DOCSLIB.ORG

Gains Our Growth

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Gains Our Growth Our Growth Gains Traction SAPPORO HOLDINGS LIMITED Annual Report 2010 Contents Sapporo Group Management Plan 2011–2012 23 Corporate Governance Group Portfolio at a Glance 26 Board of Directors and Auditors Overseas Deployment 28 Five-Year Summary 02 Financial Highlights 29 Management’s Discussion and Analysis 04 To Our Stakeholders 32 Consolidated Balance Sheets 06 Interview With the President 34 Consolidated Statements of Income 12 Feature 1: Vietnam Brewery Operation 35 Consolidated Statements of Shareholders’ Equity 14 Feature 2: Management Integration With POKKA CORPORATION 36 Consolidated Statements of Cash Flows 37 Notes to Consolidated Financial Statements 16 Performance Review and Plan 16 Alcoholic Beverages (Japan) 57 Corporate Data 18 Alcoholic Beverages (International) 20 Soft Drinks * All figures in this annual report are rounded to the nearest 21 Restaurants applicable unit. 22 Real Estate SAPPORO HOLDINGS LIMITED Annual Report 2010 Our Growth Gains Traction SAPPORO HOLDINGS LIMITED Annual Report 2010 Contents Sapporo Group Management Plan 2011–2012 23 Corporate Governance Group Portfolio at a Glance 26 Board of Directors and Auditors Overseas Deployment 28 Five-Year Summary 02 Financial Highlights 29 Management’s Discussion and Analysis 04 To Our Stakeholders 32 Consolidated Balance Sheets 06 Interview With the President 34 Consolidated Statements of Income 12 Feature 1: Vietnam Brewery Operation 35 Consolidated Statements of Shareholders’ Equity 14 Feature 2: Management Integration With POKKA CORPORATION 36 Consolidated Statements of Cash Flows 37 Notes to Consolidated Financial Statements 16 Performance Review and Plan 16 Alcoholic Beverages (Japan) 57 Corporate Data 18 Alcoholic Beverages (International) 20 Soft Drinks * All figures in this annual report are rounded to the nearest 21 Restaurants applicable unit. 22 Real Estate SAPPORO HOLDINGS LIMITED Annual Report 2010 Sapporo Group Management Plan 2011–2012 GROUP PORTFOLIO AT A GLANCE ■ International Alcoholic Beverages ■ POKKA ■ Japanese Alcoholic Beverages ■ Real Estate ■ Soft Drinks ■ Restaurants Business Segments from 2011 Net Sales Operating Income Key Themes (Incl. alcohol taxes) (Loss) (¥ Million) (¥ Million) International Alcoholic Beverages 40,000 600 We will strengthen and expand our brand in North • SAPPORO INTERNATIONAL INC. 2010 2012 Target 30,000 America and Asia as our top priorities while also expand- • SAPPORO U.S.A., INC. 400 ing beyond our traditional alcoholic beverages operations • SAPPORO CANADA INC. 20,000 • SLEEMAN BREWERIES LTD. to transform the International Alcoholic Beverages 200 • SAPPORO ASIA PRIVate LIMITED 10,000 business into broader International Operations. • SAPPORO VIETNAM LIMITED 25,386 29,200 32,200 0 0 502 100 300 121110 121110 ➔ P. 12 ➔ P. 18–19 (Target) (Target) Group Synergies Growth Drivers POKKA GROUP 120,000 3,000 Drive growth by harnessing Group synergies with each • POKKA CORPORATION segment. • SUN POKKA CO., LTD. 80,000 2,000 5% 6% Growth Drivers 7% 7% • POKKA CREATE CO., LTD. 9% 8% ➔ P. 14–15 40,000 1,000 Net Sales (¥ billion) 5% 20% And another 22 companies 6% 78,900 103,900 2,300 2,400 0 0 ¥519.5 121110 121110 ¥389.2 (Target) (Target) Target Japanese Alcoholic Beverages 300,000 12,000 ■ ¥25.4 ➔ ¥32.2 ■ ¥23.5 ➔ ¥24.7 To achieve sustained growth, we will aim to provide • SAPPORO BREWERIES LTD. the greatest excitement and joy to customers in the 72% ■ – ➔ ¥103.9 ■ ¥33.9 ➔ ¥39.8 200,000 8,000 56% • SAPPORO WINES LIMITED ■ ¥279.3 ➔ ¥290.6 ■ ¥26.4 ➔ ¥26.3 • YEBISU WINEMART CO., LTD. beer, shochu, wine, and RTD (ready-to-drink) sectors • SAPPORO LOGISTICS SYSTEMS CO., LTD. 100,000 4,000 while implementing structural reforms and working • TANOSHIMARU SHUZO CO., LTD. vigorously to achieve our sales and profit targets. * The result of ¥0.6 billion → ¥2.0 billion for Other • SAPPORO ENGINEERING LIMITED 279,312 286,700 290,600 Earnings Stabilities 9,234 9,800 10,600 has been omitted from the pie charts. 0 0 • STARNET CO.,LTD. 121110 121110 ➔ P. 16–17 • NEW SANKO INC. (Target) (Target) 30,000 10,000 Real Estate We will work to maintain and reinforce our stable profit • YEBISU GARDEN PLACE CO., LTD. 7,500 structure and enhance the value of the SAPPORO • YGP REAL ESTATE CO., LTD. 20,000 Group’s properties. We will carefully screen new pros- • SAPPORO URBAN DEVELOPMENT CO., LTD. 5,000 Earnings Stabilities • TOKYO ENERGY SERVICE CO., LTD. pects and acquire only prime properties. 1% 1% 10,000 7% 3% 3%3% 10% • SAPPORO SPORTS PLAZA CO., LTD. 2,500 • YOKOHAMA KEIWA BUILDING CO., LTD. ➔ P. 22 0 23,537 23,000 24,700 0 8,003 8,300 9,000 Operating Income (¥ billion) 121110 121110 (Target) (Target) ¥20.0 Soft Drinks 40,000 1,500 ¥15.4 48% 38% The Soft Drinks business will pursue a growth strategy • SAPPORO BEVERAGE CO., LTD. 42% Target 30,000 based on brand-building and undertake measures • STELLA BEVERAGE SERVICE CO., LTD. 1,000 45% designed to boost its operating margin. ■ ¥0.5 ➔ ¥0.3 ■ ¥8.0 ➔ ¥9.0 • STAR BEVERAGE SERVICE CO., LTD. 20,000 ■ – ➔ ¥2.4 ■ ¥1.3 ➔ ¥0.7 500 ➔ P. 20 ■ ¥9.2 ➔ ¥10.6 ■ ¥0.2 ➔ ¥0.6 10,000 0 33,946 37,400 39,800 0 1,287 700 700 121110 121110 (Target) (Target) * Results of –¥0.7 billion → –¥0.3 billion for Other and –¥3.0 billion → –¥3.3 billion for general corporate and intercompany eliminations have been omitted Restaurants 30,000 600 We will work to invigorate existing restaurants and from the pie charts. • SAPPORO LION LIMITED develop formats differentiated from the competition. 20,000 400 We will also undertake cost structure reforms from a medium-term perspective to enable the business to 10,000 200 weather economic change. 26,429 25,500 26,300 150 400 600 Group Synergies 0 0 121110 121110 ➔ P. 21 (Target) (Target) Other Businesses (Foods) Key Theme • SAPPORO FOODS NET CO., LTD. We will seek to offer a line of distinctive products and expand profits in the Foods business through Note: All figures in this annual report are rounded to the nearest applicable unit. • SAPPORO FINE FOODS CO., LTD. maximization of intra-group synergies, streamlining, and greater efficiency. All Management Plan figures are derived from a simplified segment classification method based on the management approach. • SAPPORO GROUP MANAGEMENT CO., LTD. ➔ P. 20 Sapporo Group Management Plan 2011–2012 GROUP PORTFOLIO AT A GLANCE ■ International Alcoholic Beverages ■ POKKA ■ Japanese Alcoholic Beverages ■ Real Estate ■ Soft Drinks ■ Restaurants Business Segments from 2011 