Smart's Beer in Entering the UK Market - Case Study Example

Executive Summary Having concentrated in the domestic market of Australia, Smart’s beer company seeks to expand its operations by targeting the UK beer markets. The company is thus required to carefully develop a strategic plan to enable it succeed in the UK market. This report shows an analysis of the foreign country in which the company wishes to enter, the products it will offer and the beer market in this country. The main purpose of this report is to find a suitable entry strategy that Smart’s beer company can use to gain a competitive advantage over other competitors in the foreign country. Although entering a new market seems to be difficult in most cases, a carefully developed strategy that takes into consideration the marketing mix elements for the products in the industry as well as the legal, social, economical, political and technological factors that influence the industry will ensure success. From the analysis, it is evident that the most suitable mode of Smart’s Beer entering the UK markets is through acquisitions. Table of Contents 1. Introduction .........................................................................................................................4 2. Beer industry in the UK.......................................................................................................4 2.1. Beer Products ...............................................................................................................4 2.2. Industry structure .........................................................................................................6 2.3. Factors affecting the beer industry................................................................................7 2.3.1. Cultural factors...................................................................................................7 2.3.2. Social factors .....................................................................................................7 2.3.3. Legal factors ......................................................................................................7 2.3.4. Competition........................................................................................................8 2.3.5. Economic factors ...............................................................................................8 2.4. Market trends ...............................................................................................................8 2.5. Market analysis.............................................................................................................9 2.5.1. Marketing mix....................................................................................................9 2.5.2. Market segmentation..........................................................................................9 2.5.3. Market positioning...........................................................................................10 3. Analysis of facts gathered..................................................................................................10 3.1. Marketing mix elements..............................................................................................10 3.1.1. Product.............................................................................................................10 3.1.2. Price..................................................................................................................11 3.1.3. Promotion.........................................................................................................11 3.1.4. Place.................................................................................................................11 3.2. PEST analysis..............................................................................................................11 3.2.1. Political factors.................................................................................................11 3.2.2. Economic factors..............................................................................................11 3.2.3. Social factors....................................................................................................12 3.2.4. Technological factors.......................................................................................12 3.3. Size distribution .........................................................................................................12 3.4. Competition.................................................................................................................12 3.5. Entry barriers...............................................................................................................13 3.6. Distribution channel....................................................................................................13 3.7. Market segmentation...................................................................................................14 4. Market entry strategies.......................................................................................................14 4.1. Exporting.....................................................................................................................15 4.1.1. Direct export.....................................................................................................15 4.1.2. Indirect