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TABLE OF CONTENTS
Executive Summary............. 1 Situation Analysis................ 3-11
Australian Beer Industry Australian Beer Market Coopers Brewery
Problem Statement.............. 13 Target Audience................... 17 Communication Objectives... 21 Communication Strategy.... 25-28
Campaign Theme Major Selling Idea Appeal Executions Style Source Message Factors Message Channels
Media Strategy...................... 29-32 Communication Tactics...... 33-39
Package Label and Re-design Brand Narrative Storyboard Brand Experience
The Australian beer industry is currently experiencing relatively stagnant growth, with per capita consumption at the lowest levels since the 1950s due to factors including increasing health concerns, increasing regulation and taxing, public education campaigns, and rising competition from wine, cider and ready-to-drink spirits. Furthermore, consumer demand is shifting away from traditionally popular core lager brands, towards a wider variety of low-carbohydrate, premium, international and boutique beers. Coopers Brewery is the largest remaining Australian-owned brewery, established in 1862 by Thomas Cooper and currently operated by fifth and sixth generation Coopers. The traditional and proudly Australian-family-owned company faces major inconsistencies in brand messaging and imagery, being unable to balance its old and traditional image with that of an exciting and innovative company, and a portion of its target market is largely uneducated about differences between its range beers (lagers, ales, stouts, pilsners). The ‘Coopers Legacy’ campaign will therefore: unify all branding and messaging; increase awareness knowledge and interest of Coopers as a traditional, yet exciting, proudly Australian family-business specialized in the art of brewing beer; educate the target audience about different types of beer; and stimulate trial and repurchase to become part of the target audience’s evoked set. The campaign will target 28-40 year white-collared old males, living in densely populated metropolitan areas, who are big brand lager drinkers and uneducated about alternatives to lager. The campaign will use a brand image major selling idea, emotional appeals including nostalgia, pride, affiliation, sophistication and status, and a combination of imagery, personality symbols and dramatization in execution. Its theme will reflect the brand’s central message of a traditional, and proudly Australian, family-run brewing company, and use Coopers family members as a message source. Non-personal message channels will be used as primary media, with several personal channels used in support, utilizing a pulsing media strategy to attain a high media reach and frequency within the target audience. Issues in branding consistency will be addressed first to establish a unified brand image foundation. Awareness, knowledge and liking will then be evoked through brand narrative advertising produced for television, radio and online video, and supported by outdoor, print and interactive executions, that ties the Coopers’ company and family history to major events in Australian history through humorous and dramatized stories. Further brand engagement, education and product trial will then be encouraged through experiential public relations, sales promotion, and personal selling tools.
Australian Beer Industry
Definition of Industry
The Australian beer industry consists of firms engaged in the production, bottling/canning and distribution of lagers, ales, stouts, porters, bitters, low/no alcohol beers, and specialty beers, packaged for sale to pubs, bars, hotels, wholesale and retail alcoholic beverage distributors (Connell, 2012; Datamonitor, 2011).
The Australian beer industry is highly concentrated, having only two major brewing corporations, Foster’s Group Limited and Lion Nathan National Foods, accounting for approximately 95% of all industry revenue (Connell, 2012). In September 2009, Lion Nathan was acquired by the Japanese Kirin Holdings and, in September 2011, Foster’s Group Limited was acquired by the Anglo-American SABMiller, leaving the privatelyowned Coopers Brewery as the largest remaining Australian-owned brewery. Foster’s Group holds a 49.7% market share (Connell, 2012), owning multiple domestic brands including Victoria Bitter, the top selling beer in Australia, as well as producing and/or distributing multiple international brands. Lion Nathan holds a 41.4% market share (Connell, 2012), owning multiple domestic brands and well as producing and/or distributing several international brands including Corona, the highest selling international beer brand in Australia. Coopers Breweries holds a 3.9% market share, producing and distributing their Coopers-branded beers as well as the international brand Sapporo (Connell, 2012). The remaining 5% of the market is comprised of small, independent, and mostly privately owned, craft breweries with low market shares and low brand recognition. Distributors are a key factor to industry success, as final product must pass through liquor retailers (66.9% market share) or on-trade locations (32.3% market share) for end-consumer consumption (Datamonitor, 2011). Retail giants, Woolworths Limited and Wesfarmers Limited, own an increasing share of the Australian liquor retail market (over 45% combined) and have been leveraging their market power to introduce their own discounted private-label alternatives (Connell, 2012). Foster’s Group and Lion Nathan are forecast to significantly increase promotional activity in 2012 to arrest a decline in their core brands and battle for greater market share (Connell, 2012). Additionally, exports are expected to increase over the next five years, fuelled by increasing demand for craft beers in the USA (Connell, 2012). Furthermore, growing consumer demands for CSR and sustainability are expected to change packaging, lead to more organic and carbon-neutral products, and result in more ethical practices.