Net Sales Operating Income Key Themes (Incl. alcohol taxes) (Loss) (¥ Million) (¥ Million) International Alcoholic Beverages 40,000 600 We will strengthen and expand our brand in North • SAPPORO INTERNATIONAL INC. 2010 2012 Target 30,000 America and Asia as our top priorities while also expand- • SAPPORO U.S.A., INC. 400 ing beyond our traditional alcoholic beverages operations • SAPPORO CANADA INC. 20,000 • SLEEMAN BREWERIES LTD. to transform the International Alcoholic Beverages 200 • SAPPORO ASIA PRIVate LIMITED 10,000 business into broader International Operations. • SAPPORO VIETNAM LIMITED 25,386 29,200 32,200 0 0 502 100 300 121110 121110 ➔ P. 12 ➔ P. 18–19 (Target) (Target) Group Synergies Growth Drivers POKKA GROUP 120,000 3,000 Drive growth by harnessing Group synergies with each • POKKA CORPORATION segment. • SUN POKKA CO., LTD. 80,000 2,000 5% 6% Growth Drivers 7% 7% • POKKA CREATE CO., LTD. 9% 8% ➔ P. 14–15 40,000 1,000 Net Sales (¥ billion) 5% 20% And another 22 companies 6% 78,900 103,900 2,300 2,400 0 0 ¥519.5 121110 121110 ¥389.2 (Target) (Target) Target Japanese Alcoholic Beverages 300,000 12,000 ■ ¥25.4 ➔ ¥32.2 ■ ¥23.5 ➔ ¥24.7 To achieve sustained growth, we will aim to provide • SAPPORO BREWERIES LTD. the greatest excitement and joy to customers in the 72% ■ – ➔ ¥103.9 ■ ¥33.9 ➔ ¥39.8 200,000 8,000 56% • SAPPORO WINES LIMITED ■ ¥279.3 ➔ ¥290.6 ■ ¥26.4 ➔ ¥26.3 • YEBISU WINEMART CO., LTD. beer, shochu, wine, and RTD (ready-to-drink) sectors • SAPPORO LOGISTICS SYSTEMS CO., LTD. 100,000 4,000 while implementing structural reforms and working • TANOSHIMARU SHUZO CO., LTD. vigorously to achieve our sales and profit targets. * The result of ¥0.6 billion → ¥2.0 billion for Other • SAPPORO ENGINEERING LIMITED 279,312 286,700 290,600 Earnings Stabilities 9,234 9,800 10,600 has been omitted from the pie charts. 0 0 • STARNET CO.,LTD. 121110 121110 ➔ P. 16–17 • NEW SANKO INC. (Target) (Target) 30,000 10,000 Real Estate We will work to maintain and reinforce our stable profit • YEBISU GARDEN PLACE CO., LTD. 7,500 structure and enhance the value of the SAPPORO • YGP REAL ESTATE CO., LTD. 20,000 Group’s properties. We will carefully screen new pros- • SAPPORO URBAN DEVELOPMENT CO., LTD. 5,000 Earnings Stabilities • TOKYO ENERGY SERVICE CO., LTD. pects and acquire only prime properties. 1% 1% 10,000 7% 3% 3%3% 10% • SAPPORO SPORTS PLAZA CO., LTD. 2,500 • YOKOHAMA KEIWA BUILDING CO., LTD. ➔ P. 22 0 23,537 23,000 24,700 0 8,003 8,300 9,000 Operating Income (¥ billion) 121110 121110 (Target) (Target) ¥20.0 Soft Drinks 40,000 1,500 ¥15.4 48% 38% The Soft Drinks business will pursue a growth strategy • SAPPORO BEVERAGE CO., LTD. 42% Target 30,000 based on brand-building and undertake measures • STELLA BEVERAGE SERVICE CO., LTD. 1,000 45% designed to boost its operating margin. ■ ¥0.5 ➔ ¥0.3 ■ ¥8.0 ➔ ¥9.0 • STAR BEVERAGE SERVICE CO., LTD. 20,000 ■ – ➔ ¥2.4 ■ ¥1.3 ➔ ¥0.7 500 ➔ P. 20 ■ ¥9.2 ➔ ¥10.6 ■ ¥0.2 ➔ ¥0.6 10,000 0 33,946 37,400 39,800 0 1,287 700 700 121110 121110 (Target) (Target) * Results of –¥0.7 billion → –¥0.3 billion for Other and –¥3.0 billion → –¥3.3 billion for general corporate and intercompany eliminations have been omitted Restaurants 30,000 600 We will work to invigorate existing restaurants and from the pie charts.
