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Marketing Audit

Jeff Ambrose DylAn KershAw AnDrew Picone DArcy rAy

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Table of contents2. company history3. company outline

4. marketing strategy6. internal Analysis

8. external Analysis: PesTle10. swoT Analysis

11. competitors12. Porter’s Five Forces13. Porter’s Value Chain17. Red Flag Synthesis

25. Action Plan38. Conclusion

39. Sources

company historyIn 1860 Eberhard Anheuser created the E. Anheuser & Corporation upon immigrating from Germany, working for the Bavarian Brewery and buying out complete equity ownership from the partners of the company. By 1861, he was introduced to an interesting fellow, Adolphus Busch, who married Anheuser’s daughter becoming a 50% owner in the company. By 1876, the two gentleman along with Carl Conrad worked together to bring to the market one of the most iconic brands to the beer industry, Budweiser.

Following the success of the Budweiser brand, successors of both Anheuser and Busch wanted to expand the brand. In 1882, the company launched Bud Light nationally. Understanding high levels of demand in the industry the company decided to expand on a global level in 2008 by partnering with Belgium based brewer, InBev. Today, the company is known as Anheuser-Busch InBev and is the leading global brewer.

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company outlineAnheuser-Busch is a wholly owned subsidiary of Anheuser-Busch InBev, and continues to operate under the Anheuser-Busch name and logo. Currently, this American brewer holds about 46.4% of the US market share among beer sales to retailers and operates 12 breweries across the United States, distributing their products to more than 600 independent wholesalers with over 200 unique brands.

Many of these brands have been advertised during sports events because this segment is a large audience has same general attitude toward the sport they are watching. Recently, AB has adopted a new strategic action due to competition from craft breweries who hold 14% of the market share. Under the company’s new tactic, they compete by acquiring craft breweries. The company enhanced its market presence by expanding its product line into various locations to serve the needs of a vast array of unique consumers. As international presence spread, the company became more culturally integrated and globalization became more predominant. AB responded by offering beers from countries across the world. Because Anheuser-Busch operates under a House of Brands position, the company must exercise caution when dealing with the cannibalization of their overall vision.

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marketing strategyAB’s vision is “through all of our products, services and relationships, we will add to life’s enjoyment”. Although the company wishes to promote all of their products they emphasize three particular segments in which they heavily invest in advertisement. Under their current operations, these three segments to which they identify as “focus brands” include Global Brands, International Brands, and Local Champions.

AB’s strategy is dual faceted. On one hand, AB has been labeling craft breweries and microbreweries as inferior and un-American with their recent television advertisements. They also are targeting microbreweries through acquisition. AB expanded their craft brands, such as goose island and shock top, and is planning to add new flavors to other beer options. They also plan to expand into the cider industry to create more market share in the alcoholic beverage industry. AB InBev stated, “To win market share in the broader alcohol beverage space, it can’t just focus on ‘beer occasions only.’” This is evident in their corporate strategy because of their willingness to invest in research and development. They have developed two products to be launched sometime in 2015: their tequila-flavored beer, Oculto, and a malt beverage cocktail called MixxTail. Anheuser-Busch is attempting to “lure customers that have favored more flavorful beers and spirits like whiskey and tequila.”

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In order to decrease the growing market share of micro-breweries, Anheuser-Busch acquired Elysian Brewing Company in January of 2015. The purchase of Elysian also included their four brewpubs located in the northwest of the United States. The first craft brewery that Anheuser-Busch acquired was Goose Island. AB also purchased Blue Point Brewing Co. and 10 Barrel Brewing Co. AB promotes all of their products using a differentiation strategy.

Marketing Strategy (cont.)

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internal AnalysisAB still holds a giant part of the beer market. They are the largest beer manufacturer. Their return on assets is at 6.19, while the market share has stayed at an impressive 47.2% according to their annual report. Within that market share, two of the brands, Bud Light and Budweiser, are within the top five beer brands in the United States demographic. Even with this strong representation, their US sales are declining by 12%. Their biggest growth has been seen with their cider products.

Since 2013 AB, has increased their product scope to by buying out some craft beer segments and cider acquisition within the market. This diversification strategy includes brands such as Johnny Appleseed Hard Cider and the creation of Bud Light Lime-a-Rita. They are also developing unique flavors each year.

