1. SALE PLAN – MKT 440
Sale Plan for July 2014 – June 2015
11BSM3 – GROUP 6
 Nguyễn Thị Như Thảo 1158130
 Trương Phương Quyên 1158114
 Quách Tiểu Yến 1158164
 Nguyễn Như Ý 1158162
 Nguyễn Lê Huỳnh Uyên Thư 1158136
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2. 2
Table of Content
I/ EXECUTIVE BACKGROUND……………………………………………………………..3
1. Company overview…………………………………………………………………3
2. Heineken’s Goal………………………………………………………………….....3
3. Heineken’s Core Competency………………………………………………………4
4. Objectives…………………………………………………………………………...4
II/ COMPANY SITUATION…………………………………………………………………...4
1. Financial report……………………………………………………………………...4
2. Issues………………………………………………………………………………...5
III/ MARKET SUMMARY……………………………………………………………………..6
1. Current Situation…………………………………………………………………….7
2. Target Audience……………………………………………………………………..7
3. Needs………………………………………………………………………………...8
4. SWOT Analysis……………………………………………………………………...9
5. Competitors & Buying Patterns……………………………………………………...9
6. Trends……………………………………………………………………………….10
IV/ MARKET STRATEGY……………………………………………………………………..11
1. Marketing Mix……………………………………………………………………….12
2. Sales Forecasting…………………………………………………………………….13
3. Strategies & Implementation………………………………………………………...13
V/ APPENDICES………………………………………………………………………………..14

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I/ EXECUTIVE BACKGROUND
1. Company overview
a. Global Heineken
Heineken is one of the famous brand in worldwide originating from the Netherlands. First made
in 1870 in Amsterdam, Heineken brand was officially born in 1873, when Gerard Adrian
Heineken founded Heineken & Co. after took over the brewing facility De Hooiberg.
At the first time, the factories only produce beer for the domestic market. Early in twentieth
century (1912), Heineken seeks to bring beer beyond borders, exported to Belgium, England,
West Africa and India…And became famous not only in taste but also in the charming
characteristics of the product.
In 1933, Heineken became the first foreign beers are imported into the United States and quickly
build high-end beer image in this market. To continue that success, Heineken boldly penetrate
into the Asian market in 1936.
After more than a century with the advent of the great success achieved, Heineken has confirmed
its position as the famous beer all over the world. Appeared in 170 countries around the world
with more than 120 factories in 60 countries, the volume of beer production up to 109 million
hectolit annually. Until now when hearing about Heineken, no one is not thinking about a beer
line with advanced green features with a red star logo prominent and the well-known slogan: “It
could be only Heineken”.
b. Heineken in Vietnam
In 1992, the world-famous beer – Heineken - is imported directly from Netherlands to Vietnam.
In 1994, the Heineken beer was first produced by Vietnam Brewery Limited (VBL) Company in
Vietnam formed as a joint venture with Vietnam beer company. Until now, Heineken has built a
very successful high-end beer image in Vietnamese people's mind and has a strong foothold in
Vietnam beer market.
2. Heineken’s Goal
Heineken aim is to be a leading brewer in each of the markets in which they operate and to have
the world’s most valuable brand portfolio. Heineken principal international brand is
HEINEKEN®, but the Group brews and sells more than 200 international premium, regional,
local and specialty beers and ciders, including: Amstel, Primus, Birra Moretti, Sagres,
Cruzcampo, Star, Foster’s, Strongbow, Kingfisher, Tiger, Newcastle Brown Ale, Zywiec,
Ochota.
3. Heineken’s Core Competency
On any market, the brand has always been the core factor determining the success of the
business. If have a strong brand, the ads will not of course necessary, customers will
automatically know the brand of the business. But to build a strong brand is a difficult problem,
not so easy.

