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Stella Artois Campaign


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Stella Artois Campaign

  1. 1. AB FAB Fall 2009Annie AliKiara SmithCaitlin BoganJeff ChandlerDiana HowellGrant NolenBrian Wilimzig
  2. 2. Table of Contents1. Executive Summary2. Company Analysis3. Market Analysis4. Product Analysis5. Competitive Analysis6. Consumer Analysis7. SWOT Analysis8. Main Research Findings From Survey Conducted9. Key Selling Idea10. Target Market Profile11. Marketing and Communication Objectives12. Media Objectives and Rationale13. Media Strategy14. Media Tactics15. Cost Estimates16. Media Schedule17. Contingency Plan18. References
  3. 3. Executive SummaryWith a budget of $20 million, we here at AB Fab have developed a media plan with the goalof increasing brand awareness and preference of our client, Stella Artois. With a target marketconsisting of men in business and professional occupations ages, 25-54 we have attempted toreach an audience of approximately 62 million. Our primary research consisted of an Internetsurvey, which generated a total of 59 respondents, further supporting our target marketselection. We developed our media plan around the continuous scheduling of media, whichwill consist of print, television, Internet, Sporting Event Sponsorships, and varied PromotionalActivities. 1
  4. 4. Company analysis AB InBev Brewing Company is the name behind nearly 200 different brands of beer.From Budweiser to Beck’s, AB InBev has breweries in over 30 countries, and imports to over130 countries worldwide. Starting out with humble beginnings as InterBrew in 1366 out ofLouvain, Belgium, the company acquired AmBev, a Brazilian brewing company, in 2004 andchanged its name to InBev. InBev has most recently merged with the American icon, Anheuser-Busch, bringing together some of the most widely known global flagship brands of beer. Since their merge with Anheuser-Busch in 2008, the company has altered its name once again toinclude the initials of its new conglomerate, now known as, AB InBev. With their new name andextensive line of brews came greater success; AB InBev is now the largest distributor of brewon the planet. The family-owned brew sensation operates out of six zones including: North America,Latin America North, Latin America South, Western, Central, and Eastern Europe, and Asia. Evenwith all of these areas of operation, it wasn’t until recently that the merge with Anheuser-Buschgave AB InBev a substantial presence within the United States; which happens to be the largestconsumer of beer in the world. In addition to reigning supreme in sales and selections of beer, AB InBev also hold sharesin Mexico’s leading brewery Modelo, the owner of the Corona brand, as well as the Chinesebrewer, Tsingtao, China’s best-selling premium beer. 2
  5. 5. market analysisEconomic Situation:The ongoing recession, though weighing heavy on several consumer industries, appears to offera favorable environment for the marketing of alcoholic beverages. Consideration must be givento recent unfavorable exchange rates of the U.S. dollar, which have led to the rising prices ofimported brands, thus making competition fiercer with domestic branded products. The NielsenCo. reported in June 2008, that the declining economy showed only mild impact on consumers’alcoholic beverage purchases from locations such as grocery, convenience, liquor, warehouse clubsand other stores. Consumer responses from the Nielsen report indicated that more than 80 percentof consumers are spending the same amount or more on alcoholic beverages compared to previousyears. Danny Brager, Vice President of Client Service in Beverage Alcohol, of the Nielsen Companyquotes, “Alcoholic beverages are withstanding the economic slowdown very well, compared to othercategories that might be considered indulgent or non-necessities. To many consumers, alcoholicbeverages are an affordable luxury.”Revenue:In regards to brand performance, improvement was made during 2008 in the U.S., building on asophisticated image that allows the brand to be displayed alongside wine products. In 2008, thebrewing industry accounted for 1.5% of the U.S. Gross Domestic Product (GDP), with approximately$198.2 billion in economic output in the U.S. alone. $11.1 billion in federal and state excise taxesalong with other sales taxes are generated by the brewing industry annually. Since 2007, there hasbeen a $1.4 million increase in the retail sale of beer alone in the U.S., contrasted with a $2.5 milliondecrease in the sale of wine and $2.2 million increase in the sale of other alcoholic spirits. As of 2008,AB-Inbev held a 26% world and 50% U.S. share of the beer market, outranking both Miller/Coors andHeineken significantly. 3
