published_or_final_version / Architecture / Master / Master of Architecture

South African Breweries-Beer Division referred to as SAB, is a subsidiary of SABMiller plc. SAB manufacture, market and distribute alcoholic beverages and alcoholic fruit beverages (AFB's) throughout Southern Africa. Their strategy is to drive volume and productivity in major markets, optimise and expand market positions, seek value-adding opportunities to enhance their position as a global brewer and grow their brands in the international premium segment (http://www.SABMiller.com/pdfs/SABMiller%20Factsheet%20Update%20Feb%202004.pdf). However, the current Liquor Act (Liquor Act No. 27 of 1989) is being revised and is under going many changes. It makes provisions for shebeens, retail chain stores, petrol stations and supermarkets to become licensed to trade in alcoholic products. The imminent changes are meant to promote the development of a responsible and sustainable liquor industry in a manner that facilitates the entry of new participants (http://www.saccct.org.za/liguorpres.html). "One of the key issues for discussion as the provinces' drafted legislation for the retail licenses was how to encourage the normalisation of illegal retailers, or shebeens. An estimated 200 000 shebeens are currently outside the regulatory net," said Deputy director-general Astrid Ludin (http://business.iafrica.com/news/260060.htm). Given the above, it is estimated that the customer database of SAB will increase substantially. This study concentrates solely on shebeens as "the entry of new participants". Will SAB be adequately prepared to meet and satisfy their customer demands and operational obligations? Will they be adequately resourced or do they start planning now? Do they have anything to worry about? This study investigates SAB's readiness to service a substantially increased customer base. / Thesis (MBA)-University of KwaZulu-Natal, 2004.

Manufacturing plays a significant role in the economy of Namibia, and yet is not performing as anticipated. In this study, the role management accounting plays in the success of a manufacturing business is explored. The research study was guided by the question of whether management accounting practices have an impact on the success of a manufacturing business through decision-making, business strategy formulation and implementation processes, as well as business performance as a whole. The research methodology used for this study is a qualitative case study of the manufacturer, Namibia Breweries Limited. This study used the insight of managers involved in the business strategy formulation and implementation, as well as in the decision-making process. The interviews focused on three themes: the contribution of management accounting practices through the business strategy and decision-making process, the influence of management accounting on business performance, and finally, the management accounting systems used in a manufacturing business. The findings of the study demonstrate that there needs to be greater awareness regarding the influence of management accounting practices on the success of a manufacturing business. Also, periodic appraisals on financial performance, quality of products and personnel performance, as well as a thorough understanding of the costing system, can be essential to the success of a manufacturing business.

