Coors Light

The author chooses t0 write the report about Anheuser-Busch’s Bud Light because it is the best-selling beer in the world. In this report the author has outlined in detail the current status by using the SWOT and PESTLE analysis of the company Anheuser-Busch

2. MMBC is ignoring the shift in the consumer segment for beer companies. 21-27 year olds are spending more on liquor and most have not yet developed brand preference.

“Do the Dew!” This was a long time tag line for the Mountain Dew brand. In 1995 marketing managers for Mountain Dew realized the tag line had lost consumer interests, understanding this they changed the direction of the creative. Though the creative changed, the target market for Mountain Dew remained in line. Mountain Dew’s ad campaign between 1995 and 1999 did not fare extremely well. PepsiCo decided that in 2000 Mountain Dew would be featured during the Super Bowl rather than Pepsi. This was an enormous feat, as the Super Bowl had been an influential event for advertisers for decades. It was already October 1999 for the marketing executives and decisions had to be made to get the

By 1980 Anheuser-Busch, Miller Brewing, Pabst, and Stroh’s were the main four that made up nearly 80% of the market. By the mid-nineties it was down to three major players: Coors, Miller, and Anheuser-Busch. The beer industry includes packaging manufacturers, shipping companies, agriculture, and other businesses who depend on brewing. The American brewing industry employs approximately 1.66 million Americans today. There are generally three tiers of beer suppliers in the United States: domestic giants like Anheuser-Busch and Miller, importers, and craft brewers.

Wholesale price per gallon for beers has been calculated on the basis of Study I and H. From Study H we learned that Coors beer is more expensive than the Miller, Miller Lite and Budweiser. From Study I we learned that Miller, Miller Lite and Budweiser is priced at US$ 3.29 per 6-pack and the somewhat more expensive beer Michelob is priced at US$ 3.68 per 6-pack.

We must verify whether this focused strategy will highlight shared values of the middle-aged, blue-collar persona and the younger, point of entry target without alienating our current consumers. Since there is a dominant social element to our father-son scenario, we can conduct primary, qualitative research in the form of focus groups to verify that men and their sons can enjoy our product in the pub setting, and can develop an emotional bond amongst one another to Roaring Fork Beer. Our two strategies focus on Psychographic, Geographic and Demographic segmentation. Based on the association to blue-collar (psychographic), middle-aged males (demographic) in the Colorado area

Sales from restaurants—including Starbucks, Dunkin' Donuts, and McDonald's, which carry premium brews—grew at a compound annual rate of 15.2% from 2001 to 2006, as supermarket sales rose only marginally. Activist investor Nelson Peltz is pressuring Kraft to divest slow-growing Maxwell House. But Kraft vows to stick with the $1 billion-a-year brand. Another worry: Only 37% of 18- to 24-year-olds drink coffee, reports the National Coffee Assn., vs. 60% of those 40 to 59 and 74% of folks over 60. (Crown, 2007)

Brownlow could decide to proceed with the research project/ feasibility study and at the same time seeking a partnership to share in the financial, management, legal and operations responsibilities.

Throughout most of its history, the Coors Brewing Company (Coors) has been a regionalized brewer within the United States, specializing in high-quality beer through by virtue of its source water selection, stringent production standards, and cold filtered brewing approach. As the company expanded its distribution to new markets within the U.S. in attempt to gain market share, it made a strategic decision to maintain a majority of its brewing operations at its primary production facility in Golden, Colorado. This decision was based upon the desire to preserve its core production strengths through close family control. However, as the company desires to expand its market presence beyond the

The soft drink industry in the United States is a highly profitably, but competitive market. In 2000 alone, consumers on average drank 53 gallons of soft drinks per person a year. There are three major companies that hold the majority of sales in the carbonated soft drink industry in the United States. They are the Coca Cola Company with 44.1% market share, followed by The Pepsi-Cola Company with 31.4% market share, and Dr. Pepper/Seven Up, Inc. with 14.7% market share. Each company respectively has numerous brands that it sales. These top brands account for almost 73% of soft drink sales in the United States. Dr. Pepper/Seven Up, Inc. owns two of the top ten

Molson Coors is a thriving international brewing company that has nine Signature Brew drinks and 123 Special Brew drinks that ranges from non-alcoholic to alcoholic (Molson Coors Brewing Company, 2016b). They have multiple markets around the world which contributes to the success of the company in the brewing industry. This report analyzes Molson Coors’ internal and external environments which determines their position in the brewing industry. It also discusses strategies the company uses in order to be successful in their industry. Molson Coors shares the industry with its main competitors but has its own uniqueness that makes its business stand out. Molson Coors is a successful business that presents opportunities for economic growth.

Molson Coors ability to create loyal customers contributes to the company being one of the worlds largest brewery companies bringing in $5.6 billion a year in sales. The company employs 11,000 employees with 10 breweries in 3 different countries. Although the company only produces 40 brands of beer, two of them, Coors and Coors Light, were appointed top beer brands form the national customer loyalty study for three consecutive years. SABMiller, who acquired the Miller Brewing Company in 2002, produces over 200 beer brands and brews in over 60 countries. The company decided to specialize in premium brands of beer and were compensated in 2006 with a 19% increase in revenue. The company prides its self on emphasizng the fewer carbohydrates and better taste its line of beers has compared to its competitors. The company proves this with winning the Miller Light Taste Challeng, a point-of-sale taste test. Another competitor of Anheuser-Busch is Heineken NV. Heineken produces 170 beer brands and owns 115 breweries in 65 different countries with 65,648 employees. The company specializes in lagers, speciality beers, light beers, alcoholic-free beers, and soft drinks. Although competition with these companies is combative, Anheuser-Busch (ABI) continues to be the leader in brewery with higher revenues and net income. The company employs over 30,183 in 27 breweries compared to the industries average of 480

Adolph Coors company is a brewery with a long history. It was founded in 1873 and managed to make it through Prohibition by diversifying into near beer, malted milk, cement, and porcelain. Starting in 1958 the company brewed only one beer “Coors Banquet”. In 1978 when it introduced Coors Light, it only took 7 years for this light beer to become 40% of the company’s revenue building brand and to become the second best-selling light beer on the market.

Mountain Dew has been through many changes since it was introduced in 1942. It started out as a yellow-green drink in a green bottle that had a rush of citrus flavor and more sugar and caffeine than any other soft drink. During the introduction of Mountain Dew it was well known throughout the Eastern seaboard. At this time the objectives was to gain market share. Mountain Dew became popular because of the stock car racing circuit known as NASCAR. During the 1960s Mountain Dew’s objective was too continued with its heritage from where it originated and began having characters such as Willie to promote the brand. By the 1970s the Mountain Dew brand was assigned BBDO, and the objective for the ad agency was to

Red Bull is not differentiated by gender, race or income, but does position itself as young, sporty and dynamic. It is also perceived as the market leader. The brand is not associated with a type of distribution channel, but does insist on usage situations – anytime, anywhere, for any situation (see advertisement A in Appendix 1).