Growth Patterns within Industry
The Australian beer industry generated $5.1 billion in revenue and $826 million in profit in 2011 (Connell, 2012), and produced 1,762 million liters of beer in 2010 (Datamonitor, 2011). The market is in the mature stage of the industry lifecycle, experiencing a relatively flat growth over the past five years. Per capita consumption declined over the past few decades, falling to the lowest level since the 1950s, due to factors including an aging population, increasing health concerns, increasing regulation and taxing, public education campaigns, random breath testing and rising competition from wine, cider and ready-to-drink spirits (RTDs) (Connell, 2012). However, demand is predicted to grow over the next five years due to a better consumer environment and an increasing demand for premium beers (Datamonitor, 2011).
All promotional material for alcoholic beverages in Australia must comply with the Alcoholic Beverages Advertising Code (ABAC), which states that “alcohol advertising will be conducted in a manner which neither conflicts with nor detracts from the need for responsibility and moderation in liquor merchandising and consumption, and which does not encourage consumption by underage persons.” (ABAC, 2010). Page 5
Political Influences Economical Influences
• Federal government’s public education campaigns • Flooding throughout Australia over past several against binge drinking, drink driving and years has lead to a cooler and wetter climate over alcoholism, promoted through broadcast and print the summer months, decreasing beer demand mediums, and at major Australian events • Global consumer sentiment is fragile due to the European debt crisis and instability in the global • Heavy regulation in the retail sale of alcohol, with economy licensing for on-trade and retail locations limited trading hours and providing penalties for selling to • Resultantly, a weakened domestic consumer minors or inattention to drink driving climate is expected to generate a soft demand for beer in 2012, reducing overall revenues and • Ban on smoking in pubs, restaurants and growth in the beer industry (Connell, 2012) nightclubs has also negatively impacted demand • However, the Australian economy is anticipating for beer and spirits (Gallet & Eastman, 2007) future economic growth, potentially increasing demand for beer over the next few years • Furthermore, there is increasing demand for craft beer exports from the US market Social Influences • Australia’s growing aging population and increasing health-consciousness is reducing overall demand for beer whilst greatly increasing sales for low-carb beers • Consumers shifting demand towards wider variety of alternatives to the standard lager, increasing demand for ciders, ales, flavored and wheat beer • Environmentalism trends are raising concerns about energy and water usage, as well as waste management in production processes • Increased demand for sustainability and corporate social responsibility programs Technological Influences • Innovations in manufacturing are lowering production costs by increasing efficiency, reducing energy and water consumption and waste product, and reducing overall labor requirements • Automation is increasing precision and consistency in ingredient mixing and brewing temperatures, improving quality control and overall product quality • Furthermore, the increasing availability of new brewing technology has enabled smaller brewers to better compete in the beer industry
Australian Beer Market
Characteristics of Market
Beer demand by state is largely related to population size, with New South Wales (36.6% of population), Victoria (24.5% of population) and Queensland (20.2% of population) being the largest markets, followed by Western Australia, South Australia, Tasmania, ACT and the Northern Territory. Beer production facilities tend to be located near to their major markets due to high transportation costs (Connell, 2012). Resultantly, whilst core brands are generally available nationwide, there are state-based preferences for the more ‘local’ beers brands. Full-strength traditional beers (4.0-5.0% alcohol content), the core lager brands typically served on tap in most bars and pubs, represent 54.3% of the industry revenue – a steadily declining segment due to increasing consumer demand for a wider variety of premium, low-carb and boutique beers (Connell, 2012). Mid-strength Page 6
beers (3.0-4.0% alcohol content) represent 12.1% of industry revenue – a rapidly growing segment in the past five years, particularly in northern states (Connell, 2012). Light beers (1.0-3.0% alcohol content) represent 5.6% of industry sales – a declining segment due to shifting consumer demand towards mid-strength and low-carb beers, as well as wines, ciders and RTDs (Connell, 2012). Low-carbohydrate beers account for 8.2% of industry revenue – a quickly growing segment over the past 5 years (Connell, 2012). Premium beers, including both fullstrength premium domestic and international beers, represent 17.8% of industry revenue – the fastest growing segment in the past 5 years, primarily driven by increasing local production of international brands (Connell, 2012). Finally craft or boutique beers, high quality beers produced by small local microbreweries focusing on European and American styles not represented in the Australian market including pilsner, pale ale, porter, amber ale, dark ale and wheat beer, account for 2.0% of industry sales – a steadily increasing segment, driven by increased demand for premium beers (Connell, 2012).