4. According to well-known business magazine Business Week and U.S. firm specializing in
building international brands Interbrand, Heineken is the only beer brand be classified in heading
famous brand on a global scale. And Kevin Baker, senior expert on beer, wine of Canadean
Company (UK), specializing in the investigation, survey the world markets says, whether
Budweiser (U.S.) self-proclaimed is "king of beers”, but out of the U.S. border, no many people
knew this brand, while in many countries around the world, everyone knows Heineken brand
savvy. Although the Manufacturer of Dutch beer has annual revenues approximately $11 billion,
ranking 3rd in the world, after the company Anheuser-Busch (USA) and SAB Miller (South
African-American), but own review of trade eat off the Heineken brand and this far exceeds the
competition. But in term of brand, Heineken is far ahead of these rivals.
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4. Objectives
Heineken tries to set a wide distribution system, seeks more customers, expand the target market,
increase the revenue, push-up the reputation and still friendly with environment.1
II/ COMPANY SITUATION
1. Financial report
Key financials[2]
(in mhl or € million unless otherwise stated)
FY13 FY12 Total
growth
%
Organic
growth
%
Group revenue 21,255 20,984 1.3 0.1
Group revenue/ hl (in €) 92 90 2.3 2.7
Group operating profit (beia) 3,192 3,106 2.8 0.6
Group operating profit (beia) margin 15.0% 14.8% +20bps
Consolidated revenue 19,203 18,383 4.5 -0.9
Consolidated operating profit (beia) 2,941 2,666 10 -0.7
Net profit (beia) 1,585 1,661 -4.6 -2.0
Net profit 1,364 2,914 -53
Diluted EPS (beia) (in €) 2.75 2.89 -4.8
Free operating cash flow 1,518 1,484 2.3
Net debt/ EBITDA (beia)[3] 2.6x 2.8x
[1] Asia Pacific Breweries and Asia Pacific Investment Pte Ltd
[2] Refer to the Definitions and Glossary sections for an explanation of non-IFRS measures and
1 Source: http://www.theheinekencompany.com/

5. other terms used throughout this report; 2012 financials restated for the impact of revised IAS19
[3] Includes acquisitions and excludes disposals on a 12 month pro-forma basis 2
 The last 12 months have been facing with our business. Oure financial results were below
expectations having been affected by tough market conditions, and weaker trading than
we had expected in some of our important developing markets. Group revenure grew
1.3%, while group operating profit increased 2.8%
2. Issues
a. Economic issues – directly connected to the profit (sales)
 Population: The population of potential customers target market is quite dependent on the
type of product or service. For B2B firm, for instance, the number of people in the
country is not a good indicator of market size. In addition, B2C companies often consider
the target population rather than the entire amount of the population. Age and gender are
often seen as the main variable to assess foreign markets. Consider to the households as
the average family size in the country can also be a good indicator. However, it is hard to
see the future and compare with other market factors such as age and gender. It might be
a good way to foreign markets pay attention to population distribution using tools such as
the population pyramid.
 Income: A critical economic factor to look into the target market is income level of the
nation. Companies trying to go into foreign markets can measure the market potential
through GNI or GDP. Also, they can decide which indicator to use according to the
market or product type; for example GNI per capita can be a clear index to grasp the
population’s standard of living. Nevertheless, average values about income such as GNI,
GDP are insufficient to figure out income level of the whole population. In most nations,
income isn’t fairly distributed among the entire population of each country; also there is
no certain correlation between income level per capita and degree of income inequality.
In short, using income indictors without information of income distribution can distort
the result of market research.
b. Non-economic issues
 Cultural issues: Cultural factors such as language, race, religion, historical background,
which reflect attitudes, values, and beliefs, vary among countries. Going to the global
market without understanding of the target market’s culture will bring to the failure. It is
quite important for firm leaders to figure out how managers manage the firm, how
employees behave and how consumers response according to each country’s cultural
background.
2 Source: http://finance.yahoo.com/news/heineken-n-v-reports-full-060201924.html
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6.  Government regulations: Each nation has its regulation and taxation on foreign trade. For
alcoholic beverage firms, government regulations might be stricter in some countries that
are especially sensitive about alcohol consumption of their people. Additionally, taxation
on alcoholic beverages varies among different countries. For example, Islamic countries
such as Egypt may give a harsh control to their alcoholic beverage import.
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III/ MARKET SUMMARY
1. Current Situation
Up to now, Heineken goal has been unchanged. The company always guarantee the good
quality in order to protect customer health and safety. Moreover, they have never ceased
progressive and improved their product to be a pioneer in new markets.
Firstly, brand name is unchanged3. Because it is the most valuable asset of Heineken
Company, they try to build the name with premium brand. In addition, brand name is also
very important key to develop a strong presence globally in the beer market so that they have
a lot of marketing activities. Moreover, branding is also a highly defensible competitive
advantage for company, this will take strength to company expansion. Therefore, Heineken
Company stretch their production internationally and add more money for company.
Secondly, consumer engagement activity. Brewing giant activates sponsorship by bringing
consumers closer to their favorite activities. In 2014, the brewer activated the majority of its
sponsorships with the Heineken House and was organized features musical performances and
artist cooperation spanning food, art and design4.
In addition, sports international football is the famous sport that all the world take care.
Understood and apply to promotion strategy, Heineken sponsors football UEFA Champions
League and Rugby World Cup5.
3 Source: http://prezi.com/tdgvbpqjt_oz/heineken/
4 http://www.sponsorship.com/iegsr/2014/05/05/Heineken-USA-Builds-Equity-In-Heineken-
House.aspx?utm_source=twitter&utm_medium=referral&utm_content=tweet&utm_campaign=
iegsrTweet
5 http://prezi.com/tdgvbpqjt_oz/heineken/

