SABMILLERS MARKETING PLAN 2012 2015

Table of Contents
SABMILLERS MARKETING PLAN 2012 2015 .............................................................................................. 1 1. INTRODUCTION ..................................................................................................................................... 4 SABMillers Vision Statement ................................................................................................................... 4 SABMiller Mission Statement ................................................................................................................... 4 SABMiller Group Values ............................................................................................................................ 4 2. 3. ANALYSIS OF COMPANY SITUATION ..................................................................................................... 5 SABMILLER ANALYSIS OF MARKET SITUATION ..................................................................................... 7 3.1. PEST theory of SABMiller .............................................................................................................. 7

Political Factor....................................................................................................................................... 7 Economic Factor.................................................................................................................................... 8 Social Factor .......................................................................................................................................... 8 Technological Factor ............................................................................................................................. 9 3.2. Porters Five Forces ........................................................................................................................ 9

New Entrants......................................................................................................................................... 9 Bargaining Power of Suppliers .............................................................................................................. 9 Bargaining Power of Buyers .................................................................................................................. 9 Substitutes .......................................................................................................................................... 10 Competitors ........................................................................................................................................ 10 4. 5. SWOT AND COMPETITOR ANALYSIS ................................................................................................... 11 NEW PRODUCT IDEA FOR SABMILLER ................................................................................................ 13 5.1. 5.2. 6. Product Development ................................................................................................................. 13 Market Development .................................................................................................................. 13

MARKETING OBJECTIVE AND ASSUMPTION ....................................................................................... 13 6.2. Assumption ................................................................................................................................. 15

7.

FUTURE MARKETING STRATEGY ......................................................................................................... 16 7.1. o o 7.2. o Product ........................................................................................................................................ 16 Acquisition with Zam Zam Cola ................................................................................................... 16 Going Green ................................................................................................................................ 17 Promotion ................................................................................................................................... 17 Sponsor next World Cup 2014 .................................................................................................... 17 2

7.3. 7.4. 8. 9.

Price ............................................................................................................................................ 18 Place/People ............................................................................................................................... 19

FORECAST AND BUDGETS ................................................................................................................... 20 CONCLUSION ....................................................................................................................................... 23

REFERENCE.............................................................................................................................................. 24

1.

INTRODUCTION

SABMiller Plc also known as the South African Breweries is a global brewing and bottling company head quartered in London, United Kingdom. It stands as the worlds second largest brewing company measured by revenues. It functions in about 75 countries across Africa, Asia, Australasia, North America and South America and Sells 213 million hectoliters of lager per year. In South Africa 1895, the company was established with the name South African Breweries (SAB). The business operations were mainly limited to southern Africa, where it had established a dominant position in the market, until 1990 when it began investing in Europe. After listing on the London Stock Exchange in 1999 to raise capital for acquisitions, the group purchased the Miller Brewing Company in North America from the Altria Group in 2002, and changed its name to SABMiller. Following this, the groups next major acquisition was of a major interest in Bavaria S.A., South Americas second largest brewer and owner of the Aguila and Club Colombia brands in 2005. (Robert Anderson et al., 1999)

SABMillers Vision Statement

To be the most admired company in the global beer industry Investment of choice Employer of choice Partner of choice

SABMiller Mission Statement

To own and nurture local and international brand that are the first choice of the consumer

SABMiller Group Values

Our people are our enduring advantage Accountability is clear and personal We work and win in teams
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We understand and respect our customers and consumers Our reputation is indivisible

2.

ANALYSIS OF COMPANY SITUATION

SABMiller have operations in 75 countries, operating 88 breweries and 43 bottling plants. SABMiller group companies directly employ over 70,000 people with many more in associate business ventures. As the company globalized into foreign markets, its significant stretched further than the boundaries of its operations through their value chain of suppliers, contractors, distributors and retailers around the world. South African Breweries bought over the American Miller creating a large merge of SABMiller gaining about 8.7% share in the world beer market. The purpose of their acquisition was to gain the higher number of consumers, eradicate high competition and capture the entire monopoly profit. Despite taking over the entire control in the purchased enterprises, SABMiller do not eliminate its former beer brands, but still produce and promote them (Smoluk Joanna, et al 2004).