  6. 6. market analysis cont.Distribution:Stella Artois is distributed as one of AB-InBev’s three global brands that reaches over 80 differentcountries worldwide. Stella Artois is currently distributed to 30 of the 50 U.S. states, a large increasesince its discovery in 2005. Stella Artois initially received its reputation in New York as a hipsterbrand. Dubbed “the new Heineken”, Stella quickly gained market share (McWilliams, 2009).Aggressive marketing increased points of distribution, and the introduction of 12-packs propelledStella Artois forward in the import beer market since the merger between A-B and Inbev. Recentmarket activity has suggested that Stella Artois is quickly reaching its distribution saturation mark(DPSM). 4
  7. 7. product analysis Stella Artois provides consumers with a taste incomparable to other imported beers. Created inLeuven, Belgium, Stella Artois is one of InBev’s flagship brands. InBev has a long history of brewingdating back to the late fourteenth century. The company made its first appearance in 1926, initiallyintroduced as a limited-edition beer for the Christmas season. It was such an immediate success thatit was produced year round, and now Stella Artois has matured beyond a seasonal beer into one ofInBev’s premier brands, competing globally against brands such as Heineken, Amstel and Carlsberg.Stella Artois is brewed the same today as it was in 1926 when it made its debut, using only the finestnatural ingredients, to include the famed Saaz hops. The name “Stella” was chosen after the Latinword for “star”, describing the beers sparkly appearance. “Artois” derives from Sebastian Artois, whoin 1708 achieved the title of master brewer of the “Den Hoorn” brewery. The “Den Hoorn” brewerywas later passed down to Sebastian’s son and grandson, making the name “Artois” synonymous withthe city of Leuven and its brewery.To this day, Stella prides itself with providing a premium, sophisticated lager to its consumers. Coinedas the number one Belgian beer in the world, Stella Artois can be found in over 80 different countries.Its unique logo and appearance sets it apart from its competitors. David Taylor created the currentlogo design and bottle shape in 1988, replacing the 1960 design. The Anno 1366 on the logo refers tothe origin of brewing in the city of Leuven. The label also shows medals for excellence awarded to thebrewery at a number of trade exhibitions in Belgium in the 19th and 20th century.Stella Artois has had a long history of advertisements and slogans. Recently, in 2007, they droppedtheir long time advertising slogan of “reassuringly expensive” and avoid using the word “Stella” inadvertisements. This has been linked to the beer’s perceived connection with aggression and binge 5
  8. 8. product analysis cont.drinking in the UK, where its nickname is “wife beater” due to its high alcohol content. A new brandof lower strength beer is now being marketed in the UK to contradict the false image coupled withthe lager. Along with advertisements, Stella Artois has had an extensive association with film since1994, sponsoring such film festivals as Cannes and Sundance. Stella Artois has even made such animpression on the American culture to inspire a song by an American pop punk band, All Time Low,titled “Stella” in 2009 about the beer.Today, Stella is currently involved in a sponsorship campaign along with Ferrero Rocher for ManShops Globe, an eight part series that premiered October 7th on Sundance Channel. The campaignincludes print, on-air, online and outdoor ad components, in addition to in-store events at selectAnthropologie locations throughout the U.S. and a national consumer sweepstakes. Stella Artoiswill also be featured in custom show opens and closes, tagged tune-in spots, and animated “You’reWatching” billboards. Sarah Barnett, executive vice president and general manager of SundanceChannel, said the positioning of the upscale beer and chocolatier exemplify the service’s 360-degreemarketing integration with its partners. “Like Sundance Channel, Stella Artois and Ferrero Rochereach have a distinctive, creative brand,” she said. “This campaign, we believe, elegantly reflects thepassions of those brands and their consumers” (Reynolds, 2009). With strides such as these, it is onlya matter of time before Stella Artois becomes a household beer in the American culture. 6