7. Moreover, the company acquired rights over others strong beverages competitors such as
Pepsi, Amstel and Tiger6.
The last special one is the net profit of 1.560 billion euro in 2011 and measures a growth for
2014 of 30.9%. That is a remarkable number for Heineken.
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2. Target Audience
In the international market includes Vietnam, the target audience Heineken tends to is
between mid to high income people. At the beginning, Heineken’s advertisement tended to
successful group. They are businessman, rich people, college educated people (at least a
bachelor degree) and most of them live in large urban cities. Moreover, bar, pub or club are
also the Heineken’s potential customer. In addition, 63% of Heineken current consumers are
men at the age from 21 to 34. Sport fan like ESPN or NFL Network are also7.
The characteristics of the Heineken’s target audience are exclusivity firstly. They want
access to exclusive, premium brands and tend to be attracted to high quality products.
Secondly, they want to feel unique and special so they will be willing to pay a higher price
for a premium product. Because they love products and services that are best quality and
exclusiveness. Moreover, they also want to be distinguished from others and will use this
brand association to do so.
3. Needs
In any business, to understand and adapt the customer’s needs are very important. That is
also determines the success or fail of company. Quality is always the first require for all
products. To protect customer health and safety, Heineken Company has followed all
standard rules and processes strictly. The next is the cost. Customers will be afraid of high
price. However, if we know the way to create trust and focus much on the quality of
products, they will be willing to pay for that without thinking. The last is the design. The
Heineken’s bottle design is also the way to impress and attract customers. Design how to
look eye-catching and interesting to make drinkers feel satisfied with their expectation.
6 http://prezi.com/tdgvbpqjt_oz/heineken/
7 (http://www.slideshare.net/mermaid19/bia-heineken-v-vic-p-dng-thnh-cng-cc-chin- lc-marketing-
ti-th-trng-vit-nam)

8. As consumer needs and tastes vary, Heineken must decide how much to adapt marketing
strategy to local needs using a variance of standardized marketing mix & adapted marketing
mix, owing to the strong brand preferences & loyalties that exist among the beer drinkers.
Also, Heineken need to prioritize between global integration versus national responsiveness
evident from decreasing sales in Holland, Rest of Europe, and Africa. Besides that the beer
market is also attractive in terms of size and future growth, this approach would help the
company differentiate Heineken beer with premium price compared with other beer brewer.
In addition, the way we do business is also the factor that customers care. That is professional
or not, or whether the company cheats or not. Because how famous the company is, if they
cheat or do not take care customers, they will be lost the customer’s trust seriously. Hence,
the way we do business should be cared.
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4. SWOT Analysis
Strengths Weakness
1. Product reliability and high quality
worldwide.
2. Heineken has a large network of
breweries. It owns over 125 breweries
in more than 70 countries.
3. A geographically widespread plant
network reduces transportation costs
as well.
4. Strong network of breweries helps the
company boost customer satisfaction
and reduce costs
1. The brewer has grown so large that
difficult to manage.
2. Maintaining corporate values, image and
quality standards in various countries are
a challenge.
3. There's no place to expand the market.
Opportunities Threats
1. Asian is the greatest potential for
growth, and where its greatest
opportunities lay.
2. Falling trade and ownership
1. Anheuser-Busch InBev invests in
market.
2. Tax regulations on the beer industry.
50% (from1/1/2013)

