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Executive Summary 1
1.0   Introduction 1
2.0   Current Position 2
2.1 Strengths and Weaknesses 2
2.1.1 Strengths 2
2.1.2 Weaknesses 6
2.2 Opportunities and Threats 6
2.2.1 Opportunities 6
2.2.2 Threats 6
3.0   Mission Statement 8
4.0   Strategies in Emerging Markets 8
4.1 Africa 10
4.2 Asia-Pacific 11
4.3 Latin America & Caribbean 11
5.0   Conclusion 12
6.0   References 14
7.0   Appendix 15

Executive Summary
This report is aimed to advise Diageo on further expansion into the emerging markets and search for their future development potentials. By analyzing the strengths and weaknesses of Diageo and the opportunities and threats it is facing with, we identify the current position of Diageo. Based on “position analysis”, further research focus mainly on the advantages and disadvantages of the emerging https://www.51lunwen.org/CorporateGovernance/2011/0629/1329505860.html markets Diageo has invested in and the proper strategies should be taken in these markets.
The results of analysis show that emerging markets in Africa should take a Transnational Strategy for the cost advantage and relative instability of economic and political environment; Asia-Pacific markets are now taking an International Strategy due institution limits, but Diageo should seek the chance to transfer to Multi-domestic Strategy and Transnational Strategy to better respond to the change of markets; Latin America & Caribbean (LAC) markets should take a comparatively conservative strategy of Global Strategy to utilize tendentious trading policy of that area and adapt to the fluctuation of its economic and political environment.
1.0 Introduction
The world famous alcoholic beverages company Diageo is a relatively young firm, which exists in its current form since 1997, but with brands under its flag with fame and history of centuries such as Smirnoff, Johnnie Walker, Baileys and Guinness. Starting by Arthur Guinness in 1759 with a 9000 year lease on St. James’s Gate brewery in Dublin, the alcohol leader has now been expanding its business globally.
Aimed to capture more growth in the emerging markets, https://www.51lunwen.org/business/ the company has been endeavoring to take competitive advantages in brand portfolio, cost control, management and financial strength to make the strong business stronger. In the end of financial year 2011, Diageo reported net sales of £70bn, within which 34% came from the emerging market .

6.0 References
Anders P., 2008. Distribution strategies for volume and premium brands in highly competitive consumer markets. Journal of Retailing and Consumer Services, 15(4), pp.250-265.
Ans K. and Rob T., 2010. International business, corporate social responsibility and sustainable development. International Business Review, 19(2), pp.119-125.
Arne J., 1993. Strategies against market power in marketing channels. Scandinavian Journal of Management, 9(2), pp.101-128.
Christopher J. R., 2007. Roundtable Viewpoints—International Business. New York: McGraw-Hill.
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