I need answer for general environmental analysis ( calrsberge in emerging markets case study) explain in detail for me please ps. example for general environmental analysis is the last picture thank you!

A breeze of optimism blew througb the office of Carlsberg became an obvious takeoner target and was also at risk: A/S' CEO, Jargen Baht Rasmessen. After firally gain- of being cornered as a small regional player, Nreetheleu. ing 300 percent control over the giant kussian brewery in 2008 as the first decade of the nillennium neared an Baltic Beverages Holding (BBH), and with the invest- end, Carlsterg was the fifth-largest brewery in the world ments in Westem China beginning to bear fruit, the in terms of voluame produced. Much of this reverval of newly appointed CEO was confideat that the Danish fortune could be attributed to the company's energing on the maturing and stagnating Western European beer in emerging markets. "We don't know how large the sales volume of approximutety 23 milhion herwoliters of beer in 2007 and revenue of kr 9 hillion (USs1.s billion). As for the highly promising Chinese market, which was Introducing Carlsberg A/S the Fasopean markets would eventally reach a point of growrh and befter results, and if is now strongly roveded in the contpany had spent plenty of valuable time and in the world."4 resoures trying to enter the rich provinces of southeas- The core hasineses of Carlsbers A/s wete brewing. ern China, a strategy that had failed. Furthermore, in the marketing and selling beec. In 1847 . IC. Jacobsen opened early zos, Carliberg was on the brink of heing reduced the doors of Carkberg A/Ss first brewery in Copenhagen. consolidation of the industry proceeded, Carkbegg AS in Malawi in 368 , In 2008 the company had 33000 C48 Patt:Cawsinas f athlhit t Corithnen MS Finnnial Finuints. Cawa Cathanguinungog Matata C49 Sostie Cakifero hanar Rayent za9? Ia netrospect, Carlshergis townership structure was a reveareh and soril work. The Howndation was obliged so main contributor to the difticulties of financing expan- own at least 51 percent of Carlsberg A/S' shares, which sivon. The largest sharehoider of Carldoeng A/S was the hindered the quick release of capital for acquisisions and Carlsberg Foundation, which was establikhed by 1.C. blocknd potential fusions with large, forciga beweries. Jacobsen in 1876 with the purpose of furding scientific This was a serious disadvantage for an international Caue 4 Candergininnong Marketa Fuhihit a CarlecrgisCompetitors Anheuane-8uach Malmallan Eshibit 4 Carlabrgs Competisors ioontinaed shamaler Euhibits Cobberg As Regibeal Strategies Sounte tatuterd terad Ropatt a0at. This positive development was expocted to continue Russian market with a six percent market shart and was planning to acquire more Russiun haeweries. dectining due to new taxes on liquor, which increased the price of podk. In fact, the Russian market was considered to be one of the fastest-groning beer murkets ia the woeld. Charlsbergs history in Chinz spanned as far back as the Carlbergls strategy in terms of BBH and the Russian late 18g0 s when the first barrels of bect were exported marketwastogroworganicallybycapturingnewmas-fromDenmaak.towas,howevet,notentilagal-whenketshare.ThecompanydoubtedthattheRussianstatewoaldacceptmoreacquistionsbyacompanythatwastheaboolutemarketleader.However,forChristiaaRamasSchmidt,BBHCEO,organicgrowthwasnotaCarlsbergBreweryHongKongwasestablished-thatCarlobergbegantoproducebeerinChina.TheChinesemarketwasconuderedhighlyimportanforCarlabergeventhoughtheyearlypercapitaconsumptionofbeer problem: "I cannot see why that should not be possible. was fust 29 liters in 2007 . Given its vast size and high BBH in a national company, and it has the beit brands, population, China was the world's largest market in the bert distribation and stroag management. That terms of produstioan and consumption, and the anar should suffice to capture one to two percentage points ket's extimated growth rate was up to eight percent per a yeat." in order to support this strategs. Carlsherg year, compared to o.7 percent ia the Cinited States and iavested in BBHIs prodoction capacsty, infratructure 2.5 percent ia liurope. 1a other woeds, the market was and logistics, as well as in the building of strocg brands not to be underestimated. through product development and advertising The Chinese beer market was immensely fragthroagh product developonent and advertising Bsy best-selling brand was Bultika, "a fasmy, menaed and highly regianalized with no truly national happen tor a brand like Baltika." Furthermore, Buhl and local breweries Rasmussen did not believe that introdocing Baltika in Following initial setbocks, which led to a complete wether markets would have aegative effects ei Carlaberg's overhaul of the efiginal strategr, Carlsherg was posiocher beands. "We do not see any risk at all of cannibaliz- tooned somewhat differently from its competitors in the ing our own brands." BsH also distributed the Carlsber. competition for the Chinse market. In zooo, Carlsbers Pilsner and Tubosy brands to the Rlusizen market, where had entered into a so/so joant veriture with the Thai the aim was to capture the premiam segments. In fact, campany Chang leverages Pte 1td-a leading player the Tuborg brand was BBif's most important interna in Asian markets for alcobolic beverages-and created tional brand, as it represented u perent of tevente in Carlsberg Asta fad. (CA1.) to strengshen Carlabergs posiHewever, as the Ruswian market was attractive, and earnings and sales did nat take off as expected. Carlsberg was not the only international brewing com- in zoe3. Anheurer-Busch, SABMIZer, fnterbew and pany interested in capturing market share as the Western Heincken together held a sabstantial proportion of European and American markets began to stagnate. shares in Chinal fooar largest breweries, and controlled was the thurd lazgest beer company in the Rassian mar- collaboration with their partners. Furthermore, as time ket in terms of volume by 2007. In addition, Heineken passed, disagreements between Carlsberg and Chang was selling local brands, such as Volga and Ochata. Beverages arose, which eventually led to Carliberg pullSouth Africaa/leitish SABMiller was also active in the ing out of the joint ventere in zoog. However, as this Technelogical Treich Hefonation tichnology continues to became thaper when mare gractical applications Telecommunications tectroliogy and retworks increasingly provide fast tranamissian of all sourcei of data. including voice wrikten atutnumications, and videsinformatisn Cenputerized design and manufacturing technokgies contirue to fociltate qualy med fevitelfy Demagaptic 7roxda Fiegioeal charges in population due ta migrafian Changing echeic composition of the population Apery of the population Agicg of the faby bocan' generation Fronomk, Trendi inisest rates Intution rates Soprigs rates: txtange sates Trade deficits Budget deficits Porticaldagal 7orat: Antitrisi wiviciment That poliky charges Finimetertitil prefection Lews Extert of reodatienderesultion Pratizing state monopole Stste-cwned ridustries Socionultual 7imas Wamen the the workiarce Awareness of health and timess issuer Concern for ovencoming poverty Cercern for cuttamers [obed Trwits Cunency excharge raten Twed-trade abrements Trade delicits Physinaf Enwoontient Tiends Envirententil vustahsbity Cerporate sacial responciatary 7lenevabie ersigy Casals of 2 mb waste foovstentimuact of noxi and energy production Competitor Analysis. Firms also need to andyar probable respoanca. Sources that can be uscd to gather each of their primary competitors. This analysis should infornation about an indastry and companics with identify competitors current strategies, strategic intent. whom the fikcal firm conyetes are bsted in Appendis . stratege missine, capabilies, core competencies. and lncloded in this list is a wicle namge of publications, such a competitive response protte (sec Chapter 3). This as periodicalts, newspapers, bubliographies, difectories of information is treful to the focal firm in formulating compsaiks, industry ratios. forecasth, rankiogs'ratinge, an appropriate strategy and is predicting competitors and other valualle statistios