Drifters Beer Positioning Strategy - Essay Example

Drifter Beer Source: thebrewsite.com (2009). Marketing Plan BY YOU INFO HERE Drifter Beer – Marketing Plan Drifter’s Positioning StrategyThe two main competitors for Drifter Beer are Blue Moon and Sierra Nevada, two mid-priced to luxury-priced beer products that are currently not experiencing high brand loyalty amid higher-priced beer options. To the advantage of Drifter Beer, both competitors have low-key marketing strategies that generally consist of in-store displays and other retailer-inspired promotional tools. Neither Blue Moon nor Sierra Nevada, after a careful competitor analysis, seem to have television advertising for local markets in order to inspire brand preference among competing market segments. Because of this low-key marketing concept with both competing beer products, Drifter can outperform both using innovation with localized and broad niche marketing both in the Oregon region and across the surrounding states. Neither Blue Moon or Sierra Nevada have a solid positioning strategy among other low-cost and higher-cost competing beer products, therefore in terms of positioning, options are virtually endless. For the sake of perceptual mapping and to monitor marketing activities, especially in areas of promotion, Drifter Beer will be positioned in terms of flavor and benefit to the customer, with less focus on pricing structure. Consumer attitudes, on the perceptual map, are noted for each competing brand in relation to pricing and quality. The Brand Drifter Beer is working amid a highly competitive environment where lower-cost beer products and the main competition (Blue Moon and Sierra Nevada) saturated the convenience and grocery markets. It works among competing brands where ongoing promotional activities bring higher brand exposure, such as with brands like Coors Light that hosts different sporting events such as the Urban Flats Classic Kickoff Celebration in Orlando, Florida (Marketing Weekly News, 2009). Contests and sweepstakes are often part of their strategies for building better brand equity. Even though Drifter’s two main competitors are higher priced, more luxury-minded beer brands, sales will definitely be impacted by the buying behaviors of consumers in relation to their response to lower-cost beer brand selection marketing. Because of the current economic environment in the U.S. markets, major brands such as Miller, Pabst and Busch (also known as the economy brews) are experiencing higher sales volumes as people defect to lower-cost brands (Kesmodel, 2009). In order to drive any type of brand equity for Drifter, marketing must make the consumer believe that he needs to defect to this upscale brand simply for the sake of taste. Therefore, the marketing catch slogan that will be used for promotional purposes (and for positioning and building brand equity), will be “the taste is worth the defect”. This will be part of the brand’s major promotional strategy in an effort to create the consumer perception that Drifter Beer has better consistency and flavor that both the main competing brands and the lower cost brands that are seeing higher consumer following while consumers attempt to save money. The beer industry, as a whole, experienced a four percent drop in total sales for 2009 from 2008 (Kesmodel, 2009). Changes in buyer behavior due to pricing is something that will greatly affect the potential success of Drifter Beer and it is something that will require ongoing external analysis to monitor defection rate of consumers from high-cost beer to low-cost competing products. The target segment for Drifter Beer is generally the Caucasian male, between the ages of 25 and 31, with a stable income level approximately $50,000 and, in a best case scenario, a frequent pub-goer. In order to target this customer group, which is a niche market, research on consumer behavior will be necessary by conducting a series of focus groups with recruited respondents that fit within this desired buyer profile. The results of these focus groups will only enhance brand equity and bring Drifter Beer closer to its target market with all promotional literature. These will be flavor-oriented focus groups with the desired target groups discussing their concepts on texture, consistency and other product benefits that can be incorporated into competitive promotional materials. In-store displays and local television spots, as short-term strategy, will build stronger brand recognition and, in short time, better brand equity should the brand consider diversification or national distribution strategy. Where is Drifter now? In the Product Life Cycle, Drifter is currently in the growth stage, as it still has opportunities to capture the attention of the desired niche market groups (and mass groups for long-term strategy) and can still experience considerable sales growth with concentrated marketing. One disadvantage for Drifter is that its two main competitors, Blue Moon and Sierra Nevada, have somewhat respected brand names in similar target groups, therefore Drifter must inspire consumers to defect in order to gain market share. Especially during a time where lower cost beers are experiencing higher consumer interest, Drifter must quickly add value to the concept of flavor as a competitive tool. The growth cycle for Drifter, through promotion, can be extended for many years if the brand continues to refresh its image for changing target segment characteristics. In the Consumer Adoption Cycle, Drifter is not yet the beer of choice in the local sales markets and building recognition is the first step in total brand strategy. Drifter is currently lost amid competing and non-competing beer brands at the marketing level. In order to gain consumer interest in testing the product, incentives will be attached to printed in-store materials (for all retail partners) offering an instant discount (customer-designed for each sales market) for purchase of Drifter Beer. This will run for 45 days in the initial brand campaign. Packaging and Innovation The brand has acceptable packaging with a label that reflects a higher quality beer product. Innovation, at the marketing level, begins with a reinvention of the brand from transparency to a trusted flavor winner. Exposure is what is missing with Drifter in its current state and rather low-cost marketing tools can build the stronger brand Drifter is looking for. Fortunately, there are no service issues for Drifter Beer other than retailer competence in sales presentation. If this is a problem than in-store training to retail partners will be required by marketing teams representing Drifter. References: Marketing Weekly News. (2009). “MillerCoors, Coors light Invites Fans to Experience the Zone at the 2009 Florida Classic”. Atlanta, p.226. Kesmodel, David. (2009). “Economy Beers Give Brewers Lift in Downturn”. Wall Street Journal, New York. May 7, 2009, p.B1. Kesmodel, David. (2009). “Corporate News: US Beer Imports Lose their Fizz”. Wall Street Journal, New York. 7 11 Apr 2009, p.B5. Thebrewsite.com. (2009). “Drifter Pale Ale”. Retrieved 20 Feb 2010 at http://www.thebrewsite.com/2009/01/07/drifter-pale-ale.php Read More