1. AB FAB
Fall 2009
Annie Ali
Kiara Smith
Caitlin Bogan
Jeff Chandler
Diana Howell
Grant Nolen
Brian Wilimzig
2. Table of Contents
1. Executive Summary
2. Company Analysis
3. Market Analysis
4. Product Analysis
5. Competitive Analysis
6. Consumer Analysis
7. SWOT Analysis
8. Main Research Findings From Survey Conducted
9. Key Selling Idea
10. Target Market Profile
11. Marketing and Communication Objectives
12. Media Objectives and Rationale
13. Media Strategy
14. Media Tactics
15. Cost Estimates
16. Media Schedule
17. Contingency Plan
18. References
3. Executive Summary
With a budget of $20 million, we here at AB Fab have developed a media plan with the goal
of increasing brand awareness and preference of our client, Stella Artois. With a target market
consisting of men in business and professional occupations ages, 25-54 we have attempted to
reach an audience of approximately 62 million. Our primary research consisted of an Internet
survey, which generated a total of 59 respondents, further supporting our target market
selection. We developed our media plan around the continuous scheduling of media, which
will consist of print, television, Internet, Sporting Event Sponsorships, and varied Promotional
Activities.
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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 over
130 countries worldwide. Starting out with humble beginnings as InterBrew in 1366 out of
Louvain, Belgium, the company acquired AmBev, a Brazilian brewing company, in 2004 and
changed 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 to
include the initials of its new conglomerate, now known as, AB InBev. With their new name and
extensive line of brews came greater success; AB InBev is now the largest distributor of brew
on 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. Even
with all of these areas of operation, it wasn’t until recently that the merge with Anheuser-Busch
gave AB InBev a substantial presence within the United States; which happens to be the largest
consumer of beer in the world.
In addition to reigning supreme in sales and selections of beer, AB InBev also hold shares
in Mexico’s leading brewery Modelo, the owner of the Corona brand, as well as the Chinese
brewer, Tsingtao, China’s best-selling premium beer.
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5. market analysis
Economic Situation:
The ongoing recession, though weighing heavy on several consumer industries, appears to offer
a favorable environment for the marketing of alcoholic beverages. Consideration must be given
to recent unfavorable exchange rates of the U.S. dollar, which have led to the rising prices of
imported brands, thus making competition fiercer with domestic branded products. The Nielsen
Co. 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 clubs
and other stores. Consumer responses from the Nielsen report indicated that more than 80 percent
of consumers are spending the same amount or more on alcoholic beverages compared to previous
years. Danny Brager, Vice President of Client Service in Beverage Alcohol, of the Nielsen Company
quotes, “Alcoholic beverages are withstanding the economic slowdown very well, compared to other
categories that might be considered indulgent or non-necessities. To many consumers, alcoholic
beverages are an affordable luxury.”
Revenue:
In regards to brand performance, improvement was made during 2008 in the U.S., building on a
sophisticated image that allows the brand to be displayed alongside wine products. In 2008, the
brewing 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 taxes
along with other sales taxes are generated by the brewing industry annually. Since 2007, there has
been a $1.4 million increase in the retail sale of beer alone in the U.S., contrasted with a $2.5 million
decrease 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 and
Heineken significantly.
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6. market analysis cont.
Distribution:
Stella Artois is distributed as one of AB-InBev’s three global brands that reaches over 80 different
countries worldwide. Stella Artois is currently distributed to 30 of the 50 U.S. states, a large increase
since its discovery in 2005. Stella Artois initially received its reputation in New York as a hipster
brand. Dubbed “the new Heineken”, Stella quickly gained market share (McWilliams, 2009).
Aggressive marketing increased points of distribution, and the introduction of 12-packs propelled
Stella Artois forward in the import beer market since the merger between A-B and Inbev. Recent
market activity has suggested that Stella Artois is quickly reaching its distribution saturation mark
(DPSM).
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7. product analysis
Stella Artois provides consumers with a taste incomparable to other imported beers. Created in
Leuven, Belgium, Stella Artois is one of InBev’s flagship brands. InBev has a long history of brewing
dating back to the late fourteenth century. The company made its first appearance in 1926, initially
introduced as a limited-edition beer for the Christmas season. It was such an immediate success that
it was produced year round, and now Stella Artois has matured beyond a seasonal beer into one of
InBev’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 finest
natural ingredients, to include the famed Saaz hops. The name “Stella” was chosen after the Latin
word for “star”, describing the beers sparkly appearance. “Artois” derives from Sebastian Artois, who
in 1708 achieved the title of master brewer of the “Den Hoorn” brewery. The “Den Hoorn” brewery
was later passed down to Sebastian’s son and grandson, making the name “Artois” synonymous with
the city of Leuven and its brewery.