Load more

Recommended publications
  • The Ghosts of the Past Remain Strong in South Korea's Relations With
    Received by NSD/FARA Registration Unit 08/31/2020 2:36:30 PM 8/31/2020 China and the EU: A Tale of Two Summits The Ghosts of the Past Remain Strong in South Korea's Relations With Japan The latest chapter in their long-running dispute began in 2019, and shows no signs of ending a year later. By Troy Stangarone August marked the 75th anniversary of the end of Japan’s colonial rule over the Korean Peninsula, but despite the passage of three quarters of a century the past remains a contentious issue in South Korea’s relations with Japan. https://magazine.thediplomat.eom/#/issues/-MFWPCDmwlguSOwHsxyY/read Received by NSD/FARA Registration Unit 08/31/2020 2:36:30 PM Received by NSD/FARA Registration Unit 08/31/2020 2:36:30 FM 8/31/2020 China and the EU: A Tale of Two Summits The relationship has long struggled to develop a common narrative of the past. South Korea continues to raise concerns about history in Japanese textbooks, while territorial disputes remain over the islets of Dokdo. The relatively recent attempt by former South Korean President Park Geun-hye and Japanese Prime Minister Shinzo Abe to resolve one of the more challenging issues in the relationship, Japan’s treatment of the “comfort women,” was never fully accepted by a majority of the populace, including the victims themselves, and the foundation established to compensate them was dissolved in 2019. A different ghost from the past, however, is driving relations to new lows. In 2018, the South Korean Supreme Court in two separate rulings ordered Mitsubishi Heavy Industries to pay 10 victims of forced labor during World War II between 80 million won and 150 million won and Nippon Steel & Sumitomo Metal Corp to pay four victims 100 million won each.
    [Show full text]
  • Acquisition of Stock of an Alcohol and Beverages Sales Company from Maeil Dairies Co., Ltd., a Major South Korean Dairy Products Manufacturer
    January 24, 2012 Acquisition of Stock of an Alcohol and Beverages Sales Company from Maeil Dairies Co., Ltd., a Major South Korean Dairy Products Manufacturer To further reinforce the domestic sales of Sapporo Premium [brand products] in South Korea, Sapporo Internation al Inc., a Sapporo Group company, has concluded an agreement with Maeil Dairies Co., Ltd. ( “Maeil Dairies”) to acquire newly issued shares from M’s Beverage Co., Ltd . (“M’s Beverage”) (Head office: Seoul; Representative: Jong Wan Lee), and after the comple tion of the acquisition, Sapporo International Inc. will own 15% of the total issued and outstanding shares in M ’s Beverage. The completion of the stock acquisition is scheduled for January 31, 2012. Maeil Dairies is a major dairy products manufacturer in South Korea and a business partner of Sapporo International Inc. M’s Beverage was established as a wholly owned subsidiary by Maeil Dairies in June 2011 to sell Sapporo Premium brand products. Despite the general sluggish demand for beer in South Korea , the imported beer market in South Korea has experienced a double-digit increase for two consecutive years (in 2010 and 2011). Japanese beer brand s are particularly renowned as premium products. To help Sapporo Holdings Ltd. develop full-scale businesses in South Korea, Sapporo International Inc. entered into a business partnership with Maeil Dairies in November 2010. Maeil Dairies established M’s Beverage to boost sales of Sapporo Premium. With the addition of new employees, M’s Beverage has been developing marketing activities targeting convenience stores, supermarkets and restaurants. With the completion of the above stock acquisition, Sapporo International Inc.
    [Show full text]
  • Cc.Pacforum.Org Carl Baker Brad
    EDITED BY CARL BAKER BRAD GLOSSERMAN CREATIVE DIRECTOR NICHOLAS CIUFFETELLI MAY – AUGUST 2019 VOL. 21, NO. 2 SEPTEMBER 2019 CC.PACFORUM.ORG PACIFIC FORUM Founded in 1975, the Pacific Forum is a non-profit, foreign policy research institute based in Honolulu, Hawaii. The Forum’s programs encompass current and emerging political, security, economic and business issues and works to help stimulate cooperative policies in the Asia Pacific region through analysis and dialogue undertaken with the region’s leaders in the academic, government, and corporate areas. The Forum collaborates with a network of more than 30 research institutes around the Pacific Rim, drawing on Asian perspectives and disseminating its projects’ findings and recommendations to opinion leaders, governments, and publics throughout the region. We regularly cosponsor conferences with institutes throughout Asia to facilitate nongovernmental institution building as well as to foster cross- fertilization of ideas. A Board of Directors guides the Pacific Forum’s work. The Forum is funded by grants from foundations, corporations, individuals, and governments. The Forum’s studies are objective and nonpartisan and it does not engage in classified or proprietary work. EDITED BY CARL BAKER, PACIFIC FORUM BRAD GLOSSERMAN, TAMA UNIVERSITY CRS/PACIFIC FORUM CREATIVE DIRECTOR NICHOLAS CIUFFETELLI, PACIFIC FORUM MAY – AUGUST 2019 VOL. 21, NO. 2 SEPTEMBER 2019 HONOLULU, HAWAII COMPARATIVE CONNECTIONS A TRIANNUAL E-JOURNAL OF BILATERAL RELATIONS IN THE INDO-PACIFIC Bilateral relationships in East Asia have long been important to regional peace and stability, but in the post-Cold War environment, these relationships have taken on a new strategic rationale as countries pursue multiple ties, beyond those with the US, to realize complex political, economic, and security interests.
    [Show full text]
  • Issue 24 Ale Sabrina Winter 2019
    Issue 24 // Winter 2019 www.bridgnorthcamra.org.uk1 2 What’s In This Edition 5 Editor’s Comments 7 Top Ten Railway Pubs Editorial & Advertising Information 9 Another Booth Booze Cruise - Part Ale Sabrina is funded entirely by advertising revenue. We would like to thank everyone who has One supported us by contributing to this issue. 13 Beer Destinations- Beer in South Should you wish to contribute to the next issue Korea please contact Bill by email: 17 Offended? You Will Be! [email protected] 21 Rail and Ale - North Yorkshire Prices to advertise start at £25 Moors Railway for a quarter page. 25 Breakfast at Marston’s To advertise please email [email protected] 27 Midlands Brewery Bible Launched 31 A Visit to Burton-on-Trent Spring 2020 Issue 25 32 Pub of The Season - Autumn Dead Line: 6th March 2019 33 Pub of the Season - Winter Artwork By Beer Research - Winter Warmers 35 Betelguise Web Design 39 Beer Destinations- Beer in Belfast Printed By 43 Obituary - Dave Lacey Warwick Printing Company Ltd. 45 LocAle Pubs in Our Area 47 Get Your Thinking Caps On Front Cover: Jed the shire horse at the 49 Forthcoming Events National Brewery Museum Burton-on Trent 50 Branch Contacts Ale Sabrina Wishes You All A Very Merry Christmas & A Happy New Year 3 4 Editor’s Comments elcome to issue 24 of Ale Sabrina. On a happier note 2019 saw the return of W Wishing all our readers, contributors the Bridgnorth Beer Festival at the SVR! The and advertisers a Merry Christmas and first since 2015.
    [Show full text]
  • 30Th Anniversary Book
    30th Anniversary December 2017 Yonsei GSIS The First and Next 30 Years Dalchung Kim: The History of International Education at Yonsei / Jongryn Mo: The First 30 Years of Yonsei GSIS / A Vision for the Next 30 Years / Conference: Promoting International Studies in a New Global Environment / Career Fair Keynote Speech / Contributions from Professors, Students, & Alumni 30th Anniversary Celebratory Booklet contents December 2017 2 CONGRATULATORY ADDRESS President Yonghak Kim Former Dean Horace Underwood 4 THE HISTORY OF INTERNATIONAL EDUCATION AT YONSEI Dalchung Kim, Former GSIS Dean 10 THE FIRST 30 YEARS OF THE YONSEI GSIS Dean Jongryn Mo 14 A VISION FOR THE NEXT 30 YEARS Contributors- Yonsei GSIS Professors 24 30TH ANNIVERSARY CONFERENCE 36 DANIEL TUDOR- KEYNOTE 41 INDIVIDUAL ESSAYS 60 CHRONOLOGY OF MAJOR EVENTS AND KEY STATISTICS APPENDIX 30th Anniversary 01 PRESIDENT KIM YONGHAK Congratulatory Address It is with great pride and honor that I serve as Yonsei University’s president on the 30 year anniversary of the Yonsei Graduate School of International Studies. When the school was established in 1987 it was much smaller than today but still seen as the pioneer of professional international studies in Korea. 30 years later, the GSIS has grown immensely. The faculty and student body now stands at more than 400. The GSIS has produced more than 2,500 graduates and boasts the highest number of international students of any GSIS in Korea. The diversity among students and alumni is second to none. In 1997, in recognition of the school’s outstanding achievements, the GSIS was officially named the “best graduate school of international studies in Korea” by the Ministry of Education.
