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The Strategy for SabMiller for the next 18 months can be split into three phases.

In
the first 6 months we can tap the latent demands arising from demographic
distortions in the Wellington state. As there is migration of workforce involved in
agriculture to the Urban areas and rising disposable income in the urban areas with
a greater purchasing power the urban population demands more of
mainstream/premium segment beers compared to economical segment which is
now seen as an inferior product whereas the reduction in purchasing power of rural
population augurs increase in demand in the economical segment beers and vice
versa in other segments. This demographic distortion in the demand pattern can be
tapped by gradually diverting a chunk of Mainstream and Premium segment beers
production from rural outlets to urban and economical segment beers production
from urban to rural without needing any increase in the production capacity and
thus resources can be utilized properly. The excess supply of the mainstream &
premium segment beers garnered from the above strategy can be launched in the
Bar and Restaurants in the urban areas where SabMiller never had a presence. With
the excess supply we have a provision of introducing penetrative pricing in the B&R
segment by competing with the other competitors. To position the mainstream and
premium brands in the B&R , we can provide the product merchandized stickers to
displayed on their transparent beer pint glasses ,washrooms and payment desk
,hence capturing the consumers attention. In the next 12 months apart from
monitoring and carrying the above strategies SabMiller can launch beer chocolates
which has seen an unprecedented growth in the countries like South Korea (19%
growth) , the distributors can be given a provision of returning back the unsold beer
stock which can be used prudently in the production of beer flavored chocolates and
thereby creating a new market ,having a first mover advantage with optimal
utilization of the resources. This protects the distributors from possibility of losses
and improves their relations with Sabmiller. As a promotional strategy beer
chocolates could be sold to B&Rs at a discounted price. Sabmiller can tie up with
the renowned pubs and make a business proposition of offering knockout/fosters
beers for parties conducted hence targeting and reaching to a wider customer base.
It can leverage this opportunity by providing the beer chocolates to the partiers in
the pub.
Sabmiller can leverage all its strategies followed above by launching an exclusive
mobile app which is one of its kind ,making the customers apprised of the nearby
B&Rs , Sabmiller beers offers going on ,provision for buying the Sabmiller
merchandises and beer chocolates .Thus by giving a whole catalogue of options it
can provide a serious competitive advantage not just to the follower(CarlsBerg) but
also to the market leader(United Breweries),the app can also provide redeemable
points on purchase all these provide a great value addition to the Sabmiller brand
and its products.As a csr initiative Sabmiller can provide training and skills
development programs for the agricultural workers who have lost their jobs due to
bad monsoon and give them an option of working with Sabmiller beer
manufacturing plants.

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