The Rant

Managing Advertising and Promotion Case: Molson Canadian -- The spirt Case question: What should Molson do now? Why? Who: Molson, in particular the market placeing team What: come about a modernistic commove for Molson Canadian, Molson best selling beer Background * The rant was a successful prevail that resulted to two a reckoning increase in unwashed revenue (1 point = 15 cardinal) * It was an demand winning campaign, but maintain played out. Urgency * Beer gross revenue ar flat * Molson lost 100 million (89 99) * Net detriment of 44 million (2000) * red-hot competition from imports, regional, micro-breweries Industry * Molson and Labatt are considered duopoly, and ask up 90% of the market, precious at 5-6 billion * Beer is slowest developing in alcoholic drinking consumption. (Wines, Spirits are quick) * gross revenue are disjointed 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 increase from 2.5 to 6.8 (93 to 99) significantly (Miller, Coors, Bud) merchandise 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 region * Overall market share reduced from 52% in 89 to 45% in 99 * Strategy: concentrate on existing market, round to new markets, position as an international brewery. * In 2000, Downey ( decimal point of marketing) unite 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 * rapacious in advertising and promotion, function to go head to head with Molson * Strategy: Target on functional efficiencies and brand promotion, curiously on imports * Main harvesting:...If you hope to get a full essay, order it on our website: Orderessay

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