9. 9
regulations in foreign countries.
3. Heineken’s acquisition of other
breweries and brands.
3. An increasingly negative perception in
society towards alcohol.
4. Changing buyer taste and preference.
5. Competitors & Buying patterns
Heineken has more than 30 international brands in Vietnam beer market, such as Sabeco (Saigon
beer, beer 333), Habeco (Hanoi beer), and Carlsberg. In addition, Anheuser-Busch Inbev (AB
Inbev) AB Inbev (Budweiser, Corona) - the world's largest brewer has just contributed in
Vietnam, and it is expected to go into production in 2015. Additionally, due habits and local
cultures, Heineken came under pressure with alternative products such as wine, fruit juice,
energy drinks and mineral water. Indeed when export markets soft drinks, especially fruit juices
and drinks nutritious rapid growth in recent years.
Despite the fierce market competition, Heineken has the potential to thrive with massive beer
consumption in Vietnam. The drinking habits and culture makes the attractiveness of this market
is still long in Asia in general and Vietnam in particular markets. For instance, a man going out
after work with his colleagues into the bar, and they are drinking a few bottles before going
home. Especially in the sports competition season, as the World Cup, they can watch soccer and
drinking beer with their friends. Even as he met business partner, he will also speak on the table
together to increase mutual body, it helps build customer confidence after drinking beer, they
would be happy, it helps to contracts will be more favorable conclusion. In conclusion, beer
drinking culture of Eastern countries is a prerequisite for the development of Heineken.
6. Trends
Figure 1: The frequency people drink beer in Vietnam in 2012
+ 1030 people make the survey.
Day of the Week
5.1
%
10.4
%
4-5 times /week
2-3 times /week 3-4 times /month
40.5% 44.5%

10. More than 38.3% of the survey participants of different age groups within a beer per months and
the average level of drinking is 2.27 times / week. In particular, the highest percentage belongs to
the group level from "3-4 times / month" (44.1%), followed by the word "2-3 times / week"
(40.5%) and in 3rd place is from "4-5 days / week" (10.4%).
Overall, the frequency of the Vietnam beer quite high, although Vietnam ranked number third in
countries consume the most alcohol in Asia, but the average level of beer or the equivalent
ability to overcome national ranking in first place is Japan, with 2 times / week.
Figure 2: Frequency of drinking by age in 2012.
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
18 - 19 yrs 20 - 24 yrs 25 - 34 yrs over 35 yrs
Survey results showed those age groups have the lowest frequency of drinking beer from the 18-
19 year old age group, and the remaining three age groups from 20-24 years of age, from 25-34
years old and 35 years and older from the frequency productivity is high and drinking beer
equivalent. Of the 138 people surveyed 20-34 age group, nearly half a beer from 3-4 times /
month and about 40% drink beer from 2-3 times / week. This rate is similar to the age group 25-
34 and 35 and older.
From the chart shows besides age is age 18 or older are allowed to use alcohol, so that the
particular job requires employees to communicate density higher age groups under 20.
Additionally, because there was a steady source of income in frequency of eating at restaurants,
cafes and the use of alcohol is higher than other age groups.
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IV/ MARKETING STRATEGY
1. Marketing Mix
3 - 4 per/month
2 - 3 per/week
4 - 5 per/week
Day during the week

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4P:
- Product:
In Vietnam, there are 3 types of designs: cans, short neck bottles, long neck bottles. Cans
and long neck bottles are familiar to Vietnamese than short neck bottles. Segmented
targeting: the 25-64 age groups are approximately 68% population of Vietnam. Heineken
still retains the characteristic flavor of the beer and its quality and will be produce and
release new flavor to Vietnamese but still be familiar.
- Price: Competitive price: (price per can)
Brand Volume (ml) Price (VND)
Budweiser 355 17.000
Heineken 330 14.000
Carlsberg 330 13.000
Tiger 330 11.000
Hà Nội 330 8.500
Bia 333 330 8.500
Overall, compare to other beers, Heineken’s price is quite high. However, Heineken is a luxury
brand beer; its quality is good, characteristic flavor of Heineken is tasty; customer will be willing
to accept that price.
- Place:
 Manufacturing: in 1992, Heineken entered Vietnam beer market. In 1994,
Heineken has joint venture company Vietnam Brewery Limited (VBL) to produce
beer in VN. VBL is the brewer, have international standards. It is the first brewer
in the world that received ISO 9001: 2000 degree, and it was officially recognized
by the Quality Management System HACCP. Besides that, it also received a lot
certification in Vietnam and in the World. Heineken’s quality is good and it
already has a strong position in Vietnam beer market. So, VBL is still a partner of
Heineken in VN.
 Distributors: restaurants, pubs, bar, club or supermarket and retail shop. There are
a lot of competitors in beer industry, so, Heineken must maintain and improve its
distribution channels.