  9. 9. competitive analysis One of Stella Artois competitors in the beer industry is Heineken. Heineken began as an internationalbrewery in Amsterdam, and now produces its own product worldwide. A Heineken 12-pack varies in price,but on average costs the consumer around $12.99. One important aspect of Heineken is that the breweryonly uses the “Heineken” name, making it easier for the consumer to distinguish their product versus otherproducts using several other names. Heineken also strives for excellent customer service. Importing is animportant factor, and Heineken producers are focused in making their imports run as smoothly as possible.They do this by working closely with the customers, putting their focus on customer satisfaction, along withacknowledging the needs of the distributors. Most companies are well aware that advertising is the key ingredient in promoting their product. OnOctober 6, 2009, Heineken announced a website, implemented to help UK customers get the most satisfactionof their experience with the products. It has allowed customers to contact customer service directly tomake any comments concerning Heineken, as well as to purchase their beer online. Also, in 2008 Heinekenproduced their most infamous commercial that drew a lot of attention during Super Bowl. The commercialshowed ladies yelling in excitement over a huge walk-in-closet with lots of shoes, clothes, etc. Then in the nextroom, there were men screaming in joy of the huge walk-in-freezer filled with tons of Heineken bottles. This commercial was made in effort to help promote brand awareness. Furthermore, what makes Heineken a top quality beer is that they have used the same recipe year afteryear. Heineken customers will be able to get the same quality of beer, something that they are already used to.Heineken manages over 120 different brands of beer, contributing and leading them to success. Another particularly popular brand of beer is Samuel Adams. Samuel Adams has a popular historyoriginating in Boston, and founded in 1984, making them a newer beer on the market. The downfall to newerbeers is that they must compete with other brands that have been established for many years. Samuel Adamsis fairly cheaper compared to Stella Artois. A 12-pack of bottled beer will cost the consumer an averageprice of $11.99. This figure is at least $1.00 cheaper compared to Heineken, and $3.00 cheaper than Stella 7
  10. 10. competitive analysis cont.Artois, depending on where it is purchased. Consumers can usually recognize or are familiar with the nameSamuel Adams or The Boston Beer Company; they are also familiar with the Hardcore Cider Companyand The Twisted Tea Brewery Company. The name Samuel Adams refers to a patriot of Boston during therevolutionary time. This is why producers first waited to introduce the product on Patriot’s Day in 1985. Customers generally do not have to spend a lot of time trying to find answers regarding Samuel Adams products. People can simply log on to the brands website and get a number for customer serviceor email questions directly. They have also implemented a list of the most frequently asked questions andanswers. One downfall to Samuel Adams is that they do not ship internationally, leaving out a broader baseof international consumers worldwide. An important part of Samuel Adams is their participation in the Oktoberfest. This is one way forthem to gain brand awareness, while also demonstrating the quality of their beer to many potential buyers.They are listed as a craft beer, which helps them to promote their beer during the holiday season, by show-ing customers the best types of beer that goes best with his/her holiday menu. Samuel Adams has also created a new glass to give beer drinkers a good beer drinking experience.As founder of The Boston Beer Company, Jim Koch states, “It’s been a personal passion of mine to develop abeer glass that elevates the craft beer drinking experience” (, about us). In their adto promote this product, they have filled the glass with Samuel Adams beer and have demonstrated to the consumer just how flavorful and good smelling their beer is. Not only have they used brand awareness, but have also demonstrated without physically tasting the beer, the quality of their product. Being the largest craft beer in the U.S., The Boston Beer Company also owns and operates 20 differenttypes of beer. Blue moon, another large craft beer started recently in 1995, in Denver, Colorado, is very comparable in price to Stella Artois, going for $14.99 for a 12-pack of bottles at some places. Blue moon is owned andoperated by company name, Molson Coors who is responsible for over 40 plus brands, making them a leader 8
