Tag: Stella Artois

| Advertising, Beer, Beer Marketing, Marketing

How Big Lager Lost The Plot And Developed Narcissistic Personality Disorder

As anyone who has read Man Walks into a Pub will know, my entry into the world of beer was via Big Lager.

I loved lager ads when I was growing up as a teenager.   

Later, once I was helping make those ads, I was fascinated by the tribal loyalty people had to their favourite beer brands. If you were a group of mates in your twenties, Carling or Heineken or Carlsberg was like another one of your gang, always there when all the best times happened. In research groups you sometimes do an exercise where you ask people to imagine what brands would be like if they were people at a party. Beer brands were always characterised as confident, friendly guys, witty and popular without being an arse, enjoying a drink but never getting too drunk. This guy was never the pack leader, not necessarily the most popular or pushy guy in the room, but everyone liked him.  

Things started go go wrong around 1997. Advertising regulations grew ever tighter and the funny campaigns of the eighties were no longer possible. And beer started to take itself seriously. It wanted to provide a bit of substance behind the good-natured banter. Fair enough. But the picture started to blur.  

As sales of Big Lager shifted from pubs to supermarkets, price became a more decisive factor than brand image. It was widely believed that all these brands tasted the same. Not true, but if you’re drinking your lager ice-cold straight from the can, you’d have to have a delicate palate indeed to spot the difference in flavour.   

With very similar products, preference had been shaped from the mid-seventies to the mid-nineties by who had the best ads, the most likeable personality. (I once looked at thirty years worth of image research, and perceptions of which lager was the most ‘refreshing’ tracked the brand that had the funniest ads, rather than the brand that was banging on about refreshment specifically).   

By the mid-noughties, that differentiation was based on price.   

Incredibly, most shopping is still done by the wife/mother in a family. The person who buys Big Lager is usually not the person who drinks it. As the distinct personalities created by ‘Reassuringly Expensive’, ‘This Bud’s For You’, ‘I Bet He Drinks Carling Black Label’,  ‘Follow The Bear’ and all the rest receded, the lager buyer knew her fella had a set of big brands that were all OK – nothing special but fine, all as good as each other – and she knew she could buy the one that was on the best deal and he’d be happy enough.   Brewers hate offering these deals. Headlines like ‘lager is cheaper than bottled water’, whether they’re true or not, don’t do anyone any favours. Margins shrank to almost nothing. If any big brand could get away with not doing supermarket deals, they’d jump at the chance.  

So it’s completely understandable that in the last few years Big Lager has started trying to build a sense of value and worth back into brands. Beer is cheap and commoditised, so how can we make it special again?   

The strategy of putting some premiumness back into mainstream beer is a good one. The execution of that strategy, however, is starting to look pretty horrible.   

I haven’t worked on any of these brands for a long time, but I know exactly the kind of language that’s being used in meetings. I’d bet my house on the fact that most Big Lager brands have a creative brief in the system that’s about ‘creating differentiation’, ‘making lager special again,’ by ‘making the brand more iconic’ and ‘improving perceptions of premiumness’. I’ll bet they also all have research that shows you don’t do this by banging on about the quality of ingredients and provenance. These might be mildly interesting copy points, but as Kronenbourg has demonstrated recently, it doesn’t wash as your main message to a typical mainstream lager drinker, especially when the substantiation behind your claim is paper-thin.   

So what do you do?   

You create an iconic, premium image. High production values. Brand fame.    And before you know it, you turn your brand from the genial bloke at the party into an arrogant, preening narcissist.   

From Psychology Today: “Narcissistic Personality Disorder involves arrogant behaviour, a lack of empathy for other people, and a need for admiration-all of which must be consistently evident at work and in relationships… Narcissists may concentrate on unlikely personal outcomes (e.g. fame) and may be convinced that they deserve special treatment.”

    You demand to be revered, claiming outrageous titles for yourself with no justification.  

      You start telling your drinkers they’re drinking the product wrong, or using the wrong terminology. You demand they start showing some respect.

