Report and Accounts 1999 / 2000 - Carlsberg Group
Report and Accounts 1999 / 2000 - Carlsberg Group
Report and Accounts 1999 / 2000 - Carlsberg Group
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20<br />
<strong>Group</strong> Staff Functions<br />
<strong>Group</strong> Staff Functions<br />
Development <strong>and</strong> optimisation of a powerful br<strong>and</strong> portfolio is becoming<br />
increasingly important to <strong>Carlsberg</strong>. The primary company<br />
objective is global growth within the beer business. The efforts to<br />
stimulate such growth is portfolio based <strong>and</strong> focuses on a number<br />
of br<strong>and</strong>s that play different roles.<br />
<strong>Carlsberg</strong>’s br<strong>and</strong> portfolio<br />
The <strong>Carlsberg</strong> br<strong>and</strong> is the global premium<br />
br<strong>and</strong>, with the specific objective of creating<br />
growth on a world-wide basis through a more<br />
widespread distribution supported by increased<br />
resources for communication <strong>and</strong> general market<br />
cultivation. Regional br<strong>and</strong>s such as Tuborg are<br />
developed in the relevant regions around the<br />
world, whereas strong local br<strong>and</strong>s such as<br />
Tetley’s, Super Bock, Okocim, Falcon, Koff, etc.<br />
create the basis for strong local business<br />
systems in close contact with local consumer<br />
preferences.<br />
The <strong>Carlsberg</strong> br<strong>and</strong><br />
The <strong>Carlsberg</strong> br<strong>and</strong> is one of the company’s<br />
most important assets <strong>and</strong> major resources are<br />
spent on strengthening its global position. The<br />
global marketing activities have increased significantly<br />
in order to strengthen long-term br<strong>and</strong><br />
equity <strong>and</strong> improve the consumer’s close relationship<br />
with the br<strong>and</strong> worldwide.<br />
The br<strong>and</strong> achieved overall growth in <strong>2000</strong>,<br />
experiencing a particularly strong sales development<br />
in the UK, Sweden, Portugal, several<br />
markets in Asia <strong>and</strong> the Duty Free trade.<br />
Though traditional advertising forms the<br />
“backbone” of the br<strong>and</strong> communication strategy<br />
in most key markets, <strong>Carlsberg</strong> has pursued an<br />
active strategy towards developing direct contact<br />
<strong>and</strong> communication with the consumers. Areas<br />
such as sport <strong>and</strong> music have been important<br />
components in this connection.<br />
<strong>Carlsberg</strong> continues to participate actively in<br />
the international world of football, generating<br />
greater br<strong>and</strong> visibility <strong>and</strong> at the same time<br />
appealing to the hearts of the supporters of prob-