    [Show full text]
  • Popular Culture and the Transformation of Japan–Korea Relations
    Popular Culture and the Transformation of Japan–Korea Relations This book presents essays exploring the ways in which popular culture reflects and engenders ongoing changes in Japan–Korea relations. Through a broad temporal coverage from the colonial period to the con- temporary, the book’s chapters analyse the often contradictory roles that popular culture has played in either promoting or impeding nationalisms, regional con- flict and reconciliations between Japan and Korea. Its contributors link several key areas of interest in East Asian Studies, including conflicts over historical memories and cultural production, grassroots challenges to state ideology, and the consequences of digital technology in Japan and South Korea. Taking recent discourse on Japan and South Korea as popular cultural super- powers further, this book expands its focus from mainstream entertainment media to the lived experience of daily life, in which sentiments and perceptions of the “popular” are formed. It will be useful to students and scholars of Japa- nese and Korean studies, as well as film studies, media studies and cultural studies more widely. Rumi Sakamoto is Senior Lecturer in Japanese at the School of Cultures, Lan- guages and Linguistics, the University of Auckland, and is convenor of Asian Studies, Chinese, Japanese and Korean programmes. She has published widely on Japanese popular culture, nationalism and war memory. She is a co- editor of Popular Culture, Globalization and Japan (Routledge, 2006) and Japanese Popular Culture (Routledge, 2014). Her current research looks at cultural repre- sentations of kamikaze pilots and self-defence forces in post-war Japan. Stephen Epstein is the Director of the Asian Languages and Cultures Pro- gramme at Victoria University of Wellington in New Zealand, and served as the 2013–14 President of the New Zealand Asian Studies Society.
    [Show full text]
  • Budweiser Brewing Company APAC Version 1 | Bloomberg: 1876 HK Equity | Reuters: 1876.HK Refer to Important Disclosures at the End of This Report
    China / Hong Kong Company Guide Budweiser Brewing Company APAC Version 1 | Bloomberg: 1876 HK Equity | Reuters: 1876.HK Refer to important disclosures at the end of this report DBS Group Research. Equity 25 Feb 2020 Brewing confidence in the APAC leader BUY(Initiating Coverage) Last Traded Price ( 24 Feb 2020):HK$23.55(HSI : 26,821) • Largest beer company in sales value terms with unparalleled Price Target 12-mth:HK$31.98 (35.8% upside) profitability in APAC • Keen focus on premiumisation despite short-term blow to Vincent YANG+852 36684197, [email protected] consumer sentiment Mavis Hui +852 36684188, [email protected] • Potential acquisitions to tap growth opportunities in SEA • With decent progress in premiumisation and ongoing Price Relative operational improvements, we initiate coverage with a BUY call and SOTP-based TP of HK$31.98 Premiumisation as a key to growth. As the largest beer company in sales value terms with unparalleled profitability in the Asia Pacific region, we believe BUD APAC possesses great premiumisation potential due to its ongoing product mix upgrade and market share gain via its comprehensive brand matrix and strong sales network. We believe the company could see 8% normalized EBITDA and 12% core pre-tax earnings CAGR during FY19-21F, along with improving Forecasts and Valuation margins helped by efficiency enhancement on multiple fronts. FY Dec (US$m) 2018A 2019F 2020F 2021F Turnover 6,740 6,577 6,444 7,034 Where we differ: Turning positive on the medium-term outlook. EBITDA 1,994 2,184 2,223 2,537 Pre-tax Profit 1,255 1,463 1,621 1,946 Despite potential short-term headwinds in 1H20F, including 1) higher Net Profit 958 1,008 1,215 1,459 base due to advanced shipment in 1H19, 2) coronavirus outbreak to Core profit 1,000 1,128 1,255 1,499 drag on-premise consumption in both China and S.
