Product Service System (PSS):

Heineken Case Study

IvanOdreman(StudentID:77160608) LeedsBusinessandLawSchool,LeedsBeckettUniversity

Leeds,21-12-15

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Table of content

Abstract……………………………………………………………………………………….3

Introduction…………………………………………………………………………………..5

PSS Product-Service System……………………………………………………..5

The background of Heineken………………………………………………………8

The business and the industry…………………………………………………9

The PSS model: product-oriented and create value approach………………………..10

The six pillars of the sustainability………………………………………………………..11

Heineken’s suppliers’ code………………………………………………………………..13

Building relationship…………………………………………………………………………14 PSS: Measure the performance…………………………………………………………...15

Recommendations…………………………………………………………………………..19

Reference……………………………………………………………………………………..21

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Abstract

The aim of this paper was to examine and describe the Product-Service System (PSS)

business model in Heineken Company. The literature review about the PSS allowed to

determined the archetypal business model identifying Heineken’s as a product- oriented

and creating value. The PSS often embraces sustainability in order to have a lower

environmental impact and have initiatives of responsibility operations, increasing the

efficiency of the company as a whole. Having a long-term approach, Heineken’s

sustainability program “Brewing a Better World” has been increasing integrated

sustainability into the company’s strategy defined as the engaged with the development

of the its stakeholders: suppliers, employees, communities, clients, consumers and

investors.

The sustainability has been oriented in water, CO2 emissions and electricity; sustainable

sources, responsible consumption, communities and health & safety and could be

reduced in two big areas: the external sustainability and the internal innovation. The first

consists in create a sustainable supply chain. The company has been investing to build a

sustainable supply chain creating value to its suppliers, especially in the emerging

economies. In the brewer industry the agricultural raw materials are the basis of the

business. To create value to its suppliers the case of the African countries represented

one of the most important Heineken’s challenges. The African suppliers until the

beginning of the 90’s (and still on) were smallholders’ farmers. To have a local suppliers

sustainable network the company had to invest in infrastructure, equipment and new

seed varieties. The study case analysis allows highlighting the importance to transform

the entire supply chain in a sustainable chain, with sustainable sources.

Referring internal innovation the paper describes its efforts to reduce the use of

resources in the beer brewing process: water, CO2 emissions and electricity. The

Heineken's improvement program stared into 2003, according with the Total Productive

Maintenance Program (TPM) with the proposed to improve of the efficiency imply use

less resources to reach the desired results. Having Netherlands as a model, Heineken

received in 2009 the Japanese accreditation from the Institute of Plant Maintenance for

its TPM. Focusing in the Africans countries, the indicators reflect a continuous

improvement and efficiency in the resources utilization.

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In these times population is increasing significantly, the commodities and the access to

the basic services as water and food are limited and in consequence, the sustainably is

an imperative to the companies, a “trending topic” as a part of the corporate social

responsibility and marketing. The Heineken’s department marketing has been focused in

the responsible consumption as a pillar of its sustainability program. Nevertheless, the

efforts to build a sustainable supply chain have been silenced as a part of the “do and

not say” culture, and these efforts are not visible to the public. A set of marketing

recommendations has been proposed in order to integrate the marketing in the efforts to

have a sustainable product. The potential to creating value in the future is based on the

Heineken’s sustainability practices e.g. communicate the efforts to encourage the local

producers building a trust and truly relationships over the time could have a high

advertising impact. Heineken, the third big giant of the beer industry has the opportunity

to continue its leadership as a premium beer oriented to aspiration target.

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Introduction

PSS Product-Service System

In last decades a new global business environment has been emerging as a challenge to

the organizations in order to survive and being competitive. Improvements to increase

efficiency, effectiveness and innovation have been the most important areas for research

and organizational practices. Technology has played an essential role on this matter,

enabling companies to take advantage of the opportunities to growth. The set of

strategies and tactics implemented by a company to operate and create value has been

defined as a business model. One of the new business models with a revolutionary

perspective is the Product Service- System (PSS) and consists in an integrated

approach about products and services, having at the same time at the top of the agenda

the sustainability, ethics and social responsibility.

