UNIVERSITY OF WEST LONDON
Beyond Brewing :
A Strategic Analysis
of
Lion Brewery (Ceylon)
PLC
Internal Analysis and Strategic Business
Recommendations
Hiruni Gunaratne- 21318420
5/14/2016
Lecturer- Mr . Marcelline Croos
Contents
1.0 Introduction ............................................................................................................................... 4
1.1 About Lion Brewery ............................................................................................................... 4
2.0 Internal Analysis of Lion Brewery .............................................................................................. 5
2.1 Resources and Capabilities Analysis of Lion Brewery............................................................ 5
Physical Resources and Capabilities ........................................................................................ 5
Financial Resources and Capabilities ....................................................................................... 5
Human Resources and Capabilities ......................................................................................... 6
Technological Resources and Capabilities ............................................................................... 6
Organizational Resources and Capabilities ............................................................................. 6
Relationship Resources and Capabilities ................................................................................. 7
2.1.1 Analysis of Strategic Capabilities and Competitive Advantage ...................................... 8
2.2 Value Chain of Lion Brewery ................................................................................................. 9
2.2.1 Inbound Logistics ............................................................................................................ 9
2.2.2 Operations ...................................................................................................................... 9
2.2.3 Outbound Logistics ......................................................................................................... 9
2.2.4 Marketing and Sales ..................................................................................................... 10
2.2.5 Service and Support...................................................................................................... 10
2.3 Financial Analysis of Lion Brewery ...................................................................................... 12
2.4 Strengths and Weaknesses of Lion Brewery ....................................................................... 13
3.0 New Strategies......................................................................................................................... 14
3.1 SWOT Matrix ....................................................................................................................... 14
3.2 TOWS Matrix ....................................................................................................................... 15
3.3 Strategic Directions for Lion Brewery.................................................................................. 17
3.3.1 Ansoff Matrix Analysis for Lion Brewery Strategies ..................................................... 18
3.4 Strategy Evaluation with SFA Analysis................................................................................. 19
4.0 Proposed Five Year Strategic Plan for Lion Brewery ............................................................... 21
5.0 Conclusion ............................................................................................................................... 22
Appendix........................................................................................................................................ 23
Bibliography................................................................................................................................... 29
2
Table of Figures
Figure 1 Resource and Capabilities Grid.......................................................................................... 5
Figure 2 Strategic Capabilities and Competitive Advantage ........................................................... 8
Figure 3 Strategic Capabilities and Competitive Advantage Analysis for Lion Brewery.................. 8
Figure 4 Porters Generic Value Chain.............................................................................................. 9
Figure 5 Strengths and Weaknesses of Lion Brewery - Internal Analysis of the Company ........... 13
Figure 6 Definition of Ansoff Matrix .............................................................................................. 17
Figure 7 Ansoff Matrix for Lion Brewery PLC ................................................................................ 18
3
1.0 Introduction
This report will be an analysis on the strategic capabilities of Lion Brewery. The strengths and
Weaknesses will be indentified and also the financial position of the company.
New strategies will be discussed combining the previous assignment findings on External
Analysis on the Liquor Industry in Sri Lanka. These new strategies are being suggested for a five
year period ( 2016 - 2021).
1.1 About Lion Brewery
Lion Brewery (Ceylon) PLC (Lion Brewery), with an illustrious history dating back to 1860, is a
leadi g e tit i “ i La ka s adult e e age a ket. It was inaugurated as a joint business
enterprise of Ceylon Brewery and Carlsberg Their legendary product, Lion Beer, is brewed and
ottled at Lio B e e s state of the a t fa ilit i Biyagama, Sri Lanka. As a well-respected
corporate entity, Lion Brewery has adopted world class technologies and business practices as
they continuously innovate and strive to deliver a high quality product portfolio to the Sri
Lankan beverage market. (Lion Beer - ABOUT LION, 2013)
4
2.0 Internal Analysis of Lion Brewery
2.1 Resources and Capabilities Analysis of Lion Brewery
Resources and Capabilities
Tangible
Physical
Financial
Intangible
Human
Technology
Organizational
Relationship
Figure 1 Resource and Capabilities Grid
Physical Resources and Capabilities
During the past year, Lion Brewery successfully completed the expansion of their plant in
Biyagama. The entire brewing facility received an upgrade which now enables it to carry out the
entire manufacturing process, from brewing to bottling and packaging. The canning lines too
have been upgraded, thereby increasing the overall brand value of Lion Brewery products in the
local market. (Lion_Brewery_(Ceylon)_PLC, 2015)
Financial Resources and Capabilities
Lion Brewery (Ceylon) PLC has been awarded a rating of AA- by Fitch Ratings Lanka, the local
arm of the globally recognized credit rating agency (Fitch Ratings LK - Lion Brewery (Ceylon) PLC,
2015). The Lion Brewery annual report states that the company is ranked at number 12 among
the AA- rated companies in Sri Lanka. (Lion_Brewery_(Ceylon)_PLC, 2015)
Further, Lion Brewery generated total revenue of LKR 32.35 billion during the financial year
2014/15, a staggering 25% increase from the previous year. This achievement, coupled with a
Pre-Tax Profit of LKR 2.28 billion, has provided the company with the required financial strength
to maintain its position in the market. (Lion_Brewery_(Ceylon)_PLC, 2015)
5
Human Resources and Capabilities
A key strength of Lion Brewery lies in its pool of relatively small, but extremely talented staff.
