The future is branded
A Bass Group case study

Page 1: Introduction

The challenge for organisations in competitive markets is to provide clarity for customers in a way which reduces the random nature of their product selection. When making choices about the products or services they want to buy, consumers look for a variety of different verbal and physical cues, such as a name, sign or symbol they recognise and the values they represent. Although marketing...
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Page 2: Strategy and aims

Bass’s business is about delivering great customer experiences by using specialist skills in hospitality, food, drink and electronic entertainment. Bass has developed a vision which provides a statement of direction, designed to meet the overriding expectations of its stakeholders. Bass’s vision is to be the leading player in each of its inter-related businesses in its chosen...
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Page 3: Creating organisational growth

A key issue facing any large business is that of developing an organisation which is the right size for the markets in which it operates. Bass recognised the need to seek a global competitive advantage from large scale production and widespread market presence. It would do this by growing its core business within the organisation, as well as seeking to acquire companies with long-term growth...
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Page 4: Evaluating investment

Whenever investment decisions take place, there is a need to compensate those who take risks - whether they are lenders, managers or investors. Risk analysis helps to assess the difference between what an organisation plans to achieve and, given the probabilities of success, the likely outcome. Although it can be argued that the future outcome of any decision is unknown, the probabilities of...
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Page 5: Growing the Group

Bass developed into a major international group specialising in the three core sectors of hotels, leisure retail and branded drinks over many years. The company began in 1777 when William Bass established a brewery in Burton upon Trent. In the UK, pubs and breweries usually became part of the same business. Pubs were simply a forward vertical integration from the brewery. Pubs to hotels became a...
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Page 6: Conclusion

Success indicators for the launch of Tango in Poland included sales volumes, number of distribution points and brand awareness. After the first six months, Tango achieved sales of 2 million litres, was stocked by 1,000 stores in Warsaw alone and had national brand awareness of 25%. During 1998/99, Britvic International and Hoop will continue to build on Tango’s initial success to ensure that...
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