To this day, Stella prides itself with providing a premium, sophisticated lager to its consumers. Coined
as 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 current
logo design and bottle shape in 1988, replacing the 1960 design. The Anno 1366 on the logo refers to
the origin of brewing in the city of Leuven. The label also shows medals for excellence awarded to the
brewery 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 dropped
their long time advertising slogan of “reassuringly expensive” and avoid using the word “Stella” in
advertisements. This has been linked to the beer’s perceived connection with aggression and binge
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8. product analysis cont.
drinking in the UK, where its nickname is “wife beater” due to its high alcohol content. A new brand
of lower strength beer is now being marketed in the UK to contradict the false image coupled with
the lager. Along with advertisements, Stella Artois has had an extensive association with film since
1994, sponsoring such film festivals as Cannes and Sundance. Stella Artois has even made such an
impression 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 Man
Shops Globe, an eight part series that premiered October 7th on Sundance Channel. The campaign
includes print, on-air, online and outdoor ad components, in addition to in-store events at select
Anthropologie locations throughout the U.S. and a national consumer sweepstakes. Stella Artois
will also be featured in custom show opens and closes, tagged tune-in spots, and animated “You’re
Watching” billboards. Sarah Barnett, executive vice president and general manager of Sundance
Channel, said the positioning of the upscale beer and chocolatier exemplify the service’s 360-degree
marketing integration with its partners. “Like Sundance Channel, Stella Artois and Ferrero Rocher
each have a distinctive, creative brand,” she said. “This campaign, we believe, elegantly reflects the
passions of those brands and their consumers” (Reynolds, 2009). With strides such as these, it is only
a matter of time before Stella Artois becomes a household beer in the American culture.
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9. competitive analysis
One of Stella Artois competitors in the beer industry is Heineken. Heineken began as an international
brewery 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 brewery
only uses the “Heineken” name, making it easier for the consumer to distinguish their product versus other
products using several other names. Heineken also strives for excellent customer service. Importing is an
important 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 with
acknowledging the needs of the distributors.
Most companies are well aware that advertising is the key ingredient in promoting their product. On
October 6, 2009, Heineken announced a website, implemented to help UK customers get the most satisfaction
of their experience with the products. It has allowed customers to contact customer service directly to
make any comments concerning Heineken, as well as to purchase their beer online. Also, in 2008 Heineken
produced their most infamous commercial that drew a lot of attention during Super Bowl. The commercial
showed ladies yelling in excitement over a huge walk-in-closet with lots of shoes, clothes, etc. Then in the next
room, 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 after
year. 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 history
originating in Boston, and founded in 1984, making them a newer beer on the market. The downfall to newer
beers is that they must compete with other brands that have been established for many years. Samuel Adams
is fairly cheaper compared to Stella Artois. A 12-pack of bottled beer will cost the consumer an average
price of $11.99. This figure is at least $1.00 cheaper compared to Heineken, and $3.00 cheaper than Stella
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10. competitive analysis cont.
Artois, depending on where it is purchased. Consumers can usually recognize or are familiar with the name
Samuel Adams or The Boston Beer Company; they are also familiar with the Hardcore Cider Company
and The Twisted Tea Brewery Company. The name Samuel Adams refers to a patriot of Boston during the
revolutionary 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 service
or email questions directly. They have also implemented a list of the most frequently asked questions and
answers. One downfall to Samuel Adams is that they do not ship internationally, leaving out a broader base
of international consumers worldwide.
An important part of Samuel Adams is their participation in the Oktoberfest. This is one way for
them 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 a
beer glass that elevates the craft beer drinking experience” (www.samueladams.com, about us). In their ad
to 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 different
types 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 and
operated by company name, Molson Coors who is responsible for over 40 plus brands, making them a leader
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11. competitive analysis cont.
in the beer industry.
One is able to attain customer service by simply logging on to the Blue Moon website and emailing
comments he/she may have. Or one may even call their 1-800 number listed, which in turn would give one
the fastest feedback. This is a convenient opportunity for the consumer to get questions answered in a timely
manner; 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 their
products. The most recent event attracting many business owners is the use of mobile marketing by a company
called Adeye. The use of Bluetooth and a Java application have been implemented in targeting customers that
go to pubs. The customer can download the application and get up-to-date information and advertisements
directly from his/her phone. However, the downfall to this promotion is that it only targets business owners
and 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 not
have this. Furthermore, Blue Moon has been marketed to stand as a beer on its own, avoiding television
advertisements and unnecessary marketing. They believe in the fact that word of mouth has been a success in
promoting their product.
