S. operations. "The joint venture, now known as MillerCoors is designed to create cost savings in the U.S., where SAB is the second biggest brewer and Molson the third behind Anheuser Busch" (Herman 2007). Thus, the SABMiller arm of Altria is also falling into line with the general acknowledgement for the need to cut costs in terms of business operations in the U.S. This is good news for Altria as

Although Altria is a large corporate conglomerate, within its alcoholic subsidiaries it cannot sell at volume like Anheuser-Busch, to maximize value, cut costs, and to keep the beverage's price point low for commercial beer drinkers (the target market). Altria's division SABMiller and Canadian brewer Molson- Coors thus combined their U.S. brewing operations into a joint venture called MillerCoors in 2007. "The joint venture will be 58% owned by SABMiller

The primary reason to own Altria is its dividend. The current dividend, $1.28 per year, results in a dividend yield of 8.34%. Given that Altria's EPS is only $1.54 per year, it is evident that the company pays out most of its profits to its shareholders. Despite the declining business, the company is well-positioned to maintain relatively stable revenue streams that will enable it to maintain this dividend. As a

The most long-term source of integration difficulties however will be in aligning domestic vs. international channel partners, specifically on the issue of synchronizing demand forecasts to the shared Altria Group supply chain. The need for making the Collaborative Planning, Forecasting & Replenishment (CPFR) process which is used for coordinating the demand for tobacco through its many suppliers and procurement partners as efficient as possible (Bowe, 2007) is both a process-

Phillip Morris International- What recent strategic choices made top folks organization company competitive? Can categorize choices Porter's generic strategies? Explain. From SWOT perspective developed previous modules, successful strategy 1. Philip Morris International Recent strategic choices Philip Morris International was traditionally part of the Altria Group, but in 2008, it separated from the parent company in a major strategic effort and managed to become an independent organization. This strategy proved highly successful for

other intangible assets such as patents and management strength. Finally, those future earnings are discounted to arrive at a net present value. Interbrand discounts against current interest rates and also against the brand's overall risk profile to factor in brand strength. Considerations include market leadership, stability, and global reach -- or the ability to cross both geographic and cultural borders. The final result values the brand as a financial