The global, and the Australian beer markets are changing with declining consumption by consumers, the penetration of overseas brands in local markets, and the development of new, "boutique" brewing entities in regional areas. This has brought restructuring within Australia's century old brewing industry, with the newest corporate entity being Bond Brewing - brought together by Bond Corporation's takeover of Castlemaine Tooheys.
Bond Brewing is seeking to place itself in a position to be able to adapt successfully to its increasingly turbulent environment, and hence desires to review its strategic planning process to determine its appropriateness for its future.
This paper studies Bond Corporation's internal environment, in particular its culture and that of Bond Brewing and its brewing units. As well, the brewing industry is studied with a view to identifying trends affecting the strategic planning process. Bond Brewing's strategic planning process in each of the brewing entities is then detailed 0
The latest literature in relation to the effect of the internal and external environment on strategic planning processes is reviewed, together with recent papers on strategic control and how portfolio analysis has been applied in Fortune 500 companies.
Using structure developed from the Literature review, appropriate strategic planning processes for each of the brewing units were developed. Also it was shown that a "strategic control" style of overall management of the process would be appropriate for Bond Brewing's circumstances, and how portfolio analysis could assist in implementing the strategic planning processes recommended.