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Hello could someone help me with my assignment? The case study...

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Eurasian Brewing Company: Birth of a New Company EBC was created through the 2011 merger of two companies. The Indochina Beverage Group (IBG) was an old-line Singapore-based brewer, bottler, and distributor of a range of mostly premium beer and soft drink brands that focused on Southeast Asian markets. Its merger partner, Dragon Spring Brewery (DSB), was a young Chinese company that had started as a provincial brewery selling low-priced beer to its local market before expanding nationally and eventually extending its operations into several East Asian countries. The headquarters of the merged EBC organization was in Singapore at a site IBG had occupied since its founding in 1912. IBG's major growth spurt began in 1932, when it secured bottling rights for Coca-cola in Singapore and Malaysia. In 1948, IBG opened a brewery, leveraging its beverage distribution power to become a major local beer producer. Starting in the 1960s, IBG began expanding in Southeast Asia through both organic growth and acquisitions. It built positions in Malaysia, Thailand, Vietnam, Cambodia, and Indonesia mostly by acquiring local beer brands in premium segments. In the early 1990s, IBG divested its soft drink division, including bottling operations that had occupied valuable real estate in central Singapore. It used this cash windfall to expand its beer distribution and acquire brewing operations to Australia, New Zealand, Japan, Hong Kong, the Philippines, and other Pacific region markets. Despite its traditional roots, IBG was respected for its marketing capabilities and well known for its aggressive cost-cutting and rough-and-tumble corporate culture. In contrast to its partner's long history, DSB was founded in 1983 as Long-quan Brewery in Liaoning province in northeastern China. It had grown by acquiring other small beer companies in its region before expanding beyond its home province to secure breweries in Dongguan, Nanjing, and Harbin. In 2005, DSB formed an alliance with Denmark's Carlsberg group, and under its new English name of Dragon Spring Brewery, began acquiring and modernizing small breweries in South Korea, Macau, Taiwan, and Hong Kong. By the time of the merger, DSB owned 12 breweries in China and another five in East Asia. While several of its brands were in the premium segment, the bulk of DSB's business was concentrated in the popularly and lower-priced parts of the market In discussing how he integrated DSB and IBG, Victor Wang emphasized three action items: First, we wanted to focus on our cost structure to gain post-merger efficiencies. Second, we had to identify managers who could keep expenses down while not sacrificing top-line growth. Finally, we had to assess our best expansion opportunities. South Asia met this final objective, and since it was already our most profitable region, we decided it was the best place to grow. By the end of the merger, ex-IBG executives occupied most of EBC's leadership roles. This included Vivian Chin, whom Wang regarded as a key appointment when he named her EBC's director of marketing and export sales. Chin had run IBG's export division since 2002 and had been credited with leading IBG's successful expansion into the Pacific region. Her new role extended her responsibility to include the China and East Asia markets that DSB had previously run.

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Hello could someone help me with my assignment?


The case study describes the creation of the Eurasian Brewing Company (EBC) through the merger of the Indochina Beverage Group and Dragon Spring Brewery in 2011. Choose one (1) element of the Balanced Scorecard and use this tool to provide a strategic recommendation on how this integration of the two companies could be successful. Your recommendation should be based on information from the case and seek to integrate commercial and ethical perspectives



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