Molson Ccase
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Molson Acquisition into Brazil
Business Policy & Strategy
MBA 625
TABLE OF CONTENTS
1. Executive Summary
2. Background Information
3. Analysis
3.1 External Analysis
3.2 Environment & Critical Success Factors
3.3 Internal Analysis & Molson SWOT
p. 14
4. Critique of Strategy
p. 24
4.1 Key Strategic Issues
p. 24
4.2 Strategic Alternatives
p. 27
4.3 Current Strategy
p. 29
4.4 Evaluation of Opportunities
p. 31
4.5 Evaluation of Risks
p. 33
5. Implementation Plan
p. 36
Appendix & References
p. 48
1. Executive Summary
Molson is one of the 2 giant competitors on the monopolistic Canadian beer market. Due to shifts in the external environment (changing Canadian demographics, global trend towards consolidation, increase in microbrewery and imported beer consumption in Canada) and to internal pressures, the company decided to pursue a strategy of international expansion in 2000.
Molson entered the Brazilian market in two stages.
by acquiring BAVARIA in 2000, for $98 million CAD
by acquiring KAISER in 2002, for $912 million CAD (for a 80% interest)
After these two acquisitions Molson doubled its brewing capacity and gained a foothold in an important emerging market. As this was Molsons first major foray into a South American market there are considerable risks in the pursuit of this strategy.
The present paper delivers an external and internal analysis, critiques the current strategy chosen by Molson, and delivers a detailed implementation plan to ensure a successful completion of the chosen strategy. The implementation plan is designed to ensure a smooth integration of the Brazilian acquisitions with Molsons current operations in Canada and the USA.
The strategy implementation plan covers the functional areas of sales and marketing, distribution, manufacturing and finance. It will examine the actions needed to be taken in the two markets – Brazilian and Canadian.
2. Background Information
“My beer has been universally well-liked beyond my most sanguine expectations.”- John Molson, January 18th, 1786
Molson is one of Canadas oldest companys dating back to 1786. From modest beginnings the company has gone through multiple periods of growth. Through the 1800s the company was involved in multiple businesses such as railroads and banks but began to concentrate on growing their brewing operations from the 1900s onward. Now as the company prepares for the new millennium they have embarked on establishing licensing agreements in the US and have recently made a large push into Brazil with its favourable demographics.
Company Milestones
“Weve entered into a completely different realm of opportunity.” – Dan ONeill May 16th, 2002
3. Analysis
3.1 External Analysis
Brazilian Economy
Brazils economy contributed to around 33.4 % of the GDP for Latin America in 2001. With this, Brazil is the largest economy in South America and is one of the ten largest economies of the world. In 1994, the economy expanded by 6.2 percent and then averaged 3.3 percent growth until 1998, when the economy, in terms of GDP, did not grow at all. During the early months of 1998, a soaring current account deficit and Russias debt default created unrelenting pressure on the currency, which forced the government to hike annual interest rates above 50 percent.
In January 1999, Brazil made an abrupt shift of course in exchange rate policy, abandoning the strong currency anti-inflation anchor of the Real Plan. During the next two months, the Brazilian currency Real depreciated about 40 percent pulling the economy in to a brief economic recession. Despite this economic setback, the Brazilian government has continued with its economic development program, and the economy has responded by resuming its expansion. As seen in the chart above, in the last two decades the growth rates have declined to 1.8 % per annum. The GDP for 2001 was at 1.5 %.
The weakness in the Brazilian Economy may be due to two factors. The first factor is that the distribution of Income and wealth is highly disproportionate. As a result, in spite of Brazils productive capacity, more than 50 million people out of 174 million live below the poverty line. Secondly people working in the public sectors earn excessively high salaries and there is a high rate of corruption. The instability in the political system does not allow for stable economic conditions.
The following chart provides an overview the Brazilian economys performance during the past two decades:
Interest rates & Exchange rates
Since early 1998 the Brazilian interest rate has been stable at 19 %. The emerging slowdown in domestic and global demand coupled with low oil prices in the late 90s are likely to limit further inflationary pressure. This should enable the Central Bank to avert interest rate hikes in the short term.
Exchange rates: Real per US dollar
The above chart shows that during the past five years the Real has depreciated by more than 130 %. Inflation for the year 2001 was 6.6%, which is