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This study takes a longitudinal perspective to investigate sponsorship awareness in a multiple-year, international context pertaining to the Union of European Football Associations (UEFA) Champions League, a prestigious European soccer competition for club teams with worldwide exposure. A logit model aims to predict sponsorship awareness for one of the main sponsors of the league using data pertaining to more than 25,000 consumers from five countries, over the period 2005 to 2009. The findings provide an empirical argument for building long-term relationships. Sponsorship awareness levels increase over the measurement period, and the highest increase occurs in the second year of sponsorship.

In this paper, we employed a blend of multiple and historical case study design, and a mix of institutional, behavioral, resource-based, and multinational theories, to examine the nature of multinational companies’ (MNC) engagements in local economic development and capital export practices in an African context. Evidence from our Nigerian case analysis (FrieslandCampina, Nigerian Breweries Plc. and Dangote Cement) confirms the proposition that, faced with a similar degree of uncertainty and constrained institutional environment and laying claims to differing sources of competitive advantage, both local and foreign MNCs would repatriate profits and limit exposures to local value chains (LVCs) mainly as a strategy for mitigating country risks and preserving corporate value. Such limited exposures detach MNCs, especially the foreign ones, from the LVCs, and by doing so push them to deeper reliance on the global value chains (GVCs). Linking local businesses to the GVCs is central in the inclusive development (ID) debate essentially because it allows for the redistribution of economic benefits, helps in building a complementary (rather than competitive) relationship between MNCs and local businesses, and facilitates local businesses’ access to international markets. We, therefore, recommend that in pursuit of the inclusive and sustainable development projects in Africa, industrial policies need to be tailored toward stabilizing the policy environment, protecting investments from risk of expropriation, and incentivizing MNCs’ participation in the LVCs.

National Contact Points (NCPs), which support the OECD Guidelines for Multinational Enterprises, are often invoked as a reliable state-based mechanism for holding transnational corporations accountable for business-related human rights abuses. The objective of this article is to scrutinize the ability of NCPs to offer effective remedy through the lens of an often-quoted success story (the case of the post-colonial brewery Bralima-Heineken at the Dutch NCP) and through a few existing studies that examine factors that curtail or enhance the possibility of NCP mechanisms to deliver effective remedy. Based on these findings, we suggest specific ‘actions for effectiveness’ in the form of recommendations for improving NCPs as a tool to deliver effective remedy. Zooming out, we extend some general observations on how our findings illustrate that NCPs are expressions of a larger systemic problem surrounding the role of law within market globalization and the impact of economic liberalization on the making of norms, changing legal authority and basic fairness under conditions of stark power imbalance. Supporting this approach are historical factors which make the OECD Guidelines and NCPs ripe for such conceptualization.

This case study illustrates the dilemmas facing multinational companies in meeting social challenges in Sub-Saharan Africa (especially health-related ones). It also discusses the purpose, responsibilities and limitations of business involvement in social development. From a business standpoint, social challenges in developing countries differ greatly from those in nations where governments or markets effectively provide for the population's health needs. The case illustrates what led a multinational to set up a corporate foundation and focuses on three strategic and operational dilemmas it ran up against. The case discussion shows that the ethical issues intertwined with these dilemmas are best understood using a variety of ethical approaches. We also show that Ethics of Care are just as relevant to analysing corporate social responsibility and corporate philanthropy as the Deontological and Utilitarianism theories commonly used in business ethics.

Heineken Chief Executive Officer Dolf van den Brink says the company are deliberately being cautious on their outlook due to the inflationary environment. In their company filings, the beermaker warned it faced the worst inflation in a decade. That's despite the Heineken brand itself posting double digit growth in 60 countries last year. Van der Brink also highlighted the out-performance of inflation-resilient premium brands, which are growing at double the rate (10%) of the total portfolio (+5%). He talked to Bloomberg's Francine Lacqua immediately after the European market opened. Lead in: How much could you actually increase prices? You talked about courageous price increases, what does that mean?

African beer markets are increasingly being commercialized. Select brewers are going to extraordinary lengths to attract new customers on the continent. Economic and business \"life cycle\" models usually indicate that this can only go on for a finite period, that industries, companies, and products, just like organisms, must move through stages of emergence and maturity to inevitable decline. Such expectations may be too rigid in the African context. Such are the continent's dynamic economic and social realities that commercial brewers, and especially a handful of multinational corporations, look capable of staving off decline—an intoxicating prospect for them indeed. Les marchés de la bière africains sont de plus en plus commercialisés. Des brasseurs sélects font des efforts astronomiques pour attirer de nouveaux clients sur le continent. Les modèles économiques et commerciaux basés sur le principe du “cycle de vie” semblent indiquer que ce phénomène ne peut se poursuivre que sur une durée limitée, sachant que les industries, les entreprises et les produits, tout comme les organismes vivants, passent par les étapes de l’émergence, de la maturité, et finissent par un déclin inévitable. De tels paramètres peuvent être considérés comme trop rigides dans le contexte africain. La dynamique des réalités économiques et sociales du continent sont telles que les brasseurs commerciaux, et en particulier une poignée de sociétés multinationales, semblent capables de conjurer un tel déclin: voici en effet un avenir bien grisant en perspective pour ce marché.

In April 2002, the Chairman of Heineken, Karel Vuursten, handed over the reigns of the world’s third largest brewers to his long‐time number two Thony Ruys, and in doing so spelt out a strong message of continuity to both employees and analysts alike. Although the potential for major mergers still looms in the background, Heineken seems content to continue its worldwide expansion (reflected in steadily increasing profits over recent years) through smaller acquisitions and partnerships.

How do the corporate universities operated by large multinationals ensure that everyone who enrolls on one of their classroom‐based courses begins at roughly the same level and so can profit equally from valuable instructor‐contact time? This was the problem facing the brewing giant Heineken, whose 60,000 employees operating in 170 countries around the world have the right of access to courses at the Heineken University.

Jugador de rugby y capitan del equipo en el club Casa de Padua, ama lo que hace y por eso dice que el tiempo le alcanza para todo: \"Duermo poco y me organizo los tiempos, tengo una agenda en la cabeza. El verdadero trabajo comienza a las 6 de la tarde, que es cuando las llamadas cesan. Al final, cuanto mayor esfuerzo uno le pone, mayor es la satisfaccion final\", reflexiona. (c) 2016 NoticiasFinancieras - (c) 2016 GDA - La Nacion - All rights reserved [Alan Heineken] tenia 21 anos cuando apenas recibido de licenciado en Comercio Exterior creo una empresa de transporte internacional de mercaderia. Era 2012, justamente cuando recien empezaban las prohibiciones que afectaban netamente al rubro: \"Tenia mucha energia y creia que habia un potencial enorme de crear una empresa que rompiera con la burocracia que significa la operatoria de importar y exportar\", indica.