exporting.............................................................................................16 4.2. Joint Venturing............................................................................................................16 4.2.1. Contract manufacturing....................................................................................16 4.2.2. Licensing..........................................................................................................17 4.2.3. Management contracting..................................................................................17 4.2.4. Joint ownership................................................................................................17 4.3. Franchising..................................................................................................................18 4.4. Direct investment........................................................................................................18 4.4.1. Wholly-owned subsidiary................................................................................18 4.4.2. Mergers and acquisitions..................................................................................19 4.5. Suitable entry mode ....................................................................................................19 5. Conclusion..........................................................................................................................20 6. References .........................................................................................................................22 7. Appendices........................................................................................................................24 Smart’s Beer in Entering the UK market 1. Introduction Entering an international market requires a company to build its marketing process carefully and to clearly set suitable strategies that can enable it achieve its objectives. It therefore calls for a comprehensive and accurate analysis of the market to determine the right steps of marketing that the company can use in pursuing their product strategy. In understanding Smart’s strengths and competitiveness in the new market, analysis of the products it will offer as well as the country and market it will serve becomes crucial. This can be done by considering the marketing mix elements for the products in the industry and considering legal, social, economical, political and technological factors that influence the industry. Thus, the analysis of the attractiveness of the market for beer products will determine if the company will achieve a competitive advantage over its competitors in the new market. 2. Beer industry in the UK UK’s drinks industry consists of various markets for beer, wine, spirits and FABs (see Appendix 3). However, all the three categories are highly competitive and thus can be used as substitutes for others affecting sales in the beer market category. According to CBMC (2002), the UK alcoholic drink consumption is dominated by lager, especially the premium brands. Appendix 1 illustrates that beer consumption in the UK accounts for almost 23 per cent of beer consumption in Europe. 2.1. Beer Products Since demand is non-uniform, the beer market can be divided into identifiable segments or submarkets, each with its specific customer profile and buyer characteristics. For instance, the UK beer market can be segmented according to the type of beer, the distribution channels used to retail it, and the form in which it is supplied (Vignali and Vrontis 2000). This report focus on the types of beer offered (product segments) which include: draught lager, draught bitter and ales, cask conditioned beer, “Nitro keg” or hybrid smooth ales, packaged lager, bottled premium lager, superstength lager, and packaged ales. 2.1.1. Draught lager Draught lager has been the largest cohesive beer segment in the market valued at over £5.5 billion (Vignali and Vrontis 2000). Standard lagers with alcohol percentage of 3.4-4.2 by volume account for the largest volume despite the fact that the premiums are gaining market share by 2 per cent. Standard lagers under the draught category include long established brands such as Carlsberg, Carling, Foster’s, Castle Maine XXXX and Heineken. On the other hand, Stella Artois is believed to be the market leader under the category of premium lager on draught even though this segment is highly competitive. 2.1.2. Draught bitter and ales Draught bitter and ales products have originally been sold regionally but have been developed into national products since 1990 (Canadean Limited 2002). Among the products in the category include Whitbread’s, Scottish Courages, Carlsberg Tetley, Bass Worthington and John Smith Extra Smooth. 2.1.3. Cask conditioned beer Cask conditioned beer segment indicate the recovery of real ale with Higher ABV and costs more than the standard bitters. The real ale has shown some increased demand over the past. 2.1.4. “Nitro keg” or hybrids smooth ales “Nitro keg” or hybrids smooth ales segment has replaced the former draught keg beers that relied on carbon dioxide for their fizz in attempts to broaden the market for traditional ales (Vignali and Vrontis 2000). Nitrogen injection is used to give keg ales the appeal of canned draught beer. 2.1.5. Packaged lager Packaged lager presents an overcrowded and extremely competitive segment with all packaged versions of draught lagers (in premium, standard, and sometimes low-alcohol strengths). They represented almost 50 per cent of the market share in 1990 (Vignali and Vrontis 2000). 