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As mentioned previously, over the past 5 years, AB has acquired 4 craft breweries further diversifying their product scope. These include Elysian Brewing, Goose Island, Blue Point and 10 Barrel. This could be to compensate for the 28% decrease in sales that Budweiser has suffered within the last 5 years.

Internal Analysis (cont.)

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external Analysis: PesTle

Political/LegalThe BEER Act versus the Small BREW Act are political forces affecting the breweries and companies throughout the united states. The BEER Act is created to lessen taxes for all brewers. It puts taxes on ranges of barrels produced, so the more barrels a company produces the more they pay in taxes. The Small BREW Act is also a factor where craft breweries are proposing the small breweries and pubs pay a much smaller price if they produce less than 60,000 barrels. These acts are difficult for large international companies like AB who do not benefit from the tax breaks given to the growing craft brewery segment.

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External Analysis: PESTLE (cont.)

Social

Environmental

Millennials are the challenge consumer for AB right now. A population that loves the craft beer authenticity over large beer production is causing their revenues to sink. Millennials are a completely different population from their parents. They are not as loyal to the Clydesdales that were a strong mascot to the brand. Also, their increasing preference for craft beer does not equal more sales for the industry. In comparison to the lighter beers, one or two craft beers will have them satisfied to the same effect three or four Bud Lites would have. Other motivations for Millennials switching to craft beer are their desire to be healthier. Millennials love the fact that craft beer offers variety, taste, and experimentation of local breweries.

The size of the total beer industry is $246.5 billion. This includes more than 2,800 breweries and 2 million jobs. With this seemingly strong market the projected growth is declining in beer sales about 2% each year. One trend that may attribute to the loss in sales is the growing craft beer trend. Craft brewers have reached 14% of the overall beer market share.

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swoT Analysis

•  Market Leader •  Brand •  Economies of scale •  Large distribution networks

•  Considered Lower Quality •  Declining sales and market share •  Experiential marketing •  Millennial connection

•  New markets •  Product line expansion •  New trends •  Craft breweries

•  Slowed industry growth rate •  Changing buyer preferences •  Consumer health concerns •  Craft breweries

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competitors

Molson Coors Brewing Co.Brown-Forman Corp.Heineken AmbecDiageo PLC ADSTsingtao Brewery Co.Craft Brew AllianceCompania Cervecerias Unidas

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Poter’s Five Forces Modelbuyer Power• Craft beer sellers know that consumers are willing to pay higher prices for their beer• Customers will pay higher prices for beer they deem higher quality• US store sales of craft beer increased 11.8% in 2014• $14.3 Billion of $100 Billion of total sales in beer comes from craft beer

entry barriers• AB InBev has large distribution networks• Growth in demand for craft beer• Economies of scale• Craft beer experiences a lack of access to distribution

supplier bargaining Power• Limited production capacity • Seasonal products require product line changes• Small distributors are competing over the opportunity for craft beer companies as clients

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Poter’s Five Forces Model (cont.)

substitutes• Unique to consumer Generation & Taste Preferences• Liquor• Wine• Craft Beer/Corporate Competitor Brands

Internal Rivalry• Low switching costs• Numerous competitors in the industry• AB has high market share• Products are differentiated• High fixed costs• Loyalty growing by type of beer; declining by brand

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Porter’s Value ChainPrimary ActivitiesINBOUND LOGISTICS: Busch Agricultural Resources, Inc. is the main subsidiary that manages hops farms, malt plants, barley elevators, and other sources of raw materials that are used in AB beers. They also manage relationships with outside suppliers of glass bottles, cardboard products, and more. Developing closer relationships with and limiting the number of suppliers over the years has allowed AB to limit its costs and maximize profitability.

OPERATIONS: AB owns and operates 12 breweries, all of which are located in the United States. They all use standard brewing practices which turn hops, water, barley, and other ingredients into beer through a prescribed process of mixing, heating, and cooling. Each brand has a unique set of ingredients and brewing process to give it a distinct flavor.

OUTBOUND LOGISTICS: While AB owns and operates wholesalers in 13 cities across the United States, it also has an extensive network of over 500 independent wholesalers that allow it to sell products in nearly every town in America. They also maintain a fleet of shipping trucks, but most of their transportation is outsourced to independent companies.

