Entrepreneurial Marketing Report: Elland Brewery

Leeds Beckett University ______________________________ Entrepreneurial Marketing Report ______________________________ Name: Eleanor Brogan Student ID: 33484968 ______________________________

Word Count: 3,000

Table of Contents

1.0 Executive Summary 2.0 Introduction 3.0 Entrepreneurial Marketing (EM) 3.1 EM versus Traditional Marketing (TM) 4.0 Opportunities and challenges 4.1 Analysis of the micro environment 4.1.1

Customers

4.1.2

Direct competitors

4.2 Analysis of the macro environment 4.2.1

Indirect competitors

4.2.2

Political

4.2.3

Economic

4.2.4

Social

4.2.5

Technological

4.2.6

Environmental

4.2.7

Legal

5.0 Recommendations 5.1 Brand strategy 5.2 Marketing tactics 5.2.1

Online 5.2.1.1 SMM 5.2.1.2 CRM

5.2.2

Offline

5.2.2.1 Networking 5.2.2.2 CRM 6.0 Evaluation 7.0 Bibliography 8.0 Appendices

1.0 Executive Summary This report was commissioned to examine the craft ale market, and the relevant challenges and opportunities within the sector and recommend an entrepreneurial brand strategy including both online and offline entrepreneurial marketing tactics for brand awareness of a new sub-brand for the client, Elland Brewery.

Methods of analysis include an exploration of both the micro and macro environments, looking at customers and direct competitors of Elland Brewery and indirect competitors followed by a PESTEL analysis of the craft ale market.

The research draws attention to internal aspects of: •

The competitive nature of the craft ale market both globally and around Yorkshire and breweries efforts to deliver customer experience through on-site tours, pubs and tap rooms;

•

It’s change in consumers as interest from women increases.

While also highlighting aspects of the external environment like: •

The wine and spirits markets emerging providing competition;

•

Political debates like minimum price per unit on alcohol threatening price increases;

•

The price gap between on- and off-trade leading on-trade to make cutbacks on brewers;

•

Consumers making healthier choices leading to a demand in low-alcoholic beer which provides an incentive for companies who sell the product;

•

Advances in technology developing the industries packaging and labelling options increasing competition and environmental savings;

•

Companies efforts to implement environmentally-friendly production methods to reduce wastage and optimise production for a greener industry;

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•

Measures of drinks served laws which promote responsible drinking and threaten company’s sales.

The report finds that in order for the client to target the higher-margin outlets where they will receive more for their products, the company needed to introduce a new product line where a high-end identity could be created, which is disassociated with the current brand where low-margin consumers are responsive. This need for a premium identity is due to the decline in on-trade sales where highermargin consumers typically sell from, such as bars, restaurants and hotels as well as premium stores like bottle shops, farm shops and garden centres. This decline increases competition to sell to these types of businesses in order to reach the end consumer.

Recommendations discussed include: •

Introducing a product line of low/non-alcoholic beer which remains separate from the Elland Brewery brand.

•

Updating the packaging of both the original brand and sub-brand using advances in technology.

•

Using social media marketing, cause related marketing and networking as entrepreneurial methods to market and raise awareness of the sub-brand.

Limitations of the report include how the client is limited to expansion on-site due to their current factory unit, this prevents any plans to make ‘direct sales through a brewery tap and shop facilities and maybe as a venue for private events’ as an addition to the new brand (p.3).

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2.0 Introduction This report in response to the given brief, recommends how the client, Elland Brewery can use more entrepreneurial marketing methods in order to carry out their main objectives whilst dealing with their concerns for the company. The West Yorkshire based micro-brewery have expressed their desire to retain their 'distinct brand identity’ (p. 3) as a multi-award-winning brewery ‘known and respected as brewers of traditional “Quality Yorkshire Ales”’ (p.2), however Elland Brewery are keen to ‘try new product areas, techniques and styles of brewing’ (p.4) to achieve their major objective for their marketing efforts, ‘to migrate sales from lower margin, to higher margin outlets’ (p.3). This new customer base will be targeted through the introduction of a ‘new standalone brand’ (p.4) using entrepreneurial marketing methods put in to place. This report will include a complete brand strategy for incorporating both new and existing lines whilst keeping the main objectives (attracting new customers and raising awareness of the brand) central.