2.1.6. Bottled premium lager Bottled premium lager segment include products such as Budweiser, Beck’s, Stella Artois and Holsten Pils. 2.1.7. Super strength lager Super strength lager is another type of beer with ABV of more than 7.6 per cent (Vignali and Vrontis 2000). This distinct segment falls under the realm of premium and packaged lagers. Led by Carlsberg Special Brew, these brands appeal to the hardened drinkers. 2.1.8. Packaged ales Packaged ales (excluding stout) forms the smallest identifiable beer segments preferred by widget drinkers. 2.2. Industry structure The UK beer industry show features of complex duopolies with two brands taking the majority share. According to author (Dinkhoff 2011), the leading brand in the country has a lower share indicating a highly competitive environment for the beer products. This competitiveness has actually led to the market being highly concentrated with 61 breweries (excluding approximately 430 micro-breweries) (figures by 2003, Appendix 3). 2.3. Factors affecting the beer industry Various factors including legal, social and competition among others have affected the sales of beer products in the UK markets. 2.3.1. Cultural factors Cultural factors have also influenced beer consumption in the UK in various ways. For instance, the legacy created during the First World War on restrictive drinking hours in attempts to reduce absenteeism at wartime factory has become a culture for the population to drink greater volumes of relatively weaker beer but in shorter sessions (Mayer 2007). Although the government has relaxed the licensing hours, the ingrained drinking habits will not change any time soon. Secondly, the Brits and especially the English have developed a more conservative approach towards drinking. It is a taboo for kids to visit such places like pubs. Besides, the young population are not educated on taste and quality as well as social etiquette. 2.3.2. Social factors Social factors have greatly impacted on the beer industry and thus leading to development of products that suits the customer’s needs. This has been majorly influenced by health trends which require individuals to take drinks with low alcohol content hence affecting such brands like rum, whisky with high alcohol content (Johnson 2003). A comprehensive view of the UK beer industry indicates that beer has been part of the British diet as well as a social scene for most individuals for quite a long time. Another social trend is that there are new beer products produced in the time of Christmas competes with the old ones during this period when consumer spending on the beer products is at its highest. 2.3.3. Legal factors The trend in size distribution has been affected by the entry of micro-brewing as a result of “Beer Order (1989) given the mandatory Guest Beer Provision Order” (Johnson 2003, p. 117-118). The increased legislation, for instance, licence reforms and drink and drive legislation have affected the beer industry. It has actually reduced drinking among the customers since majority of them have to drive back home. High duties and taxes levied on the beer products affect the profitability of the sector. Directives have been given on the legal age of drinking (i.e. 18years), alcohol beverage retailing, licensing regulations as well as advertising (Canadean Limited 2002). 2.3.4. Competition From the industry analysis, it is evident that the UK beer market is faced with stiff competition by major companies (Scottish & Newcastle, Coor Brewers, Interbrew and Carlsberg) who account for almost 76 per cent of the market share by volume in 2004 (Dinkhoff 2011). Other competitors include Diageo, Arheuser-Busch as well as other micro breweries. 2.3.5. Economic factors Economic factors affecting the UK beer industry include high duty prices levied on the beer products as well as economic recession. These factors have indicated a shift in demand towards spirits which are less expensive. 2.4. Market trends Beer production which had started as a locally produced product has followed a similar trajectory as production in general, and is now being manufactured and distributed on a larger scale, with national and international breweries overtaking the traditional and small scale producers. Research shows that beer is clearly a huge business in the UK market with suppliers offering ‘differentiated’ products which may be significantly different or broadly similar (Dool and Lowe 2008). However, the industry is stagnating due to the fall in beer sales as a direct result of customers switching to wines, spirits, and soft drinks or drinking low alcohol beers. 