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Porter’s Value Chain (cont.)MARkETING AND SALES: AB brands are able to outsell the competition because of two key reasons: they have significantly higher marketing budgets and they are able to set very low prices due to huge economies of scale. Marketing expenses for AB in North America exceeded $2 billion in 2014. This is substantially higher than the majority of their competition and helps to explain why there is such a high demand for AB products.

SERvICE: This part of the company’s value chain is not invested in nearly as heavily as other inputs earlier on in the process. Customer support, for example, is not a key part of their business model because a relatively small number of people require support after the purchase has been made.

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Porter’s Value Chain (cont.)Support ActivitiesPROCUREMENT: As previously mentioned, Anheuser-Busch has well established relationships with some long-term suppliers as well as many of its own in-house suppliers. The large volume of raw material purchases allows for lower than average prices and consistent quality.

HUMAN RESOURCE MANAGEMENT: AB puts a significant amount of time and effort into hiring and training employees. The Global Management Training Program, for example, is a 10-month program that is aimed at recruiting top candidates and fast-tracking them for a future in leadership positions within the company.

TECHNOLOGICAL DEvELOPMENT: While the overall process of AB beers is disclosed in its financial documents, on its website, and on brewery tours, the specifics that make these beers unique are not publicly available. These breweries also maintain a competitive edge by constantly evaluating and upgrading brewing equipment so that only state-of-the-art technology is utilized.

INFRASTRUCTURE: The core component of this brewing process is of course the existence of the company’s 12 breweries. Located in strategic locations across the country, they allow for the production of a range of beers as well as close proximity to AB’s many warehouses and order fulfillment centers.

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reD flAg synTheses

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Red Flag Synthesis: craft beer TrendAmerican craft brewers are categorized as small, independent and traditional. This means they produce an annual amount of 6 million barrels of beer or less. An alcoholic beverage industry member can only own less than 25% of the brewery that is not a craft brewer. It also needs to be traditional, meaning the brewer must serve a majority of total beverages with beers derived from traditional ingredients.

In 2014, craft beer sales grew by 22% overall. Since having 5% of the market share in 2010, craft beers have grown to an impressive 11% in 2014. The craft beer market has grown by 18% from 2013 to 2014 where the total beer market only grew by 0.5%. As the total beer industry is barely expanding, the craft beer segment is rapidly developing.

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The large population who loved the Budweiser brand are aging rapidly. This brand dominated in 1970 when this demographic was the target. Now, what we call the Millennial population are coming of age and creating panic throughout the marketing industry. Millennials are looking for authenticity, flavor and history behind the products they are consuming. They are likely to buy a beer knowing that they are benefiting their community. They also value the “healthier” image that craft beers have been associated with. The consumers that are the largest population buying alcohol are millennials. They are between the ages of 25-34 and over 50% will order their favorite craft beer when they go out where only 22% are willing to try a new product.

We believe this is the most pressing red flag. Because the beer industry is changing, AB needs to react and change with the market. They need to understand the mind of the market, which they are struggling to address currently. With the decreasing brand loyalty, and the lack of connection to the growing millennial population, they need to revamp their current marketing strategy and tactics.

Red Flag Synthesis: Craft Beer Trend (cont.)

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Red Flag Synthesis: Experiential ConnectionAnheuser-Busch is lacking Experiential Marketing. Following a 13-year period in which there was a ban on drinking alcohol in America, also known as the Prohibition Era, AB introduced the notorious Clydesdale Horses in 1933. The Clydesdale horse represents the experience that this generation shared. Clydesdales and the Budweiser brand are iconic because they embody tradition, heritage, and a commitment to quality. When the Budweiser brand implemented the Clydesdale horses as their symbol, it resonated among that generation. Today, among the millennial generation, these horses have little value or significance. With the decreasing interest in the beer industry from those who connect with the Clydesdale symbol and the growth of the millennial generation coming of age, AB needs to reevaluate their experiential strategy with their target market.

Brands under Anheuser-Busch are focusing too much on Relationship Marketing and not enough on Experiential Marketing. This could be contributing to why the market share for the company is dwindling among the millennial generation. In order to market to the millennial generation Anheuser-Busch need to understand millennials and the “mind of the market”. Millennials, born between the years of 1980-1993, are characterized as social, technologically involved, highly influenced by their peers, generally support local communities, and are people who care about making a positive difference to society”. They want to be interacted with and have an emotional connection to their products.

