Bavaria: Brewing with local roots and global ambitions
Lieshout (NL), October 2015. Bavaria N.V., founded well before 1680 and based in Lieshout (Netherlands), was the second largest brewery in the Netherlands. It symbolized fierce independence and a high degree of entrepreneurship, always balancing legacy with innovation. Five cousins from the Swinkels family were at the helm of the operative business; the company’s shared leadership model was one of its many ingredients for success, as was the family’s unquenchable ambition for the company. But the path to global enjoyment was anything but smooth. Western beer markets had been stagnating for years, some even declining, and competition was fierce. To generate growth, brewers had to rely mostly on acquisitions. The challenge for the seventh generation of Swinkels’ family owners had clearly been to leverage the company’s exceptional brewing skills. To stay relevant and continue to thrive for the next generations, Bavaria needed to identify new growth niches and maintain excellence in product quality while optimizing its manufacturing and entire value chain. Should it continue to rely on technology to create new products and brands addressing ever finer niche markets? Should it reach out for new frontier markets where beer consumption was still on the uptrend? Could it really do both effectively with its original governance and management structure, keeping the family connection and values?
Family governance, culture, growth management, expansion strategy, sustainability, Ethiopia, affinity financing, emerging markets, product portfolio management, venturing, entrepreneurship.
2010–2015
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.
Research Information & Knowledge Hub for additional information on IMD publications
Family businesses hold a unique place in the economic and social landscape. They represent not just entrepreneurship but also heritage, values and a legacy passed down through generations.
Family businesses have long been the backbone of the global economy, contributing significantly to employment, innovation, and economic resilience. As we approach 2025 and beyond, family businesses must adapt to a range of emerging trends to stay ...
We investigate family CEO birth order as an antecedent of family firms' CSR behavior. Despite psychology literature recognizing it as a key predictor of individual behavior, birth order has been largely neglected in management research. Drawing on...
Family businesses are an essential part of the global economy, as they combine the power of a common goal. Long-term vision, and deep personal commitment. But these unique characteristics create a special context in which personal relationships bl...
Ferrero, Fiat, Intesa Sanpaolo and Eni invest in pleasure assets to enhance their reputations and family ties. But collections also become a strategic tool to enhance corporate identity, stimulate employee creativity and enhance national heritage.
Maintaining a healthy work-life balance is a significant challenge, especially for family-owned businesses where family matters and business operations are deeply intertwined.
Building trust in family-owned companies involves overcoming challenges from overlapping family and business dynamics. Non-family employees often face a “glass ceiling” due to perceived favoritism and limited career growth. Strategies like transpa...
This study expands upon previous research on family firm leadership by exploring the role of CEO identity – i.e., family vs. nonfamily CEO – concerning the way media perceive the brand of the family firm– i.e., brand importance. Drawing on endorse...
Working with family members in a business setting is a unique experience that brings both opportunities and challenges. Entrepreneurial families—those engaged in creating and managing businesses over generations—often rely on the strength of famil...
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in Strategic Entrepreneurship Journal 25 December 2024, ePub before print, https://doi.org/10.1002/sej.1530
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in Journal of Family Business Strategy 28 November 2024, ePub before print, https://doi.org/10.1016/j.jfbs.2024.100646
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications