Bavaria: Brewing with local roots and global ambitions
Lieshout (NL), October 2015. Bavaria N.V., founded well before 1680 and based in Lieshout (Netherlands), was the second largest brewery in the Netherlands. It symbolized fierce independence and a high degree of entrepreneurship, always balancing legacy with innovation. Five cousins from the Swinkels family were at the helm of the operative business; the company’s shared leadership model was one of its many ingredients for success, as was the family’s unquenchable ambition for the company.
But the path to global enjoyment was anything but smooth. Western beer markets had been stagnating for years, some even declining, and competition was fierce. To generate growth, brewers had to rely mostly on acquisitions. The challenge for the seventh generation of Swinkels’ family owners had clearly been to leverage the company’s exceptional brewing skills. To stay relevant and continue to thrive for the next generations, Bavaria needed to identify new growth niches and maintain excellence in product quality while optimizing its manufacturing and entire value chain. Should it continue to rely on technology to create new products and brands addressing ever finer niche markets? Should it reach out for new frontier markets where beer consumption was still on the uptrend? Could it really do both effectively with its original governance and management structure, keeping the family connection and values?
Family governance, culture, growth management, expansion strategy, sustainability, Ethiopia, affinity financing, emerging markets, product portfolio management, venturing, entrepreneurship.
2010–2015
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.
Research Information & Knowledge Hub for additional information on IMD publications

Leaders of family firms are struggling with multiple role identities, and poor board management is putting the future of family enterprises at risk.

Tolaram's Mohan Vaswani and Sajen Aswani discuss the company's values-based system of meritocracy, the family's move to institutionalize the business, and their culture of giving.
Jess Chua was a leading scholar in the field of family business and a major contributor to Entrepreneurship Theory and Practice both as an author and editor. His significant contributions to the field were acknowledged by the Web of Science, which...

Tradition is defined as the transmission of customs or beliefs from generation to generation. Innovation is the process of changing something established by introducing new methods
BARCELONA, JANUARY 2023. What started in 2016 as a humble entrepreneurial attempt to contribute to a more sustainable future had turned into a solid eyewear brand present in major Western markets. François van den Abeele was even more excited by t...
Founded by Lim Hock Chee in 1985, Sheng Siong has evolved from a humble grocery store into a leading supermarket chain in Singapore, renowned for its cost-effective pricing and commitment to customer satisfaction. Mr Lim’s unique philosophy, which...

Fourth-generation family member Bruce Grossman tells IMD’s Peter Vogel about his successes and failures in establishing structures to unify the family enterprise and the lessons he hopes the next generations will take from the experience.
Family businesses hold a unique place in the economic and social landscape. They represent not just entrepreneurship but also heritage, values and a legacy passed down through generations.
Family businesses have long been the backbone of the global economy, contributing significantly to employment, innovation, and economic resilience. As we approach 2025 and beyond, family businesses must adapt to a range of emerging trends to stay ...
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in Entrepreneurship Theory and Practice 5 February 2025, ePub before print, https://doi.org/10.1177/10422587251315653
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD 31 January 2025
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in Family Office Magazine January 2025, no. 2, pp. 20-21
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications