Strategic Human Resource Management Report: Carlsberg Group Analysis

This report provides a comprehensive analysis of the strategic human resource management (HRM) practices of the Carlsberg Group, with a particular emphasis on its 'Winning Behavior' strategy. The report begins with an executive summary and an introduction to the Carlsberg Group, outlining its global presence and the evolution of its HRM strategies. It explores Carlsberg's strategic HR priorities, including its global expansion, acquisitions, and the adoption of Porter's five forces model. The report then delves into the implementation of the 'Winning Behavior' strategy, its alignment with various HR practices such as equity and diversity, workforce planning, social responsibility, and work-life balance. It examines the difficulties the company faced in the Malaysian market, including unsuitable strategies, ethical and social issues, and economic factors. Finally, the report offers an analysis of how the 'Winning Behavior' strategy could be applied in the Australian context, providing recommendations for successful implementation, considering the local market dynamics and drinking culture.

Strategic Human Resource Management 0
Title: Strategic Human Resource Management
Assignment Name:
Student Name:
Course Name and Number:
Professor:
Date:

Strategic Human Resource Management 1
Executive Summary
The main objective of this report is to learn about the HR practices used in the Carlsberg Group
with special emphasis on the ‘winning behavior’ strategy. The Group is the fourth largest in the
alcoholic beverage industry. The position has been achieved by acquisitions, mergers, and
expanding all around the world. In order to get a better understanding of the working of the
Carlsberg group, the analysis of its HR strategies was done. Furthermore, the report focuses on
the reasons for the under-growth in the Malaysian market. Apart from that the analysis and
recommendations are made with regard to the Australian market concerning ‘winning behavior’
strategy.

Strategic Human Resource Management 2
Introduction
Carlsberg group was established in 1847. The company has undergone a profound change
and became an international brand from a local brewery. At present, it is the fourth largest
brewery in the world. The HR strategy of the company is significant and in the year 2002, the
strategy called ‘must win battles’ was introduced that developed a common group culture. It
helped make the brand popular and contributed to enhancing its capabilities. It aimed at
increasing profits and become the leader of the beer market. Over time, the company developed
and adopted several cultures and strategies to achieve its objectives and it has been successful in
doing so. The change in Strategic Human Resource Management has allowed the company to
have a strong foothold not only in Denmark but also in the rest of the world. One of the well-
known strategies of the Carlsberg group is ‘winning behaviors’ and it's aligned with their global
business strategy.
Carlsberg’s Strategic HR Priorities

Strategic Human Resource Management 3
According to Sorenson (2009), the Carlsberg group is one of the most expanded in the
world (Falk-Sorenson 2009). The industry needs to keep up with the technological changes and
preference of the consumers (Aggerholm, Asmuß & Thomsen, 2012). However, Carlsberg
adopts the latest changes and believes in innovation that provides it with a competitive
advantage.
The current strategy pursued by Carlsberg is that of expanding worldwide and achieving
the leader position. To make the existing strategy work, the group keeps an eye out for any
breweries they might acquire or merge with. With the help of this, they can have an increased
market share. The company took over S&N and also gained full-fledged ownership of BBH. The
acquisition of BBH established Carlsberg as one of the strongest organizations in the market of
Eastern Europe (Carlsberg’s annual report 2008:15).
Source- https://www.strategicmanagementinsight.com/tools/porters-five-forces.html

