Coors Marketing Plan 2


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Coors Marketing Plan 2

  1. 1. Coors Brewing Company Marketing Plan Tim Paterson
  2. 2. Coors Brewing Summary <ul><li>1873- Adolph Coors opens the brewery in Golden, Colorado. </li></ul><ul><li>2007 sales $6.2 billion </li></ul><ul><li>9700 employees as of 2007 </li></ul><ul><li>#392 in the Fortune 500 </li></ul><ul><li>In 2008 the MillerCoors join-venture was formed </li></ul>
  3. 3. SWOT Analysis <ul><li>Strengths </li></ul><ul><li>Strategic alliance with the NFL and NASCAR </li></ul><ul><li>Recent merger with Miller Brewing Company to for MillerCoors </li></ul><ul><li>Variety of specific brands: Keystone, Killian’s, Blue Moon, Molson, Zima </li></ul><ul><li>Innovative can and bottle design (frost brew liner, can vent) </li></ul>
  4. 4. SWOT Analysis <ul><li>Weaknesses </li></ul><ul><li>Few brewing sites </li></ul><ul><li>Union worker dispute </li></ul><ul><li>EEO accusations </li></ul>
  5. 5. SWOT Analysis <ul><li>Opportunities </li></ul><ul><li>Growing number of sponsorships </li></ul><ul><li>Merchandise </li></ul><ul><li>Loyal customer base </li></ul>
  6. 6. SWOT Analysis <ul><li>Threats </li></ul><ul><li>Competition (Budweiser) </li></ul><ul><li>Growing import market </li></ul><ul><li>Changing market trends </li></ul>
  7. 7. Market targets and Objectives <ul><li>Product </li></ul><ul><li>Placing a variety of products in domestic as well as foreign markets </li></ul><ul><li>Catering to different tastes and styles of consumers </li></ul><ul><li>Distinguish its own products from that of the competition </li></ul>
  8. 8. Market targets and Objectives <ul><li>Price </li></ul><ul><li>Lower, competitive prices </li></ul><ul><li>Different prices for different brands </li></ul><ul><li>Price levels: Keystone, Coors, Blue Moon </li></ul>
  9. 9. Market targets and Objectives <ul><li>Distribution </li></ul><ul><li>International placement </li></ul><ul><li>Specific beers for specific areas </li></ul><ul><li>6 packs, 40 oz bottles, 12 packs, 24 packs </li></ul><ul><li>Blue moon’s seasonal brews </li></ul><ul><li>(Pale moon, Full moon, Rising moon, Honey moon, Harvest moon) </li></ul>
  10. 10. Market targets and Objectives <ul><li>Promotion </li></ul><ul><li>Memorable commercials </li></ul><ul><li>NASCAR sponsorship </li></ul><ul><li>Alcohol responsibility, environmental responsibility, personal responsibility </li></ul><ul><li>4% water and energy reduction across the enterprise </li></ul>
  11. 11. Positioning Statement <ul><li>Coors sees itself as being a socially responsible and well rounded company. They take pride in their American history and market themselves to other proud Americans. Coors and all its products are seen as being high quality while affordable if not priced more competitively. However, some individuals look for beer price while others look for a name with respected quality. Coors looks to improve its product delivery. For instance; the wide mouth cans, frost brew liner, cold activated bottles. Main competition was coming from Miller and Budweiser. Now, with the creation of MillerCoors the competition has been reduced to Budweiser, whom is the #1 Domestic American beer company. Coors overseas competition is dealt with by the specific production of lesser known but marketable beer. Budweiser and Coors alike do not make an extensive variety of well known beer but they do stick to their guns and create consistent products. </li></ul>
  12. 12. Product Strategy <ul><li>Coors indefinitely sells more Coors Light than Coors Original. Light beer in general seems to be more of a trend right now. </li></ul><ul><li>Blue Moon is looked upon as more of an import, being that it is a Belgian White Ale. Blue moon is growing in popularity and is becoming a familiar entity to be seen on draft in bars. </li></ul><ul><li>Keystone Light, Ice, and Premium are all lower in price than other Coors products and seem to be marketed to a younger market looking to save money and sacrifice taste </li></ul>
  13. 13. Price Strategy <ul><li>Coors Light can be found more readily than Coors Original and is generally priced lower and in more of a uniform manner around the country. </li></ul><ul><li>Coors itself doesn’t mention price in any advertising, they choose to promote the taste and quality of its products. </li></ul><ul><li>Keystone brands are the cheapest, Coors light is in the middle, and Blue Moon is the most expensive. </li></ul>
  14. 14. Distribution Strategy <ul><li>Coors light is marketed widely and can be found in nearly all restaurants, bars, and convenience stores. </li></ul><ul><li>Coors products are delivered via independent distributors (L.T. Verrastro) </li></ul>
  15. 15. Promotion Strategy <ul><li>In terms of personal selling, the beer sells itself. Customers remain loyal and don’t leave it to the company to push itself upon them. </li></ul><ul><li>Advertising is massive. Commercials, billboards, free merchandise are all used heavily to get the brand name out in public. </li></ul><ul><li>Sales aren’t much of a factor though, prices remain the same and rarely, if ever, will you see a sale for any beer products. </li></ul>
  16. 16. Promotion Strategy <ul><li>Coors looks to reduce water and energy consumption by 4% in 2008 alone. They promote responsible use of their products, and look to be more environmentally friendly in its operating areas and abroad. </li></ul>
  17. 17. Marketing Research <ul><li>Research would suggest that Light beer is very popular and premium beer has taken a back seat. Imports are also very popular. Coors should be able to gather information to see where they can appeal to the import beer drinkers. Another problem is the ease of purchase for minors, Coors believes in the responsibility of consumption and prohibition of sales to minors. But, then again Coors does not sell directly to the public. </li></ul>
  18. 18. Coordination with other Business Functions <ul><li>Research and marketing departments are necessary to find the demographic that is purchasing the Coors products and how to cater to their wants and needs. </li></ul><ul><li>Advertising has to keep pace with the other companies and ensure that the brand does not lose its market share or become confused with similar products. </li></ul>
  19. 19. Sources <ul><li> </li></ul><ul><li> </li></ul><ul><li> </li></ul>