Research Paper on:
Stella Artois; Global Branding Case Study

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gained its name when Sebastian Artois bought the Den Hoorn brewery in 171 and changed its name to Artois. The company grew successfully and met with some problems in the  1990s. The Belgium beer market was mature and with more than 90% of sales made in that single market the company was finding that growth potential was restrained. In mature  markets the growth in demand is limited, there may be some growth, but the way in which sales increases is not through market growth but in persuading consumers to switch  brands. Issues such as loyalty are difficult to gain in a consumer market, where decision-making processes are difficult and in a mature market consumers will also be more knowledgeable and  demanding over the features they want from any product (Kotler, 2003). The limited growth potential and the accompanying likelihood of reduced profits, which is also associated with a mature market  were push factors driving the company to look for new ways of increasing profits. The idea initially was to grow into new markets, seeking out areas where there was potential.  The expansion looked for opportunities rather than specific areas. Breweries were bought in areas where the market was still growing, such as  Asia, China and South America as well as the development markets such as Europe North America and Australasia. There were various strategies used, with the focus initially on developing the  local brands and placing then in first or second market position with improvements to quality. In developing market the aim was for mainstream market acceptance and increased sales, in developed  markets there was a greater concentration on developing specific areas of the markets, such as premium brands. However, with the global market