Strategic Human Resource Management 4
Carlsberg uses Porter’s five forces model in managing HR strategically (Anderson,
2014). With the help of this model, it is easy to identify the threats, strength, weakness, and
substitutes. However, the main emphasis of the organization is on ‘GloCal’ strategy. It advocates
the global approach in the local context. Not every policy can be generalized for local as well as
international market, thus it allows the employees to adopt those practices which will benefit
them, in the local market. In addition, to fulfill the needs of the customers and offer them quality
products is also considered. Its strategy to go for joint ventures and acquisitions is one of the
successful tactics (Hajro, 2014).
With the emergence of globalization, the international boundaries have faded and the
company got a chance to expand. It allowed the group to offer its variety of products in different
regions and countries (Rodriguez, Johnstone & Procter, 2015). According to Wright and
McMahan, (2011) valuable and non-substitutable resources provide a competitive advantage.
Employees are the backbone of every organization and thus their satisfaction and engagement
are of great importance (Yuile, Chang, Gudmundsson & Sawang, 2012). The HR strategy
comprises of selecting and retaining the best talent. Among the strategic HR priorities of the
group, employee satisfaction is at the top (Søderberg, 2014).
In the alcoholic beverage industry, the company aims to expand and enhance its product
and pays close attention to the clients, buyers, and consumers. In fact, the Carlsberg group is

Strategic Human Resource Management 5
active in terms of Corporate Social Responsibility (CSR), and innovations. The company culture
reflects the work-life balance and commitment of employees (Beer, 2015).
Wan (2002) investigated the relationship between strategic human resource management
practices, motivation, and performance (Wan, Ong & Kok, 2002).
Porter’s five forces model has helped the organization to identify the new entrants in the
market. The buyers have high power. It means that they have several options like prices, taste,
calories, brands, etc. Furthermore, the identification of threats is also done that offer a substitute
product for Carlsberg products. Moreover, the buying power of suppliers can also be estimated
as the industry is concentrated. The HR policy of the group can be put as happy worker-happy
client (Gertsen, Søderberg & Zølner, 2012).
Implementation of ‘winning behavior’ strategy
The report focuses on the ‘winning behaviors’ concept of the Carlsberg group. It helped
the company in global integration and becoming a multinational corporation. It was observed by
Ferris (1990) that organizations that adopted formal strategic planning performed way better than
the organizations that did not. The main idea behind Carlsberg’s ‘winning behavior’ was to be
innovative, responsible, ambitious, and honest with the customers. It is not just a concept, but a
training program in the organization (Gobind, 2014). According to Marchington and Kynighou
(2012), the adoption of best human resource practices and strategies will help enhance
organizational performance. The company implemented this strategy to attain competitive
advantage and get the leadership position in the alcohol beverage industry. With the help of this

Strategic Human Resource Management 6
concept, Carlsberg was able to understand the needs of the customers as well as employees better
and therefore worked towards fulfilling them. Moreover, the organizational growth was achieved
with the utilization of this strategy (Carlsberg’s annual report 2008:15). An organization that
wants to rule the market needs to be in the hearts of the people. Using the ‘winning behavior’
strategy, the Carlsberg group portrayed the attention they paid over social responsibility.
According to Carlsberg CSR policy, the company has to keep a check on the interest of the
internal as well as external stakeholders (Carlsberg CSR Policy, Companies Act 2013). The
organizations that are socially responsible are preferred by suppliers as well as the customers and
this, in turn, enhances the profitability.
The winning behavior is a wide concept that covers aspects like strength, winning,
priority to customers, engagement in a society which are depicted in slogans like ‘together we
are stronger’, ‘we want to win’, and more. Kehoe and Wright (2010) identified that the models of
strategic human resource management are impacted by individual behavior, team and
organizational performance. Oladipo and Abdulkadir (2011) investigated the impact of
ownership in strategic human resource practices.
The implementation of ‘winning behavior’ strategy has worked in favor of the company
and increased its revenues as well as a customer base.
Alignment of ‘winning behavior’ and HR practices

