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Heineken N.V: Global Branding and Advertising
INDEX
1 Executive Summary.................................................................................................................... 3
2 Situation Analysis........................................................................................................................ 3
3 SWOT analysis.............................................................................................................................. 5
4 Main issue....................................................................................................................................... 5
5 Role of the headquarters........................................................................................................... 6
6 Recommendations....................................................................................................................... 7
6.1 Brand Development................................................................................................................. 7
6.1.1 Sponsorship Strategy......................................................................................................... 7
6.1.2 Advertising Strategy............................................................................................................ 9
7 Reference List.................................................................................................................................................... 9
1 EXECUTIVE SUMMARY
Heineken N.V, one of the most famous beer brewery in the world, with superior quality
and taste, lately is experiencing a decreasing of the sales volume and a differentiation
of its brand perception across the globe.
To address these issues, Heineken has commissioned two marketing studies, Comet
and Mosa projects, in order to analyse reasons and causes of such matters.
Analysing the reports and the market prospective, the company should differently face
the approach to the markets and the customer.
In particular, Heineken should have a both centralization and decentralization marketing
organizational structure to promote successfully a global brand and to support local
marketing managers in setting and implementing strategies tailored to each local
market.
Moreover, a different sponsorship and advertising strategy should be implemented to
allow customer to percept Heineken brand closer to their needs and expectations.
2 SITUATION ANALYSIS
Gerald Adriaan Heineken founded the Heineken brewery in Amsterdam in 1863.
Since the beginning of his story, Heineken has played a primary role in the worldwide
beer market.
Already in the 1889 Heineken beer won a gold medal at the Paris World’s Fair and by
1893 was one of the largest selling beers in the Netherlands.
In 1993, Heineken N.V. recorded net sales of 9,049 millions guilders1 (more than 4
billions Euro) with 1.52 billions litres of beer.
Heineken is undoubtedly recognised as a globe brand, however, today brand
perception does not look the same across the world differentiating country by country.
1
In US and in Hong Kong Heineken is considered to be a premium brand but mainly for
special occasion rather than for daily consumption, in Latin America is seen as a
European imported beer among others and in the Netherlands it is viewed as a
mainstream brand, and a market leader.
This means that Heineken does not have a consistent brand image.
Moreover sales volume is declining and the brand needs to be regenerated with an
uniform identity.
For this purpose, two projects have been established.
The first, named Project Comet, had the goal to recommend how to improve Heineken
brand image and positioning the brand as the world’s leading premium beer.
The second, Project Mosa, aimed to find out which expressions of taste and friendship
could be used to brand in its advertising
Project Comet pointed out that the brand should have the “good taste” image built on
five core values of the brand: taste, premiumness, tradition, winning spirit and
friendship.
Project Mosa found that premium beer tightly relates friendships and important relations
that are built based on enjoyable, joyful, personal, luxury social conditions such as
meeting people, fancy meals, savouring, elegant parties, intimate moments and places
etc.
3 SWOT ANALYSIS
Strengths
- Light beer of superior quality
- Attractive packaging
- Market leader in Netherlands and is viewed as mainstream brand
- Traditions
- Premium brand
Weaknesses
- Different Image perception from country to country
- No production base
- Lack of integrated marketing campaign
- Lack of worldwide advertising campaign
Opportunities
- Growing in the non-alcoholic market
- Global expansion
- Growth in the flavoured beer and draught beer market
- Developing are still in the early stages in the beer market.
Treats
- Price competition in Europe due to overcapacity and minimal population growth.
- Presence of no-or-low-alcohol, flavoured beers, and dry beers in the market.
- Variation in market on the basis of per capita consumption, consumer preferences and behaviours, and competition mix.
- Tough alcohol regulation
4 MAIN ISSUE
One of the main issues Heineken has to face is that an international brand needs to
inspire but at the same time needs to remain personally relevant, attached to the target
group’s personal cultures and origins.
This implies that the customer needs to precept its brand as a global but also that it
matches his/her needs and expectations.
Ed Marra, president and chief executive officer of Swiss-based Nestlé Canada Inc., said
that his company tries to bring things that are global and then adapt them very much to
local markets.2
As consumer needs and tastes vary, Heineken must decide how much to adapt its
marketing strategy to local needs using a variance of standardised marketing mix &
2
adapted marketing mix, owing to the strong brand preferences & loyalties that exist
among the beer drinkers. Also, Heineken need to prioritise between global integration
vs. national responsiveness evident from decreasing sales in Holland, Rest of Europe,
and Africa.
What then Heineken should develop is the “glocal” concept, which refers to acting
global but thinking local.3
The other relevant issue is the needs of strengthen its message in order to make
Heineken become a “all day long” instead of a “special moment” beer.