2.5. Market analysis 2.5.1. Marketing mix The marketing mix in this industry includes offering various products, at varied prices in different places. The products in the UK markets are offered in varieties with the characteristics that the customers need to be included (Mayer 2007). The pricing strategy is used in determining the prices of these products. Competitive pricing is therefore used for the majority of these products within the UK market. Promotion for the beer products is done through advertisements such as familiarising the customers with the various brands offered by companies (Mayer 2007). Since majority of the sales in the beer industry are as a result of advertising, promotion for the beer products therefore seem critical and expensive. Companies can advertise their products through magazines and newspapers, shows, TV, sponsorships and competitions events etc. 2.5.2. Market segmentation Various beer brands have entered the market through separate product and market segmentation that specifically target a group of consumers. Geographical segmentation has been also realized for some of the brands such as Monterez in the South of England (Pass and Lowes 1994). Innovative products by companies lead to further competition. Existing companies are therefore forced to use a different marketing strategy such as changing packaging to increase sales. According to (Onkvist and Show 2008), branding helps in identifying and differentiating between the competing products and thus creating an emotional as well as physical trigger in keeping customers in touch. 2.5.3. Market positioning With the big companies trying to fight for a larger market share and small companies are trying to find a market niche at which they can compete, companies have implemented strategies that enable them create a distinct image of their products in relative to others within the market (Mayer 2007). This has made it difficult for new players entering the market. However, through effective market segmentation and proper positioning, the company can be able to meet its targeted customers which will at least enable it gain a share in the market. 3. Analysis of facts gathered In entering any market, a company’s product must pass various stages in the product cycle which include introduction, growth, maturity and decline. Decline here does not necessarily mean falling off from the market; it can be just a mere fluctuation, probably due to high costs of advertising and it can be fair to refer to this stage as maturity in the product cycle (Stark 2011). 3.1. Marketing mix elements 3.1.1. Product Smart’s Beer is the product to be introduced into the new market. Since majority of drinkers in the UK prefer lagers to the rest of the others, the product will fall and this category and will be made available to the consumers in the UK market. The company will embrace products that are inherently of the right quality so that it can probably withstand the determined efforts by the existing players to hinder new entrants. Besides to quality, the brand will have low alcohol content which is preferred among many people in the UK. 3.1.2. Price For effective entrance into the market, Smart’s brand will be sold at a relatively cheaper price targeting customers from all economic classes. Since the beer will be produced having a low alcohol content, its prices will be low to enable the company compete favourably with other mainstream lagers in the UK market. Fair prices will ensure that customers are not discriminated against. 3.1.3. Promotion Smart’s company will strive to develop a promotional strategy relating to its international activities. Advertised will therefore be done through national media advertising such as television and radio. By focusing on the younger people, the promotion will also include sponsorship programmes among them. 3.1.4. Place Another critical marketing mix element to be considered is place. Since the products are being distributed to a foreign country, the company will distribute the products through its acquisitions with the UK local breweries. This will actually exploit the already existing distribution channels, customers as well as increase the level of penetration in the market. 3.2. PEST analysis Political, economic, social and technological factors will have an effect on the introduction of the new product in the market. 3.2.1. Political factors The current legislation on drinking and driving, taxes and duties responsible v binge drinking has affected the amount of sales in the industry. Thus, smart’s company should consider this in knowing the exact price to set for its product. 3.2.2. Economic factors Factors such as growth of the off-trade, brewers not being tied to estates and consolidation of PubCo’s and consumers having a lot of money will foster Smart’s growth in the market. 3.2.3. Social factors Responsible drinking, wide consumer choice such as wine, and drinking less will impede the success of the company. 3.2.4. Technological factors For a better entry to the UK market, the company has to integrate its product with flavour and through innovations the products should be packaged well enough to capture the attention of most consumers. 3.3. Size distribution From the market analysis, the beer market in the UK is highly concentrated with the leading brand owning a lower share. The majority of UK microbrewers produce cask conditioned while the remaining produce premium ale of which some could be seasonal (SIBA, 2009). According to Johnson (2003), the micro-breweries in the UK account for approximately 1.5% of all beer sold in the UK in the year 2000. This indicates that small scale entry in the UK market may seem to be easier but expansion is difficult. Smart’s company should enter the market in large scale since the bigger brand seems to be less compared to the small companies. 