Case study: Heineken is the third-largest brewer in the world, with sales ci 18.4 billion. Eighty per cent of these sales occur outside Western Europe, the regional home of the Amsterdam- headquartered firm. When Heineken enters a new market, it follows a basic set of steps designed to maximize potential profits in that market: It often begins to export its beer into that market as a way to boost brand familiarity and image. if sales look promising, it then licenses its brands to a local brewer. Doing this allows Heineken to build its sales further while simultaneously becoming more familiar with Tocal distribution networks. if this relationship also yields promising results, Heineken then either buys partial ownership of the local brewer or forms a new joint venture with that brewer. The end result is a two-tier arrangement with the more expensive Heineken label at the top end of the market and the lower-priced local brands at the bottom, all sharing a common brewery, sales force, and distribution network. After reading and thinking about Heineken's approach, break up into groups of four or five people each and proceed as follows: 12-22: Identify at least five product or brands that's probably could not use that strategy. Develop a clear rationale to support each example