Nonetheless, the HR practices adopted by the company are on par with other local corporate.
Special emphasis is given to training and development of their human capital at the dedicated
Carlsberg Leadership Building Center as well as obtaining the services of globally recognized
management schools.
This team of individuals is ably guided by the Strategic Leadership Team, The Operational
Excellence Team and The Enterprise Optimization Team. These cross-functional teams focus on
bringing innovation to daily activities whilst achieving resource optimization with a view to
strategic growth. (Lion_Brewery_(Ceylon)_PLC, 2015)
Technological Resources and Capabilities
Today, technology has become a key driver of organizational strategies. It is with this vision that
Lion Brewery upgraded their bottling and canning lines, decommissioning the equipment which
powered the organization since 1998. (Lion_Brewery_(Ceylon)_PLC, 2015)
This move was complemented by the fact that Lion Brewery successfully implemented the SAP
ERP across the organization. The new ERP solution integrated all functional areas of the
organization under one Information Technology umbrella, thereby streamlining the entire
a age e t a d ope atio al p o ess. Fu the , this i teg ated IT s ste se es as a si gle
sou e of t uth as it ai tai s the ost up-to-date information on all areas of the organization.
This has enabled the senior management to gain a wider insight into facts and figures and carry
out various analyses which will help formulate more appropriate and sustainable strategic
initiatives. (IBM_SAP, 2015)
Organizational Resources and Capabilities
Lion Brewery boasts of several award winning brands as part of their product portfolio. Lion
beer resides amongst the 10 most valuable brands in Sri Lanka. Lion Stout has achieved its place
amongst the Top 20 stouts in the world by Esquire Magazine. Lion Stout was awarded the Gold
Medal as Asia s Best “tout at the Wo ld Bee A a ds (World Beer Awards - Lion Stout, 2015)
and also won the bronze award at the New York International Beer Competition
(Lion_Brewery_(Ceylon)_PLC, 2015). Lion Brewery also won the Silver award for the Lion Lager
World Cupl Limited Edition Pack (which was launched to represent the Sri Lankan Cricket Team
at the 2015 Cricket World Cup) at the Beverage World, Bev Star awards (Beverage World - Beer,
2015).
With the acquisition of Millers Brewery Limited (successors to McCallum Breweries, another Sri
Lankan brewery with a rich heritage spanning decades), Lion Brewery was able to further
strengthen their product portfolio. The brands which were purchased from Millers Brewery
Limited include Three Coins, Irish Dark and Sando Stout. The entire brand portfolio of Millers
Brewery, most of which have a history in Sri Lanka dating back several decades, were valued at
LKR 4 billion at the time of acquisition. Undoubtedly, Lion Brewery can ride the waves of success
6
created by these brands over the years, thereby aiming to achieve greater heights in the near
future (Lion_Brewery_(Ceylon)_PLC, 2015).
Relationship Resources and Capabilities
Another key strength of Lion Brewery lies in the healthy relationships maintained both with
foreign principles and agents. Being a licensed partner for global brands such as Carlsberg,
Corona, Diageo and Moet Hennessy as well as the large network of agents with which the
company works is a clear indicator of this mutual understanding. This, together with the supply
chain capabilities made possible by the SAP ERP ensure a mutually beneficial partnership with
agents. (Lion_Brewery_(Ceylon)_PLC, 2015)
7
2.1.1 Analysis of Strategic Capabilities and Competitive Advantage
According to Johnson, Scholes and Whittington the resources and capabilities of a company can
be categorized into threshold and unique (core) resources and capabilities.