This report provides definitions of both Entrepreneurial Marketing and Traditional Marketing whilst demonstrating a clear understanding of both approaches and the contrast between their characteristics and marketing activities. It will also provide a detailed evaluation of the challenges and opportunities faced by the client in the current marketplace through analysing both the macro and micro environment.

3.0 Entrepreneurial Marketing (EM) Entrepreneurship requires a number of aspects undertaken in order to create and market a distinct business.

Stokes (2000) provides an earlier definition describing EM as ‘an emphasis on adapting marketing to forms that are appropriate to small and medium-sized enterprises (SMEs), acknowledging the likely

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pivotal role of the entrepreneur in any marketing activities’. In contrast Blundel and Lockett (2011) and Bjerke and Hultman (2008) believe that entrepreneurial marketing can be used in a variety of small to large organisations and is not solely limited to small organisations as many are not entrepreneurial. However, Stokes does highlight the pivotal role of the entrepreneur when taking an entrepreneurial approach to marketing, suggesting the idea of a charismatic individual behind all decisions. Morris et al (2001) defined entrepreneurial characteristics as ‘proactive, innovative’ and ‘risk-taking’ with their first definition, however updated this which is frequently used today to define EM as a “proactive identification and exploitation of opportunities for acquiring and retaining profitable customers through innovative approaches to risk management, resource leveraging and value creation." (Morris et al, 2002) This highlights an entrepreneurs key objectives and skills set which help them remain distinct.

3.1 EM versus Traditional Marketing (TM)

Rahim et al (2015) stated that EM “cannot exist in the absence of entrepreneur”. Whilst EM is influenced by the entrepreneur’s characteristics, the consumer is equally as important for all marketing and product decisions, whereas TM is entirely ‘customer-centric focused’. The Business Dictionary defines marketing as ‘the management process through which goods and services move from concept to the customer’ through the coordination of the four elements; product, price, place and promotion (The Business Dictionary, 2018). Standard marketing textbook approaches typically developed for larger corporations fail to consider SMEs and new ventures particularities.

Entrepreneurial behaviour, traditionally linked to the SME sector are often faced by particularities such as ‘limited financial and human resources’, contrastingly to TM, usually associated with large business, their choice of marketing activities is often high priced requiring a substantial amount of money. Large businesses will use print and TV advertising where they determine a marketing plan with specific objectives and a time frame in which they need to implement these tactics.

Entrepreneurs need to think creatively in order to stand out against larger competitors, EM requires

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quantum thinking as entrepreneurs incorporate time and energy into business decisions. Many methods of entrepreneurs marketing often involve social media, using marketing as ‘for catching opportunities’ focusing on promotional techniques and word of mouth marketing which attracts customers to the business, ignoring ‘other non-promotional aspects of marketing’ which traditional marketers prioritise (Rahim et al, 2015).

EM focuses on geometrical growth, expanding their network through contacts while TM is more monetary driven, focusing on linear growth and measuring their success by looking at their sales, profits, leads and response rates. Entrepreneurs will still look at their profit returns, although will pay more attention to market share to build brand awareness.

Another variation is the amount of risk these companies shoulder in comparison to the customer.

Traditional marketers set high price margins with the assumption that consumers will pay these prices and shoulder the risks, however entrepreneurs are creating products of similar quality at around half the price. Therefore, entrepreneurial marketers are known as givers, shouldering more risks than their consumers.

4.0 Opportunities and Challenges 4.1 Analysis of the micro environment 4.1.1

Customers Elland Brewery mainly carries out business to business sales, currently selling to mostly local “real ale” pubs, sports retailers and Wetherspoons, and also customers who purchase from the brewery directly. Their main target customer is older men, interested in a traditional pint. However, results show that women drinking beer has been rapidly increasing in recent years (Herz, 2016), this presents an opportunity for the client enabling them to target

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their products to a wider audience and increase sales. This could also be a response to consumers question “Why is no one marketing craft beer to women?” (Schmitz, 2017), differentiating themselves against other brands.