12. 12
- Promotion:
 Direct mail to loyal customers.
 Advertising: outdoors advertisements such as brand ads pillar. There is a new ads
on television involve Tet holiday in Vietnam.
 Sponsor: Heineken Countdown event, a number of sporting events: tennis
championships and especially charity.
2. Sales Forecasting
The 25-64 age group is approximately 68% population of Vietnam. Heineken beer is owner
segment of luxury beer. Vietnam is one of the highest customer markets of Heineken. So,
Heineken must have promotions to increase quantity beer and revenue for company. Through
strategies and promotions, Heineken’s profit will be better.
3. Strategies & Implementation
- From July to November 2014, Heineken have promotions, include: when opening the
cap, you will have a chance to get prize such as car, television, Iphone 5S. And when
joining in any beer club, buy 5 Heineken bottled get 1 bottled for free.
- From December 2014 to March 2015, this is the time of Christmas, New Year and Tet
holiday in Vietnam. Heineken’s price will increase about 5% (320.000-335.000VND).
There is a new advertisement on television (ads involve to Tet holiday in Vietnam) and
sponsor Heineken Countdown event on December 31st.

13. - From April to June 2015, there is promotion. When buying one cask, each cask will have
code numbers. If customer send this code numbers to our switchboard, customer will
have chance to get prize, such as: ticket for couple travel to Netherland 7 days.
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V/ APPENDICES
* IMPROVE - GREEN BREWER
To ensure a viable environment for future generations, businesses and communities
are embracing more sustainable ways of producing and consuming. Heineken is
committed to playing its part and is working hard to increase the energy and water
efficiency of its breweries, warehouses and offices.3
Several of our 140 breweries already meet our 2020 targets and we are sharing these best practices with those
breweries that are not yet there. Ultimately, we want our operations to have the smallest possible emissions footprint.
To this end, we are exploring ways to build breweries that are C02neutral and breweries that use zero fossil fuels. We
are also investigating how to replace fossil fuels with energy from renewable sources like sun, wind, biomass and
biogas. Currently, measures are being taken at our Göss brewery in Austria and our El Gouna brewery in Egypt to
establis h and tes t a model for a ‘C02 neutral’ brewery.
Water is crucial to both our brewing process and to the communities in which we operate. Our commitment is to
decrease the amount of water we use in the brewing process, ensure the water we return to the eco -system is clean
and that we do not prevent local us ers from gaining access to clean, fres h water for their own us e. That’s why we
have committed to doing everything we can in the coming decade to apply the principle of water neutrality in those
regions designated as water scarce.
Finally, we are taking a critical look at our warehouses and offices. In 2011 we plan to map their energy consumption,
so that we can start working towards specific reductions and reducing further the negative impact on the enviro nment.
3 Scope of the numbers in this report: breweries, sof t drink plants, cider plants and water plants are taken into account.
Energy and water efficient production
In 2010, we surveyed our breweries for best practices, and shared these through our knowledge management
system for use in future designs and renovations. A dedicated team continued the task of designing an energy and
water efficient brewery and a zero fossil fuel brewery. We also appointed energy and water efficiency co -ordinators at
all Operating Companies.
Actual 2008 Reduct ion 2020
Greenhouse gas emissions [kg CO2-eq/hl] 10.4 40%
Water [hl/hl] 5.1 25%

14. 14
Source:
(http://www.sustainabilityreport.heineken.com/2010/brewing-a-better-future/index.html)
Bibliography
(n.d.). Retrieved from http://www.sustainabilityreport.heineken.com/2010/brewing-a-better-future/
index.html.
-The End-

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