    You imagine that you are some kind of treasured prize, rather than a simple, straightforward beer.  

      You start to think you embody and represent something much bigger than yourself. 

    And lose all sense of perspective.

      On the bar, you make your fonts ever bigger – sorry, more ‘iconic’ – until punters can no longer see the people serving them and bar staff have trouble passing the drinks across the bar.   

Who do you think you are helping here? How exactly do you think you are ‘enhancing the consumer experience at the point of purchase?’      

My aim here is not to slag off any individual campaign – some of them have merits, and like I said, I understand where they’re coming from up to a point.   

My aim is to demonstrate the aggregation of so many big brands taking this approach at the same time. Brands demanding to be worshipped and respected, rather than liked and tolerated. The cumulative effect is dreadfully cold and alienating, aloof. This, for a drink that is supposedly all about the good times, about kicking back and relaxing with your mates.    Big Lager has lost its way and forgotten its place. This collective arrogance is not credible, and it’s certainly not appealing. Where’s the warmth gone? Where’s the sociability?   

Premiumness in beer is not about this kind of cock-waving, and it never was. It’s about the premiumness of the experience the beer creates – the experience for which the beer is the catalyst, not the central focus.   

Big Lager should be reclaiming its territory as the catalyst for the perfect occasion with friends. Ale is more for savouring, more introverted. Craft beer is more exploratory, adventurous and product-focused, and cider is more refreshing, but has a limit on how much of it you can drink in a session.   

Yet all these drinks are stealing share from lager. All are looking more interesting, engaging and appealing than that big lager at the moment.    Mainstream lager should be solid, dependable, and reliable, and I’m sorry if that’s not sexy enough for career marketers.   

As the Beer Marketing Awards demonstrated, in some areas – particularly social media and trade marketing, where you actually have to talk to people and deal with them on a one-to-one basis – Big Lager is doing some brilliant stuff.   

But in advertising and branding, it has collectively lost the plot. If you think your brand should be revered and worshipped by its drinkers, you need to get out of beer as soon as possible and into therapy. Or maybe Scientology. They’ll love you guys.

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The mischievous Swede and the truth about Stella Artois

A few months ago I was contacted by Jonas Magnusson, a Swedish TV programme maker who wanted to interview me for a series of programmes he was making about beer. We met in the George Inn and had a great chat.

I normally confine remarks to stuff I feel positive about in interviews such as this – when talking to a mainstream audience, I’d rather concentrate on what’s great about beer than moan about what’s wrong. But somehow we got on to big global megabrands that don’t actually care about beer at all, and we talked a bit about Stella Artois in particular in this respect.

A couple of days ago Jonas e-mailed me a link to a YouTube clip of when he went to Leuven to interview AB-Inbev about Stella. “You might be interested in this,” he said.

24 hours later there was another email titled ‘Did You Watch it’? I thought this was a bit pushy, as I’ve been frantically busy, but Jonas seemed really, really keen that I watch the clip.

And then, this morning, writer and blogger Max Brearley posted a link to the clip on Twitter, urging me to watch it.

I took the hint.

Here’s the film: if you’d like to watch it without my commentary, go ahead now. If you don’t have eleven minutes to watch it through, skip below to read about why you should.

Meet Jean-Jacques Velkeniers, Marketing Director for both Stella Artois and Jupiler in Belgium, Netherlands, France and Luxembourg. Jean jacques is a career marketer who is clearly passionate about his brand.

He says “it all started” with the merger of Interbrew and AmBev to create Inbev in 2004.  (Funny, because I thought Stella was a giant brand before then and was already in steep decline in the UK by this time.) He tells Magnus that these two companies shared the same vision and passion for beer.

What is this vision and passion?

“Conquering the world, market by market, using fantastic brands like Stella Artois,” replies Jean-Jacques.

Magnus then asks what would seem to be a fairly straightforward question: what does this world conquering beer actually taste like?

To which Jean-Jacques replies: “Can we cut there? That’s a very difficult question.”

The man responsible for marketing Stella Artois across a good chunk of Western Europe is unable to describe what the beer tastes like.

