Presentation on theme: "“TOGETHER WE ARE STRONGER” – A CASE STUDY OF CARLSBERG’S STRATEGIC CONCEPT “WINNING BEHAVIOURS” IN THE WAKE OF A SERIES OF INTERNATIONAL ACQUISITIONS Martine."— Presentation transcript:
“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
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 4 th 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.
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?
“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.”
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.
Office interior from Carlsberg Malaysia
Carlsberg Malaysia’s management team
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
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