    [Show full text]
  • Hitejinro Sustaining Success in the Korean Beer Market
    International Journal of Business Management & Research (IJBMR) ISSN(P): 2249-6920; ISSN(E): 2249-8036 Vol. 6, Issue 3, Jun 2016, 11-22 © TJPRC Pvt. Ltd. HITEJINRO SUSTAINING SUCCESS IN THE KOREAN BEER MARKET HEHJIN LEE 1 & SEUNGHO CHO 2 1English Literature / Ewha Woman’s University, Seoul, South Korea 2Business Administration/ Ewha Woman’s University, Seoul, South Korea ABSTRACT Hite Brewery was founded in 1933 and became the first beer company in Korea. It managed to achieve its success with ‘Hite’ beer, and became the top beer company in 1996(HiteJinro, 2010). Hite beer was so successful that the company, which was formerly named “Chosun Brewery”, changed its name to “Hite Brewery” in 1998(Hite Jinro, 2015). HiteJinro’s main strategic issue is whether it should focus on the imported beer market through licensing and direct import, or focus on recovering the domestic beer market. This issue is crucial to HiteJinro as the decision would have long term impacts; its domestic beer market will shrink if they focus on imported beer, but it will also lose revenue from the rapidly Original Article Original growing imported beer market if it focuses on domestic beer KEYWORDS: Strategic Issue, Long Term Impacts, Imported Beer Received: Mar 19, 2016; Accepted : Mar 28, 2016; Published: Apr 12, 2016; Paper Id.: IJBMRJUN20162 INTRODUCTION History of HiteJinro HiteJinro, now one of top liquor companies in South Korea, was the result of a merger between Hite Brewery and Jinro in 2005(HiteJinro, 2015). HiteJinro was established in 1924 and started its business with soju. Jinro achieved its success as the top soju company in 1970, winning against its rival, SamHak.
    [Show full text]
  • Sapporo Group Business Results Presentation for the Nine Months Ended September 30, 2017
    Sapporo Group Business Results Presentation for the Nine Months Ended September 30, 2017 November 2, 2017 URL http://www.sapporoholdings.jp/english Copyright, 2017 SAPPORO HOLDINGS LTD. All rights reserved. 1/43 Contents 1. 2017 3Q Results P3~21 Appendix：Collection of Data by business P22~42 Copyright, 2017 SAPPORO HOLDINGS LTD. All rights reserved. 2/43 (billions of yen) YoY changes 2016 3Q 2017 3Q (amount, %) Net sales (incl. liquor tax) 392.2 400.8 8.5 2.2% Net sales (excl. liquor tax) 307.7 315.9 8.2 2.7% Overseas net sales to total (excl. liquor tax) 21.0% 21.3% 0.3% - Operating income 12.8 10.7 (2.1) (16.7)% Third Quarter Operating income before 15.8 13.6 (2.1) (13.8)% 2017 goodwill amortization Highlight Ordinary income 11.5 10.2 (1.3) (11.4)% Profit attributable to owners 5.2 2.9% of parent 5.4 0.1 Balance of Net debt 215.1 225.4 10.2 4.8% Ｄ／Ｅratio ※Net 1.4 times 1.3 times (0.1) - EBITDA 32.3 31.0 1.2 (3.8)% Copyright, 2017 SAPPORO HOLDINGS LTD. All rights reserved. 3/43 Third-Quarter 2017 Group Results Overview (billions of yen) Net sales YoY Change Businesses on which we’ve been focusing such as beer, North American alcoholic beverages, lemon-based products and soups continue to produce results. Real estate is also maintaining steady earnings. Third Quarter On the other hand, both sales and profits at SSC in the Operating income North American soft drinks business and Singaporean 2017 Highlight YoY Change soft drinks business have been declining Also, given the impact of unseasonal weather in summer, results of some businesses fell short of the plan, but we will continue to aim to achieve the targets and give priority to what each business should be Profit attributable to preparing in the first fiscal year of the Medium-Term owners of parent YoY Change Management Plan, and to necessary investments and reinforcement of the group’s management platform.
