Focuses on competitive repositioning, organizational renewal and personal leadership. Describes how Asahi Breweries with a large capacity expansion decision was confronted dramatically in the traditionally stable Japanese beer industry for success in increasing market share. This was accomplished by creating a new product category, done “Dry Beer.” Information on industrial economics, Asahi organizational process and competitive interaction, and provided a detailed description o … Read more »

Focuses on competitive repositioning, organizational renewal and personal leadership. Describes how Asahi Breweries with a large capacity expansion decision was confronted dramatically in the traditionally stable Japanese beer industry for success in increasing market share. This was accomplished by creating a new product category, done “Dry Beer.” Information on industrial economics, Asahi organizational process and competitive interaction, and a detailed description of top management and management profiles posture at Asahi provided. Designed to debate how to make a balanced decision that can make such a market strategy issues such as product strategy, competitor retaliation, advertising policy, rebate policy, and distributor relations management, as well as those organizational elements such as corporate objectives, financial integrity, quality control, personnel policy, management philosophy and management style.
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from
Malcolm S. Salter,
Jiro Kokuryo
Source: Harvard Business School
22 pages.
Publication Date: Feb 23, 1989. Prod #: 389114-PDF-ENG
Asahi Breweries Ltd. HBR case solution

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