After consulting two colleagues he recovers his poise and claims he just didn’t know the words in English – this is astonishing as (a) so far his English has been impeccable – he has a perfect grasp of marketing jargon especially – and (b) even if he’s telling the truth, this means that as Marketing Director he’s never been asked what his beer tastes like in English before.

After being briefed on what his product tastes like, he tells us that it is very refreshing with a full-bodied taste, “crispy” (let’s be fair and put that one down to genuine translation issues) and that “after a couple of seconds you get that bitter after-note in your mouth that makes it quite unique.”

Yes, you read that right.

The marketing director of Stella Artois thinks his beer is unique because it has a bitter aftertaste.

To be fair, AB-Inbev do not allow their employees to taste beer from any other brewer, even when they’re off the clock, so maybe he wasn’t to know that bitterness is a common characteristic in almost all  beers – and that his brand rates pretty damn low in the bitterness stakes compared to most others. But still, you might have expected Jean-Jacques to have been given special dispensation given his role.

You might expect a man responsible for selling a huge beer brand in four European countries to have the first clue about what a typical beer’s flavour profile is.

But we press on. Magnus asks Jean-Jacques if he would be able to pick out this special, unique flavour in a blind taste test. He’s definitely up for it – you can’t fault him on his conviction.

But what he doesn’t know is that Magnus has already been out on the streets of Leuven, doing blind taste tests with people who regularly drink Stella and are loyal to the brand. It quickly becomes clear that no one can taste any difference at all between Stella and its sister brand, Jupiler. They do come from the same brewery – Jean-Jacques looks after them both – so perhaps they are – ahem – very similar beers packaged differently?

To make things more interesting, Magnus then gets out a cheap, crummy can of Swedish beer. “Yes, that’s definitely Stella,” say more Stella drinkers. “I had a pint five minutes ago and that tastes just the same.”

Back at AB-Inbev HQ, Jean-Jacques is gearing up for the blind taste test between Stella, Jupiler and the crappy Swedish beer when Natasha, the PR person intervenes. She tells Jean-Jacques that there was a pre-agreed script for the interview, and that this was not part of it.

If you want to interview someone from AB-Inbev you have to give them prior approval of a script!

As they discuss whether the taste test is going to be possible or not, Natasha briefly mulls over whether it would be OK just with Stella and Jupiler (Jean-Jacques is never allowed to drink a non-AB Inbev beer, remember) and Jean-Jacques has to remind his PR person that “They are filming everything we say.”

In the end, they decline to take part in any taste test, for three beautifully crafted reasons:

  • The beer is the wrong temperature
  • Jean-Jacques is “not prepared”
  • You need a glass of water to clean the mouth between beers 
I guess a glass of water was not available.
This is a sublime piece of film making. The number of different ways it skewers this marketing organisation, demonstrating that not only do they not care about beer, they don’t even know what it tastes like, is sublime.
You might not think there’s much difference between commercial lagers. But when I worked on Stella Artois fifteen years ago, before the merger that created Inbev, before the relentless cost-cutting came in, before everyone at Interbrew who had a genuine passion for beer was fired and replaced by career marketers like Jean-Jacques, everyone on our team could have picked out Stella in a blind taste test. We pursued this old-fashioned notion that you can’t sell a product properly unless you know and understand it. And you can’t do that unless you can train your palate to taste it – no scratch that – unless you can even be bothered to try it every now and again.
It’s something craft brewers do every day of their lives. And even among big global corporations, if you asked a similar corporate drone working for, say, Heineken or Carlsberg, they’d be able to tell you what the beer tastes like and why. They’d know that beer tends to have a bitter finish. They might not even have learned it for themselves in tutored tasting sessions, but if not they’d have access to some sort of cribsheet.
But of course, AB-Inbev is not a brewer, and Stella Artois is not a beer. It’s a fantastic brand that is too busy conquering the world, market by market, to worry about such trivial things as what the product is, or what it tastes like. 
The Great Beer Tour consists of three one-hour episodes, and starts on SVT (Swedish television) on 16th April. 

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