Demand for alcoholic beverages is higher among households with higher disposable incomes, yet recent increases in income and living standards have shifted alcohol consumption in favor of wines and spirits. Resultantly, per capita beer consumption of beer is highest among the 18 to 30 year age group (Connell, 2012). In the evaluation of alternatives, the price and quality of beer relative to its substitutes, is a major influence on the purchase decision, with comparative prices influenced substantially by the varying levels of taxation for beer and spirits relative to wine. However, increasing disposable incomes are increasing consumer demand for the higher priced premium beers, particularly in favor of the increasing number of international beer brands entering the market (Connell, 2012). Demand is also strongly influenced by marketing activities. Government-sponsored public education campaigns are generating cultural and attitudinal changes towards alcohol consumption, and negatively affecting beer sales. However, advertising expenditure by larger brands in the market serves to both increase the size of the market and shape consumer attitudes and preferences through a process of conditioning. The market’s high concentration has seen the development of competition between the two major brewers based primarily on brand values, the advertising of higher value products, and packaging (Connell, 2012).
With a wide range of brands in the market, the following represent the standard communication strategies for international, domestic and boutique beers.
Premium International Heineken Major Selling Idea Brand image Appeal Emotional: status, respect, acceptance Execution Style Combination of humor, imagery, dramatization Media Channels YouTube, TV and cinema Theme “Open your world” - isn’t it great when all things go smoothly and fabulous James Bond theme, based on the movie The Entrance Becks Major Selling Idea Brand image Appeal Emotional: affection, recognition, acceptance Execution Style Combination of imagery, dramatization and humor Media Channels TV, outdoor, magazine Theme “Life beckons, choose wisely” - freedom, independence and uncompromising character
Premium Domestic James Boags Major Selling Idea Brand image Appeal Emotional: excitement, affection, status Execution Style Imagery Media Channels TV and Print Theme “Pure Waters” - natural Crown Lager Major Selling Idea Brand image Appeal Emotional: status, respect, recognition Execution Style Imagery Media Channels TV, print, online, outdoor Theme “Time. The 5th Ingredient” – traditional, quality
Domestic Boutique Fat Yak Major Selling Idea Brand image Appeal Emotional: excitement, involvement Execution Style Combination of humor, imagery and animation Media Channels TV, internet, outdoor, sales promotion Theme “Yak Racing Season” - zany, ‘out there’, humorous Little Creatures Major Selling Idea Brand image Appeal Emotional: happiness, joy Execution Style Combination of humor, imagery and animation Media Channels TV, online Theme “Open up a little” - somewhat hipster and artsy
Thomas Cooper established Coopers Brewery in 1862, in the then newly formed colony of South Australia, selling Coopers Sparkling Ale and Coopers Best Extra Stout – two flagship products that are still sold today. Upon his death in 1897, Thomas Cooper left the company to his four sons, and management has since been passed down through the family (Coopers, n.d.). In the late 1960s, fourth generation Coopers introduced lager to the product range, countering a decline in demand for ales and stouts. In 1977 Coopers began selling homebrew kits, steadily growing to become the world’s largest homebrew exporter. In 2000 the brewery relocated to a custom-built $100 million facility, enhancing their traditional brewing practices with modern technology. In 2005 Lion Nathan made a $420 million bid for ownership of the company that was rejected by Coopers shareholders, many of whom were members of the Cooper family (Byrom & Lehman, 2009). The company is currently run by fifth and sixth generation Coopers family members and is celebrating its 150th anniversary in May 2012.
Scope of Business
Coopers brews a range of eleven beers and produces a wide variety of homebrew kits. The company is also Australia’s largest producer of malt extract, exporting malt products to Asia and North America. Coopers products are distributed domestically by, both the company and its distribution subsidiary, Premium Beverages. Coopers makes 4.7% of its annual revenue from international exports to 26 countries internationally, and hopes to increase exports over the next five years (Connell, 2012).
