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“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 ConferencePoznan, 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 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.
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?
Core values in Carlsberg’s ”winning culture”
• Innovative• Ambitious• Responsible• Honest
“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