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Cobra Beer case study: attempting the transition from entrepreneurial, niche brand to mainstream lager

Published by: Datamonitor

Published: Feb. 17, 2009 - 27 Pages


Table of Contents


DATAMONITOR VIEW
CATALYST
SUMMARY
ANALYSIS
Introduction
The UK beer market is problematic, but India offers strong growth potential
From its beginning, Cobra has competed by being different
Cobra's early distribution was also entrepreneurial and disregarded the accepted industry norms
Cobra has ambitious expansion plans
The beer market in India is highly concentrated but highly attractive
The UK beer market is in decline and competition is tough but Cobra remains ambitious
Strategic marketing has been a difficult issue for Cobra
The Cobra brand may benefit from divestment and corporate ownership
Corporate assistance offers the chance for Cobra to become a premium global brand
Conclusions
APPENDIX
Case study series
Methodology
Secondary sources
Further reading
Ask the analyst
Datamonitor consulting
Disclaimer
List of Tables
Table 1: Beer market value (US$ m), by country, UK and India, 2003-2013
Table 2: Beer market volume (Liters m), by country, UK and India, 2003-2013
Table 3: Average beer price (US$/Liter), by country, UK and India, 2003-2013
Table 4: Beer market company shares by volume (Liters m), India, 2003-2007
Table 5: Beer market company shares by volume (Liters m), UK, 2003-2007
List of Figures
Figure 1: The Cobra range has expanded to offer more choice to more consumer segments
Figure 2: Cobra's television sponsorship is targeted rather than mass-market in appeal

Abstract

Introduction

This report on Cobra Beer forms part of Datamonitor's case studies series, which explores business practices across a variety of disciplines and business sectors. It looks at how the brand has grown from an entrepreneurial success but has since struggled to cross over into the mainstream.

Reasons to Purchase
  • Gain insight into the methods used by important industry players to give them a competitive edge
  • Identify specific areas for operational improvements
  • Capitalize on the knowledge of experienced companies when entering a new niche or market


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