4.1.2

Direct competitors There are more micro-breweries in Yorkshire than in any other region in the country, providing an extremely competitive market place for the client. With many new breweries creating a strong brand image for themselves, the client is currently not featured on Yorkshire’s Official top breweries page (Yorkshire.com, n.d.). The Black Sheep Brewery runs brewery tours and provides a bar on-site with a history dating back to 1827. This creates a challenge for the client as they are well established, providing for events like Tour de Yorkshire and Yorkshire County Cricket Club (Blacksheepbrewery.com., 2018). Scarborough microbrewery however, features a tap room where they are soon to hold a beer festival and fundraiser in July. This use for new and existing customers to attend creates an opportunity for the client (Scarborough Brewery, n.d.).

4.2 Analysis of the macro environment 4.2.1

Indirect competitors As on and off-trade volume share continues to increase, it’s not just the craft ale market which is emerging, wine and spirits are also experiencing large volume increases as the global alcohol market is predicted ‘to grow like never before by 2021’. The world’s leading beer company AB InBev has commented on how craft beer and big beer aren’t the biggest competitors as wine and spirits as proved by data reports is favoured by younger consumers.

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Millennials lack of interest could be damaging the beer industry as ‘beer already lost 10% of market share to wine and hard liquor from 2006 to 2016’ then fell by a further 1% from 2016 to 2017, ‘while both wine and spirits were unmoved’. This is a challenge for the craft ale market as brewers aim to replace wine and spirits (K. Taylor, 2017).

4.2.2

Political A political decision posing a threat is the UK current debate as to whether or not a minimum price per unit on alcohol should be set. The correlation between ‘the rise in alcohol consumption and alcohol related harms’, and ‘increasing affordability of alcoholic beverages’ in recent decades has raised the question to introduce the policy. Scotland implemented the minimum unit pricing (MUP) on 1st May 2018 (Drinkaware, 2016), it has been reported that the policy will ‘remain under review’ as the impact of its implementation on Scotland is analysed (Woodhouse, 2018),if MUP is put into effect in the UK the client would have to participate with increasing prices of products. The companies’ cheaper products would suffer higher price increases leading to a disadvantage to competitors as it is believed to have less impact on wellknown beer brands.

4.2.3

Economic A recent Mintel report has found that ‘the cheaper off-trade channel has benefitted from on-trade cutbacks’ as inflation has occurred accelerating ‘value and volume growth’ (Mintel Group Ltd, 2017). This is a challenge for the client due to their interest in targeting higher-margin outlets many which are on-trade businesses. As off-trade beer sales have surpassed on-trade, this

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makes it more difficult for brewers to sell to on-trade businesses as competition is tighter. The ‘widening price gap’ between alcohol in supermarkets compared to on-trade is a likely cause for off-trades increase in sales, this shows results of ‘increasing total alcohol consumption’ as availability is rising in the cheap off-trade market. The client could respond to this economic trend by working harder on the individuality of their beer ensuring higher-margin customers are driven to purchase (Morris, 2016).

4.2.4

Social There is an increasing demand for low- and non-alcoholic beer which creates a profitable opportunity for breweries. This is ‘a likely growing segment’ as multinational companies, Budweiser and Heineken have recently introduced this niche product. These brands recognised the gap in the market and launched their products, both successfully raising ‘it’s profile and buoy growth’ (Mintel, 2017). This is an opportunity for our client as this would successfully target higher-margin customers as ‘consumers are demanding healthier options from brands’ (Arena-international.com, 2018) and health related products create a good reputation for businesses. A CNN Money article highlights ‘another powerful incentive’ as it ‘generates 1.5 times more revenue because there's no alcohol tax to pay’ (Kottasová, 2018), therefore this opportunity would increase Elland Brewery’s financial gain whilst differentiating themselves in the industry.

4.2.5

Technological Advances in technology have provided opportunities for the brewing industry (GlobalData PLC, 2017) to enhance packaging and labelling with the potential

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to create impact on brands success or failure (TGW International, 2017).

Many craft beer brands favour using cans to package their beer due to its ‘inherent durability as an ideal fit for consumers who enjoy active lifestyles’, this option adds conveniences such as chilling faster and staying colder for longer. The client could act on this opportunity for targeting ‘on-the-go consumers’ particularly sold in sports and music events, the new invention of the ‘360 end’ allows customers to easily open the can transforming it into cup-like container which eliminates the need for glasswear, this provides ‘both logistical and environmental savings’ (Dunphy, 2014).

