Marketing Strategy of Carlsberg
4.The Marketing Strategy of Carlsberg Group
Carlsberg is the fourth largest brewery group in the world, which has a brand portfolio that includes brands such as Carlsberg, Tuborg, Baltika and Kronenbourg 1664, which are well known international premium brands, but also includes strong local brands, such as, Ringnes, in Norway, Lav in Serbia and Wusu in Western China. (www.carlsberggroup.com)
This section is about Carlsberg Group's marketing strategy, with a focus on Carlsberg, its main brand, and on Tuborg. Carlsberg Group’s strong regional presence built on strong brand portfolio offers them a distinctive competitive advantage in the market place. (www.datamonitor.com) Also, the fact that Baltika, Carlsberg and Tuborg are among the six biggest brands in Europe emphasizes the strength of the Group’s brand portfolio. (www.carlsberggroup.com)
The share of Carlsberg is positioned in the premium lager segment, where it has to face top beer competitors, such as Heineken, reason why they have created a strong marketing strategy. In recent years Carlsberg Group’s attention has been more and more directed to commercial initiatives in order to create value for consumers. Carlsberg advertise itself as being “probably the best beer in the world”. On its official web page, it is stated that what sets Carlsberg Group apart from other competitors is its attitude towards differences and the respect they have towards culture, people and brands. (www.carlsberggroup.com)
4.1 Adaptation and Standardization Strategy
In the internationalisation process, companies have to face differences when it comes to language, climate, race, occupations and education, topography, taste, laws, cultures, and societies, which may generate conflicts at some point. (Van Mesdag, 1987) In order to overcome these differences and avoid possible cultural, social or legal conflicts, companies must approach a marketing plan focused on adapting to local tastes and needs. (Ghemawat, 2007 ) Carlsberg Group
Carlsberg is the fourth largest brewery group in the world, which has a brand portfolio that includes brands such as Carlsberg, Tuborg, Baltika and Kronenbourg 1664, which are well known international premium brands, but also includes strong local brands, such as, Ringnes, in Norway, Lav in Serbia and Wusu in Western China. (www.carlsberggroup.com)
This section is about Carlsberg Group's marketing strategy, with a focus on Carlsberg, its main brand, and on Tuborg. Carlsberg Group’s strong regional presence built on strong brand portfolio offers them a distinctive competitive advantage in the market place. (www.datamonitor.com) Also, the fact that Baltika, Carlsberg and Tuborg are among the six biggest brands in Europe emphasizes the strength of the Group’s brand portfolio. (www.carlsberggroup.com)
The share of Carlsberg is positioned in the premium lager segment, where it has to face top beer competitors, such as Heineken, reason why they have created a strong marketing strategy. In recent years Carlsberg Group’s attention has been more and more directed to commercial initiatives in order to create value for consumers. Carlsberg advertise itself as being “probably the best beer in the world”. On its official web page, it is stated that what sets Carlsberg Group apart from other competitors is its attitude towards differences and the respect they have towards culture, people and brands. (www.carlsberggroup.com)
4.1 Adaptation and Standardization Strategy
In the internationalisation process, companies have to face differences when it comes to language, climate, race, occupations and education, topography, taste, laws, cultures, and societies, which may generate conflicts at some point. (Van Mesdag, 1987) In order to overcome these differences and avoid possible cultural, social or legal conflicts, companies must approach a marketing plan focused on adapting to local tastes and needs. (Ghemawat, 2007 ) Carlsberg Group
References: Anderson, James and James A. Narus. 1990. “A Model of Distributor Firm and Manufacturer Firm Working Relationships.” Journal of Marketing 54 (January): 42-58 Bhat, Subodh and Srinivas K Berry, L., 2000. “Cultivating Service Brand Equity”. Journal of the Academy of Marketing Science, 28 (1), pp Buttle, F., 1996. “Relationship Marketing”, Relationship Marketing Theory and Practice, London: Paul Chapman. Cornwell, B., Humphreys, M. S., Maguire, A. M., Weeks, C.S. and Tellegen C. 2006, “Sponsorship-linked marketing: the role of articulation in memory”, Journal of Consumer Research Ghemawat, P., 2010 Grace, D. and O’Cass, A., 2005. “Service branding: consumer verdicts on service brands”. Grier SA, Kumanyika SK. 2008. “The context for choice: health implications of targeted food and beverage marketing to African Americans.” Am. J. Public Health 98:1616–29 Janiszewski, Chris and Stijn M Kotler P., 1999. “Kotler on Marketing”. The Free Press Kozinets, R Merisavo, Marko, 2006. “The effects of digital marketing communication on customer loyalty: an integrative model and research propositions.” Helsinki School of Economics Moorman, Christine, Zaltman, Gerald and Rohit, Deshpande Morgan, Rob M. and Shelby D. Hunt. 1994. “The Commitment-Trust Theory of Relationship Marketing.” Journal of Marketing 58 (3): 20-38 Peracchio, Laura A., and Tybout, Alice M Prahalad, C. K. and Doz, Y., 1986, “The Multinational Mission: Balancing Local Demands and Global Vision.” New York: The Free Press. Reinartz, Werner, Jacquelyn S Simonson, Itamar. 2005. “Determinants of Customers’ Responses to Customized Offers: Conceptual Framework and Research Propositions.” Journal of Marketing 69 (January): 32-45 Van Mesdag, M