    [Show full text]
  • August 2019 Vol. 21, No. 2 September 2019
    EDITED BY CARL BAKER BRAD GLOSSERMAN CREATIVE DIRECTOR NICHOLAS CIUFFETELLI MAY – AUGUST 2019 VOL. 21, NO. 2 SEPTEMBER 2019 CC.PACFORUM.ORG PACIFIC FORUM Founded in 1975, the Pacific Forum is a non-profit, foreign policy research institute based in Honolulu, Hawaii. The Forum’s programs encompass current and emerging political, security, economic and business issues and works to help stimulate cooperative policies in the Asia Pacific region through analysis and dialogue undertaken with the region’s leaders in the academic, government, and corporate areas. The Forum collaborates with a network of more than 30 research institutes around the Pacific Rim, drawing on Asian perspectives and disseminating its projects’ findings and recommendations to opinion leaders, governments, and publics throughout the region. We regularly cosponsor conferences with institutes throughout Asia to facilitate nongovernmental institution building as well as to foster cross- fertilization of ideas. A Board of Directors guides the Pacific Forum’s work. The Forum is funded by grants from foundations, corporations, individuals, and governments. The Forum’s studies are objective and nonpartisan and it does not engage in classified or proprietary work. EDITED BY CARL BAKER, PACIFIC FORUM BRAD GLOSSERMAN, TAMA UNIVERSITY CRS/PACIFIC FORUM CREATIVE DIRECTOR NICHOLAS CIUFFETELLI, PACIFIC FORUM MAY – AUGUST 2019 VOL. 21, NO. 2 SEPTEMBER 2019 HONOLULU, HAWAII COMPARATIVE CONNECTIONS A TRIANNUAL E-JOURNAL OF BILATERAL RELATIONS IN THE INDO-PACIFIC Bilateral relationships in East Asia have long been important to regional peace and stability, but in the post-Cold War environment, these relationships have taken on a new strategic rationale as countries pursue multiple ties, beyond those with the US, to realize complex political, economic, and security interests.
    [Show full text]
  • 2020 Usda Explanatory Notes – Foreign Agricultural Service
    2020 USDA EXPLANATORY NOTES – FOREIGN AGRICULTURAL SERVICE Agency-Wide ........................................................................................................................................................... 33-2 Purpose Statement............................................................................................................................................... 33-2 Available Funds and Staff Years ........................................................................................................................ 33-6 Permanent Positions by Grade and Staff Years .................................................................................................. 33-7 Vehicle Fleet ....................................................................................................................................................... 33-8 Shared Funding Projects ..................................................................................................................................... 33-9 Account 1: Salaries and Expenses ......................................................................................................................... 33-10 Appropriations Language.................................................................................................................................. 33-10 Lead-Off Tabular Statement ............................................................................................................................. 33-10 Project Statement .............................................................................................................................................
    [Show full text]
  • Export Opportunities for Alaska Distilleries and Breweries
    Export opportunities for Alaska Distilleries and Breweries Study of Foreign Market Opportunities University of Alaska Center for Economic Development Picture 1, 2 and 3 are retrieved from http://f.tqn.com/y/cruises/1/S/q/5/6/Juneau-7113.JPG, http://www.yourlittlebeachtown.com/sites/default/files/styles/640x_fra me/public/bsg_2009_067.jpg?itok=AxHDk62V, and http://4.bp.blogspot.com/- Qgjjf4TIFaU/Tl227m8mLdI/AAAAAAAAAJQ/JZlZT8PJ8uk/s1600/IMG_4815 a.jpg Executive Summary ....................................................................................................................................... 5 1.1 Canada ................................................................................................................................................ 6 1.1.1 Distribution channels ................................................................................................................... 6 1.1.2. Importance of Hiring an Agent .................................................................................................... 8 1.1.3 Market trends: Beer ..................................................................................................................... 9 1.1.4. Market Trends: Distilled Spirits ................................................................................................. 14 1.1.5 Market associations and guilds .................................................................................................. 19 1.1.6 Local industry regulations .........................................................................................................
    [Show full text]