Compania Cervecera de Nicaragua case studies (A) and (B): Branding and adaptive management

Exprua Jose; Lesizza Mateo; Rodriguez Lucienne

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Compania Cervecera de Nicaragua case studies (A) and (B): Branding and adaptive management

机译：尼加拉瓜的Compania Cervecera de案例研究（A）和（B）：品牌和适应性管理

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At the end of May 2001, the executive sales team of Compania Cervecera de Nicaragua (CCN), Nicaragua's leading beer company in production and sales, was evaluating growth options that would reverse the company's declining sales trends. After several years of good results, reactive adjustments in prices due to changes in the country's tax policies had negatively affected the company's performance. During the 18 months following the price increase, the average monthly sales volume had decreased by 10%, in light of which the company made the recovery of its sales volume one of its main business objectives. Even though the sales team at CCN had examined growth options in the low-income segments, they still had not defined the best way to access them. After reviewing market research, the sales team decided to focus on two potential alternatives. The first alternative was to launch a new brand with a lower price than existing brands, and with functional and emotional attributes designed to match the tastes of the targeted socio-economic segment. The second option was to offer the company's traditional brands in larger sizes with a lower price per ounce than current available options. Both alternatives implied risks, but the company had to make a decision in order to reverse their declining sales trends. The team had to present and justify its decision at the next management meeting where, together with the finance department, they would agree upon a final recommendation to present to the general manager. (C) 2016 Elsevier Inc. All rights reserved.

机译：2001年5月，尼加拉瓜领先的啤酒生产和销售公司Compania Cervecera de Nicaragua（CCN）的执行销售团队正在评估可逆转该公司销售下滑趋势的增长选择。经过数年的良好业绩后，由于该国税收政策的变化而对价格进行的被动调整对公司的业绩产生了负面影响。价格上涨后的18个月中，平均每月销量下降了10％，因此该公司将恢复销量作为主要业务目标之一。尽管CCN的销售团队已经研究了低收入人群的增长选择，但他们仍然没有定义获取这些增长机会的最佳方法。在审查了市场研究之后，销售团队决定专注于两个潜在的替代方案。第一种选择是推出一个价格比现有品牌更低的新品牌，并且其功能和情感属性旨在匹配目标社会经济群体的口味。第二种选择是为该公司的传统品牌提供更大尺寸的产品，并且价格比当前可用的产品低。两种选择都暗含风险，但公司必须做出决定才能扭转其下降的销售趋势。该团队必须在下一次管理会议上提出并证明其决定，在该会议上，他们将与财务部门共同商定向总经理提出的最终建议。（C）2016 Elsevier Inc.保留所有权利。

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来源
《Journal of Business Research》 |2016年第10期|4477-4483|共7页
作者
Exprua Jose; Lesizza Mateo; Rodriguez Lucienne;
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作者单位

INCAE Business Sch, Managua, Nicaragua;

INCAE Business Sch, Managua, Nicaragua;

INCAE Business Sch, Managua, Nicaragua;

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原文格式 PDF
正文语种 eng
中图分类
关键词
Beer; Brand launch; Decision-making; Price increase; Sales growth;

机译：啤酒;品牌启动;决策制定;价格上涨;销售增长;

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7. La banalisation du luxe (Democratization of luxury) Abstract : La plupart des achats pratiqués sont effectués par des clients occasionnels, ce qui a conduit les entreprises à s’adapter par une nouvelle stratégie. En effet, suite à l’intensification de la concurrence et à la concentration du secteur qui engendrent une contrainte de rentabilité immédiate, mais aussi en raison des impératifs nouveaux du marché, les maisons de luxe se voient obligées d’élargir leur offre afin d’ajouter à une clientèle dite traditionnelle une clientèle plus vaste. Dès lors, le secteur du luxe est progressivement passé d’une logique d’offre où seul un nombre restreint de personnes était ciblé, à une politique d’offre où des professionnels du marketing étudient la demande du marché afin d’orienter la production des biens vers un marché de masse. La banalisation est une problématique capitale et décisive car les maisons de luxe doivent préserver leur image de marque tout en élargissant leur clientèle : elles s’efforcent de créer et de pérenniser leurs marques, sans jamais oublier qu’une marque ne peut pas s’associer à n’importe quel objet, sous peine de menacer l’ensemble de ses représentations. Par conséquent, chaque nouveau produit présente un risque pour la gamme toute entière, d’où le risque d’une erreur stratégique par le choix de la banalisation. Le danger est de voir la clientèle aisée se tourner vers d’autres grands noms pratiquant toujours cet esprit d’élitisme qui caractérise le « luxe ». The luxury market is no longer reserved for an elite as its evolution over the last fifteen years clearly indicates. Luxury goods companies have been forced to adapt and resort to new strategies to take into account the fact that most purchases are now made by occasional clients. The keen competition and the on-going concentration in that sector – with the resulting short term profitability constraints - together with the new market conditions, have forced luxury goods companies to broaden their offer so as to add new customers to their traditional base. As a consequence, the luxury market has progressively moved away from an offer-driven logic – targeting a small number of people – in favor of an offer-based policy with marketing professionals studying market demand so as to direct the production of goods towards mass production. The democratization of luxury constitutes a major challenge for those companies which must preserve their image while broadening their customer base: they now strive to create and perpetuate their brand image, without ever forgetting that a brand cannot be associated to just any object, as this might constitute a threat to all its brand representations. Thus every new product constitutes a real threat to the whole range and there is a risk of making a strategic mistake by appealing to the mass market; and there is also a clear danger of seeing affluent customers turn to other great names that still foster this ‘elite spirit’ that characterizes « luxury ». [O] . Eric Vernier, Pierre Ghewy 100

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Compania Cervecera de Nicaragua case studies (A) and (B): Branding and adaptive management

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