Fig 1-1: Main beer producers in 2002 and the amount of their production cited by Smoluk Joanna, et al (2004).

Fig 1-2: Anon (2009) compiled from SABMiller Global beer market trends (2009)

In the global stage beer companies face a slower growth mainly due to the increasingly consumption of wine and spirits. As the global beer industry reach maturity, competition is enhanced and breweries are seeking consolidations. While the beer market is saturated in the western countries, sales are growing in new emerging economies such as China. Since SABMiller's initial investment in China in 1994, it has grown to control 15% of the market, making it the leading brewer in the country. SABMiller's growth in China has been largely inorganic, with the company acquiring several local breweries, notably the purchase of Blue Sword Brewery in 2001. The Chinese beer market surpassed the U.S. market in 2005 to become the largest in the world, with an annual consumption of 30 billion liters. In 2006, China alone accounted for 18% of SABMiller's beer volume but only 5% of its profits due to lower margins than in other regions. (Anon, 2009). These economies also provide low cost production platforms and therefore sustain opportunities for European and US firms (Singer and Kesmodel, 2007)

Fig 1-3: SABMiller 2010 Annual Report cited by Anon., (2010)

3.

SABMILLER ANALYSIS OF MARKET SITUATION

The major issues affecting SABMiller includes increasing commodities prices led to increase in production; enhanced competition provides need for improved marketing efforts; potential entrants and change in consumer taste. In explaining this, the PEST theory would be used.

3.1.

PEST theory of SABMiller

Political Factor

Government places taxation on alcohols in order to reduce alcohol problems which have caused violent actions from citizens.

In South Africa, beer adverts are ban from advertising the strength of the beverage and wasnt to be shown before, during or after childrens program. (Andres Cisneros., 2006)

Some of the regulations imposed at the federal and state level involve production, distribution, labeling, advertising, trade and pricing practices, credit, container characteristics, and alcoholic content (Haven Harris et al. 2008).

Economic Factor

In 2008, SABMiller faced a deceleration in growth which was caused mainly by a slowdown in the low-margin but high-volume Chinese market. This clearly represent a slowdown, but from a very high rate of growth and against tough comparisons (Mathew Webb., 2008).

SABMiller face a tougher period as severe weather pushed up the price of barley, and the cost of aluminum for beer cans also rose. The higher cost of raw materials was offset by SABMillers own price hikes.

High exchange rate in purchasing of raw materials has led SABMiller into high prices to temper the impact of the stronger dollar. This may affect the customer willingness to buy because customers will not accept price increases on things like beer.
Social Factor

Water scarcity and quality are becoming increasingly critical issues of immediate relevance to SABMiller, given the water-intensive nature of the beverage industry, their reliance on water intensive raw materials and the fact that some of their operations are in water-stressed regions.

The high rate of HIV/AIDS in South Africa lowers the size of available work force and increases the size of hiring, training and health care cost for business. HIV/AIDS do not only increase cost but also declines productivity, profit, revenue and consumer spending.

Technological Factor

Inadequate Technological innovation had caused pollution and environmental damage. Some countries may have less rigorous regulatory authorities that monitor the environmental impact of SABMiller activities. The waste products which include cans, bottles, and boxes are exposed and result to a great dump in under developed countries. (John Ballantyne., n.d).

3.2.

Porters Five Forces

New Entrants

SABMiller function in demanding markets, which in the earlier period has narrowed down the threat of new entrants. Due to the fragmentation of brewing industry markets which tend to have the capital and knowledge required to setup a brewing enterprise, high barriers to entry is created meaning that the threat of new entrants is low. However, in developed markets the industry is consolidated and dominated by a few, larger players. As such, these large companies, like SABMiller tend to own multiple brands with different market positions. In this market, it is much easier for competitors to launch rival products that compete directly on price and thus eroding market share. SABMiller has experienced this problem in North America with its rivals (Anheuser-Busch and InBev) entering into a price war with SABMiller. (McQuade, A., 2007)
Bargaining Power of Suppliers

SABMiller is the second largest brewer in the word by volume. As such, they are able to influence their universal accomplishment to benefit from economies of scale. In this result it means that the bargaining power of suppliers is low.
Bargaining Power of Buyers

The diversification of risk is an important part of SABMillers strategy by having operations in many different countries. SABMiller is affiliated to its premium products. Without much existence of cheaper premium beers, the bargaining power of buyers in this sector remains low.