Tucker (2004) defines the PSS business model as “consisting of tangible products and

intangible services designed and combined so that they jointly are capable of fulfilling

specific customer needs” (p. 246). The core of the model consists in adding value to be

more competitive and achieve the differentiation to gain visibility in saturated markets.

The concept of PSS business model fulfils several meanings highlighting the

servitization, the service - dominant logic, functional sales and product bundling. Meier

et al (2010) the PSS in an industrial perspective “is characterized by the integrated and

mutually determined planning, development, provision and use of product and service

shares” (p. 608). In order to the implementation of the PSS model, the literature review

reflects a set of strategies and tactical practices that make the difference between

successful and unsuccessful companies.

In order to explain the PSS as a new business model is necessary to define what is a

business model and its intrinsic dimensions. According with Reim, Parida and Örtqvist’s

(2014) literature review about the business model concept, in a systematic documentary

analysis that included more than 500 articles, these factors are common in the definitions

analysed: the operations orientation and the approaches to the adding value. The

operation’s company, in terms of the PSS model, could be product-oriented, use-

oriented or results- services- oriented, emphasizing respectively the activities of selling,

utility and services offered. The approaches to adding values include creation, delivery

and capturing value. As Casprini (2015) refers, the business model literature

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emphasized the adding value in terms of capture, competition and value for

shareholders. Actually, the focus is oriented to the value creation, cooperation and value

for stakeholders. Therefore, the values of creation, delivery and capture can be observed

in different manner depending of each business model categories (Tan, McAloone and

Gall, 2007).

In fact, a business model is conceptualized as the way a company create, delivery and

captures value (Elbers, 2010). These company’s activities drives the design of its

architecture to value creation, implying the development of roles and responsibilities,

knowledge and competencies of the network relationships and its stakeholders network.

Nevertheless, others authors prefer emphasized the operations orientation, e.g. the use

of the customer as a determinant to define the market or the customer- supplier relation-

collaboration to defined the company’s approach. Reim et al. (2014) have made a

comparison between the business model categories and the terms of value creation,

delivery and capturing.

The product- oriented approach consists in offering useful services to the product. The

provider, as Tucker (2004) remarks is not only a seller (...) “also offers services that are

needed during the use phase of the product” (p. 428). Examples of the services are the

contracts or financial support to acquire the product as well as offers advice and

consultancy to achieve a more efficient use of the product. As we can see on table 1,

when a company is product- oriented and has a value creation approach, the liability for

services agreements becomes part of supplier's responsibility; when the company with

this approach emphasizes the value delivery, the provider sells and services the product

sale; while in a value capturing approach, the customer pays for the product and for the

services.

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Table 1. Comparison of business model categories in terms of value creation, value

delivery and value capturing

Source: Reim et al. (2014)

In the use-oriented perspective, the usability is the core of the operations of the

company. The provider has ownership of the product and “often is responsible for

maintenance, repair and control” (Tucker, 2004, p. 249). There are different forms for this

approach according with the categories of adding value. In the value creation the

provider is responsible for the usability of the product or service, while in the value

delivery the provider guarantees the usability of the product along with service.

The result and services orientation implies a third party as an outsourcing to perform a

part of activities of the company. The provider is responsible for delivering results in the

value creation case and the provider actually delivers result in the delivery value case. In

the value capturing customers payments are based on outcome units. As a synthesis of

the PSS model concept review, the figure 1 shows the several combinations of the

company’s operations orientation and the value perspective:

Figure 1. Product Service System

Source: Hesselbach and Herrmann (2011)

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The background of Heineken

Beer is the alcoholic beverage most ancient in the world. In a global scale the beer

consumption is growing constantly motivated by the consumers who are in the search of

better consumption experience (The Economist, 2015). Heineken is the third biggest

brewer in the world, an international company based in Amsterdam, Netherlands. The

Economist (2015) it defines as a Beer Giant, together with AB Inbev (Belgian / Brazilian)

and SABMiller (Britain). With almost 200 million hectolitres sold worldwide in 2014,

Heineken has over 81.000 employees; a presence in 178 countries and its operations

are in 70 countries. Its portfolio the 6 principals international brands are (Heineken, Sol,

Desperados, Amstel, Strongbow and Affligem), and the rest are regional brands and

local brands.

