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Author: 黎偉拉
Omar - Rivera
Advisor: 劉代洋
Day-Yang Liu
Committee: 陳俊男
Chun-Nan Chen
Hsin-Fang Hsu
Degree: 碩士
Department: 管理學院 - 管理學院MBA
School of Management International (MBA)
Thesis Publication Year: 2014
Graduation Academic Year: 102
Language: 英文
Pages: 60
Keywords (in Chinese): 競争力競爭優勢競争
Keywords (in other languages): competitiveness, competitive advantage, core competencies, competition
Reference times: Clicks: 283Downloads: 1
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The Dominican brewer producer Cerveceria Nacional Dominicana (CND) is one of the most successful firms in the Dominican Republic with sales of some US$370 million with a distribution network that has 18 primary routes, ranging from plants to distribution centers and 451 secondary routes from distribution centers to customers. CND’s competitive advantages are Branding, Connection with its customers, Market Leadership and Product Portfolio. While competitors strive to remain in the market, CND’s strong position – an 87% of market share – confirms the firm’s commitment of producing and marketing goods and services with the highest quality, committed to customers and consumers and the national development.
CND’s competitive advantages are achieved with a combination of high quality, efficiency, innovation and customer responsiveness.
Its manufacturing plant, with a production capacity of 4 million hectoliters per year, currently has the necessary clearances to support the growth in the medium term. Starting from 2009, the company concentrated its manufacturing operations in CND’s manufacturing plant, leaving its other plant, Bohemia (CBSA), which had a production capacity of 0.5 million hectoliters of capacity, solely as sales and distribution center.
Optimal consumption’s temperature -2 degrees Celsius, far below the usual elsewhere.
In year 2002 CND received the ISO 9001 version 2000 in quality and ISO 14001 version 1996 environmental certifications as a guarantee of excellence in industrial activity.
Always innovative, CND offers consumers the best taste in innovative presentations, and surprise them with promotional and communicative actions that set the standard of excellence.
Customer Responsiveness
CND’s high quality products and services had led the firm to earn consumers’ preference in Dom. Rep.; right now it has 87% of market share. Even after Ambev Dominicana entered the market in 2004 with its popular brand Brahma Beer, CND still holds number 1 position in people’s choice.

Chapter I Introduction 1.1Research Background and Motivation 1.2Research Purpose 1.3Research Content and Flowchart Chapter II Literature Review 2.1Measuring Competitiveness 2.2The Roots of Competitive Advantage 2.3Building Core Competencies 2.3.1The Four Criteria of Sustainable Competitive Advantage 2.3.2Value Chain Analysis 2.4The Building Blocks of Competitive Advantage 2.5The Durability of Competitive Advantage 2.6Competitive Rivalry and Dynamics 2.6.1Intensity of Rivalry among Competitors 2.6.2A Model of Competitive Rivalry 2.6.3Interfirm Rivalry 2.6.4Likelihood of Attack 2.6.5Likelihood of Response 2.6.6Competitive Dynamics Chapter III Research Methodology 3.1Research Design 3.1.1Data Collection 3.1.2Data Analysis 3.2Interview Information Chapter IV Industry Analysis and Company Introduction 4.1Industry Analysis 4.1.1Definition of Beer 4.1.2Beer Industry Overview 4.1.3Beer Industry Statistics 4.1.4Beer Industry’s Five Forces Analysis 4.2Company Introduction 4.2.1CND’s Vision 4.2.2CND’s Mission 4.2.3CND’s Organizational Structure 4.2.4CND’s Production Process 4.2.5CND’s SWOT Analysis Chapter V Case Study Analysis 5.1Early Company History 5.2CND’s Financial Statement 5.3Product Portfolio 5.4Presidente Beer [President] 5.5Analysis of CND’s competitiveness 5.5.1CND’s Roots of Competitive Advantage 5.5.2CND’s Building Blocks of Competitive Advantage 5.5.3CND’s Competitive Advantage 5.5.4CND’s Competitive Rivalry competition 5.5.5Going Global: Future Planning Chapter VI Conclusion and Recommendations 6.1Conclusion 6.2Recommendations References

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