1. “TOGETHER WE ARE STRONGER” – A CASE STUDY OF CARLSBERG’S STRATEGIC CONCEPT “WINNING BEHAVIOURS” IN THE WAKE OF A SERIES OF INTERNATIONAL ACQUISITIONS
Martine Cardel Gertsen & Anne-Marie Søderberg
Copenhagen Business School
EconPR 2010 International Conference
Poznan, April 15-18

2. Carlsberg’s history – very briefly
1847: Carlsberg is founded in Copenhagen, Denmark, where it is still headquartered.
1960es and 70es: International success, Carlsberg’s products are sold world-wide, business is satisfactory.
1990es: International competition becomes tougher.
2000es: Carlsberg becomes a real “global player”. Acquisition of breweries in Russia, the Baltic countries, Poland, France, Greece, China and Vietnam.
Now: The Carlsberg Group is the world’s 4th largest brewery group. Leading in Western Europe, a big player in Eastern Europe, and strong focus on the emerging markets in Asia. Around 45,000 employees and more than 500 different brands of beer.

3. Research questions
How was Carlsberg’s new strategic concept of “winning behaviours” developed and which role did the company’s ongoing international acquisitions play in the process?
How was the concept integrated into the company’s HR and line functions?
How was the concept communicated to the global organization, and how was it received and given sense?
What are the advantages of a strategic concept formulated in terms of behaviours rather than values?

4. Core values in Carlsberg’s ”winning culture”
Innovative
Ambitious
Responsible
Honest

5. “What sets us apart from our competitors is that we strive to find the right balance between working closely together at a global level whilst allowing local brands and initiatives to flourish.”

11. Communication and integration into different functions
Distribution of brochures, posters, DVDs, etc.
Workshops and seminars on “Winning behaviours”.
Intranet site with contributions from the entire Carlsberg Group, featuring stories and presentations describing the practice of “winning behaviours” in a wide variety of contexts.
Appointment of “ambassadors”: employees from different functions who have volunteered to take on the responsibility for the practice of “winning behaviours” in specific areas.
Ten “leadership competencies” derived from the “winning behaviours” are evaluated in the company’s performance management system.
“Winning behaviours” are part of the company’s internal management training programmes.

12. Office interior from Carlsberg Malaysia

13. Carlsberg Malaysia’s management team

14. Advantages of a strategic concept based on behaviours rather than values
Behaviours are easier to combine with a ”glocal” approach
They are more external in nature
They are easier to adjust to changing contexts
They are easier to explain and relate to specific business goals

16. Carlsberg’s ” winning behaviours”
Together we are stronger
We want to win
Our customers and consumers are at the heart of every decision we make
We are each empowered to make a difference
We are engaged with society