Perceived Market Risks and Strategic Risk Management of Food Manufactures: Empirical Results from the German Brewing Industry



Ludwig Theuvsen and Christoph Niederhut-Bollmann 359

Table 3. Strategic Risk Management: Two

Clusters

Cluster 1

Cluster 2

Scale

Perceived competitive pressure

4.42** (0.535)

4.01** (0.882)

very low =1,
very high = 5

Competitive strength vis-à-vis competitors

3.36** (0.653)

2.94** (0.948)

much lower = 1

much higher = 5

Our brand is a central element of marketing.

1.60* (0.531)

1.85* (0.731)

fully agree = 1

fully disagree = 5____________

Retail price of main brand (crate: 20 x 0.5 l)

1.76*** (0.925)

2.41***(1.108)

12 € or more = 1

11-11.99 € = 2

10-10.99 € = 3 and so on.

Innovativeness compared to the strongest
competitor_________________________________

3.50**(0.804)

3.15**(1.04)

much lower = 1

much higher = 5___________

We always try to be the first to introduce an
innovation into the market.___________________

2.38**(0.814)

2.80** (1.035)

fully agree = 1

fully disagree = 5____________

We are satisfied with out market share and do
not plan measures to increase it.

3.81*(0.817)

3.43* (1.131)

fully agree = 1

fully disagree = 5

We think about acquiring other breweries.

3.64** (1.21)

4.15** (0.105)

fully agree = 1

fully disagree = 5____________

We think about buying brands from other
breweries.___________________________________

3.77** (1.068)

4.18** (0.9241)

fully agree = 1

fully disagree = 5____________

Changes in profitability over the last three
years________________________________________

4.87*** (1.65)

4.27*** (1.55)

has remained the same = 4

has grown up to 5 % = 5

Profitability compared to the industry
average

3.47**(1.120)

3.00** (0.990)

much lower = 1

much higher = 5

T otal annual output

2.79*** (0.863)

1.74*** (0.731)

up to 5,000 hl p.a. = 1

up to 100,000 hl p.a. = 2
100,000 up to 250,000 hl

p.a. = 3 and so on__________

Columns 2 and 3 display mean values and - in brackets - standard deviations (in brackets) for both clu-
sters.

***, **, *: Both clusters are significantly different on the .001-, .01-, .05-level (Mann-Whitney test).

6 References

Ansoff, H.I. (1965). Corporate Strategy: An Analytical Approach to Business Policy for Growth
and Expansion., New York, McGraw-Hill.

Barney, J.B. (2001). Gaining and Sustaining Competitive Advantage, 2nd ed., Upper Saddle
River, NJ, Prentice Hall.

Bastian, C.T. et al (1999).: The Niche Market Potential: The Case of the U.S. Craft Brewing
Industry., Review of Agricultural Economics 21, pp. 552-562.

Ebneth, O. (2005).: Globalization of the Brewing Industry. Trends, Perspectives and Strategies,
Brewing and Beverage Industry International, nNo. 2/2005, pp. 10-15.

Hofnagel, J.R., Kortmann, F. (1999).: Strategische Allianzen in der deutschen Brauwirtschaft
unter besonderer Berücksichtigung der Logistik., Dortmund, Verlag Praxiswissen.

Porter, M.E. (1980). Competitive Strategy., New York, London, Free Press.

Romeike, F. (2005). Risikokategorien im Überblick. In: Romeike, F. (eEd.): Modernes Risiko-

management, Weinheim, Wiley-VCH, pp. 17-32.

Schiller, W. et al (2005). Risikomanagement für Marken., Weinheim, Wiley-VCH.

Seidel, U.M. (2005). Risikomanagement., Kissing, Weka Media.

Trade Dimensions/M+M Eurodata (2005). Top 30 Deutschland 2004.



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