Figure 2 Strategic Capabilities and Competitive Advantage
(Johnson, Scholes, & Whittington, 2008)
Figure 3 Strategic Capabilities and Competitive Advantage Analysis for Lion Brewery
8
2.2 Value Chain of Lion Brewery
Figure 4 Porters Generic Value Chain
The Value Chain analysis was first introduced by Porter (1985). Organisations were viewed as
s ste s hi h e e o posed of se e al su -systems , ea h ha i g thei i di idual i puts,
processes and outputs. This conversion of inputs to outputs requires several activities. Porter
(1985) classified these into 2 main categories – primary (core) activities and secondary (support)
activities. (Porter, 2008)
Primary Activities
2.2.1 Inbound Logistics
The primary ingredients in manufacturing beer are rice and beer hops. Rice is purchased from an
outside entity (Ran Sahal Pvt Ltd) which exclusively provides rice for Lion Brewery. Lion Brewery,
in turn, invests money in Ran Sahal as and when required. At the same time, Lion Brewery needs
to be alert about the fact that paddy harvesting is a seasonal activity and that environmental
conditions such as droughts or floods could impact the output of the harvest. Hence Lion
Brewery needs to be mindful of their inbound logistics arrangements.
(Lion_Brewery_(Ceylon)_PLC, 2015)
2.2.2 Operations
Lion Brewery has their state-of-the art production facility in Biyagama, which was recently
upgraded with a new bottling and canning line. Further, the brewery operations of Millers
Brewery ( which was acquire recently ) is being planned to be brought to Biyagama, thereby
achieving synergies and greater economies of scale. (Lion_Brewery_(Ceylon)_PLC, 2015)
2.2.3 Outbound Logistics
Since Lion primarily supplies to agents, timely delivery of goods as well as the collection of
empty bottles should be done effectively in proper manner. It is with this vision in mind that
9
Lion Brewery is considering moving the production of Millers Brewery products to the Biyagama
plant, thereby optimizing transportation time and costs. (Lion_Brewery_(Ceylon)_PLC, 2015)
2.2.4 Marketing and Sales
Whilst Lion continues to maintain its undisputed position among Sri Lankan brands, Sri Lanka
also has very stringent regulations with regard to alcohol. Whilst some of them are obsolete in
toda s o po ate o te t, the o ti ue to e appli a le. Fu the , the la dictates that
alcoholic beverages cannot be marketed to end users, hence Lion Brewery markets itself to
agents by means of bulk discounts and financial assistance.
However, Lion Brewery, through a subsidiary CBL Retailers, operates a popular chain of
restaura ts u de the a d Ma ha
hi h p o ides e d o su e s ith a u i ue, alue-foro e Pu e pe ie e. (Carson Cumberbatch PLC - Beverage, 2016)
2.2.5 Service and Support
As stated earlier, Lion Brewery does not market their products to end-consumers. Hence, their
immediate customers would be agents. As stated above, Lion Brewery supports agents when in
need thereby maintaining a strong relationship within the agent network. However, a key aspect
in their support is the high quality of products that Lion Brewery is famous for.
(Lion_Brewery_(Ceylon)_PLC, 2015)
10
Support Activities
Firm Infrastructure
From the perspective of infrastructure, Lion Brewery can boast of its state-of-the-art brewing,
bottling/canning and packaging facility in Biyagama which ensures the company releases high
quality products to the local market. This infrastructure is further strengthened by the
Information Technology services which provide inputs to the entire manufacturing process.
(Lion_Brewery_(Ceylon)_PLC, 2015)
Human Resource Management
Lio B e e s hu a apital o sists of a elati el s all, et e t e el tale ted g oup of
i di iduals ho p o ide thei a i u to a ds a hie i g the o pa s st ategies. A ke point
to note in this regard is the emphasis placed on training and development of individuals. From
the se io
a age e t do
a ds, t ai i g is o side ed a i teg al pa t of a i di idual s
development within the organization, which whilst being a personal benefit, is an investment for
the company as well. A highly motivated workforce provided with the opportunity for personal
development ensures a high level of motivation within the organization which directly translates
to operational efficiencies and cost optimization. (Lion_Brewery_(Ceylon)_PLC, 2015)
Technology Development
Lio B e e , as pa t of the o pa s st i e fo a hie i g g eate heights, de ided o epla i g
their existing legacy IT systems with a fully integrated Enterprise Resource Planning (ERP)
system. It is with this vision, that the SAP ERP was successfully implemented in 2013, integrating
the entire production process. The ERP covers Financial Management, management of raw
materials, production planning, quality management, management of warehousing facilities,
sales and distribution activities as well as maintenance activities of the plant, thereby ensuring
IT acts as an enabler for the entire production process, whilst providing useful analyses and
reports which would help the senior management in taking better business decisions and form
an input to the strategic decision making. (IBM_SAP, 2015)
Procurement
Whilst the manufacturing of beer requires commonly found raw materials, Lion Brewery ensures
that systematic procurement processes, enabled by the SAP ERP, are adopted to ensure delays
to the production process are minimized. The earlier procurement process which was based on
spreadsheets is now entirely handled by the SAP ERP which has helped Lion Brewery reduce the
entire procurement cycle by 20%. (IBM_SAP, 2015)
11
2.3 Financial Analysis of Lion Brewery
The liquidity or the financial health of Lion Brewery has shown a significant downfall in the year
of 2015. The working capital ratio(current ratio) is 81% where as it was 113% in the previous
year. When analyzing the acid test (quick ratio) in the year 2014 it was 0.9 which was nearly 1
but in the year of 2015 it was 0.5 which is again a drastic fall for the company's liquidity.
The efficiency of Lion Brewery has been analyzed in the report with respect to the Asset
Turnover ratio. In general it has shown a steep increment from 2014 to 2015 (from 107 % to
122%) which is a very good indicator. Therefore the company has been performing better than
the previous year.
The analysis of Net Profit Margin of the company over five year (2011-2015) shows a decline
where 2015 has been the lowest. Even though the net revenue has been higher during the five
years period, the profits Lion Brewery made been up and down which resulted the above profit
margin.
When considering the Return on Equity for the past five years ( 2011- 2015) in 2012 company
has been performing at its highest but on the other years it has been wavering above 16%.
The gearing ratio of Lion Brewery has been increasing over the past three years ( 2013-2015)
where it crosses the 50% in 2015 which seems not that healthy for the company. This could
mean bankruptcy and loan default if it does not drop in the coming year.
The growth of the company in the market of Sri Lanka has been a sharp increment according to
the statistics. It has been raising from Rs 16000 mn to 48000 mn during the past five years
period.
Note : Financial data is obtained from the Annual Report of Lion Brewery 2015. Please refer
the Appendix - Part 1 for calculations and charts.
12
2.4 Strengths and Weaknesses of Lion Brewery
These strengths and weaknesses are identified from the above analysis done on Resource and
Capabilities analysis, Value Chain analysis and Financial analysis in the sections 2.1, 2.2 and 2.3.
Figure 5 Strengths and Weaknesses of Lion Brewery - Internal Analysis of the Company
13
3.0 New Strategies
3.1 SWOT Matrix
Table 1 SWOT Matrix for Lion Brewery PLC
The SWOT matrix is constructed from the strengths and weaknesses derived from the above
analysis and opportunities and threats are extracted from the previous assignment report on
"External Environment and Industry Analysis on Sri Lankan Liquor Industry".
14
3.2 TOWS Matrix
Opportunities
1. Beer is consumed more
than hard liquor
2. Less consuming of beer
among the female
community
3. Rapid growth of Tourism
Industry
4. Abundance of major raw
materials such as water,
rice and coconut
5. The technological growth
of the country
Strengths
1. Expansion of the
production facility and
new technology for
bottling and canning
2. Award winning portfolio
of brands and products
3. Operating pub and
restaurant chain
"Machan" through a
subsidiary "CBL Retailers"
4. Fully integrated Enterprise
Resource Planning (ERP) SAP implemented in 2013
which covers all the
processes of the business
Weaknesses
1. Main raw material has a
seasonal production
2. The offices located out of
the main city
3. No retails sales. Operates
through agents only.
4. Financial health is
decreasing over the past
few years
5. Not being able to
advertise the products
S2 O3 - Target international
market for tourism and
promote the brands more in
hotels and other tourist
locations. Partnerships with
tourist hotels to sell Lion
products and concession rates
to the tourist hotels.
W3 O1 - Start retails sales
and cut - off agents where
possible to directly access the
market.
S1 O2 - Introduce female
friendly drinks with less
alcohol percentage and
different flavors
S3 O1- Introduce beer
cocktails at "Machan"
restaurants
W1 O5 - Demand forecasting
and planning along with
technology and have the rice
in warehouses for the
production during the off
season for rice.
W1 O4 - Have deals with the
suppliers for fixed price
contracts during the off
season.
S4 O5 - Revamp the company
activities computer based to
get the maximum out of IT
networks and databases.
