Summarize the evaluation of Grolsch’s international performance
Organizational structure
Grolsch product-oriented organizational model makes less impact on understanding consumer needs and geographical variations and market trends. Further evaluation should be done in the market to understand it, especially on the geographical aspect, targeting the new venture of the product outside western Europe.
Maba (Market Attractiveness, Bussiness Assessment
The need to reevaluate this framework is highly recommended as it is biased; the framework excludes some of the potential markets for growth like Brazil and South Africa. With the nature of bias of the framework, it does not put the company at the competitive sot globally.
Ordinarily, Grolsch mainly relied only on the western market using the Blue ocean strategy now to maximize their profits; new business markets must be created. The targeted new markets are the consumers in the developing markets.
The company does not face threats by new entrants has it is enjoying consumer loyalty from the western consumer and have become a giant with big financial muscles. Other reasons minimizing the new entrants are mergers and acquisitions. This is a high risk to the new entrant as that no one care dare as the financial implication is far adverse. Despite Glorsch being a giant, is it still facing fierce competition from Heineken and other substitute products like wine, soft drinks, and energy drinks. There are indications of a decrease in the consumption of beer and an increase in the consumption of substitute drinks.