3.4. Competition Competition is high in the UK beer industry with breweries being over concentrated in the region. Competition from importation is also evident with sales of imports beer products accounting for 12.3 per cent of the total sales in 2004 (The brewers of Europe, 2004). These imports come from countries such as Ireland, France, Holland, USA, Czech Republic, Brazil and South Africa suggesting high competitive pressures. According to the Canadian Limited (2002) cited in Johnson (2003), the leading brand in the UK hold a market share of 9.4 per cent and therefore, advertising expenditure becomes an important barrier to entry into the UK market. The smart’s company must therefore invest large amount of money in advertising campaigns to gain popularity 3.5. Entry barriers The major entry barrier to the UK beer industry is the cost of establishing production facilities and the company’s ability to market their products as well as having an access to the retailers. According to Johnson (2003) small scale brewing seems to dominate the UK market and this indicates that it is easy to enter the market through importation of beer products from the UK member states. However, the small scale breweries find it expensive in brewing and packaging operations since they are affected by the economies of scale. Importation also seems to be expensive. Advertising barriers affect the condition for entrants into the UK markets. For instance, small to medium sized entrants rely on local advertisements which are often regarded as (below the line advertising) while small scale importers are able to develop their brand awareness through niche strategies (Dinkhoff 2011). On the other hand, the large scale entry into the market requires the development of significant brand which can be advertised through national media advertising. This might however be expensive and take time to build brand awareness. Since strategic advertising in the UK beer market is critical for the maintenance and expansion of the products market share, establishing a leading brand may be a major entrant barrier. 3.6. Distribution channel There are 3 main supply stages of beer in the UK: brewing, wholesaling and distribution; and retailing (The Brewers of Europe 2010). The supply chain is however complicated. Brewing involves actual brewing, packaging and marketing. Most of the beer is produced and sold under licences from foreign brewers. Beer distribution in the UK involves primary logistics (where the products are delivered from a packaging centre or a brewery plant) and secondary logistics (which involve storage and delivery of the beer products to the point of sale). It is the responsibility of the manufacturer to undertake the primary logistics of distribution. Finally, retailing is done under two categories (on-trade and off-trade outlets). According to The Brewers of Europe (2010), the existence of vertically integrated brewers/ retailers who account to almost 50 per cent complicate the supply chain of beer in the UK, which in turn may be a potential barrier for the new entrants. The company should choose to supply its expected customers through both the on-trade and off trade markets. This ensures that products are well distributed. It is necessary also to consider the importance of on-trade point of sale since they determine the firm’s growth rate. 3.7. Market segmentation The analysis of the UK beer market indicate that the consumers of beer fall under various categories (some prefer beer, some ales, stouts, lagers and others standards among others). To cater for their individual needs and preferences of the customers, the products offered by the company should target the segment with more customers, and in this case is the lagers. The mode of distribution of the product is also necessary. 4. Market entry strategies To enter the international market, the company can make an appropriate choice from the various entry modes available. In selecting the most suitable strategy, the company must first reflect on the analysis of the market potential, degree of marketing involvement, and company capabilities. A company may adopt a strategy which requires large investments of capital and management efforts in order to capture a specific and permanent share in the world market (Gillespie, Jeannette and Hennessey 2010). Alternatively, the company may choose an approach which requires minimal investment as well as little thought in market development. These approaches can be all profitable but the choice depends on particular advantages and disadvantages of each, market characteristics, degree of commitment that the company is willing and able to make as well as its strengths and weaknesses. The major market entry modes include exporting, joint venturing, franchising and direct investment, each with a varying level of risks and involvement. 4.1. Exporting The company may choose to transfer products that it manufactures in the home country to the UK market. Tielmann (2010) considers this entry mode as the simplest of all and the most preferred since it has the lowest market entry risk. The company might choose either to export its beer products directly or indirectly. 4.1.1. Direct export In this method, the company can handle its export business alone and sell its beer products directly to the UK importers (The Brewers of Europe 2004). However, the company must involve the foreign key players (agents and distributers) who are familiar with the UK market. It can be noted that the returns through direct importation are high but it is associated with higher risks. The big challenge for the exporter lies that he must overcome the market entry barriers by himself. 