Within the Heineken Company the several world-wide operating companies (Opcos) were all responsible for monitoring brand health. Within recommended guidelines, each Opco could organize their own way, and particularly the change to increasingly continuous consumer tracking led to market-specific, tailor-made solutions. With the reorganization program "Taking Heineken to the Next Level", a more fact-based management- and measurement style was developed. One project to support this new style is the Heineken Brand Dashboard, a world-wide measurement, storage and reporting system of all essential Key Performance Indicators of the Heineken Brand.
The paper deals with a detained investigation in the nature of the holiday planning process. The forecasting entities have to be holiday segments. It is comparible with forecasting sales for specific product attributes. At this specific level problems arise because a holiday has too many marketing relevant attributes which are highly interrelated and substantial unstable during the planning process. Other relevant methods, treating the planning process as a black box, like time series analysis will be tested when enough observations are available.