Current Size, Growth & Profitability
Coopers currently holds a 3.9% share of the overall beer market, 17% of the premium beer market (leading the premium market in South Australia), and an 80% share of the homebrew market (Connell, 2012). In 2011, Coopers Brewery produced 62.9 million liters of beer (Coopers, 2011), earned $173 million in revenue, a 3.4% decrease on the previous year due to a weaker consumer environment (Connell, 2012), and $23 million in net profit, a 2.1% decline over the previous year due to heavy discounting from competitors (Connell, 2012). Furthermore in 2011 the brewery experienced continued market and volume growth in the key New South Wales and Victoria markets, with New South Wales now holding a 25% share of sales (compared to 35% share from the home-market of South Australia) (Coopers, 2012).
Coopers produce a variety of premium beers: an ale range - Coopers Sparkling Ale, Coopers Pale Ale (their flagship beer comprising 62% of their annual sales volume), Coopers Mild Ale, Coopers Dark Ale and Coopers Vintage Ale; a stout - Coopers Best Extra Stout; a pilsner -Coopers 62 Pilsner; and a lager range - Coopers Premium Lager, Coopers Premium Light, Coopers Birell Extra Light and the new low-carb Coopers Clear. They also produce 24 homebrew beer kits across four ranges: the Original Series of basic beers, the Thomas Coopers series of specialty beers, the International Series of international beers, and a ginger beer. Almost all products feature the type of beer (e.g. ale, stout, pilsner) in the product name – a more traditional naming format compared to major competitors who often forgo the beer type in both naming and advertising. Their product packaging is highly fragmented, using a variety of bottle and label types across and within ranges.
Coopers is a traditional family-owned brand with a long history in the Australian beer market. Its high quality premium beers retain traditional packaging styles and are brewed naturally through traditional fermentation methods, having a unique cloudy appearance from secondary bottle fermentation. The company uses fully recyclable packaging and ensures its production process is both energy and water efficient, sourcing most of the brewery’s energy from a natural-gas generator plant on-site and water from aquifers beneath the brewery.
Strengths • Largest Australian-owned brewery • Tradition and family values • Local power in South Australian market (albeit a small market) • CSR and sustainability programs Opportunities • Recent entry into growing low-carb larger market • Increased demand domestically for quality premium and boutique beers • Increased demand in USA for craft beers Threats • Declining domestic demand for beer in favor of wine, RTDs and cider • Power of Fosters and Lion Nathan in market, especially in distribution, advertising and promotion • Woolworths and Wesfarmers increasing control of liquor retail market Weaknesses • Losing production and distribution licensing for Grolsch and Budweiser to Fosters • Distance of brewery from major markets, increasing distribution costs and reducing availability
Producing a diverse range of beers across a variety of market segments, Coopers positions its product range towards five target markets: 1. Older Premium Beer Drinkers • 30-45 year old males • Have a higher disposable income • Appreciation for a variety of premium beers • Coopers Sparkling Ale, Coopers Premium Lager 2. Younger Premium Beer Drinkers • 30-45 year old males • Have a higher disposable income • Appreciation for a variety of premium beers • Coopers Sparkling Ale, Coopers Premium Lager 3. Younger Beer Drinkers • 18-30 year old males • Social drinkers who enjoy trying new experiences • Brand savvy, independent thinking drinkers that experiment with beer choice • More price sensitive, less brand loyal • Coopers Premium Lager, Coopers Clear, Coopers Pale Ale 4. Beer Connoisseurs • 30-45 year old males • Passionate about beer and palate flavors, appreciate a wide variety of beers • Very brand loyal • Coopers Stout, Coopers Dark Ale, Coopers Vintage Ale 5. Light Beer Drinkers • 30-45 year old males • Drink beers with lower alcohol content • Enjoy drinking light beers in outdoor situations – travelling, fishing, camping • Coopers Mild Ale, Coopers Premium Light
Coopers consumers generally view the company in a positive light as a producer of premium or ‘niche’ beers that differ from the standard lager offered by most core brands. However, consumers feel that there is limited availability of Coopers products, especially in on-trade locations, and many are largely uneducated on different types of beers beyond standard lager. Furthermore, despite the company’s history and relative size, consumers generally do not perceive the company as a true ‘Australian’ beer brand and often fail to rate the company above other smaller independent brewers in the market (particularly rating products other than the traditional ales inferior to the competition). Finally, consumers tend to find the more traditional nature of the company uninteresting compared to other more ‘exciting’ beer brand images (Byrom & Lehman, 2009).
