| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 9.55 MB | Adobe PDF |
Advisor(s)
Abstract(s)
This case study has been prepared based on a real-life business scenario, where the
company “Sociedade Central de Cervejas e Bebidas” (SCC) was chosen in order to serve as a
teaching example of the complex and difficult task that companies’ have to expand their
operations internationally, as well as, to alert to the opportunities and threats existing in a
global business context.
SCC is a Portuguese based company specialized in producing and marketing beer and
other beverages, acquired in 2008 by the Heineken group, one of the largest beer companies
in the world.
In 2012 the entire European beer market was contracting considerably as a
consequence of the global financial crisis and its negative impact on consumer’s purchasing
power. In view of this critical situation, SCC managers believed that the only way the
company could counteract to the poor results in Portugal was to focus their future
development towards external markets. Thus, Angola and Brazil appeared to be the most
meaningful internationalization options for SCC. In the former the company was urged to reevaluate
its approach to the market and augment its performance, whilst in the latter SCC was
not yet present and therefore needed to develop the appropriate strategy to enter that market.
The case study presents some of the information SCC managers disposed at that time
to make the most accurate possible decisions regarding the company’s next
internationalization steps, with the main goals in mind of sustaining the Portuguese
subsidiary’s infrastructures and contribute to Heineken’s global performance.