Substitutes

Premium brands have been identified as the fastest growing segment. However, if disposable incomes fall, customers may decide to switch to lower cost brands such as Budweiser, Iron City, Foster and Corona. The switching costs within the industry are low and so this could have a negative impact on SABMiller, who have positioned themselves to take advantage from the growth in premium brand sales. (McQuade, A., 2007)
Competitors

In developing markets the industry is fragmented and SABMiller has plans to further consolidate its business in these areas. However, in developed countries, the competition is fierce. The industry is more mature and consolidated. There are a fewer number of industry giants who occupy a number of different strategic spaces with their brands. The strategic groups identify a group of firms that are operating in the same space within an industry, either with a similar strategy and/or business model. This helps management to get a clearer picture of the competition and can affect the mobility of the firm in terms of their positioning with an industry. In this type of industry the switching barriers within strategic groups are low. (McQuade, A., 2007)

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4.

SWOT AND COMPETITOR ANALYSIS

To further investigate into the marketing situation of SABMiller, the SWOT analysis would be used to better have a view into the internal environment. Stacey (2000) maintains that the environmental opportunities are only potential opportunities unless the firm can employ resources to take advantage of them. Therefore it is crucial to evaluate environmental opportunities in relation to the organizations strengths and weaknesses in terms of resources, culture and the environment in which it operates. Strength
Good global Coverage: SABMiller has operations spread across the globe. It is in a position to take advantage of growth in rising markets such as India, China, Vietnam and Africa It is the second largest brewer in the world by volume.

Weakness
SABMiller has only limited operations in the Western Europe which produce beer SABMiller still lack its presence in the key market notably Brazil, Thailand, Mexico and several countries in Asia Pacific. The consumption of beer is solely related to the disposable income so the purchasing of beer still remains highly fragmented. Thus during recession, people can turn down the thirst of beer to something more substantial while others tend to stick to one brand since SABMiller is not very popular in parts of Europe and UK.

Has a competitive advantage which is the ability to

sustain and improve in four areas (1) Value adding capability (2) Cost leadership (3) Economies of scale (4) Efficient distribution

The combination of Molson Coor and SABMiller

operation gives them a stronger market place against competitors in the United States

Opportunity
The Middle East is known as a major area for non alcoholic beer, such as, Iran, Saudi Arabia and United Arab Emirates. SABMiller compared to other brewers (AnheuserBusch by InBev) is placed to make acquisition of a divestment by other brewers or to make investment in brewers that may be struggling in the current economic climate.

Threat
The acquisition of Anheuser-Busch by InBev will emerge several of the cost improvements that InBev has developed over the years and could result in a stronger competitor in the US, which is a major market for SABMiller. In the period of customers watching their budget, SABMiller may face a down turn in performance in the future.

Big brands inspire to become bigger with more substitute and promotional discounts.
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Mature regional markets and increasing competition from producers of other alcoholic and more complex non-alcoholic beverages are compelling brewers to seek new growth markets and ways to extend their high margin premium brands globally. This motivates SABMiller to put more effort to maintain their present status and attain a greener future. Table 4-1: SABMiller 2010 Annual Report cited by Anon., (2010) Region United State UK Other SABMiller 23% 6.90% 11% Anheuser- Busch 48.40% 3% 11.50% InBev NV 1.10% 19% 14% Molson Coors 11% 21.10% 3.80%

Nevertheless with a wider variety of alcoholic beverages made available, consumers are becoming less eager to remain with a single brand of beverage. SABMillers two largest competitors currently are InBev and Anheuser-Busch. Fig 4.1: SABMiller and Major Competitors Market Share 2010

Fig 4.1 indicates that SABMiller apparently has a competitive shark on the loose by the acquisition of Anheuser-Busch by InBev and must enforce more strategic choices to compete effectively and successfully.

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5.

NEW PRODUCT IDEA FOR SABMILLER

SABMillers current strategic position has provided a clear picture of the opportunities and challenges it face in its global environment. In developing a functional possible strategy, two of the ANSOFF Matrix would be used which are Product development, Market Development and Diversification.