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Red Flag Synthesis: mixed messagesBRAND POSITIONING Currently, Budweiser utilizes a number of slogans such as ‘The king of Beers’ and more recently #ThisBudsForYou. They are also striving to reposition the brand in response to increasing transparency in the beer making process as demonstrated with craft breweries. Their most recent Super Bowl demonstrates this with the message “Brewed the Hard Way”. It features images of hops and other steps in the brewing process while pushing the message that their beer is “not brewed to be fussed over”. This somewhat contradictory message targets young adults who are among just one of numerous naturally clustered market segments.

NATURAL CLUSTERSThis male-skewed cluster is composed of beer enthusiasts who sometimes brew their own beer at home and often tour local breweries. They are much more adventurous in terms of taste than other beer drinkers and frequently seek out flavors such as maple syrup and chocolate. Another major cluster that Budweiser has begun to focus its marketing on in more recent years is the American hipster. This modern day counterculture group prides itself on anti-consumerism and buying products before they reach peak market share. They are also more nostalgic than other segments and have helped to revive formerly struggling beers such as Rolling Rock and PBR.

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Red Flag Synthesis: Mixed Messages (cont.)ADvERTISINGBecause Anheuser-Busch puts so much money into its advertising, there needs to be more oversight into the messages that are be delivered to consumers. Budweiser's recent Super Bowl ad, for example, shows that AB is not taking a comprehensive approach to marketing its individual brands. This Tv spot is clearly intended to grow market share for Budweiser by poking fun at craft beer drinkers with text that such as “it’s brewed for drinking, not dissecting” and “let them sip their pumpkin peach ale”. If this were AB’s only product line, this would not be a problem. However, AB recently acquired a number of small craft breweries such as Elysian Brewing Company, which produces a Pecan Peach Pumpkin Amber Ale. In the digital age where consumers are becoming increasingly aware of brand contradictions such as this one, mistakes like this need to be avoided. A more effective approach would have been to still promote Budweiser as a beer that is made for those who don’t put much thought into ingredients, but not taking jabs at beers which AB subsidiaries actively brew.

Another messaging error that AB has faced recently is Bud Light's “up for whatever” campaign. In these advertisements they created a controversial tagline that stated “the perfect beer for removing ‘No’ from your vocabulary for the night.” This gave the brand bad publicity. Many social media participants stated it was extremely disrespectful and directly promoted sexual violence in order to sell beer. The two year “up for whatever” campaign now has a negative image to all consumers knowledgeable to their new tagline.

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Red Flag Synthesis: Loss of Market Share (cont.)

Recently, the company has noticed peculiar declines in market share relative to the industry. In particular AB has witnessed this decline due to competition such as the craft brewery industry where millennial preferences are being satisfied via taste/quality as well as by enforcing the idea of helping their local community. Due to these trends, Anheuser-Busch has had its hands full and has tried to recapture this opportunity by purchasing other craft breweries. One example of such was their acquisition of Goose Island Brewery in 2011. Unfortunately, despite much success, the company still continues to lose market share to its competition.

Due to the fact that Hispanics are the largest non-white population in America, and tied for the largest growing, they are an important target for AB to consider. With brands such as Modelo Especial and Dos Equis, AB has faced extreme competition in the Hispanic market. These brands have more than doubled in sales since 2008. Modelo has no English advertising and targets the hispanic population directly.

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Red Flag Synthesis: Quality Associations

BUDWEISERBudweiser, one of the top grossing beers in America, is facing increasingly tough competition. It currently has a 7.6% market share, which is down 10% from just five years ago. This is largely due to the rapid increase in craft beers and other competitive forces. Budweiser’s parent company, Anheuser-Busch InBev, also has a number of other leading beer brands such as Bud Light, Corona, Stella Artois, and dozens more. However, Budweiser is often perceived as the most classic American beer and is struggling more in recent years than other AB InBev brands. Despite these rapidly decreasing sales in America, Budweiser continues to thrive internationally in countries such as China, Russia, and Brazil. For these reasons this marketing plan will focus on resurrecting the Budweiser brand in the United States through extensive market research and brand positioning strategies.

