TY  - JOUR
AB  - In early 2000, Asahi's senior management was under considerable pressure to launch its own brand of happoshu, a low-end form of beer that enjoyed certain tax benefits under Japanese law. Unlike its major rivals, all of whom had launched happoshu brands in the previous few years, Asahi steadfastly refused to enter the happoshu category.To explore the economic logic of Asahi's strategy. To study how the entry of a new product affects price competition across two closely related product categories (beer and happoshu) and how an anticipated change in price competition might affect the economics of the launch decision.
VL  - 
IS  - 
SN  - 2474-6568
DO  - 10.1108/case.kellogg.2016.000025
UR  - https://doi.org/10.1108/case.kellogg.2016.000025
AU  - Besanko David
AU  - Imada Takatoshi
PY  - 2017
Y1  - 2017/01/01
TI  - Asahi's Single-Brand Strategy
T2  - Kellogg School of Management Cases
PB  - Kellogg School of Management
SP  - 1
EP  - 4
Y2  - 2024/05/06
ER  -