Page 6 - Kirin Holdings Case Study

Isozaki had taken the decision to write down the value of the

Brazil business by approximately 110 billion yen. This meant
that Kirin Holdings established in 1949 would post its first

ever annual loss. (2)

“I thought we had no choice but to do a write-down. There

was pretty much no way for us to get the company back to
the value we bought it for. So, we would go through the

proper accounting procedures – take the write-down and it

was a big write-down, so it created an annual loss. I took the
company into the red which I was fine with. I don’t know

how long I will be CEO and I absolutely couldn’t leave this

issue for my successor. So, I went through with it.” Yoshinori
Isozaki, CEO & President, Kirin Holdings (2)

Also, Kirin had refocussed its overseas business and
markets where it expected beer consumption to grow, into

primarily, Asia and Oceania.

“In Oceania we already have Lion which is in Australia and

New Zealand, Indonesia we are already in the Philippines we
have also entered Myanmar; we are also already in China.

We want to grow in those markets.” Yoshinori Isozaki, CEO &
President, Kirin Holdings (2)

The company believed one of the keys to success abroad

was its first press, KIRIN ICHIBAN beer, available in 39
countries and territories with the power to become a truly

global brand.

“In fact, we are making it [Kirin Ichiban] the main focus of

our international expansion. Each year sales of our beer are
growing by over 10%, that’s really strong. In south Korean

we are growing by over 50% or 60%. Now tourists in Japan

are trying it and liking it too. It now has a reputation for