Table 2. Heineken’s profile

Source: Reinhardt, Alvarez, Junker and Beyersdorfer (2015)

It all began 150 years ago when the entrepreneur Gerard Adriaan Heineken, a 22 year

old man, in 1864 bought a small brewery with an accurate vision “to brew the best beer

of his time and to let the world know”. The family was focused on the business growth

having as a fundamental pillar the quality and innovation (Reinhardt, Alvarez, Junker and

Beyersdorfer, 2015). The acquisition of other breweries in Netherlands and overseas

started very fast, cooperating with other industry players. In the beginning of the XX

century Heineken started to work in the African market expanding its activities to Egypt,

NIgeria, Algeria and other countries in this continent. The operations in the Asian market

started in 1932 when Heineken started brewing in Malaysia and then in India. The first

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country of the Latin American market was Mexico and the first countries conquered in

Europe were the Czech Republic and Austria.

The business and the industry

Heineken structure consists in a firm infrastructure, formed by Heineken Holding N.V and

managed by the Heineken Group with a board of directors. The Executive Board

manages Heineken N.V. The company’s activities are in 5 continents: West Europe,

Central & East Europe, Africa & Middle East, The Americas and Asia Pacific. The

primary activitie of the company involves inbound logistics, operations and outbound

logistics. The marketing, sales and support activities (HHRR Management and

technology development) are fundamental areas of the value chain of the company too.

Is important to note that the services in the brewer industry are limited because the

process ends with the consumption. The company has made efforts to knows the

consumers opinions and satisfaction, inviting to be in contact with the organization and

the Heineken Experience, making a consumers’ survey constantly to have feedback of

the product. On the management field, the ownership structure of the company consists

in the majority control by the Heineken Holding N.V., the legal unit that have been had

the leadership of the Heineken family since 1952, supervising the Heineken

management. According with Heineken documents (2010) around 33% shares of the

company went public and the Latin-American beverage company FEMSA acquired 15%,

as we can see in the figure 2:

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Figure 2. Heineken nowadays ownership Structure Source: Company documents. Heineken (2010).

Five directors, four of them Dutch and one Mexican, form the board of the Directors of

Holding N.V. Having the innovation as focus, the goal of the company is to doubling its

2010 innovation rate of 3% of sales to 6% by 2020, with the sustainability as a principal

component of its strategy (Reinhardt et al., 2015).

The PSS model: product-oriented and create value approach

According with the PSS model, Heineken has a product-oriented approach with

emphasis in value creation. Heineken in an industry level, has been integrated the

product- services categories, focusing on to take advantage of the opportunities to

business innovation and sustainability improvement. The product- service integration -

the supply chain- has been targeted for cost reduction program. Starting with the raw

materials (grains and hopes), consumables (non-returnable packing and goods for

resale) and services (inventory movements, transport expenses, energy and water repair

and maintenance).

These items are the input necessary to manufacture its product and the cost reduction

program has been consist, from 2006 to reduce the time-cost of products stored in

warehouses strategically to minimize shipping costs to stores. To reduce the raw materials

cost and produce a high quality beer in a sustainable way, the value creation process

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has been consists in the efforts to create value for its suppliers and the entire value chain

through sustainability. The supply chain implies a complex network of suppliers,

customers and clients in order to satisfy a production that arose as a total volume 195

million hectolitre in 2013. In importance order, there is Western Europe with 42.2 mhl,

Central & East Europe (48 mhl), Africa & Middle East (27.4 mhl), The Americas (54.9

mhl) and Asia Pacific (22.7 mhl).

The six pillars of the sustainability

In Heineken two big areas have oriented the sustainability: the external sustainability and

the internal innovation. The first consists in create a sustainable supply chain in the long

term and corresponds with the study object of this working paper. In the Heineken

program’s “Brewing a Better World” the company summaries its 2015 goals, 2020

targets and achievements by 2013 (Reinhardt et al., 2015). In this program the company

is sustained by six pillars of the sustainability, there are: “energy/CO2,” “water,”

“sustainable sourcing,” and “responsible consumption.” In the course of 2014 two new

pillars had been added “community/Inclusive growth” and “health & safety”. As its shows

in the follow table 2, the goal for 2015 in the water focus area consists in the reduction of

specific water consumption in the breweries to 3.9 hl/hl. The company would like to

implement a Source Water Protection Plan for 100% of production units in water-scarce

and distressed areas. For 2013, in fact, the water consumption has been decreased in

the breweries to 4.1 hl/hl. Respect the CO2 emissions, the reduction in production by

the 27% arose a reduction of 26% compared with 2008.