5.1.

Product Development
SABMiller can introduce beers that contain no alcohol. This would strengthen their image and extend to a wider separated female and muslim audience. SABMiller can develop their product into flavoring their beer to color and tastes that fits the feminity of their female customers with a moderate alcohol volume. Doing this, SABMiller would be making a competitive edge over its competitors.

5.2.

Market Development
SABMiller producing Non Alcoholic beers will expand its existing products into new market such as the Islamic countries. SABMiller can partner with major film production where its brand can be used while acting which is also known as surrogate advertisement. That will indirectly help advertise any new SABMiller product on media. SABMiller should carry on with the development of its product in South America. The forecast in Fig 6.1 illustrated the achievement which this action will yield by 2015. SABMiller with the help of a recognized fashion industry can go into designer jeans for men and women. This would expand their creativity as teenagers who are not permitted by law to drink, still benefits from the brand.

6.

MARKETING OBJECTIVE AND ASSUMPTION

SABMillers goal is to own and nurture local and international brand that are the first choice of the consumer. SABMiller objectives in achieving this goal must point out the SMART criteria. In achieving these goals to be the most admired company in the global beer industry, SABMiller has to develop an increase awareness strategy of 30% through adequate advertising in the next 3
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years. This will boost up awareness and recognition from the public at large. Most countries which SABMiller operates in are free economy. This gives SABMiller more opportunity to involve the government and major multimedia corporations to promote their awareness plan via advertisement. This could be done by appointing recommended and experienced people with good skills in advertising and designing. This awareness should be conveyed through posters, TV, radio and Press editorial. SABMillers 7000 employees must have full understanding and agreement on where SABMiller is aiming to go. According to Maslow (1943), all employees that have job satisfaction are high performers in their respective. It will be difficult for SABMiller to achieve its goals if employees are less motivated. This calls for proper motivation and development of employees which could be done by increasing Job security, encouraging employees to have a sense of achievement and recognition. Customer loyalty must also be put in consideration especially during the first two years. This will capture their trust and perspective towards the brand. They must aim to achieve a market share of 40% by 2015. This action must be carried out by changing price or offering incentives to customer. This means that every month market share targets can be measured against SABMillers goals. Better R&D and innovation is required to strengthen the effectiveness and capability for SABMiller to easily sustain in the market through increased quality control and de-risking.

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6.2.

Assumption

SABMiller has plans of greatness. Bearing that in mind, they look forward to developing awareness, sending the right signal to the potential customers in countries in South America and Eastern Arabian countries. With their participation in the 2014 world cup, lots of awareness will be gotten thus increasing market share over time. Vietnam having a total population of 86,936,464 people will eventually become the sole profitability of SABMiller by year 2015 since Vietnam is a country known for its productivity and cheap labor. With a good assumption that economic condition remains good, SABMiller will be able to leverage its business insights and eco-friendly motives to drive innovation in business models and across customers, markets and channels in order to create growth and sustainable advantage. However, SABMiller must be ready for constant upgrade by year 2013 due to imitation from attracted competitors.

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7.

FUTURE MARKETING STRATEGY

To further discuss the future marketing strategy SABMiller could use, the 4Ps are brought into light as it puts strategies well perceived in strategic positions geared toward gaining market share. Since SABMiller is already a mature company in the Product Life Cycle, the 4Ps will be looked into from a higher perspective and hope for greater achievements in the future.

7.1.
o

Product
Acquisition with Zam Zam Cola

The Middle East is marked as a key area for non-alcoholic beer, and generates rapid growth in markets such as Iran, United Arad Emiratis and Saudi Arabia. In these primary Muslim countries, consumers are starting to choose for non-alcoholic beer over standard soft drink due to the fashionable western image they possess. Fig 7.1: Growth rate of Non-alcoholic beer 2003-2008

The strong growth forecast in these Muslim countries will continue as these countries are less affected by the downturn. Also, in Western markets such as Spain where low-/non-alcohol beer has shown strong growth historically due to stricter drink-driving laws, this opportunity allows SABMiller to produce non alcohol beer in cheap labor country such as Iran and export them to the Western markets.

