.). Molson offers more than 40 different brands of products, including Molson Canadian, which is a major brand in Canada, and Molson Dry, which is the top-selling
brand in Quebec (Communications News , 1999). The companys vision is to "become and remain one of the top performing beer companies in the world" (Molson Breweries, History, n.d.). Expanding
into the United States and Brazil is one strategy towards actualizing the vision (Molson Breweries, History, n.d.). Molson purchased Bavaria in 2000 and Kaiser in 2002, which made Molson the
"second largest brewer in Brazil and the 15th largest in the world" (Molson Breweries, History, n.d.). Molson has five primary objectives: 1. Grow Operating Profit (Molson Breweries, History, n.d.). 2. Growth Market
Share (Molson Breweries, History, n.d.). 3. Grow Volume (Molson Breweries, History, n.d.). 4. Organizational Renewal (Molson Breweries, History, n.d.). 5. Improve Quality (Molson Breweries, History, n.d.). Molson also refers to these objectives as
their five key drivers to build and sustain shareholder value (Molson Breweries, History, n.d.; Molson Breweries, Company Targets, n.d.). On February 9, 2005, Molson and Coors completed their merger
(Molson-Coors, 2005). The merger will provide significant savings for both companies, estimating a savings of US$50 million in the first year, US$90 million in the second year and US$175 million
in each subsequent year (Molson-Coors, 2005). This move merges two companies with similar values and operating philosophies as well as product lines that complement each other and that allow
for greater international expansion (Molson-Coors, 2005). The merger also greatly increases distribution channels for each company. Some of Molsons marketing strategy is rather reminiscent of Harley-Davidsons. in 1995, Molson launched
its Web site (http://www.molson.com) and created an Online community (Leavitt Communications, 2005). Sandy Wills, Molsons manager of emerging market technology, said the original purpose was to "foster brand awareness by
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