  11. 11. competitive analysis the beer industry. One is able to attain customer service by simply logging on to the Blue Moon website and emailingcomments he/she may have. Or one may even call their 1-800 number listed, which in turn would give onethe fastest feedback. This is a convenient opportunity for the consumer to get questions answered in a timelymanner; however, they do not accept any suggestions on improvements to their future or present products. Molson Coors has had several events and promotional activities developed in order to help promote theirproducts. The most recent event attracting many business owners is the use of mobile marketing by a companycalled Adeye. The use of Bluetooth and a Java application have been implemented in targeting customers thatgo to pubs. The customer can download the application and get up-to-date information and advertisementsdirectly from his/her phone. However, the downfall to this promotion is that it only targets business ownersand their customers, not the many other consumers that drink elsewhere. Blue Moon has five different types of beer in their line, which is comparably a lot considering Stella Artois, Heineken and Samuel Adams do nothave this. Furthermore, Blue Moon has been marketed to stand as a beer on its own, avoiding televisionadvertisements and unnecessary marketing. They believe in the fact that word of mouth has been a success inpromoting their product. 9
  12. 12. consumer analysis We found that the Stella Artois consumer is typically between the ages of twenty-five and forty-four based on the MRI data. Stella Artois has a projected total of 4.214 million drinkers in the United States. Beerdrinkers age 25-34 are eighty-one percent more likely to drink Stella than other consumers in the projectedpopulation. Those between the ages 35-44 were eighteen percent more likely than the projected populationto drink Stella Artois. Education seems to be a large factor in the Stella consumer. Data shows that the higher education a person has, the more likely they are to drink Stella. Among the projected population of collegegraduates, 20.1 percent of the projected population of 845,000 had purchased Stella in the last 6 months.For those college graduates that have gone on to get graduate degrees, it was found that 56.2 percent oftheir projected population of 2.368 million had purchased Stella in the last 6 months. Stella drinkers alsotend to come from a professional background: 30.2 percent of the projected population (1.273 million) forProfessional and related occupations had purchased Stella Artois in the last 6 months and are 121 percentmore likely to be consumers of Stella Artois. The second largest consumer based by occupation was thecategory of management, business, and financial operations. From the projected 827, 000 persons, about 19.6 percent purchased Stella in the last six months and are 103 percent more likely to be a Stella consumer. Thelargest consumers of Stella Artois also seem to come from a higher income; According to the MRI data, Stellausers earn anywhere from $75, 000-$150,000 or $150,000 plus. Of the projected population of 1.613 millionconsumers who made between $75,000-$150,000 a year, 38.3 percent had purchased Stella Artois in the last6 months and are 42 percent more likely to buy Stella than the rest of the population. Out of the projectedconsumer population of 1.018 million that made $150,000.00 plus, it was found that 24.3 percent of theprojected population had purchased Stella in the last six months and were 139 times more like to purchaseStella than the rest of the population. The typical Stella consumer is most often well educated with at least a college degree, if not a MastersDegree or higher. This audience consists of professionals such as doctors, lawyers, bankers, etc. whose income averages at about seventy-five to one hundred and fifty thousand plus. 10
  13. 13. s.w.o.t. analysisStrengths WeaknessesHigh-End (Premium) European Import/Classic Expensive in comparison to other similar beersBelgian Lager Commercials seldom in rotation limiting brandAttractively packaged awarenessNumber 1 selling Belgian Beer in the World Poor reputation among European customer baseMember of AB-InBev with a extensive global has potential to affect North American Marketdistribution network High cost discourages potential consumersDefined and influential niche market Only distributed to 30 of 50 U.S. StatesOpportunities ThreatsLarge customer base for import beer Decline in US EconomyIncrease distribution to rest of North America Unfavorable exchange rates to US Dollarand US Territories Availability and market saturation with compa- rable imported and craft beer alternatives 11
  14. 14. main research findings from survey conducted 12
  15. 15. main research findings from survey conducted 13