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The leading five players in non-alcohol beer are as follows; 1. Heineken 2. Grupo Mahou San Miguel 3. Zam Zam 4. Dlageo 5. InBev Zam Zam cola has operations spread throughout the Middle East. It is positioned to take advantage of growth in some growing market such as United Arab Emiratis and Saudi Arabia. They also have good shipping access through Persian Gulf to Europe. Therefore acquisition of Zam Zam cola will provide competitive opportunity for SABMiller to compete with big player such as Heineken and Inbev.
o Going Green

In response to environmental pollution, SABMiller should restructure products within cartons to fit more in or changing the material used. They could corrugate board to film, therefore reducing the use of outer cartons or boxes. SABMiller may also introduce a number of scuff-resistant coatings to extend the life of returnable bottles. This will meet up to the satisfaction of ecoconsumers and draw forth a competitive edge that presents its brand as an eco-friendly company.

7.2.
o

Promotion
Sponsor next World Cup 2014

In May 2010, SABMiller spent 15.3million pounds in South Africa to boost its beer sales during the football world cup in other to fight against rivals. They can also do the same by donating some sponsoring contributions to the next world cup that will take place in Brazil from 12 June to 13 July 2014. This will increase their awareness over potential market in South America and worldwide thus increasing revenue over time.

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7.3.

Price

The new products that are to be introduced in the future are diversified into products that will extend the value of the product to the customers. Since SABMiller is majorly a premium brand, its new products has to maintain its quality in an affordable price. The figure below shows the products that are to be introduced using the Ansoff matrix. Fig 7.2: New Product Idea for SABMiller
Non-Alcoholic beer

SABMiller Designers Jeans

Surrogacy Advertisement

Flavored Beer

However in making this more successful, price has to be strategized effectively. SABMiller presently uses the premium pricing which is high pricing due to its uniqueness. In this case it will be more profitable if it penetrates the market with premium pricing and change to penetration when competitors begin to imitate strictly. Fig 7.3: Proposed pricing strategy for SABMillers New Product Ideas
Start Premium Price Attracted first Customers Vigorous Competitors trying to penetrate Average customers cannot afford during recession

Penetration Price

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7.4.

Place/People

According to Michael Mussa, (2000), People who travel to other countries seeks to find common taste and bring new preferences to their home. Since culture is dynamic and human wants are unlimited, the movement of people creates an increase in taste from one brand of bear to another. SABMiller must capture the hearts of its customers by respecting and fitting their cultural, social and physical needs. Thus SABMillers product must be hygienic, non-racial and must be suitable for all life-styles without segregation or stereotyping of any sort.

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8.

FORECAST AND BUDGETS

TABLE 8-1: ACTUAL OPERATIONAL BUDGET OF SABMILLER ($) FOR THE YEAR 2012 Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Cash Flows
Salaries/ Wages Payroll Taxes 10% Bonus 40% Research & Development Advertising Websites Events Customer loyalty Training/ Development Telephone Electricity $ 3.5mil $ 3.5mil $ 3.5mil $ 3.5mil $ 3.5mil $ 3.5mil $ 3.5mil $ 3.5mil $ 3.5mil $ 3.5mil

