The Rant

Managing Advertising and Promotion Case: Molson Canadian -- The spirt Case question: What should Molson do now? Why? Who: Molson, in particular the marting team What: materialise a modernistic execute for Molson Canadian, Molson best selling beer Background * The ranting was a successful urge that resulted to two a get away increase in gross revenue (1 point = 15 million) * It was an inclose winning campaign, but rate played out. Urgency * Beer sales ar flat * Molson lost 100 million (89 99) * Net disadvantage of 44 million (2000) * vernal competition from imports, regional, micro-breweries Industry * Molson and Labatt are considered duopoly, and sop up up 90% of the market, set at 5-6 million * Beer is slowest development in alcoholic swallow consumption. (Wines, Spirits are straightaway) * make revenue are scattered in the Canadian market * Ontario is the largest market * Quebec is second * BC is third * Ontario and Quebec is 60% market * Brand sales vary per province why Molson not sold in Quebec? * Import sales change magnitude from 2.5 to 6.8 (93 to 99) significantly (Miller, Coors, Bud) market Players 75 Breweries, 52 micro-breweries Molson 2.5 billion in sales.

The oldest beer nock in North America (founded 1786) * . The Molson Canadian has 12% of Molsons market deal * Overall market share reduced from 52% in 89 to 45% in 99 * Strategy: digest on existing market, lard to new markets, position as an international brewery. * In 2000, Downey ( decimal point of marketing) amalgamate the brand in 7 unique positions * Coors, an import, but distributed by Molson: 2.4 billion, 15% increase in sales. 4th largest brand and considered fastest growing. Labatt Founded 1847, 45% Candian market share * high-pressure in advertising and promotion, bunk to go head to head with Molson * Strategy: Target on functional efficiencies and brand promotion, in particular on imports * Main harvest-time:...If you hope to get a full essay, order it on our website: Ordercustompaper.com

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