Strategic Human Resource Management 7
At Carlsberg, the focus is on ‘winning behavior’ concept which is a strategy of the group.
It includes fostering a sense of ownership, following up on delivering results, ensuring high
performance, and emphasizing on team-based culture (Makhecha, 2015). This strategy will result
in increased shareholder value. As per Wright, Gardner, and Allen (2005), the alignment of HR
policies with business strategy is vital to gain a competitive advantage (Wright, Gardner,
Moynihan & Allen, 2005).
The company culture is simple and enhanced that enables the employees to deliver a high
level of performances (Bagga & Srivastava, 2014). The diversity in the company helps in gaining
better insights on different employee expectations. Singh (2004) stated that there exists a
profound relationship between HR practices like training and compensation and organizational
performance (Singh, 2004).
Corporate social responsibility (CSR) is vital for an organization’s success and helps in
gaining competitive advantage. The ‘winning behavior’ strategy has a focus on CSR because of
the survival of the business and the profits it provides in the long term. The organization
emphasizes on reducing costs, reducing carbon-dioxide emissions, and use of water (Lee, Batt &
Moynihan, 2018). Basically, CSR is the responsibility of the company towards the society.
Carlsberg believes in promoting productive work-life balance and that life cannot be only about
work. The work culture at the company is amazing and they value methods of open idea sharing
(Youngkyun Chang, 2018).
Performance appraisal is also one of the established strategies to achieve enhanced
organizational performance. At Carlsberg, employees are given enough priority to help them
identify as one of their own. The concepts like’ together we are stronger’, ‘we want to win’ can

Strategic Human Resource Management 8
only be achieved if employees align their individual goals with that of the organization. Other
than that, proper training and development facilities at Carlsberg are also available to train the
employees with the latest and innovative technologies.
The company strives for employee growth and development. It provides security to the
employees and as a result, the level of organizational performance is higher (Carlsberg Group,
2018). Also, it is known to have zero accident cultures. For achieving the desired business goals
it is important that HR strategy aligns with the business strategy; in this case ‘winning behavior’.
Difficulties Faced by the Company in Malaysia
Ekhsan and Othman (2009) study SHRM practices of organizations and investigated
integrating HRM strategies with business strategies (Ekhsan Abang Othman, 2009). The major
issues faced by Carlsberg while implementing ‘winning behavior’ in Malaysia were unsuitable
strategy, ethical and social issues, and global management information systems and risks The
major product of Carlsberg group is green label and they pushed the same product in Malaysian
market as well. However, using the same strategy for a long period did not work in favor. This
made the company fall from first to second place (Todd & Binns, 2011). Dimba and K’Obonyo
(2010) researched the impact of HR practices on organizational performance directly or
indirectly. The management at Carlsberg realized that a single brand will not be able to get the
back as leader of the market (Akong'o Dimba, 2010). Therefore, the company opted for imported

Strategic Human Resource Management 9
beer, but the market in Malaysia is not huge and earning profits is rather difficult. Then the
company decided to invest in a country other than Malaysia.
According to the managing director at Carlsberg, a higher level of the expected
performance of premium brands is the main reason that it failed in Malaysia. Also, there was an
increase in excise duty and operational costs. During the year, 2006, the company paid
RM754mil in excise duty for the brewed products that were sold in Malaysia and Singapore
(Kana, 2017). The increase in taxes was a hard blow on the group. Because of high taxes, the
prices of the beer were not cheap and as a result, the market was impacted.
Analysis and Recommendations
The top five emerging markets of Carlsberg are Russia, China, India, Mexico, and
Turkey. The group is filled with diverse brands, people, and markets. The organization aims at
gaining a competitive advantage in these three areas. The company formulates strategies to
become the fastest growing beer selling company.
Every region is different in terms of market structure, people, and brands. Therefore, it is
essential to identify the local regions and their existing marketing practices of the country
(Sikora & Ferris, 2014). In the Australian context as well, the company identifies the five key
competencies, namely, people, customers, efficiency, structure and society and products and
innovation. The Carlsberg brewery partnered up with the Coopers brewery in Australia and they
became the distributors in the country. The collaboration took place in 2012 and the Coopers
brewery became the largest Australian-owned brewery (Mitchell, Obeidat & Bray, 2013).