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Table 3. HEINEKEN “Brewing a Better World”

Source: Adapted from: Reinhardt, Alvarez, Junker and Beyersdorfer (2015)

The sourcing focus area is extremely important matter for the business sustainability in

the long term. As Reinhardt et al., (2015) refer “as global demand for agricultural

products continued to rise with the growth of the world population, brewers needed to

make sure their supply was secure, especially when using grains that could also be used

as food” (p. 5). In consequence Heineken “saw responsible agriculture and sustainable

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sourcing as the keys to increase productivity in a sustainable way while at the same time

contributing to poverty reduction and food security” (Reinhardt et al., 2015, p. 5). To lead

the company and guide it into a direction congruent with the sustainability, there are so

many efforts across the years to buy source materials in a sustainable way, having the

local agricultures as a partner. Nevertheless, until the 90’s around the 80% to 90% of the

raw material were acquire by the global procurement department of the company to

larger global suppliers, including intermediaries and cooperatives.

Heineken’s suppliers’ code

To satisfy productivity standards established by the company and its markets, Heineken

invested in several actions to encourage its suppliers to adopt sustainable practices,

including the creation of the Heineken’s supplier code, to standardizing the right

practices and values adopted throughout its supply chain. In the following figure, its

represents the principal initiatives of the organization:

Chart 1. Heineken’s suppliers code timeline

Source: Reinhardt et al., (2015)

The suppliers code have consisted, as the PSS contract tactic establishes, to build

contractual relationships with stakeholders, in this case, the suppliers, defining the set of

responsibilities and practices expected in raw materials matter. As Reim et al (2015)

refers between a PSS provider and its customer the contract is “designed to address all

aspects related to providing the service and to state the rights and liabilities of involved

parties clearly” (p. 61). In 2013 circa 50 contracts were cancelled because they do not

achieve the standards requirements.

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Building relationships with suppliers to have sustainable sources in Africa

One of the significant growth areas is represented by Africa & Middle East, and at the

same time corresponds with the more complicated continent to find sourcing of raw

materials. In this context, the company have established the aims to have sustainable

sourcing of raw materials for 2015 in this region: 20% barley, 40% hops, 60% apples for

cider. Specifically, the company expects to arise the 50% of all agricultural raw materials

used in Africa by local sourcing. In Africa and middle East continent (including Nigeria,

Egypt, Rwanda, Democratic Republic of Congo, South Africa, Ethiopia and Burundi

countries) the Heineken’s product orientation and creating value implies the engagement

of the company to create a sustainable supply chain, process that has been involved the

commitment to support local projects, investments on infrastructure, agriculture

equipments and seeds, as we can see in detail on the following paragraphs. The timeline

related with those events, from 1900 to nowadays is as following in the next chart:

Chart 2. Heineken’s initiatives in africans countries

Source: Reinhardt, Alvarez, Junker and Beyersdorfer (2015)

The Heineken’s efforts to invest in the supply chain creation and its optimization

represent a fundamental pillar for the product orientation approach in the PSS business

model. The tactics to convert the supply chain in a sustainable chain, with the As Reim et

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al. (2015) refers the PSS “represents a potential path toward sustainable resource use”

(p. 61). The company has been made radical transformations at the value chain to add

value on its suppliers, their communities and the environment, as we can see in the table

3:

Table 4. Local sourcing: Creating Value

Source: Reinhardt, Alvarez, Junker and Beyersdorfer (2015)

The most important effort of the company has been to invest in the building of trust

relationship with the producers, theirs families and communities. This challenge involves

dealing with the governments and their unstable legislations in agriculture matter,

establishing public-private partnerships between developing countries and emerging

economies.