  16. 16. key selling idea Stella Artois is a premium, high-end beer that attracts the consumerby its packaging. Stella’s attractive packaging not only serves as a goodattention grabber, but also exudes a sophistication that is highly desirableamong its niche audience. Stella primarily targets men ages 25-44 inbusiness and professional related occupations. When consumers chooseStella, they select it for its quality. A little concern is given to the price ofStella; however, the quality surpasses the price, thus, leaving the consumerwith a feeling of satisfaction, not provided by other imported beers. 14
  17. 17. target market profileBased upon primary research as well as secondary research, our campaign would focus on current clients,particularly men between the ages of 25-55. From our primary research, we were able to determine that tasteand price are the determining buying factors for consumers. About 49% of respondents stated they drink beer,with 88% preferring light beer to dark beer. Although 29% of our respondents stated they prefer import beersto domestic, 59% of our audience claimed to have heard of Stella Artois. We chose to target ages 25-44 asmore of our respondents were between the ages of 21-30, with some ranging between 31-45. The secondaryresearch shows men between the ages of 25-44 were the primary consumers of our product.Because Stella is a premium import lager, the price of a six-pack of beer is considerably higher than a domesticbeer. We found that the consumers have some college education, are college graduates, or post graduates.Based on our secondary research, we were able to determine that many of the Stella drinkers are eithercollege graduates or postgraduates. Due to the higher level of college education, our target market earns an annual income that is higher than average, at about $79,000 plus.Stella is currently distributed in 30 states which, thus leaving us with unmarked territory of the rest of the 50states. We have also found that many of our heavy users reside in the Northeast and West regions. Secondaryresearch shows that these consumers are avid sports fans and read high-end newspapers such as Los AngelesTimes and New York Times. 15
  18. 18. objectives Marketing Objectives:1. Increase market share among high end imported beer by 3 percent in one year.2. Position product in stores at eye level with more shelf space.3. Increase sales revenue by 4 percent in one year.4. Increase distribution in states that Stella is not sold in. Advertising Objectives:1. Increase the level of awareness by 70 percent.2. Position the brand as a top of mind product. 16
  19. 19. media objectives and rationaleIncrease level of awareness by 70 percent by increasing frequency of the campaign throughout the one fiscal year.Rationale 1: Initiate top of mind awareness as a premium beer among target audience.Target advertising campaign for all users of Stella Artois within Northeast and Western Census Regions.Rationale 2: Secondary research shows this is where the heavy users of Stella reside andwhere Stella is distributed. These regions contain the consumers with the high usage ofthe product.Increase reaches among 70 percent of heavy users an average of 6 times throughout one year.Rationale 3: In order to increase the level of awareness among users, we must increasethe reach.Maintain a continuous media schedule with periods of flighting during the course of a year.Rationale 4: By using a continuous media schedule with periods of flighting, we are ableto reach our target audience consistently throughout the year.Achieve 350 GRPs throughout the campaignRationale 5: By reaching 70 percent of our audience at least 6 times throughout thecampaign year, we will be able to expose the viewer to our product 17
  20. 20. media strategy1. Use a continuous print media campaign to maintain brand awareness and preference among StellaArtois heavy users. a. Target men ages 25-44 in Business and Professional Occupations.2. Concentrate weight of media usage in the third and fourth quarter of the fiscal year to lead into the summer sporting sponsorship events. a. Purchase TV sponsorships for the PGA Tour, Triple Crown, and 2010 FIFA World Cup to achievea high and sustained frequency during the third and fourth quarters. i. First Quarter: 10 percent ii. Second Quarter: 15 percent iii. Third Quarter: 20 percent iv. Fourth Quarter: 20 percent3. Use touch-point planning to increase awareness among all users of Stella Artois through promotionalactivities such as coasters, signboards, contests, and advise by bartenders and servers.4. Focus advertising to refined sporting events and media vehicles to attain and maintain an increased standing in the evoked set of choices among users. 18
