Peer Swinkels (36) took a second in 2011 to reflect on the accomplishments and the challenges that lay ahead for the 330-year old family brewery. All along with his fell board constituents, he was precariously conscious that his predecessors had left behind a beer company that shone in manufacturing but lacked the brand grip to really hit the big league. The challenge for the seventh generation was certainly to leverage its exceptional brewing skills to create an equally strong brand using the unique family values and tradition nurtured since the company was created back in 1680. Bavaria stood for a high level of entrepreneurship along with fierce independence, blending legacy with innovation. In the last couple of years, Bavaria had made major advancement in (re-)positioning the brand.
It'd revitalized it with a new brand layout in its Dutch home market, and was now rolling it out on an international scale. It established award winning inventions like booze-free beers that were white. Its revolutionary guerilla promotion actions at the World Soccer Championships in South Africa won recognition and applauses all over the world. Should the business roll out the same aggressive product and advertising tactics in its 120 marketplaces? Would it not be impossible to pull off a fresh guerilla marketing campaign across the 2012 European Soccer Championships in Ukraine and Poland? What other channels should it consider to reinforce the brand and fit its product innovation prowess? Learning objectives: Guerilla advertising, growth management, family business.
PUBLICATION DATE: December 31, 2011 PRODUCT #: IMD597-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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