4.1.2. Indirect exporting In this method, the company may choose to sell its products in the UK by using others and thus reducing the risks associated to the producer. This can be done through export commission houses or export buying agent, a broker, a trading company, an export management company and piggyback method (Tielmann 2010). These individuals or agencies are familiar with the host country and they have the experience in the foreign market enabling the exporter to enter the global market more easily. Indirect exporting is regarded as an easy way of entering the international market due to the low costs and fewer risks associated to it. It is therefore advisable that companies use this strategy in starting their operation in the international market. However, the company has little control over its marketing activities in the foreign market and in turn, receives low returns. 4.2. Joint Venturing In this strategy, the company may choose to enter the UK by joining one or more companies producing or distributing the beer products (Gillespie, Jeannette and Hennessey, 2010). It is argued that this entry mode speeds up the market entry for a company and besides, it is not an expensive way. This entry mode can be done through contract manufacturing, licensing, management contracting or joint ownership. 4.2.1. Contract manufacturing This method entails a company outsourcing the manufacturing process by contracting with manufacturers in the foreign country which produces the domestic company’s product in the foreign markets (Tielmann 2010). With this type of entry, a company gets the chance to enter into the international market fast and easily since it is less risky and can also leave the market very easily in any case they are not satisfied. The disadvantages associated with this entry mode is the lack of the possibility by the company to check the quality of the products produced and that the manufacturing process may not be cost efficient as that of the contract manufacturers. 4.2.2. Licensing This is also another simplest way of entering the international market. A firm makes an agreement with a licensee either by being bought at a fee or buying the rights to use the company’s manufacturing process, trade secret, patent or other items of value (Dool and Lowe 2008). The risks associated with licensing are relatively high although they lie on the low segment. Disadvantageous to licencing, is the possibility of some firms giving up part of their control s compared with their own production and the sharing of the profits that a firm gains with the licensee partners. 4.2.3. Management contracting In this method, a company may select intermediaries to help them achieve their goals and objectives. The intermediaries’ role is to provide the services required in marketing the company’s products as well as the geographical coverage needed in the foreign country (Dool and Lowe 2008). Disadvantageous to this method is the difficulty in controlling the other company’s process in the international market. 4.2.4. Joint ownership This is a form of collaborative relationship between companies with an aim of lessening both economic and political risks that might be experienced by the foreign company through the partner’s contribution to the venture. According to (Gillespie, Jeannette and Hennessey 2010), a company is able to utilize the local partner’s specialized skills as well as gain access to their local distribution system and thus providing access to markets that may be protected by quotas or tariffs. Thus, the company is less likely to face the risk associated with both legal and cultural barriers. 4.3. Franchising Franchising refers to a form of licencing where the franchiser provides a standard package of products, management and systems services while the franchise offers capital and personal involvement in management as well as market knowledge. Advantageous to franchising is that the parent company has a reasonable degree of control and it is able to deal with local market conditions appropriately with the flexibility permitted by the combination of various skills (Tielmann 2010). The franchiser is able to make follow ups over the marketing of their products up to the point of final sale 4.4. Direct investment A company that wishes to maximize the profits while tolerating a higher degree of risk can consider direct investment in the foreign company (Onkvist and Show 2008). Free flow of capital across border results in relatively high rate of returns. However, this approach is risk and may require a company to diversify their investment so that they do not pursue bad policies. 4.4.1. Wholly-owned subsidiary This method involves fully development of manufacturing plants in the foreign country and thus reflects a long term view of the company. The company must be flexible enough to adjust to not only Tielmann (2010) argues that the production but also distribution of its products in the new market situation. It enables them to gain direct market knowledge, access to local labour and raw materials hence reducing the transport costs. The mode involves high resource commitment and high level of control. This means that the company invests most of its resources in establishing a fully owned subsidiary and commit considerable management time required to establish and run the business operations successfully. This method can be adopted if the demand in the foreign country is assured. Another disadvantage associated with this method is economic, political or even market risks. 