Threats
1. High Illicit alcohol market
in Sri Lanka
2. Sri Lanka being country
S1 T2 - Expand the production
into new areas such as energy
drinks and other frizzy drinks
with the new technology and
15
W5 T1 - conduct campaigns to
show the health concerns of
illicit liquor.
with majority as Buddhists
which do not encourage
the use of alcohol
3. Tough legal frame work
on consumption and sale
of liquor
4. High tax corporate income
tax on liquor dealing
facilities already available.
S1 T4 - New products such as
non alcoholic beer to reduce
the tax income as well to
capture the nonalcoholic
market.
16
W4 T4 - Selling off the licenses
in the areas of low
profit/revenue.
3.3 Strategic Directions for Lion Brewery
Figure 6 Definition of Ansoff Matrix
(Johnson, Scholes, & Whittington, 2008)
17
3.3.1 Ansoff Matrix Analysis for Lion Brewery Strategies
Figure 7 Ansoff Matrix for Lion Brewery PLC
18
3.4 Strategy Evaluation with SFA Analysis
Two strategies from the TOWS matrix has been selected for the SFA analysis which converses
about Suitability, Feasibility and Acceptability.
3.4.1 S3 O1 - Introduce beer cocktails at "Machan" restaurants
Cocktail is a stimulating liquor, composed of spirits of any kind, sugar, water and bitters. (What
is a Cocktail, 2015). Cocktails are a widely loved product in pubs and restaurant sector.
Irrespective of the gender, consumers tend to drink cocktails. Cocktails are mild and tastes
better in comparison to the liquor itself.
Suitability - Since Lion Brewery already has its pub and restaurant chain operating for the
middle class of Sri Lanka, Lion could easily bring in the idea of "Beer Cocktails" for a more
sophisticated experience without additional costs. Since beer is preffered more than the hard
liquor even the female community of the consumer base would have a tendency to consume
more given the fact that cocktails are smoother and classy. On the other hand there are a large
variety of cocktails out there in the market and also new cocktails can be invented.
Acceptability - Introducing Beer Cocktails in the 'Machan pubs' will not cost additional or even
need extra license since already beer sale and consume licenses have been obtained. Since the
pub infrastructure and the client base is already existing this would open new markets and
expand the business arena. Since the cocktails are made on demand at the moment, there is
absolutely no risk of expanding the product portfolio.
Feasibility - Given the fact that making cocktails need a bit of expertise, Lion Brewery has to
engage training and new bar tendering recruitments, this would make the average pub
experience to a whole new level. As discussed in the acceptability the strategy would not need
extra costs other than the cocktail making expertise.
19
3.4.2 S1 T4 - New products such as non alcoholic beer to reduce the tax
income as well to capture the nonalcoholic market.
Non- alcoholic liquor beverages are the beverages that contain the same taste and aroma as the
original liquor but zero alcohol in it.
Suitability - Lion Brewery being the market leader in beer industry in Sri Lanka, it misses a large
amount of Sri Lankan non alcoholic beverage market. By introducing "Non Alcoholic Beer" is a
great way to capture the other half of the non- drinkers market. Also Sri Lanka being country
with majority as Buddhists which do not encourage the use of alcohol this is a great opportunity
to tackle the environmental threat to the companies well being.
Acceptability - Expected performance outcome will be definitely a positive since there are a
large amount of non-alcoholics in Sri Lankan society who cannot bond with the partying and
drinking crowd because of the non-alcoholism. Therefore definitely the market would open for
non-alcoholic beer since it provides a great opportunity to for people to blend in with the
alcohol consumers at social events whilst not having to consume alcohol..
Feasibility - Given the fact Lion already has the production facilities, processes, other resources
and capabilities expanding the product portfolio makes way to more revenue.
20
4.0 Proposed Five Year Strategic Plan for Lion Brewery
The strategies are being proposed over definite periods of years. To get a better understanding
of goals, each strategy should be divided into little chunks of achievable goals and should be
given specific time frames according to the resource availability of the company.
Eg : Introduce 'Beer Cocktails' at 'Machan' Restaurants








Asses what are the cocktails which will be first introduced. ( Market Research)
Asses the current human potential of cocktail mixing abilities of the staff.
Plan for new recruitments
Plan what are the initial pubs which will have the cocktails introduced ( Market Research
on Revenue and drinking patterns)
Planning of the launch of cocktail products and advertising or promotions
Feasibility study and budget allocation for the new project
Assessment of success for the pilot Pubs selected
Plans for continuation, widening the business or withdrawing.