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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. Beer
drinkers age 25-34 are eighty-one percent more likely to drink Stella than other consumers in the projected
population. Those between the ages 35-44 were eighteen percent more likely than the projected population
to 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 college
graduates, 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 of
their projected population of 2.368 million had purchased Stella in the last 6 months. Stella drinkers also
tend to come from a professional background: 30.2 percent of the projected population (1.273 million) for
Professional and related occupations had purchased Stella Artois in the last 6 months and are 121 percent
more likely to be consumers of Stella Artois. The second largest consumer based by occupation was the
category 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. The
largest consumers of Stella Artois also seem to come from a higher income; According to the MRI data, Stella
users earn anywhere from $75, 000-$150,000 or $150,000 plus. Of the projected population of 1.613 million
consumers who made between $75,000-$150,000 a year, 38.3 percent had purchased Stella Artois in the last
6 months and are 42 percent more likely to buy Stella than the rest of the population. Out of the projected
consumer population of 1.018 million that made $150,000.00 plus, it was found that 24.3 percent of the
projected population had purchased Stella in the last six months and were 139 times more like to purchase
Stella than the rest of the population.
The typical Stella consumer is most often well educated with at least a college degree, if not a Masters
Degree 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.
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13. s.w.o.t. analysis
Strengths Weaknesses
High-End (Premium) European Import/Classic Expensive in comparison to other similar beers
Belgian Lager Commercials seldom in rotation limiting brand
Attractively packaged awareness
Number 1 selling Belgian Beer in the World Poor reputation among European customer base
Member of AB-InBev with a extensive global has potential to affect North American Market
distribution network High cost discourages potential consumers
Defined and influential niche market Only distributed to 30 of 50 U.S. States
Opportunities Threats
Large customer base for import beer Decline in US Economy
Increase distribution to rest of North America Unfavorable exchange rates to US Dollar
and US Territories Availability and market saturation with compa-
rable imported and craft beer alternatives
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16. key selling idea
Stella Artois is a premium, high-end beer that attracts the consumer
by its packaging. Stella’s attractive packaging not only serves as a good
attention grabber, but also exudes a sophistication that is highly desirable
among its niche audience. Stella primarily targets men ages 25-44 in
business and professional related occupations. When consumers choose
Stella, they select it for its quality. A little concern is given to the price of
Stella; however, the quality surpasses the price, thus, leaving the consumer
with a feeling of satisfaction, not provided by other imported beers.
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17. target market profile
Based 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 taste
and 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 beers
to domestic, 59% of our audience claimed to have heard of Stella Artois. We chose to target ages 25-44 as
more of our respondents were between the ages of 21-30, with some ranging between 31-45. The secondary
research 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 domestic
beer. 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 either
college 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 50
states. We have also found that many of our heavy users reside in the Northeast and West regions. Secondary
research shows that these consumers are avid sports fans and read high-end newspapers such as Los Angeles
Times and New York Times.
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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.
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19. media objectives
and rationale
Increase 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 and
where Stella is distributed. These regions contain the consumers with the high usage of
the 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 increase
the 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 able
to reach our target audience consistently throughout the year.
Achieve 350 GRPs throughout the campaign
Rationale 5: By reaching 70 percent of our audience at least 6 times throughout the
campaign year, we will be able to expose the viewer to our product
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20. media strategy
1. Use a continuous print media campaign to maintain brand awareness and preference among Stella
Artois 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 achieve
a 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 percent
3. Use touch-point planning to increase awareness among all users of Stella Artois through promotional
activities 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.
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21. media tactics
1. 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 723,181
2. 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 FIFA
World 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 the
introduction 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 second
quarter to a sustained 20% in the third and fourth quarters by the introduction of Television and Internet
advertisements, Sporting Event Sponsorships, and Promotional Activities.
i. Television advertising will appear on ESPN during late evening ( 7-11 p.m.), beginning in June
and running through August to maximize exposure.
1. CPM: $116.89 per 472,000
ii. Internet advertisements provided through CBSSports.com by the sponsorship of Scoreboard
advertising for selected sporting events.
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22. media tactics cont.
iii. Sponsorship of sporting events will include name and logo placement of Stella Artois in and
around 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, bartender
recommendations, contests and providing elements of decoration for bars cafes and restaurants.
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26. media schedule
January February March April May June July August September October November December
National Brand
Magazines
Playboy
Golf Digest
New Yorker
Travel and Leisure
Event
Triple Crown
World Cup
PGA
Television
ESPN
Newspaper
New York Times
Los Angeles Times
Internet
CBSSports.com
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27. contingency plan
With $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 promotional
activities, which accounts for $1 million, will allow us to fall back reasonably within our budget.
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