4.4.2. Mergers and acquisitions Another method of entering the international market is through formation of mergers or acquisitions. According to (Dool and Lowe 2008), a company may choose to make acquisition of an already existing company in the foreign country. This provides an easy route to enter the market. The company can purchase an already established business and thus eliminate the need to build manufacturing and distribution capabilities from scratch. In addition, the company is able to gain immediate market presence and market share by buying an already established brand. For instance, the beer company can purchase one of the national players as well as their well known brands in order togive them an instant access to the UK market. This can also give the company a strong foothold in the market. 4.5. Suitable entry mode For a suitable entry to the UK market, should consider making acquisitions of the local breweries. It should rather focus on marketing the beer while they contract out the production to another brewer in the UK. Starting up a new investment will involve accumulating large amount of capital and thus constituting to a serious entry barrier. The company should aim at having a minimum efficient scale and the ability to produce bulk outputs. To reduce these costs, a new entrant can, however, reduce the large sunk capital costs by buying a brewery from an existing player. New entrants in the European beer markets may also require access to retailers. It is difficult in the UK to gain direct access to retailers. Johnson (2003) argues that the “on-trade possesses potential barrier which include vertically integrated brewers/ retailers (regional and global) and brewers control of distribution networks.” It is easy for the company to enter into the market with even their own brand just as the way the Birra Perroni breweries with Nastro Azzuro and South African breweries did with Castle Beer. The company can enter the UK market by taking over the marketing of their own product from the UK brewer. It can be reasonably argued that to enter the UK beer markets in large scale can only be through a take over of a national player since various factors impede direct entry. Basically, the best mode of entry to the UK beer market is through acquisitions. 5. Conclusion Generally, various marketing aspects in the UK beer industry indicate high degree of competition in the market forcing companies to use market oriented approaches. There are different brands offered by various companies making completion within the market very intense. Social, cultural and economic factors have a great impact on the industry. A careful consideration of all the marketing mix elements, competition in the industry, market segmentation, targeting and positioning suggests that the best way in which smart’s beer can enter the UK market is through acquisition of the existing local breweries. 6. 7. References Canadean Limited 2002, Responsible marketing of alcoholic drinks: Regulations and enforcement. Canadean Limited, Basingstoke, England. [online] Available online at: [Accessed 4 September 2011]. CBMC 2000, The Brewers of Europe statistics, Bruxelles: The Brewers of Europe, Chaussee de la Hulpe. Dege, N 2011, Technology of Bottled Water, John Wiley and Sons, New York, NY. Dinkhoff, M 2011, UK Beer Industry Analysis: Porter’s Five Forces, GRIN Verlag, Norderstedt Germany. Dool, I and Lowe, R 2008, International Marketing Strategy: Analysis, Development & Implementation. London, Cengage Learning EMEA. Gillespie, K., Jeannette, J and Hennessey, HD 2010, Global Marketing, Cengage Learning, Mason, OH. Johnson, PS 2003, Industries in Europe: competition, trends and policy issues, Edward Elgar Publishing, Cheltenham, UK. Mayer, F 2007, Marketing, Future Scenario Planning Karlsberg Brewery, GRIN Verlag, Norderstedt Germany. Onkvist, S and Show, J 2008. International Marketing: Strategy & Theory. Taylor & Francis, New York, NY. Pass CL and Lowes, B 1994, Business and microeconomics: An introduction to the market economy, Routledge, London. SIBA 2009, Local Brewing Industry Report 2009, Society of Independent Brewers. Stark, J 2011, Product Lifecycle Management: 21st Century Paradigm for Product Realisation, Springer, Switzerland The Brewers of Europe 2004, The Brewers of Europe Statistics [online] Available at: [Accessed 4 September 2011]. The Brewers of Europe 2010, Beer statistics 2010 Edition. [online] Available at: [Accessed 4 September 2011]. Tielmann, V 2010, Market Entry Strategies: International Marketing Management, GRIN Verlag, Norderstedt Germany. Vignali, C and Vrontis, D 2000, “A Survey Research in the U.K. Beer Industry,” British Food Journal 102(5/6), 371-378. 8. 9. Appendices Appendix 1: Beer consumption (1000 hl-2003-2009) (Source: The Brewers of Europe 2010, Beer statistics 2010 Edition) Appendix 2: Beer consumption (1000 hl-2009) (Source: The Brewers of Europe 2010, Beer statistics 2010 Edition) Appendix 3: Number of breweries and employed persons 2004 (Source: The Brewers of Europe 2004, The Brewers of Europe Statistics) Appendix 3: per capita of alcoholic drinks in 2000 Source: Canadean Limited 2002, Responsible marketing of alcoholic drinks: Regulations and enforcement). Appendix 4: Trend in consumption of beer (1996-2001). (Source: Canadean Limited 2002, Responsible marketing of alcoholic drinks: Regulations and enforcement). Read More