Choice of labelling is the easiest tactic for competing for shelf space and standing out to customers, and smart technology is enabling brewers to incorporate advanced materials to differentiate themselves. Digital printing is an excellent opportunity for the client as it ‘requires a very low upfront cost’, this is within their affordability allowing them to produce ‘high-quality labels, and still remain within a competitive price range’ (TGW International, 2017).

4.2.6

Environmental Many brewers are ‘embracing sustainability and environmentally-friendly production methods’ in order to maximise their efforts of reducing the environmental impact of their products (Hailstone, 2017). These innovative deployments are ultimately reducing wastage and optimising production, New Belgium Brewing Co. is powering their own ‘on-site green energy plant’ reducing water and energy use while Sierra Nevada Brewing Co. use a ‘raft of motion sensors, ambient light sensors and timers function’ (GlobalData PLC, 2017). Efforts can be as basic as recycling water or installing more complex

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systems like solar panels. Elland Brewery could custom design their own eco-friendly brewery with a variation of systems contributing to a greener beer industry, this gives the company an opportunity to market their good values as well as their quality products achieving customer recognition.

4.2.7

Legal Recent laws placed on licensed premises selling alcohol have created challenges for company’s sales within the beer industry as for each type of alcoholic drink a particular quantity is set in order to prevent ‘a default larger measure being served’. These mandatory conditions have been placed to encourage responsible drinking to customers (Businesscompanion.info., 2018). This could currently be creating challenges for the client due to customers drinking responsibly when buying from on-trade. If the client was to achieve their objective of selling to more on-trade businesses, they would therefore have to face these threats to sales further.

5.0 Recommendations 5.1 Brand strategy The sub-brand for the client will be titled ‘Yorkshire Hale and Hearty’ for the product, Alcohol free lager. This new product is believed to achieve the client’s main objective, targeting higher-margin outlets as this group of consumers typically pay more for products. Non-alcoholic lager provides many health benefits for consumers (See appendix A), responding to consumer demands as well as achieving benefits for the business (as stated in 4.2.4). AB InBev, predicts the benefits that ‘low or alcohol-free beer will make up a stunning 20% of its production volume by 2025’ whilst Carlsberg expects revenue for their alcohol-free product to ‘grow three times faster than overall beer

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sales’, these benefits and statistics make the venture worthwhile for the businesses our client aims to sell to. This particular article also highlights that the market is considerably wide demographically (Kottasová, 2018).

This new line of beer is to be marketed as its own brand in order to eliminate the risk of alienating their current customers ‘resulting in a sales decline’ (p.3). Therefore, the Elland brand and their existing lines will remain the same, however their packaging will be updated introducing a can option for beers available upon request for more active customers seeking the benefits of the can. The new line will use digital printing to create labels using an advanced material in order to create a premium identity for the sub-brand (as explained in 4.2.5).

5.2 Marketing tactics The methods which will be used to raise awareness of the new brand are Social media marketing (SMM), Cause related marketing (CRM) and Networking.

5.2.1

Online 5.2.1.1 SMM Elland Brewery need to invest time into their online presence, creating SM accounts on Facebook, Instagram and Twitter to utilise these as regular advertising platforms. Accounts for Yorkshire Hale and Hearty will also be made to launch the new product and raise awareness of the brand. This is necessary as SM and ‘the digital craft beer world is growing in influence as more consumers seek beer brands online and share their preferences with others in their online communities’ (See Appendix B). A website will also be created using

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similar content to distribute information, this website will be separate to the client’s current website in order to ‘retain the distinct brand identity’ (p. 3) whilst creating a new contemporary one.

This use of SMM is an entrepreneurial method as the health benefits of the product allow the client to use social media with the aim to ‘change the face of society’. The accounts will enable the client to communicate with the target audience in a cost-effective way and empower them to transform their health (Abi-Aad, 2015).

5.2.1.2 CRM CRM is defined as ‘a mutually beneficial collaboration between a corporation and a non-profit designed to promote the former’s sales and the latter’s cause’ (GrantSpace, 2018). The sub-brand will be created in partnership with an association in Yorkshire whose efforts contribute to the county’s health. This will be advertised on its social media and website to make customers aware of this.