Since Coopers offers such a wide and diverse range of beer products, the overarching communication strategy has largely focused upon increasing the market share among a broad target audience. In particular, Coopers’ broadcast and print advertising has predominately aimed at targeting younger drinkers. Throughout various campaigns, the brand has consistently utilized brand image as a major selling idea, incorporating humorous emotional appeals. The execution style has predominantly been a combination of imagery, dramatization and humor. To execute past campaigns, Coopers have implemented communication objectives through a variety of integrated marketing communication tools including advertising, public relations, sales promotion, direct marketing and interactive/internet marketing. Coopers advertise primarily through broadcast (TV), print (magazines, newspapers), outdoor and online media. As a PR initiative, Coopers runs competitions such as the ‘DIY Beer Brewing Contest’, and is highly involved in event sponsorship, particularly for local South Australian events (such as Schutzenfest, WOMAdelaide and the Kangaroo Island Cup). As a sales promotion tool, Coopers run the successful customer loyalty program, ‘The Order of Coopers’. Via interactive/internet marketing, customers can communicate with Coopers through social media pages (Twitter and Facebook) and the ‘Order of Coopers’ is run through the Coopers website. However, as Coopers attempts to appeal to such a broad range of segments, they have failed to consistently communicate their brand message and image as ‘all Australian, tradition family brewers’ through various past campaigns. Although the website, and a number of print and outdoor campaigns are in line with the company’s branding and overarching message (see Figures 1 & 2), many of the print and television campaigns have diverged from the Coopers ‘essence’. In these off-brand adverts it becomes hard to recognize that the advertised products belong to the Coopers brand (see Figures 3 & 4).
Figure 3 & 4
The situation analysis reveals a number of problems relating to the industry, market and the Coopers brand. Firstly, as Coopers is trying to appeal to consumers from many different segments of the market, the brand’s consistency in messaging, imagery and overall branding is deeply fragmented; in many of the campaigns, Coopers’ appeal as a traditional and proudly Australian-familyowned business is lost. Further to this, Coopers’ reputation could be improved, since they have not yet managed to find the balance in being an old and traditional brand, yet an exciting and innovative company. It is also apparent that awareness of the Coopers brand is strongest in South Australia, but significantly lower beyond the home state. Furthermore, a large portion of the target market lacks knowledge about the different kinds of specialty beers available and are uneducated in understanding the difference between lager, stout and ales.
Based upon three of Coopers target markets (Older Premium Beer Drinkers, Younger Premium Beer Drinkers and Younger Beer Drinkers), the campaign’s target audience profile is: • Male • 28-40 years old (middle-aged) • White-collared worker, earning a good wage, embarked on career path • Higher income household • Living in densely populated metropolitan areas (largely in NSW, VIC & QLD) • Transitioning from early adulthood to becoming more responsible adults, rediscovering themselves and the more mature side to their personality • Enjoy going to upscale bars with colleagues and friends after work • Identify with the brands they are drinking, use brands to symbolize their identity and status
This target audience is further divided into primary and secondary segments:
Primary These are big brand lager drinkers – they may be drinking local brands such as James Boag, Cascade, Crown or imported beers like Becks, Stella Artois and Heineken. This target audience is influenced by brand images and may be brand loyal, but they are less educated about alternatives to lager. This audience represents a larger portion of beer drinkers within the market. Secondary This audience is educated about alternatives to standard lager, and likely already drinks ales, ciders and/or stouts. Some within this target audience could already have brand preferences, which may be influenced by the region they are from (i.e. potentially more loyal to regional boutique or statebased brands). However they will be more open to trying new things as they are more adventurous and like to differentiate themselves from the standard lager drinker.
In response to the problem statement, and to target the identified audiences, the following communication objectives have been developed in accordance with the hierarchy of effects model:
1. Unify all Coopers branding and messaging by April 2013 2. By December 2013, increase awareness and knowledge (among the primary and secondary target audiences) of Coopers as a traditional, yet still exciting, proudly Australian family-business specialised in the art of brewing beer 3. Educate the target audience about different types of beer, and establish Coopers as the leader of the ‘specialised beer’ niche segment by December 2013 4. Become part of the evoked set and a liked/preferred brand for the primary and secondary audiences by April 2014 through stimulating trial and repurchase
The campaign’s major theme will reflect the brand’s central message – that Coopers is a traditional, and proudly Australian, family-run brewing company – by narrating key events in Australian history from the perspective of the Coopers family, from Thomas Cooper founding the company through to the current fifth and sixth generation management. Furthermore, in order to increase brand passion, the campaign will emphasize the image of Coopers as an authentic brand, specialized in the art of brewing authentic beer, for authentic people.