Strategic Human Resource Management 10
So
urce- www.topforeignstocks.com

Strategic Human Resource Management 11
The drinking culture in Australia is high and risky. It is a big part of Australian culture
(Room, Mugavin, Pennay & Livingston, 2016). If applied in Australia the ‘winning behavior’
strategy would have worked quite successfully. It is because the people in Australia are finding
of Alcohol and they are from every stratum of society. People want cheap as well as premium
products. Moreover, diversified culture would also be of great significance. Working together,
winning, as the concept of ‘winning behavior’ suggests would have flourished in Australia
considering its demographics and culture with regard to alcoholism. In addition, the CSR point
of view also counts when entering a market (Pourkiani, 2013).
It is recommended that the organization makes the best use of the diversity in the
Australian culture. The best strategy is to motivate the employees to align their individual goals
with that of the organization. Another recommendation includes learning from past failures. As
in the case of Malaysia, the proper research of the Australian market should be done before
investing (Hatch & Schultz, 2013).
As it is seen that Australia is a country that has a culture of alcoholism, therefore, the
focus of the organization should be on quality delivery. Most importantly, the ‘Glocal’ would
prove effective in such a scenario. The next recommendation includes applying ‘winning
behavior’ socially responsible aspect. The company, which is socially responsible is valued by

Strategic Human Resource Management 12
both suppliers as well as consumers. Another addition to the recommendations is to research the
market and customer needs as much a possible just to gain a competitive advantage.
The concept of ‘winning behavior’ emphasizes on each member making a difference. It
can make a lot of difference when the company works towards achieving the specific goals. The
contribution as an individual as well as a team is recommended to get better results (Killing,
2010).
Conclusion
The vision and the preparation towards achieving that vision can be termed a strategy.
Carlsberg’s ‘winning behavior’ elaborates the company’s way of operations. The organization
believes in ‘together we are stronger’, ‘we want to win’, etc. In addition, the main focus of the
group is on customer satisfaction. The company is also responsible for society and emerged as a
leader in the alcoholic beverage industry. The company’s ‘winning behavior’ is also
implemented in the training and development programs.

Strategic Human Resource Management 13
References
“Carlsberg Group Annual Report 2008”
Aggerholm, H., Asmuß, B., & Thomsen, C. (2012). The Role of Recontextualization in the
Multivocal, Ambiguous Process of Strategizing. Journal Of Management Inquiry, 21(4), 413-
428.
Akong'o Dimba, B. (2010). Strategic human resource management practices: effect on
performance. African Journal Of Economic And Management Studies, 1(2), 128-137.
Bagga, T., & Srivastava, S. (2014). SHRM: alignment of the HR function with business
strategy. Strategic HR Review, 13(4/5).
Beer, M. (2015). HRM at a Crossroads: Comments on “Evolution of Strategic HRM Through Two
Founding Books: A 30th Anniversary Perspective on Development of the Field”. Human
Resource Management, 54(3), 417-421.

Strategic Human Resource Management 14
Carlsberg Group. (2018). Carlsberg Sustainability report 2018 (pp. 3-61). Denmark. Retrieved from
https://carlsberggroup.com/media/28929/carlsberg-sustainability-report-2018.pdf
Ekhsan Abang Othman, A. (2009). Strategic integration of human resource management
practices. Cross Cultural Management: An International Journal, 16(2), 197-214.
Falk-Sørensen, P. 2009, "Øl - bunden under kulturen", Jyllands-Posten.
Gertsen, M., Søderberg, A., & Zølner, M. (2012). Global collaboration. Basingstoke: Palgrave
Macmillan.
Gobind, J. (2014). Strategic human resource management: A brief introduction. SA Journal Of
Human Resource Management, 14(1).
Hajro, A. (2014). Cultural influences and the mediating role of socio-cultural integration processes on
the performance of cross-border mergers and acquisitions. The International Journal Of Human
Resource Management, 26(2), 192-215.
Hatch, M., & Schultz, M. (2013). The dynamics of corporate brand charisma: Routinization and
activation at Carlsberg IT. Scandinavian Journal Of Management, 29(2), 147-162.
Kehoe, R., & Wright, P. (2010). The Impact of High-Performance Human Resource Practices on
Employees’ Attitudes and Behaviors. Journal Of Management, 39(2), 366-391.
Killing, J. (2010). Must-win battles. [Hamilton, N.Z.]: Summaries.Com.
Lee, J., Batt, R., & Moynihan, L. (2018). Strategic Dilemmas: How Managers Use HR Practices to
Meet Multiple Goals. British Journal Of Industrial Relations.