CRM would be effective for the brand as the nature of the product creates this opportunity to cleverly differentiate themselves from competitors and create ’deep intrinsic relationships’ between the brand and their new customers. It is clear that ‘creating an emotional bond with customers makes a direct contribution to building profitability’, resulting in the foundation of a strong brand (Chatterjee, 2016). It also provides the opportunity for awareness, not just of the product, but also of the cause

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This is a good entrepreneurial method for this highly competitive market as socially conscious customers are ‘likely to switch brands or retailers to one associated with a good cause, when price and quality are equal’. This is a cost-effective tactic portraying innovative and socially responsible characteristics of the client (McCall, 2000).

5.2.2

Offline 5.2.2.1 Networking The client will hold a networking event to celebrating the launch in order to gain clients and contacts for business growth. Networking effectively will create a high-end image for the brand establishing it as a high-margin product. By inviting the target customer base, they will be able to try the product, potentially gaining loyal customers for the brand and encouraging further awareness through word of mouth.

The client should consider featuring a tap room when they’ve moved to a new site in order to network with clients on a regular basis where they can feature both lines separately. Like Scarborough Brewery (as included in 4.1.2), the brewery could have the freedom for festivals, fundraisers and many more.

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This is an entrepreneurial method as it is focused on the expansion of the business, built on personal relationships, developed by the entrepreneurs themselves.

5.2.2.2 CRM The use of CRM will also be advertised at the Networking event and during any purchase of the product, notifying customers that a percentage of the profit made will go to the cause. Customers will also have the opportunity to make discretionary additional donations.

This creates interest in the new brand encouraging word of mouth marketing as customers feel a sense of altruism.

6.0 Evaluation The client is a SME which lacks entrepreneurial characteristics in their marketing decisions. The market is influenced by many internal and external factors, social and technological factors as well as direct competitors and customers have particularly provided opportunities for the client which have influenced the recommendations for their new brand strategy and marketing tactics which achieve entrepreneurship.

The brand strategy consists of the new sub-brand selling non-alcoholic lager under the Yorkshire Hale and Hearty brand. The product is successful due to its marketed health benefits and the increased profitability due to the removal of alcohol tax. These benefits combined with the market which is wide demographically, makes it easy for this niche product to target high-margin consumers.

Opportunities for packaging from technological advances will increase their competitive advantage,

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whilst entrepreneurial marketing tactics SMM, CRM and Networking will be applied. Each entrepreneurial method provides a cost effective, creative way of marketing in the highly competitive market achieving ultimate profitability.

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Available at: <researchbriefings.files.parliament.uk/documents/SN05021/SN05021.pdf> [Accessed 2 May 2018].

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8.0 Appendices

Appendix A List of health benefits to drinking alcohol free beer: •

Contains lower calories.

•

Hydrates.

•

‘Replenishes lost vitamins’.

•

‘High in electrolytes and other essential minerals, including potassium, which is known for balancing adrenaline’: reducing the feeling of anxiety.

•

Better for the heart: helps ‘prevent heart disease and other cardiovascular conditions’, boost ‘anti-oxidants, slowed blood coagulation and increased Vitamin B6 – known to protect the heart.’

•

Contains folic acid, good for pregnancy.

(Muscle Food, 2018) •

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Improves sleep quality, ‘reduces sleep latency’ and ‘decreases restlessness during the night’

(Beerandhealth.eu., 2018)

Appendix B •

‘The 2017 Craft Beer Consumer Survey conducted by Hallway found that nearly half of all Craft Beer drinkers searched Google to find a bar or pub that stocked a specific craft beer. Almost a quarter would refer to a breweries website and 15% would look on social media. Almost half of respondents have shared a picture of the craft beer they are drinking on social media, SMS text, Messenger or Whatsapp.’

•

‘According to SIBA’s YouGov report, half of beer drinkers were now drinking ‘local craft beer’, rising to 61% for 25-34 year olds. When you cross-reference that with the Office for National Statistics report stating that 99% of 16-34s have recently used the internet, it is clear that online marketing is a crucial channel for breweries to build their brands through.’

•

‘1 in 4 want craft breweries to sell beer online directly. In the UK 83% of the population have made an online purchase this year, indicating a significant opportunity for brewers to increase revenue, brand loyalty and relevance through eCommerce.’

(Thorburn, 2017)

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