PSS: Measure the performance

In the produce- oriented perspective, having the PSS as a framework, the performance

has to be measure in concretes terms to being possible compared the results

achievement and its improvements. The Lean philosophy is a system to maximize

customer value, to create it with scarce resources while minimizing waste (Holbeche,

2015). To produce only the necessary goods or quantities required by the product

demand, the organization should use a low capacity maintaining low inventory (Slack,

Chambers and Johnston, 2004). The lean philosophy is oriented by the continuous

improvement “a systematic effort to seek out and apply new ways of doing work i.e.

actively and repeatedly making process improvements” (Anand et al., 2009, p. 444). The

improvement process requires organisational learning to make changes in the operations

and routines.

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Heineken has a performance indicators according with this philosophy. The Heineken's

improvement program stared into 2003 as the Total Productive Maintenance Program in

Netherlands factory, driving by the principles of the continuous improvement using fewer

resources to reach the desired results (van Ede, 2010). In the brewery industry extract

loss is understood in terms of raw materials / beer. Heineken has been decreased its

extract loss across the efficiency of the production lines, reducing the energy

consumption as electricity and water. According with Schwaiger et al. (1965) this

indicator implies “the determination of yield and control of extract losses or true losses

throughout the whole brewing process” (p. 61).

Heineken has reduced water consumption and CO2 emissions, as a part of the

sustainability program. The goal for 2015 has consisted in the reduction of water

consumption in the breweries to 3.9 hl/hl and source water protection plan for 100% of

production units in water-scarce and distressed areas. For 2020 the company has the

aim to reduction of water consumption in breweries by 27% to 3.7 hl/hl significant water

compensation/ balancing by the productions units in water scarce and distressed areas.

In 2013 Heineken has achieved the water consumption decreased to 4.1 hl/hl (without

newly acquired sited efficiency would have been 4.0 hl/hl). Then (43%) of the production

units have drafted a source water protection plan (Reinhardt et al., 2015).

Respect the CO2 emissions, the goals to 2015 consists in reduce of it in production by

27%, of company fridges by 42% and of distribution by 10% in Europe and the Americas.

For 2020 the company has a goal the reduction of CO2 emission in production by 40%,

by 50% (fridges) and by 20% (distribution) in Europe & Americas by 20%. In 2013 CO2

emissions reduced from 8.4 kg CO2 eq/hl in 2012 to 7.7 kg CO2 eq/hl, representing a

reduction of 26% compared with 2008 (without newly acquired sites reduction would

have been 7.3 CO2 eq/hl / 30%). According with Reinhardt et al. (2015) the 99% of the

116.000 fridges that HEINEKEN purchased in 2013 were ‘green’. The average reduction

of CO2 emissions has improved from 38% to 40% in 2013, compared with the baseline

year 2010. Out of 23 operations in scope, 21 operations have now validated results.

Fourteen performed better compared with the plan for 2013.

In Nigeria in 2012 there was 8 Heineken’s brewery locations: Kakuri, Kudenda, Kukenda

Brewery and malting plant, Ama Brewery, Aba Brewery, Aba malting plant, Lagos

Brewery, Ota Brewery, Obadan Brewery and Onitsha Brewery. The brewery’s technical

capacity is 15 mhl and the 2 malting plants corresponds with 37 MT (Heineken N.V.,

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2012). The methodology Total Product Management has been applied and its structure

consists in achievement operational excellence: losses reduction / eradication,

operational efficiency increased overall performance indicator (OPI), quality

improvement, safety, health & environment, asset care and organisational culture

change - team work. To improve the productivity Heineken has been investment on the

employee's training in the technical learning center. The indicators have had the

following results:

Figure 3. Heineken's Performance Indicator: Extract loss, Water Consumption and Electricity

Consumption in Nigeria Source: Heineken N.V. (2012)

These reductions contribute to the performance improvements in terms of cost

reductions: lower energy consumed, lower wastage and more efficiency. The productivity

in Nigeria in the same time periods has been growing:

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Figure 4. Heineken’s productivity and Overall performance indicator (OPI) in Nigeria

Source: Heineken N.V. (2012)

The Overall Performance indicator shows the significant differences between 2010 and

2011 improving the performance across the time. Comparing the performance with the

rest of Heineken's plants, the Nigerian performance achieved requires standards.