In comparison to the craft beer options, Budweiser and other AB associated products are considered to be lower quality. Millennials are buying craft beers because they believe “they just taste better” and with the higher price, they are considered to be of a higher standard and quality. For this reason AB is losing quality image ratings, loyalty, and return business.

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AcTion PlAn

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Action Plan: Product DevelopmentIn order for AB to reach the maximum number of customers and increase their revenues, it is important for them to continue to develop new products. They have recently done this by creating the products MixxTail and Oculto. AB has released these products with the intention of targeting the younger generation of alcohol consumers, between the ages of 21 and 30, who have been known to prefer hard liquor.

Oculto is a tequila flavored beer. While the product does not actually contain any tequila, it is made using the same plant that is used to make tequila, agave. Oculto is also blended with beer that has been aged in tequila barrels in order to give it the distinct taste. Oculto also has 6% alcohol content, while the average American beer contains about 5% alcohol.

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Action Plan: Product Development (cont.)

The other product that Anheuser-Busch has developed is the cocktail-flavored malt beverage, MixxTail. This product comes in three different flavors: Firewalker, Hurricane, and Long Island. All three flavors are meant to substitute for cocktails. The Long Island MixxTail is the same flavor as a Long Island Iced Tea. The Hurricane MixxTail is just like the sweet cocktail of the same name that is made with rum and fruit juice. Finally, the Firewalker MixxTail is a spicy, cinnamon apple flavored malt beverage.

While this is a positive direction for AB, the company needs to further develop these products. Overall, this expansion in their research and development will help them to expand the scope of their product line and allow them to compete more directly with the craft beer market. As a result, their market share would become more favorable. It is extremely important for Anheuser-Busch to understand their target market, the millennials. By developing products that can serve as substitutes to hard alcohol, Anheuser-Busch will continue to widen the scope of their business.

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Action Plan: AcquisitionsAs stated earlier, Anheuser-Busch has strategically acquired several craft breweries in an attempt to penetrate the craft beer market. Since the trend for consumer tastes has adapted more to craft beer, AB must continue to have a presence in the craft beer industry. By acquiring craft breweries such as Elysian and Goose Island, AB has been able to masquerade as several different, smaller companies in the craft beer market. This has proven to be an effective method of gaining revenue from the growing craft beer trend, especially in markets where big-name beer brands are not received favorably. For example, in Ithaca, New York, many people prefer to purchase Ithaca Beer Co. brand beer over Bud Light. If AB were to quietly acquire Ithaca Beer Co., they would have created an effective method of market penetration in this city.

By acquiring small, community-based micro breweries, Anheuser-Busch is helping more than just themselves. The distribution channels that AB possess can assist the craft brewing companies in expanding the range of their products. For example, Seattle, Washington based Elysian Brewing Company most likely has a difficult time selling their beer on the East Coast of the United States. However, with Anheuser-Busch’s extensive channels of distribution, it could someday be possible to purchase a bottle of Elysian beer in a grocery store in New York.

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Action Plan: Acquisitions (cont.)For Anheuser-Busch to be successful in a beer market where the purchase of craft beer has become increasingly common, it is important for them to continue to penetrate the market in unique ways. Instead of campaigning against craft beer, Anheuser-Busch must utilize their extensive amount of capital and vast channels of distribution to increase their overall market presence and market share.

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Action Plan: Mobile ApplicationThrough the Participation element to our Marketing Call to Action, we have implemented an experiential app—“Charity Beer.” To connect with the millennial generation we determined that a mobile application would be the most effective way to engage our target demographic. Through the app, we promote the corporate social responsibility our millennial market desires by utilizing a point system tied to the quantity of Anheuser-Busch products purchased by the user.