  21. 21. media tactics1. Maintain continuity by running a continuous print campaign in the following magazines and newspapers:New York Magazine, Travel and Leisure, Golf Digest, Playboy, and both the New York and Los Angeles Times. a. Cost Per Thousand (CPM) and Circulation based on Business and Professional Occupations: i. New York Magazine: $2477.90 per 611,000 ii. Travel and Leisure: $293.88 per 1,832,000 iii. Golf Digest: $605.38 per 1,360,000 iv. Playboy: $719.61 per 1,223,000 v. New York Times: $92.49 per 1,079,442 vi. L.A. Times: $879.12 per 723,1812. Increase advertising frequency from 10% in the first quarter to a sustained 20% in the third and fourth quarters through the sponsorship of the following sporting events: PGA Tour, Triple Crown, and 2010 FIFAWorld Cup. a. First Quarter: Will run only print advertisements in the four defined magazines during this period to maintain continuity in advertising. b. Second Quarter: Advertising frequency will be increased from 10 to 15% during this quarter by theintroduction of newspaper advertisements in the New York and Los Angeles Times. c. Third and Fourth Quarters: Frequency of advertisements will be increased from 15% in the secondquarter to a sustained 20% in the third and fourth quarters by the introduction of Television and Internetadvertisements, Sporting Event Sponsorships, and Promotional Activities. i. Television advertising will appear on ESPN during late evening ( 7-11 p.m.), beginning in Juneand running through August to maximize exposure. 1. CPM: $116.89 per 472,000 ii. Internet advertisements provided through by the sponsorship of Scoreboardadvertising for selected sporting events. 19
  22. 22. media tactics cont. iii. Sponsorship of sporting events will include name and logo placement of Stella Artois in andaround sporting events, to include replays and score reports brought to you by Stella Artois. iv. Promotional activities will include the distribution of posters/signboards, coasters, bartenderrecommendations, contests and providing elements of decoration for bars cafes and restaurants. 20
  23. 23. cost estimates 21
  24. 24. cost estimates cont. 22
  25. 25. cost estimates cont. 23
  26. 26. media schedule January February March April May June July August September October November DecemberNational BrandMagazinesPlayboyGolf DigestNew YorkerTravel and LeisureEventTriple CrownWorld CupPGATelevisionESPNNewspaperNew York TimesLos Angeles 24
  27. 27. contingency planWith $20 million as our budget, we will use approximately half of it for television commercials, Web advertising,newspaper and magazine advertisements. The rest, approximately $10 million, will be devoted to the sponsor-ship events. Any remaining funds will be included in the sponsorship events, allowing us to reach our target au-dience for a longer period of time. However, should there be a shortage of funds, cutting back on promotionalactivities, which accounts for $1 million, will allow us to fall back reasonably within our budget. 25
  28. 28. references(2009). Anheuser-Busch Inbev Company Profile. Retrieved from StellaAartois. Retrieved from (2009). World Draught Master. Retrieved from Ankeny, J. (2009, July 17). Molson coorsuses adeye mobile marketing for different world drinks brands. Retrieved from, K. (2001, October 15). Tapping Into The World Market. Retrieved from, BlueMoonBrewing. (2009). History. Retrieved from, Boston Beer. (2008). The Company. Retrieved from, M LLC,. (2009). Miller coors. Retrieved from, BDP. (n.d.). Goes down smooth. Retrieved from, J. T. (2006, November 20). Craft beers have big breweries thinking small., Living1.International, H. (2005). Heineken timeline. Retrieved from http://heinekeninternational.comJones, L. (Producer). (2009). Beer industry update, 2008 [Web]. Retrieved from, J. (2009, September 21). Sales of imported beers keep dropping; “no bright spots”. Retrieved from, J. (2009, August 03). Is Stella artois reaching the saturation point?. Retrieved from 26
  29. 29. references cont.MRI+ Mediamark Internet Reporter, Mediamark Research, Inc. ( Fall 2008) Fall 2008 Product Beverages.Retrieved November 17, 2009 from MRI+ Internet Reporter database.Network, Itrade. (2009, October 6). Heineken releases new website to help their customers do business moreeffectively. Retrieved from Reuters, Initials. (2009, November 12). Pricier Beer Helps AB Inbev Operating Profit. Retrieved from, M. (2009, September 27). Stella Artois, Ferrero Rocher Support Sundance Channel. Retrieved from, J. (2008, March 1). Imported beer: brews from all over the world continuetheir growth in the u.s. market. Retrieved from, J. (2009, August 17). A Beer for all seasons: halloween beer, oktoberfest beer and autumn beer. Retrievedfrom 27