Thesis submitted in partial fulfilment of the requirements for the degree Master of Technology: Public Relations Management in the Faculty of Informatics and Design at the Cape Peninsula University of Technology 2013 / This study investigated how the KickStart project, a flagship project of Kgalagadi Breweries Limited (KBL), has contributed to KBL’s reputation. The research sought to understand the aims of the project and to examine whether KickStart’s objectives are aligned to KBL goals. It also discusses stakeholder engagement and youth perceptions about the project, paying attention to the ways these factors seamlessly contribute to KBL’s reputation. The study was framed around the epistemological assumption that the corporate social responsibility (CSR) of major companies is essential for addressing social problems within local communities and for building mutual beneficial relationships. However, these companies often exclude communities in their CSR programmes, or the programmes fail to meet the needs and expectations of the communities. These factors often impact negatively on the image and reputation of the companies involved. This is a case-study of the KBL project-KickStart and uses a qualitative methodology to glean empirical data. The research methods include a questionnaire and interviews administered to 16 participants selected from KBL, Botswana National Youth Council, the Department of Youth, and youth who have received financial assistance from KickStart. A questionnaire were also administered to another youth group that received financial support under the Youth Development Fund, managed by the Department of Youth. An analysis of documents such as media reports and the Sechaba Breweries Holdings Limited past annual reports were made. Observations were also made during visits to youth businesses while the questionnaires. The literature on theories of CSR and the responsibilities of business provided the conceptual and theoretical framework for this research. This body of knowledge attempted to tease out the main responsibilities of business, namely economic, legal, ethical, and philanthropic responsibilities and bring them to bear on the main focus of the project. Stakeholder theory provided the main theoretical thrust for this study because it highlights the multiple relationships that a company has with business partners, employees, government, suppliers, consumers, and communities, and that they all have expectations in terms of how a company should behave, and dictate what acceptable behaviour is. The value of involving stakeholders in CSR programmes will enhance a company’s reputation if communities are happy with the programmes; they will buy the goods and services procured by the company and recommend the company to others, employees will be motivated, and the company’s productivity levels will increase thus increasing profit margins. Suppliers will be happy to do business with the company. Businesses, to fulfil their mandates, enter into several relationships with key stakeholders who are prioritised according to their power, legitimacy, and the urgency of the issues at hand. Key findings from the study are that the aim of the KickStart is to empower youth to manage sustainable projects and create employment to improve the well-being of communities. KickStart is a flagship CSR programme of KBL, opening opportunities for the youth through development of their entrepreneurship skills. Its objectives are to support the government to address unemployment among the youth and facilitate sustainable economic development. The youth perceive KickStart as a good project; it offers them financial support, business management training, and a year’s mentorship to sustain their businesses. They acknowledge the contribution KickStart makes to uplift their lives and identify with the KBL brand, which positively reflects KBL as a good company. Stakeholders are important; they must be involved in CSR programmes and their concerns and issues should be considered for the success of the programmes. KBL has limited its stakeholder engagement to internal stakeholders namely, the trustees and the project manager, and externally the media and judges. Collaboration with the youth organisations will give credibility to KickStart whose target audience is the youth. While acknowledging limited stakeholder engagement, the CSR implementation framework is recommended for KBL to streamline and prioritise key issues around the high unemployment among the youth, identify key players to be involved, and specify what their contributions should be in addressing the problem.

No abstract

For centuries the world’s biggest breweries, including Anheuser-Busch InBev and MillerCoors, have been producing America’s favorite beers like Budweiser and Coors Light. However, more recently smaller, craft breweries have seen significant expansion as a growing number of Americans are drinking craft beers. How has this recent trend affected the beer market in the United States? More specifically, how has the recent success of craft breweries affected Anheuser-Busch InBev and MillerCoors? I examine the economic factors that have led to craft beer’s success in a highly competitive market, and further, how this success has impacted Anheuser-Busch InBev and MillerCoors. My study reveals that the premier quality of craft beer has distinctively separated itself from the traditional American lagers, like Coors and Bud Light. Furthermore, as the United States has experienced economic growth, more and more Americans are choosing craft beers over these American lagers. In final, I examine and explain Anheuser-Busch InBev and MillerCoors’ recent multi-billion dollar investments into the craft beer industry.

The Swedish brewery industry has historically been through multiple waves of mergers &amp; acquisitions (M&amp;A), resulting in consolidation of the industry – a trend also seen in other countries. The driving forces behind such waves and the functions of cartels are subjects of debate, and there is more to discover regarding the historical Swedish brewery cartel and the firms that were active in the industry. The purpose of this bachelor’s thesis is to analyze how M&amp;A have been used as a tool to restructure industries and to further understand how historical actors and institutions interacted. It applies institutional and network theory to conduct a case study, aiming to deepen understanding of how M&amp;A was used to reshape the brewery industry around the city of Gävle between 1920 and 1945: from several local firms to a single regional monopoly. Primary source material has mainly been gathered from archives deposited in the Gävle municipal archives, consisting primarily of protocols and records from firms which were active in the city during the timeframe. This material has been analyzed using predominantly, though not exclusively, qualitative and historical methods. Several key results have emerged from this research. A multitude of driving forces was acting in favor of consolidation. There was a stable network between certain firms prior to any joint M&amp;A-activity. The economic shock of the second world war brought additional pressure, in particular regarding distribution possibilities for the firms, to consolidate. The cartel took an active role and worked in favor of consolidation through M&amp;A-activity – however the cartels power on a local level was also surprisingly limited. In this case, M&amp;A served as a tool in the interaction between actor and institution, used to bring firms in compliance with the cartel system and to reduce the total number of firms. / <p>Slutgiltigt godkännandedatum: 2024-01-12</p>