Major Selling Idea
Since the campaign aims to establish a memorable brand identity for Coopers, the most effective means of communicating both the message and communication objectives will be through the use of a traditional and authentic ‘brand image’.
As there is low differentiation between Coopers’ products and its competitors, it is important that the campaign to relates the brand to the target audiences’ social and psychological needs. The campaign will therefore use an emotional appeal, employing multiple emotional factors including: nostalgia, pride and affiliation, in relation to the brand’s Australian heritage and Australian culture; and sophistication and status, in relation to Coopers’ branding and position as specialist, high-end brewers.
The campaign will use a combination of execution styles. Imagery will be the primary style, as it can most effectively communicate the campaign theme and help alter the attitudes towards the brand. Further to this, Thomas Cooper and his family will be used as personality symbols, which will be combined with multiple humorous dramatizations linking Coopers’ history to that of Australia’s.
By analyzing case studies for two successful foreign brands in their own domestic markets (Jamesons Irish Whiskey and Samuel Adams Brewery), it was observed that their communication effectiveness is linked to their usage of historical characters as a message source. As the ‘family’ metaphor is an essential element of the Coopers brand, it would be logical to leverage the opportunity to use members of the Cooper family as the primary communication source. The founder, Thomas Cooper will front the campaign in both print and broadcast advertisements, as his story can be intertwined well with the company’s ‘Australian heritage’ story. Yet, it is important not to neglect the remaining five generations of management, as they too can serve a role in communicating the Coopers’ story. By establishing the connection with the brand and the generations of Cooper family management, current owners Tim and Glenn Cooper will also be featured as communication sources in supporting IMC promotional tools (such as PR). Furthermore, iconic Australian brands such as Dick Smith, Sanitarium and Vegemite arouse a sense of pride among Australians, which leads to strong brand identification among domestic consumers (Readers Digest, Page 27
2011). Coopers has the potential to achieve this ‘Australian pride’ status through effective source usage. Thomas Cooper and his family are highly credible due their strong ties to the brand (skillful, knowledgeable, experienced, believable), and have potential to become highly attractive, in both likeability and familiarity, through the use of appropriate appeals and executions. If Australians can identify themselves within this source, their increased source power will heighten consumer compliance to brand messaging.
The messages delivered throughout this campaign will incorporate both visual and verbal elements, which will help facilitate storytelling (i.e. communicating the Coopers story with audiences). Furthermore, these messages will most likely be one-sided and close-ended. Since both the product and the non-personal communication channels are relatively low-involvement, use of peripheral cues will help drive attitude change. As the campaign message is distinct when compared with competitor messages, and appropriate execution styles will be used, the campaign will be able to cut through the clutter in relation to competing brands in the market.
The campaign for Coopers will use non-personal message channels as primary media, with several personal channels in support. Channels will be selected based upon their popularity and relevance to the Coopers’ target audience. Furthermore, higher-end channels have been selected in order to convey the quality of the brand, in particular in regard to print, PR and retail channels.