Note : Find the Gantt Chart for the proposed 5 year strategic plan for Lion Brewery in Appendix
- Part 2
21
5.0 Conclusion
As per the analysis carried out above, it is evident that Lion Brewery is has made its mark in the
Sri Lankan corporate sector as well as the alcoholic beverages industry. Lion Brewery has also
fearlessly taken several strategic decisions over the past few years such as the acquisition of
Millers Brewery, implementation of the SAP ERP and the total upgrade of the bottling, canning
and packaging facilities. Whilst these decisions have undoubtedly further strengthened the
company, the initial investments involved have had a somewhat negative impact on the
financial ratios.
With regard to strategic direction, Lion Brewery can make good use of their investments in
technology and infrastructure to increase their product offerings such as beer cocktails and nonalcoholic beer. Also other recommended strategies can be applied over the period of five years
suggested. This would appeal to an increased number of consumers, whilst requiring minimal
further investments. Such moves would not only increase the scope of their target market, but
also assist in faster recovery of the current investments, after which the company can enjoy the
increased profits.
22
Appendix
Part 1 -Financial Analysis
Current Ratio
Year Current Assets (Rs '000s)
Current Liabilities (Rs '000s)
Current Ratio
2014
12,149,341
10,728,518
113.2434228
2015
7,311,829
8,937,728
81.80858715
Current Ratio
120
100
80
60
Current Ratio
40
20
0
2014
2015
Quick Ratio ( Acid Test)
Current Assets exc
inventory (Rs '000s)
Year
Current Liabilities exc
long term debts(Rs '000s) Quick Ratio
2014
9,454,320
10,433,544
0.90614656
2015
4,513,765
8,605,764
0.524504855
23
Quick Ratio
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
Quick Ratio
2014
2015
Asset Turnover Ratio
Year Total Revenue (Rs '000s)
Total Assets (Rs '000s)
Asset Turnover Ratio
2014
25,804,319
24,064,784
107.2285502
2015
32,350,375
26,339,436
122.8210619
Asset Turnover Ratio
125
120
115
110
Asset Turnover Ratio
105
100
95
2014
2015
24
Net Profit
Margin
Year
Net Profit (Rs '000s)
Revenue (Rs '000s)
Net Profit Margin
2011
788,537
11,250,330
7.00901218
2012
1,220,260
17,649,146
6.913988926
2013
1,045,905
22,191,670
4.71305224
2014
1,343,254
25,804,319
5.205539429
2015
1,330,320
32,350,375
4.112224356
Net Profit Margin
8
7
6
5
4
Net Profit Margin
3
2
1
0
2011
2012
2013
2014
2015
Return on Equity
Year
Return on Equity
2011
2012
2013
2014
2015
18.03
23.42
17.70
19.38
16.78
25
Return on Equity
25.00
20.00
15.00
Return on Equity
10.00
5.00
0.00
2011
2012
2013
2014
2015
Gearing Ratio
Year
Gearing Ratio
2013
2014
2015
47.28
47.24
58.70
Gearing Ratio
70
60
50
40
Gearing Ratio
30
20
10
0
2013
2014
2015
26
Market Capitalization
Year
Market Capitalization (Rs '000)
2011
2012
2013
2014
2015
16,000,000
15,960,000
26,640,000
31,280,000
48,000,000
Market Capitalization (Rs '000)
60,000,000
50,000,000
40,000,000
30,000,000
Market Capitalization
(Rs '000)
20,000,000
10,000,000
0
2011
2012
2013
2014
2015
27
Part 2 - 5 year Plan Gantt Chart
Gantt Chart for Lion Brewery 2016- 2021
1/16/20155/30/2016
10/12/2017
2/24/20197/8/202011/20/2021
Marketing Campaign for Tourist Hotels and
other locations ( Brand Awareness)
Introduce female friendly drinks with less
alcohol percentage and different flavors
Introduce beer cocktails at "Machan"
restaurants
Revamp the company activities computer
based to get the maximum out of IT…
Start retails sales and cut - off agents where
possible to directly access the market.
Demand forecasting and planning along with
technology and have the rice in…
Have deals with the suppliers for fixed price
contracts during the off season.
Expand the production into new areas such
as energy drinks and other frizzy drinks …
New products such as non alcoholic beer to
reduce the tax income as well to capture…
Selling off the licenses in the areas of low
profit/revenue.
Conduct campaigns to show the health
concerns of illicit liquor.
28
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