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

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__________