Each of our Anheuser-Busch products purchased from our distribution centers will have a unique, five digit code that is scannable via our app.• For bottled beverages the code will be placed under the cap• For boxed packages the code will appear under the cardboard flap• Each point correlates to the quantity amount purchased. So for example, if the

consumer purchases a case of 30 cans of Budweiser, the code scanned will register on the app as 30 points

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Action Plan: Mobile Application (cont.)This app is effective because it is interactive, experiential, and through altruistic marketing, we engage our millennial market in a way that encompasses the values they find most important. This app will be successful because it will increase the brand loyalty of our Anheuser-Busch products. By indirectly naming the app “Charity Beer” instead of associating it with Anheuser-Busch, we hope to improve the brand loyalty of each individual AB brand without cannibalizing the house of brands image. Engaging our target audience through Experiential Marketing is crucial to the success of the Anheuser-Busch brand. We will promote our app on the packaging of our all Anheuser-Busch alcohol beverages in a direct, easy to understand, and concise manner. This is important to target our consumers who have heard of our new campaign and those who may be looking to positive impact with their purchase intent.

Anheuser-Busch has a variety of partnerships already established, including US Soccer, Madison Square Garden, the NFL, and the MLB, where it has extended its contract to the 2018 season. We plan to reach our target audience by utilizing our commercial space via television media platforms as well as onsite traditional advertising platforms such as banners and jumbotrons.

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Action Plan: Mobile Application (cont.)

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Action Plan: Beacon TechnologyCurrently, we have a strong hold on the distribution opportunities. We want to use our wide range of locations and scope to target the consumer wherever they are. Beacon technology is a fantastic way to alert a consumer of deals, opportunities, and stores nearby to grab a drink.

Beacon technology is a recent development that utilizes Bluetooth to detect when a user is in close proximity to Beacon transmitters. This is a relatively new innovations that is yet to be adopted by many large brands, but is quickly gaining traction among retailers. This technology allows the company to track the path of the consumer in stores or send notifications to them to alert them of special offers or promotions. Anheuser-Busch could benefit from this by developing a free app which sends push notifications to the user whenever they are nearby an AB Beacon. These notifications would include coupons for discounted beer at the store, bar, or restaurant they are currently at. It could also notify them of any future promotions such as happy hours. In order to prevent the app from being too intrusive with its notifications, users would have the option to toggle which brands they are interested in and at what type of locations they want to receive notifications.

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Action Plan: Beacon Technology (cont.)

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Action Plan: Social MediaIn order to continue to reach their target market of millennials, AB needs to properly utilize social media. By interacting with consumers on websites such as Facebook or Twitter, Anheuser-Busch will be able to make more of a connection with their existing and potential customers. The company can also use social media to correct any miscommunication from mixed messaging and promote the proposed Charity Beer application.

With the proposed Charity Beer application, Anheuser-Busch could promote specific charities or organizations on social media platforms. Since the company has been able to make a connection between puppies and Budweiser in the past, AB could suggest users donate their money to the ASPCA. This could increase traffic to the application while improving their corporate social responsibility and brand image.

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Action Plan: brand AmbassadorsBud Light would benefit greatly from a brand ambassador program. This would involve hiring college students (who are 21 and older) to promote the Bud Light brand at local bars and parties. These ‘campus reps’ would not be paid upfront but they would have the opportunity to receive cash prizes for persuading friends and classmates to download the AB app on their phones. Campus reps would also receive free t-shirts, stickers, and other Bud Light swag to further promote the brand. This program could also be extended to the Budweiser brand as well, but this is not as popular among college students. It is a great opportunity to further develop a connection with the millennial population and understand their feelings, thoughts, and motivations.

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Action Plan: Price ResearchPricing strategies have been an interesting part of AB’s position. With our plan, our next step would be to conduct a research study on the implications of our pricing strategies and where we stand in the market. Currently, with craft beer trending, people are buying less beer, with higher alcohol content, at a higher price. Usually when pricing strategies are considered, many consumers associate price with quality. So, by creating a higher price while differentiating some of our newer products AB may be able to enter a blue ocean market within the beer segment. They would not necessarily be within the craft beer segment, but priced higher to potentially correlate higher quality options, with a differentiated price.

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ConclusionIn conclusion, we hope to fully address the challenges that Anheuser-Busch continues to face throughout their marketing strategy. With a loss of market share, growing competition, misdirected experiential connection, lack of understanding of the market, mixed messaging, and lower quality associations, Anheuser-Busch is in a period of misdirection in regards to their strategic goals. We believe with our action plan, these challenges could be addressed and improved. With our action plan, Anheuser-Busch will be able to reassert their dominance and re-establish their image as the most iconic beer brand in the United States of America.

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