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: This thesis has two objectives, namely: • The construction of a deduced model to evaluate the strategic management of a company. • The application of this deduced model to evaluate the strategic management of the South African Breweries Limited. In essence the model deduced that a company's overall strategic success would ultimately be embodied and reflected in the following aspects: • The company's ability to achieve its stated vision and mission. • The company's ability to add value to its shareholders. • The company's financial performance. • The company's diversification strategy. • The company's shareholding. • The company's ability to be flexible. • The company's strengths, weaknesses, opportunities and threats. The South African Breweries Limited strategic performance, based on the deduced model, essentially and by exception indicated the following for the period 1991 to 2001 (see Chapters 3 and 4 for detailed and quantified analysis): • SAB achieved its stated vision and mission long before its target date. • SAB's drive to add value and maintain its shareholders confidence has been relatively successful. • SAB's operational performance has been relatively successful with a very evident strategy of low cost / low margin, but high volume strategy. Asset utilisation was however not on par with the largest brewer in the world. • SAB's strategic intent to be viewed by its customer as best cost provider has been relatively successful in that its price increases has been less than 85% of the official CPI, whilst at the same time it was awarded international accolades for product quality. • SAB's financial performance compares favourably against Anheuser Busch's, but it performed dismally with regards to its debtors' collection period since 2000 with an all time high of 101 days in 2001. • SAB's diversification strategy has refocused on its core business of consumer beverage market since South Africa's re-admission to the world market in 1994. • The rumour of another large brewer obtaining a relative large shareholding in SAB with a potential future merger was countered by SAB themselves in 1999 I 2000. • Since South Africa's re-admission to the world market, SAB has been able to refocus on its core business very quickly and shed its non-core businesses whilst at the same time becoming a world player. SAB South Africa has however faltered slightly in not being able to counter the slight loss of market share to substitute products. • SAB's entrance to the world markets, especially the emerging markets, has not only presented opportunities, but also threats and risks related to emerging economies. • The Chief Executive, Mr G Mackay, indicated that the investments in the emerging markets require optimisation and productivity improvements in order to achieve similar successes to its South African beer business. In summary it is evident that SAB has undoubtedly been successful up to 2001, but that the real challenge and proof of sustainable success in a multi country economy remains to be seen. To ensure continual growth as well as reduce and hedge its risk associated with emerging markets, diversification into an established first world brewing company, brand and market seem to be a logical next step. / AFRIKAANSE OPSOMMING: Hierdie tesis het twee doelstellings: • Die samestelling van 'n afgeleide model om die strategiese bestuur van 'n maatskappy te evalueer. • Die toepassing van hierdie model om die strategiese bestuur van die South African Breweries te evalueer. In wese lei die model af dat 'n maatskappy se strategiese sukses uiteindelik weerspieël word op die volgende gebiede: • Die maatskappy se vermoë om sy bepaalde toekomsblik (visie) en doelstellings (missie) te bereik. • Die maatskappy se vermoë om sy aandeelhouers toegevoegde waarde te bied. • Die maatskappy se finansiële prestasie. • Die maatskappy se diversifikasie strategie. • Die maatskappy se aandelehouding. • Die maatskappy se vermoë om buigsaam te wees. • Die maatskappy se sterk punte, swakhede, geleenthede en bedreigings. Teen die agtergrond van die model het die South African Breweries se strategiese prestasie van 1991 tot 2001 die volgende getoon (sien hoofstukke 3 en 4 vir 'n gekwantifiseerde ontleding): • SAB het lank voor sy vasgestelde mikdatum sy voorafgestelde visie en missie bereik. • SAB se strewe om toegevoegde waarde te bied en sy aandeelhouers se vertroue te behou, was relatief suksesvol. • SAB se bedryfsprestasie was redelik suksesvol met 'n baie duidelike strategie van lae koste/winsgrens met hoë volumes. Die benutting van sy bates was egter nie op dieselfde vlak as by die wêreld se grootste brouer, Anheuser Busch, nie. • SAB se doelstelling om deur sy kliënte as 'n verskaffer van die beste waarde beskou te word, was redelik suksevol insoverre dat prysverhogings minder as 85% van die amptelike VPI was. Terselfdertyd is hy internasionaal lof toegeswaai vir die gehalte van sy produkte. • SAB se finansiële prestasie vergelyk gunstig met die van Anheuser Busch, maar hy het klaaglik misluk met skuldinvordering sedert 2000, met 'n hoogtepunt van 101 invorderings dae in 2001. • Sedert Suid-Afrika se terugkeer na die wêreldmark in 1994 is SAB se strategie om te diversifiseer weer gekonsentreer op sy kernbedryf, naamlik die verbruiker-drankmark. • Gerugte dat 'n ander brouer 'n relatiewe groot aandeelhouding in SAB wou bekom met die oog op 'n toekomstige samesmelting is in 1999/2000 deur SAB afgeweer. • Sedert Suid-Afrika se hertoelating tot die wereldmark het SAB homself baie vinnig weer toegespits op sy kernbedryf en ontslae geraak van nie-kern-sake. Terselfdertyd het hy 'n rolspeler op die wereldmark geword. SAB Suid-Afrika het egter nie heeltemal daarin geslaag om te keer dat hy 'n marginale markaandeel afstaan aan alternatiewe produkte nie. SAB se toetrede tot die wereldmark, veral opkomende markte, het nie net geleenthede gebied nie, maar ook verwante bedreigings en risiko's van ontwikkelende ekonomieë meegebring. • SAB se Hoof Uitvoerende Beampte, mnr. G. Mackay, sê dat SAB beleggings in opkomende markte verg optimalisering en groter produktiwiteit om soortgelyke sukses as in die Suid-Afrikaanse biermark te behaal. Opsommend is dit duidelik dat SAB tot in 2001 suksesvol was. Daar lê egter groot uitdagings voor en die bewys van sukses in 'n meerlandige ekonomie moet nog gelewer word. Om aanhoudende groei te verseker sowel as om die risiko's verbonde aan opkomende markte te verminder en daarteen te skerm, lyk aansluiting by of investering in 'n gevestigde brouer in die eerste wereld na 'n logiese volgende stap.