Strategic Human Resource Management 15
Makhecha, U. (2015). Is Strategic HR Alignment Sufficient? - A Study of HR Practices in a Retail
Chain. NHRD Network Journal, 8(2), 93-96.
Marchington, M., & Kynighou, A. (2012). The dynamics of employee involvement and participation
during turbulent times. The International Journal Of Human Resource Management, 23(16),
3336-3354.
Mitchell, R., Obeidat, S., & Bray, M. (2013). The Effect of Strategic Human Resource Management
on Organizational Performance: The Mediating Role of High-Performance Human Resource
Practices. Human Resource Management, 52(6), 899-921.
Pourkiani, M. (2013). Strategic Human Resource Management and Organizational Knowledge
Creation Capability. International Journal Of E-Education, E-Business, E-Management And E-
Learning.
Rodriguez, J., Johnstone, S., & Procter, S. (2015). Special issue ofInternational Journal of Human
Resource Management: Regulation of work and employment: advancing theory and research in
international and comparative human resource management. The International Journal Of
Human Resource Management, 26(13), 1782-1784.
Sikora, D., & Ferris, G. (2014). Strategic human resource practice implementation: The critical role
of line management. Human Resource Management Review, 24(3), 271-281.
Singh, K. (2004). Impact of HR practices on perceived firm performance in India. Asia Pacific
Journal Of Human Resources, 42(3), 301-317.

Strategic Human Resource Management 16
Søderberg, A. (2014). Recontextualising a strategic concept within a globalising company: a case
study on Carlsberg's ‘Winning Behaviours’ strategy. The International Journal Of Human
Resource Management, 26(2), 231-257.
Todd, P., & Binns, J. (2011). Work-life Balance: Is it Now a Problem for Management?. Gender,
Work & Organization, 20(3), 219-231.
Wan, D., Ong, C., & Kok, V. (2002). Strategic Human Resource Management and Organizational
Performance in Singapore. Compensation & Benefits Review, 34(4), 33-42.
Wright, P., Gardner, T., Moynihan, L., & Allen, M. (2005). The Relationship Between Hr Practices
And Firm Performance: Examining Causal Order. Personnel Psychology, 58(2), 409-446.
Wright, P., & McMahan, G. (2011). Exploring human capital: putting ‘human’ back into strategic
human resource management. Human Resource Management Journal, 21(2), 93-104.
Youngkyun Chang. (2018). Do HR Practices Make Social Investment Recoupable? An Introduction
to CSR-Supportive HR Practices. Korean Journal Of Business Ethics, 18(1), 81-116.
Yuile, C., Chang, A., Gudmundsson, A., & Sawang, S. (2012). The role of life friendly policies on
employees' work-life balance. Journal Of Management & Organization, 18(1), 53-63.
Image References
Jurevicius, O. (2013). The 5 Powerful Forces that Impact your Profit. Retrieved from
https://www.strategicmanagementinsight.com/tools/porters-five-forces.html

Strategic Human Resource Management 17
Hunkar, D. (2011). World’s Top Five Beer Companies | TopForeignStocks.com. Retrieved from
https://topforeignstocks.com/2011/06/28/worlds-top-five-beer-companies/
Web site References
Anderson, Z. (2014). CARLSBERG CASE STUDY. Retrieved from
https://prezi.com/j95wazcga-am/carlsberg-case-study/
Kana, G. (2017). Carlsberg sees growth despite challenging market - Business News | The Star
Online. Retrieved from
https://www.thestar.com.my/business/business-news/2017/04/21/carlsberg-sees-growth-
despite-challenging-market/
Room, R., Mugavin, J., Pennay, A., & livingston, M. (2016). Defining “drinking culture”: A
critical review of its meaning and connotation in social research on alcohol problems.
Retrieved from https://www.tandfonline.com/doi/pdf/10.3109/09687637.2016.1153602