Figura 5. Breweries Capacity

Source: Heineken N.V. (2012)

According with these results and the Heineken’s program sustainability analysis, the

PSS an industrial level has been integrated on the company’s supply chain, creating

value to the suppliers as well as improving the productivity. Nevertheless, is important to

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consider that the sources are not completely sustainable. In fact, this is an objective to

be reach on 2020 while the “in the current “mass balance” sourcing, conventionally and

sustainably produced raw materials got mixed when they entered the supply chain,

allowing only for estimations of which quantities of sustainably produced material ended

up in a specific product” (p. 2).

Recommendations: Heineken’s Marketing Strategy as a Product-Oriented and

value creation Business Model

Having these facts as a reference, at level of the product- oriented and value creation

PSS business model, the recommendations to improve the performance and the quality

of the products in the long term is to complete the replacement of the conventional

sources for sustainable sources to have all the raw materials manufactured in a non

conventional way and then be able to produce a 100% sustainable beer. Is important to

remark that the company is near to achieve the 2020 aims in the short term, because the

water and CO2 reductions have been doing better than expected.

At the moment, the Heineken’s marketing does not communicate the efforts of the

company to build a sustainable supply chain, especially in the African countries. Once

the supply chain have been 100% sustainable and only when this becomes a fact, will be

the right moment to start a marketing plan and communication campaign about Heineken

as a worldwide sustainable beer leader, being the first in the industry to achieve

sustainability of the entire supply chain in the industry.

The Heineken’s marketing strategy is a global campaign that has been oriented to young

audience. In the “Open your world” Campaign making by the Wieden + Kennedy

agency, Heineken recognizes the legend in all of its drinkers: inspirational people who

knows to navigate the world, confident in itself, open minded and resourceful. The

Heineken’s heroes want to grow personally and professionally. As the beer is for

everyone, as Heineken is for special people fact highlighted on the communicational

message. As premium beer and is identified with a premium product (Wieden + Kennedy

Agency, 2011). In the Heineken’s marketing strategy there are rules on responsible

commercial communication. The constructions of strengthen brands has been consist in

“developing original, effective and inspiring commercial communication, while also

ensuring that Heineken sets the highest standards for ethical behaviour and corporate

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responsibility” (Heineken, 2008, p. 4). The brand has been investing in responsible

drinking, the use of alcohol by minors under the legal purchasing age, drink-drive issues

and associations with sports, health and social success, sponsoring the Champions

leagues. As we can see, the responsible consumption is a part of the sustainability

program.

In the beer industry the sustainability and society are relevant categories in advertising

and communications: redirecting the interest of the “business organizations from profit to

sustainability” (Ahiawor, 2014, p. 1). As Advisum Group (2014) remarks “economic and

environmental sustainability are becoming a consumption driver” (p. 12). According with

these perspectives, Stella Artois UK commercial “Buy a Lady a Drink” reflects an effort to

communicate that women spends significant time to collect water around the world,

specially in the poor countries with water-stressed areas. The camping invite to get 1

limited edition chalice and Stella Artois will donate for each chalice in the U.K 4.5 pounds

up 5000 chalices, representing five years of clean water to one person.

MillerCoors has been launch sustainability report on YouTube explaining about its

responsibility, having similarly to Heineken the camping of responsible consumption by

the “alcohol responsibility program” and other program to give economic support to

students in the United States. Also MillerCoors explain about creating value by its

sustainable sources, water and CO2 reductions. With the recent AB Inbev (Belgian /

Brazilian) and SABMiller (Britain) merger, the brewing industry has been turned more

competitive and Heineken has to cope this pressure

At this point Heineken has to reflect its sustainability efforts in its marketing strategy to

increase its positive reputation, incorporating the initiatives of been sustainable

company, beginning with the suppliers to the final consumers. The Heineken's

participation with the Africans communities to build trusted relationships across the time

protecting the natural environment and the socio-economic conditions of local

communities could have an high impact in a communication campaign, increasing the

credibility of the company.

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