Thesis (MBA)--University of Stellenbosch, 2011. / The global business environment has evolved since 1990. This change has brought companies new realities in the form of new business opportunities for growth and, at the same time has exposed them to new competitors. This has caused companies to invest many resources in devising new effective strategies to take advantage of the new opportunities, whilst protecting their market positions, which are crucial to their continued economic existence. Effective implementation of strategy has become the goal of many organisations. However, in translating their grand plans into action, unacceptably high rates of failure have been reported among many companies. In most organisations, this responsibility has been left to lower levels of management. The purpose of this research was to establish what factors affected the implementation of strategy and more specifically, what role lower levels of management play in the implementation process. A qualitative study was undertaken where in-depth interviews were held with a senior executive and middle managers of a global company. Eight propositions were posited after a detailed review of literature on strategy implementation and middle managers. These were tested in relation to the results of the research and conclusions were then drawn. The data was analysed using content analysis and frequency tables. The research findings showed that middle managers play a critical role in facilitating the effective implementation of strategy. It also showed that the execution process is fraught with numerous challenges, some of which are lack of sufficient budgets, high staff turnover affecting continuity and the destructive nature of internal competition.

The diploma thesis is focusing on the analysis of the globalisation trends in the world beer industry and a prediction of their future development. Therefore, the first part of the thesis is describing the current situation in the global beer industry including a global production, consumption, export and import of beer. The role of the Czech Republic in the global beer industry is analyzed in the second part of the paper. It includes an analysis of current trends in production and consumer demand. Third part of the thesis is analyzing the biggest player in the global beer industry - company called AB InBev. The focus is put especially on the company's strategy concerning the internationalization and the choice of the foreign markets to enter. The final part of the thesis offers a prediction of the future trends and regions with high potential of growth within the beer industry.