5 ROLE OF THE HEADQUARTERS
Heineken’s headquarters should be the centre in which the marketing strategy are
designed and agreed for the international market. Local marketing department have
then to customise the message reshaping it into the local environment.
Central HQ’s guidelines should be flexible enough to allow local dept to create their own
strategy leveraging on the global idea.
It is fundamental to understand the correct balance between central guidelines that the
entire organization.
The exchange must be both ways so that also the local dept can propose advertising
plans and budgets for their markets, which must be viewed and approved by the
headquarters. This will make sure there will be no gap between HQ and local
marketers.
The company should think of being more present locally to better address the market
needs. In this sense I would not recommend to go for merging or acquisitions but to
constitute alliance, which can represent a local asset.
3
An alliance or partnership with a local brewery would allow Heineken to benefit of most
of the advantages of being local with out paying the impact of starting a new production
site up.
In such partnership the local brand and Heineken can be seen together speeding up the
brand acceptance into the market where local loyalty plays a significant role and to
benefit of cost saving due to the localisation.
For instance packaging and bottling can be arranged to be done in the local brewery,
keeping the original Heineken image, but saving cost of importing and transporting.
This much more than the merging and acquisition could be the initial step to do.
It is not excluded that lately when the business has been started, an acquisition or a
merging can be doable and advantageous for the growth.
6 RECOMMENDATIONS
6.1 BRAND DEVELOPMENT
Brand development is the essential step to permit Heineken to be recognised worldwide
as a global brand. The mix approach suggested starts from the belief that a brand that
wants to be global should not forget to be local.
Customers are first part of their own country (market) and then world citizen.
The mix approach will be driven by a more focused sponsorship and advertising
strategy.
6.1.1 SPONSORSHIP STRATEGY
In order to strengthen its brand perception as a “glocal” brand, Heineken should invest
in a massive marketing campaign. This should include sponsorship to big happenings
and events across the globe.
Keller (1993) suggests that brand associations can be influenced when a brand
becomes linked with a celebrity through an endorsement or linked with a sporting event
through sponsorship activities. In these cases, the pre-existing associations held in
consumers' memories regarding a celebrity or sporting event become linked in memory
with the endorsed or sponsoring brand. In essence, the celebrity or event image is
transferred to the brand.4
Therefore, sponsorship of sport events such as the Uefa Champions League or
International Music festivals such as the “Heineken Jamming Festival”5 could be an
effective mean of addressing a market share all over the world which is averagely
constituted by potential drinkers which then will associate the feeling of the event to the
brand.
One more tactic of the glocalisation strategy, using the web advertising, is to develop
and maintain local advertising sites within their global websites to communicate with
local consumers.6
Main website (.com) would then gather all the international information and messages
while locals will differentiate the message from country to country being sure that the
specific message is transferred.
This will also allow a sort of customisation of the brand linking it to local traditions, public
holidays or special events.
The brand should be also permanently linked to an unfading icon, which can keep its
brand perception constantly high.
The fictional spy James Bond, for example, has been widely associated with the
popularity of the vodka martini drink.7
4567
6.1.2 ADVERTISING STRATEGY
Heineken message and meaning should be enforced by letting the audience precepts it
not “just” a simple beer as all the others but as something “superior” which will bring
more satisfaction and joy linking its use to every environment and moment of the day.
Tv ads that reflect every day life (home with friends, sport events, romantic dinner etc)
can transfer the right message that this is a drink for every moment.
Moreover it should highlight that “it’s not just a beer but an Heineken”.
7 REFERENCE LIST
1. Old Netherlands’ currency. http://en.wikipedia.org/wiki/Dutch_guilder
2. Young L. 'Glocal' Marketing. Marketing Magazine [serial on the Internet]. (2003,
Oct 27), [cited February 13, 2010]; 108(36): 11-12. Available from: Business
Source Premier.
3. Jayne V. GLOCAL INSIGHTS for a shrinking world. New Zealand Management
[serial on the Internet]. (2009, June), [cited February 13, 2010]; 56(5): 68-69.
Available from: Business Source Premier.
4. Gwinner K, Eaton J. Building Brand Image Through Event Sponsorship: The
Role of Image Transfer. Journal of Advertising [serial on the Internet]. (1999,
Winter99), [cited February 13, 2010]; 28(4): 47-57. Available from: Business
Source Premier.
5. http://www.heineken.it/main/HeinekenJamminFestival/
6. Daechun A. Advertising visuals in global brands' local websites: a six-country
comparison. International Journal of Advertising [serial on the Internet]. (2007,
Aug), [cited February 13, 2010]; 26(3): 303-332. Available from: Business Source
Premier.
7. http://en.wikipedia.org/wiki/Vodka_martini