The communication objectives of the campaign seek to change brand attitudes and make Coopers part of the evoked set by stimulating trial and repurchase; therefore a high media reach and frequency within the target audience is required. In order to secure high reach and high frequency for this campaign among the target audience, media will be used in the most populated metropolitan cities in New South Wales (including the ACT), Victoria and Queensland, as well as the home market of South Australia. Once the campaign has been established in these higher populated states, it will spread through metropolitan areas in the remaining Australian states. This shall be accomplished through the use of a broad variety of media channels: Primary Media Chnnels Television Details Free-to-air Channels • Channel Seven (shows popular among the target audience include: Criminal Minds and How I Met your Mother) • Channel Nine (shows popular among the target audience include: The Big Bang Theory, Top Gear, Underbelly and Two and a Half Men) • Network Ten (shows popular among the target audience include: Masterchef) • One HD (with a variety of sporting programs) Cable Channels: • The Comedy Channel • Sporting channels (i.e. ESPN, Fox Sports 1/2/3, Fox Footy, Eurosportsnews) • The Discovery Channel Advertising before movies that appeal to Coopers primary and secondary target audiences in metropolitan cities Leading radio stations among the target audience include: • • • • • Newspapers South Australia: 5AA, Triple M Queensland: 4BH, B105, Nova Victoria: 3AW, Triple M, Gold FM New South Wales: 2UE, Triple M, 2Day Advertising will also be placed with regional stations with a large number of Coopers’ target audience
• The Australian • The Financial Times • Leading state newspapers (The Courier-Mail, The Age, The Sydney Morning Herald, The Adelaide Advertiser, The Canberra Times) • Airline in-flight magazines (i.e. Qantas Magazine) • American Express Magazine • Sporting magazines (Golf Australia, Yachting Magazine, Prestige Cars and Fishing World) • GQ • Money Magazine • Newsweek • Australian Geographic • R.M Williams Outback Dining and Outback Magazine Page 31
Secondary Media Chnnels Internet Outdoor Public Relations
Details • Online versions of the above mentioned magazines and newspapers • YouTube channels • Billboards (in densely populated areas) • • • • Event sponsorship Media relations Partnerships Stakeholder relations
POS Product Placement
• In retail outlets • Televised programs (e.g. MasterChef “cooking with Coopers”)
A pulsing media strategy will be adopted for the Coopers campaign, with low advertising levels maintained yearround and peaking levels during major selling periods, such as summer or major Australian events (i.e. public holidays and sporting events that tie well into the Coopers story). A pulsing strategy, with year-round continual exposure to brand communication, will be most effective in achieving the campaign’s awareness, attitude change and preference communication objectives.
Package and Label Re-design
Before implementing any IMC tactics, it is important to address issues in branding consistency and establish a unified brand image as a foundation for the entire campaign, thereby achieving the first communication objective. Although the labeling and packaging for the ale range and stout is consistent with the brand image, evoking a traditional and classic sentiment, it does not reflect a ‘premium’ quality. Furthermore, whilst the labeling and packaging of Coopers’ lager range, the 62 Pilsner and Coopers Clear is consistent with that of the product segment, these products are completely devoid of any resemblance to the Coopers brand. It is apparent that for all products outside of their ale and the stout range, the company has matched the labeling and packaging to product segment norms rather than stay true to their brand identity. Such a move compromises the overall brand integrity, hindering consumers’ ability to understand what the Coopers brand represents. In order to be perceived as a producer of premium beer, and a leader in the boutique segment, Coopers’ product labels and packaging design must be upgraded to represent the brand’s prestigious, yet traditional, image. Further to this, is it important that Coopers’ logo’s size, color and positioning is consistent across the label and packaging across the entire range. Therefore, the colour-coded label and packaging currently used by ales and stout, which is already somewhat consistent with the brand image, will be enhanced and applied to the entire Coopers range. Aspects of the original design, such as the clear bottle for Coopers Clear and the green embossed bottle for 62 Pilsner, will still be retained for certain products in order to retain their product segment integration, however these products designs will still be consistent with the entire Coopers product range.
A brand narrative will be created that ties the Coopers’ company and family history to major events in Australian history. Such events may include: • • • • • • • Establishment of Coopers Brewery (1862) First Ashes cricket match, Australia defeats England (1887) Federation of Australia (1901) First Australian Open held (1905) Establishment of the “six o’clock swill”, with hotels forced to stop serving alcohol at 6pm (1916) Legendary horse, Phar Lap, wins his first Melbourne Cup (1930) Sydney to Hobart boat race first held (1945)
Humorous and dramatized stories will be created for each of these key Australian events, linking the Cooper family members of the era (and related elements of company/product history) to the incidents unfolding, with each tale narrated by Thomas Cooper, the campaigns primary storyteller. Tales will be produced into 30-second television commercials (see Sample Storyboard), 15-30 second radio spots and online videos, and supported by related outdoor and print executions. Furthermore, in following the pulsing schedule, each tale will be broadcast or printed during the time leading up to these significant Australian dates (i.e. Australia Day or the Melbourne Cup). Additionally, communication of the brand narrative will be supported on interactive channels such the Coopers website and social media. For example, the Facebook timeline feature is a perfect platform to communicate key dates in both Australian and Coopers history through the brand narrative, enabling information and videos to be posted to the exact dates in history. Furthermore, a Thomas Cooper account will be established on Twitter, tweeting in character on topics including elements of the brand narrative, types of beer, company news, and home-brewing tips. Overall, these advertising tactics will increase the target audiences’ awareness, knowledge and liking of Coopers’ image as a traditional, and proudly Australian, family-run brewery, whilst also serving to educate people about the different types of Coopers’ beer. Page 35
Voiceover (Yorkshire Accent):
In the summer of 1862 we’d moved to a little place I’d built outside of the Adelaide colony…
…it’d been a hot summer and my dear Elsie had come down with something nasty…
…so I had put together some equipment in the shed and was perfecting a fine ale as a tonic to get Elsie back on her feet again…
…only trouble was, I couldn’t get the carbonation right…
…so one afternoon I upped the pressure…
…and blew the shed to kingdom come!