Nov

Dec

$ 3.5mil

$ 3.5mil

1 mil

1 mil

1 mil

1 mil

1 mil

1 mil

1 mil

1 mil

1 mil

1 mil

1 mil

1 mil

3,200 41,667

3,200 41,667

3,200 41,667

3,200 41,667

3,200 41,667

3,200 41,667

3,200 41,667

3,200 41,667

3,200 41,667

3,200 41,667

3,200 41,667

3,200 41,667

100,500 1,500 __ 29,166

100,500 __ __ 29,166

100,500 __ __ 29,166

__ __ 115,000 29,166

__ __ 111,000 29,166

100,500 1,500 __ 29,166

100,500 __ 70,000 29,166

__ __ __ 29,166

__ __ __ 29,166

80,500 __ __ 29,166

80,500 __ __ 29,166

80,500 1,500 __ 29,166

25,000

25,000

25,000

25,000

25,000

25,000

25,000

25,000

25,000

25,000

25,000

25,000

10,000 9,000

10,000 9,000

10,000 9,000

10,000 9,000

10,000 9,000

10,000 9,000

10,000 9,000

10,000 9,000

10,000 9,000

10,000 9,000

10,000 9,000

10,000 9,000

Rent

7,000

7,000

7,000

7,000

7,000

7,000

7,000

7,000

7,000

7,000

7,000

7,000

Internet

3,800

3,800

3,800

3,800

3,800

3,800

3,800

3,800

3,800

3,800

3,800

3,800

Water Sales Revenue

1,000 8.00 M

1,000 8.00 M

1,000 8.00 M

1,000 8.00 M

1,000 8.00 M

1,000 8.00 M

1,000 8.00 M

1,000 8.00 M

1,000 8.0

1,000 8.0

1,000 8.0

1,000 8.0

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TABLE 8-2: TOTAL PROJECTED BUDGET OF SABMILLER ($) Cash Outflows Salaries/ Wages Payroll Taxes 10% Bonus 40% R&D Advertising Websites Events Customer loyalty Training/ Development Telephone Electricity Rent Internet Water Total Cash Outflows Cash Inflows 2012 $ 42,000,000 1,200,000 38,400 500,000 744,000 4,500 296,000 349,992 300,000 120,000 108,000 84,000 33,650 12,005 $ 45,790,547 2013 $ 42,400,000 1,400,000 38,450 450,000 740,000 3,500 230,000 270,000 290,000 120,000 108,000 84,000 33,652 12,010 $ 46,179,612 2014 $ 42,800,000 1,600,000 38,500 400,000 736,000 2,500 164,000 240,000 280,000 120,000 108,000 84,000 33,653 12,015 $ 46,618,668 2015 $ 43,200,000 1,800,000 38,550 350,000 732,000 1,500 98,000 230,000 270,000 120,000 108,000 84,000 33,655 12,020 $ 47,077,725

2012

2013

2014

2015

Sales Revenue

$ 22,955,900,000

$ 23,155,900,000

$ 23,355,900,000

$ 23,555,900,000

Total Profit

$ 22,910,109,453

$ 23,109,720,388

$ 23,309,281,332

$ 23,508,822,275

It is only logical that as profit increases over the years so does Salaries/wages, Payroll taxes, and Bonus. With good intention of creating awareness in capturing a wider audience through advertising, website, events and customer loyalty; cost reduces gradually as awareness is created and solid. Also training development cost reduces as technology advances thus promoting machines (Artificial intelligence) to occupy work and reduce cost. Fixed and variable cost such
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as telephone, electricity, rent, internet and water varies from time to time but must be put in good attention to get work done efficiently.

Fig 8.1: Future Forecast of SABMiller 2012-2015

The graph above indicates that from Year 2012 to Year 2013, growth was a bit slow despite increase in market share. This could be due to factors like customers getting used to changes, adjustment in value chain, training of staff and gaining economies of scale. In 2014 going to 2015, there will be larger growth. This could be due to the developed infrastructures in South America which as a result marked a competitive advantage over other local competitors of beer, good reward management, effective IT personnel, satisfaction of customers and barriers to entry.

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9.

CONCLUSION

A Multinational producer of beer such as SABMiller have a competitive advantage because of larger commodity buying power and established relationships with key suppliers. It is very important that SABMiller should seek to improve process efficiency and maintain strategic partnerships with key suppliers in established and growth markets. Internationalization had resulted to processes which are permanent extension of unifying products and brands, also in regard to the standardization of tastes and preferences all around the world. Since culture is dynamic, the western lifestyle can be adopted. Therefore the SABMillers consumers are also globalized. This consequently creates an existence of feedback between producers, who promote and provide the global beer brands and the consumers, who get suggested by the advertisement and make the demand for the known brands. In conclusion, the success of SABMiller can be supported by the reduction of transport costs in avoidance to air pollution, telecommunication development and growing similarity in legal systems, unification of management and data processing systems.

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2.

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4.

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Robert Anderson et al., (1999). SAB is prepared for more beer and scuffles. [Online] Available at: www.referencebusiness.com. [Accessed on 23rd April, 2012] Smoluk Joanna et al., (2004). The Globalization in Breweries Industry. [Online] Available at: http://www.ejpau.media.pl/volume7/issue2/economics/art-10.html. [Accessed on the 24th March, 2012]

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