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The objective of this report is to analyse South African Breweries (SAB) by explaining it's current strategic position in the year 2001, identifying and evaluating these strategic option.
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CONTENTS 1. INTRODUCTION 3 2. STRATEGIC COMPETENCIES AND CAPABILITIES 3 2.1 STRENGTHS 3 2.2 WEAKNESSES / THREATS 4 2.3 OPPORTUNITIES 6 3. BUSINESS ENVIRONMENT 7 3.1 POLITICAL 7 3.2 ECONOMIC 7 3.3 SOCIO-CULTURAL 7 3.4 TECHNOLOGICAL 8 4. STAKEHOLDER EXPECTATION 9 4.1 GOVERNMENT 9 4.2 SHAREHOLDERS 9 4.3 DIRECTORS 9 4.4 CONSUMERS 9 4.5 COMPETITORS 10 5. STRATEGIC OPTIONS AVAILABLE TO SAB 11 6. RECOMMENDED STRATEGY FOR SAB 13 BIBLIOGRAPHY 15 APPENDICES 16 1. Introduction The objective of this report is to analyse South African Breweries (SAB) by explaining it's current strategic position in the year 2001, identifying and evaluating these strategic option. Furthermore to produce a recommendation for future strategic implementation. 2. Strategic Competencies and Capabilities This section is involved with analysing SAB's strategic competencies within the internal environment and capabilities within the macro-environment by producing a SWOT analysis1. 2.1 Strengths In 2001, SAB was the fifth largest brewing organisation in the global market place operating throughout 21 various countries. This was accomplished by SAB entering domestic and international markets that previously consisted of highly fragmented, small scale and local breweries. SAB's brand portfolio was extremely diverse ranging from imported alcoholic beverages such as established brands:...
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