Mind you, that beer were bloody good, and the explosion sure got people talking…
…before long everyone were lining up to try a little of Thomas Cooper’s Sparkling Ale.
In order to stimulate preference, trial and repurchase by the target audience, various brand experiences will be created using public relations, sales promotion, and personal selling tools. So as to maintain unity across the entire campaign, elements of the brand narrative will be implemented across each of these IMC ‘touch points’. A branded Coopers stand will be installed, where possible, at larger alcohol retailers, with trained representatives offering consumers samples of different Coopers beers and educating participants on both the differences between the types of beer and elements of the overall brand narrative. In smaller retail locations, or where personal selling is not possible, a point-of-sale device will explain the difference between the different beers in the Coopers range. Furthermore, in both situations, consumers will be encouraged to ‘pick-and-mix’ six beers from the Coopers range, at a set discounted price, through the provision of branded six-pack foldout cardboard cartons. Sponsorship will be sought for Australian events that relate to the tales in the Coopers brand narrative (e.g. Melbourne Cup, Australian Open). Where a physical presence is possible (e.g. outside the stadium at The Ashes), a Coopers branded marquee will offer information about the events’ history, linking the event back to the brand narrative, as well as offering product sampling and purchase opportunities similar to those for retail outlets. Furthermore, the availability of Coopers products will be increased through the establishment of partnerships with higher-end Australian airlines (e.g. Qantas, Virgin Australia), ensuring that Coopers is available to business class passengers both onboard and in airline lounges, and sales promotions to social and sporting clubs (e.g. cricket, yachting and golf clubs), to encourage the sale of Coopers beer in clubhouse bars. Finally, the Coopers Brewery Tour will be updated to reflect elements of the brand narrative, and a partnership will be formed with the South Australian Tourism Commission to further promote the brewery (and elements of its brand narrative) as a recommended tourist spot and an important part of the state’s history. Overall, these experiential tactics will encourage the target audience to engage with the brand, try new products and educate themselves about their preferred tastes, whilst increasing consumer awareness, knowledge and liking of Coopers’ brand image.
IMC Channel Promotional Tool Advertising TV TV Cinemas Radio Outdoor Print Print Internet Internet Internet Interactive/ Internet Marketing Sales Promotion Internet Facebook Twitter Website Point of Sale Point of Sale On-trade Personal Selling Public Relations Major Retail Outlets Events Events Media Relations Stakeholder relations Stakeholder relations Stakeholder relations Stakeholder relations
Objectives achieved 2, 3 2, 3 2, 3 2, 3 2 2 2 2, 3 2, 3 2, 3 2, 3 2, 3 2, 3 2, 3 2, 3 2, 3 4 2, 3, 4 2 2, 3, 4 2 2, 4 2 2, 3 4
30 second brand narrative Product placement 60 second brand narrative/storytelling 15-30 second advertisements Billboards in congested, metropolitan areas Full-page, full color magazine advertisements supporting the brand narrative Quarter page newspaper advertisements supporting the brand narrative Dynamic roll-out ads with videos on online channels, such as YouTube Create YouTube channel for the Coopers brand Combine all Coopers brand narrative stories to create a chronological mini-movie YouTube brand narrative advertisements Brand page, using timeline function Thomas Cooper twitter account Linking the entire campaign and brand narrative through the website Educating target audience about different types of Coopers beer ‘Pick and mix’ six-pack beers Sales promotions to encourage distribution through sporting clubs Coopers branded stands offering customer samples of different types of Coopers beer, whilst encouraging to ‘pick and mix’ General sponsorship of major Australian events Physical presence of a Coopers stand at the events the brand is sponsoring Press releases and media conference to announce new campaign Partner with Qantas and Virigin airlines to ensure that Coopers is available in Business class and airline lounges Partnering with South Australian tourism body to promote the brewery tour Upgrading the brewery tour to include new elements of the brand narrative Sponsoring sporting clubs that take advantage of sales promotions by stocking Coopers products
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