Navy Forum June 9, 2015 · To compete with hard liquor and craft beer primarily by focusing on the...
Transcript of Navy Forum June 9, 2015 · To compete with hard liquor and craft beer primarily by focusing on the...
Navy Forum
June 9, 2015
Anheuser-Busch | Delaware North Companies
WHAT WOULD
THE
WORLD MISS IF
ANHEUSER-
BUSCH DID NOT
EXIST?
WE BRING PEOPLE
TOGETHER
Need a crowd photo, but not quite super big.
We bring people together
through our brands
We bring people together
through music
We bring people
together through
Culture
We bring people together
through Sport
MEXICO ZONE PHOTO — GLOBAL BEER RESPONSIBILITY
LOOK AT THE FTP SITE
We bring people
together
through our Better
World
platforms
We bring people together through
our agricultural outreach
We bring people
together
at home
We bring people
together
At home
We bring people
together through food
We bring people together over a
beer
WHAT WOULD THE
WORLD MISS IF AB
INBEV DID NOT
EXIST?
Evolved Dream
The Best Beer Company
In A Better World
By Bringing People Together
Dream | People | Culture
Dream | People | Culture
Anheuser-Busch | Delaware North Companies
Better World
Alcohol Responsibility
Environment
Community
Our shared dream energizes everyone to work in the same direction: to be the Best Beer Company Bringing People Together For a Better World
• Adults enjoy our beers responsibly
• We protect and preserve the environmentthrough our brewing, marketing and partnerships
• We actively make a difference in the communities where we live and work
Corporate Social Responsibility
Anheuser-Busch and our wholesalers have invested more than $1B to prevent
underage drinking and drunk driving since 1982.
Anheuser-Busch activates our Good Sport designated driver program in each of your major league sports
properties.
Understanding Standard Drinks
http://rethinkingdrinking.niaaa.nih.gov/
• Website formed by the National Institute on Alcohol Abuse and Alcoholism
• A 24oz serving of Corona equals 1.8 ‘standard drinks’
• A 25oz serving of Bud Light equals 1.7 ‘standard drinks’
• A 20oz serving of CRAFT equals 2.3 ‘standard drinks’
Why partner with AB?
Globalization
Explore People Pipeline
Exploit
Cost Connect Win
One Basic Question
“What are the 3 things that keep you
up at night?”
We learned, there are really only 5
things.
Five Pain Point Focus Areas
Investing in the On-Premise
budLAB
on-premise
SHOPPER poll
npd
We invested $20MM to get to know your customers and find solutions for growth.
Brew AppétitSimple Complexities
Marketing Activations for Sophisticated Drinking Experience
Changing the Beer Ritual to Grow Check Size
What is this Story About?
• Shaping the future of on-
premise staff engagement.
• Uncovering insights and new
perspectives on staff.
• Unlocking the influence of
recommendation.
What Will We Do
• Use what we’ve learned to ultimately lead in
the way our industry approaches the on-
premise experience through
RECOMMENDATION
Let’s Get Started…
Key Fact
• 97% of Servers under 40 do not believe they are
employees of the restaurant they work for.
The Landscape of Staff Recommendation
The current situation is good:
• 17% of purchase decisions are driven by staff recommendations
• Split between food and bar.
But the opportunity is great:
• Knowing the driving factors of recommendation
• Increasing consumption and favorable
recommendation
Speaking with Key Stakeholders
A MOVING
TARGET• Bartenders and wait staff are not consumers and
do not respond to traditional consumer messaging
• Industry slow to capitalize on an evolving on-premise
• Consumers moving toward quality experiences
• Food playing more of a role
AN EVOLVING
ON-PREMISE
UNFAMILIAR
TERRITORY
• Staff historically viewed as a commodity
• No precedent internally
We’re Optimistic About the Opportunities
Before Us
• Prove our worth to our partners beyond the transaction
• Incorporate our understanding of customer need states
• Build relationships with proprietors and management
A TRUSTED
PARTNER
REFRAME
OUR VIEW OF
STAFF
• Staff is not there to deliver our message
• They drive profit for everyone and have their own
aspirations we need to help them achieve
A TIME TO
REFRESH
• Reframe our approach to bartenders and wait-staff
• Seek a connection rooted in their unmet needs
Understanding the Intrinsic
Benefit of the Recommender
Universal Triggers of Influence providing an emotional benefit
Brand Influence = Recommendation
• Storytelling
• Scarcity
SOCIAL CURRENCY
• Likeability
• Risk
Mitigation
TRUST
• Social Proof
VALIDATION
• Experience
• Reciprocity
FEEL GOOD FACTOR
• Entertainment
• Community
BELONGING
Understanding the Roles Recommendation Plays
for Consumers
Universal Needs Consumers Are Looking to be Fulfilled
There are Limited Precedents to Earning
Recommendation
• Current Industry Standards for Staff
Engagement Focus on Established
Methodologies:
Broader Opportunity Exists When We Look
Outside Our Industry
Overlaying Intrinsic Benefits Set
the Stage for a Powerful Program
When Recommendations Happen
We See a Wide Range of Occasions and Needs
“The bar was
really busy, so I
was offered a
beer because I
could get it
faster.”
MANAGER:
“The server who
sells 10 bottles of X
gets one bottle for
themselves.”
“Yes, of course.
Happy to give you a
recommendation!
What do you usually
drink?”
“When I was
unsure about what
to order, the waiter
told me what’s most
popular on the
menu.”
“Sounds like
you have a hard
time deciding what
you feel like. The X
is especially good
today.”
“After my first glass
was finished, I was
asked if I’d like
another one.”
“Feel like shifting
gears? Maybe want
a shot to switch
things up?”
“Tom, I have
something special
for you, I know
you’ll love it!”
Two Distinct Recommendations Dominate the Mix
Established players: hard liquor, wine, craft beer
“The more
expensive glass of
wine on the menu is
outstanding. It’s an
experience!”
ACTIVE RECOMMENDATION
“Can I help you
navigate our
menu?”
“It’s chilly out
tonight, would you
like a Hot Toddy?”
SOMMELIER:
“Can I help you
make a decision or
guide you through
the menu?”
“The place only had
two options on the
menu, so the choice
was easy.”
PASSIVE RECOMMENDATION
“When I was
unsure about what
to order, the waiter
told me what’s most
popular on the
menu.”
“When ordering a
vodka soda, the
waiter suggested
premium vodka
over well.”
“Would you like the
Man Size Beer or
the Girl Size Beer?”
“I ordered what the
girl next to me was
having. It looked
delicious.”
ACTIVE RECOMMENDATION PASSIVE RECOMMENDATION
Understanding Active and Passive States is Key to
Unlocking the Challenge
Key Qualities:
• Solicitation
• Expertise
• Counsel
• Knowledge
• Request
Key Qualities:
• Convenience
• Familiarity
• Efficiency
• Safety
• Anticipation
The Opportunity:
To compete with hard liquor and craft beer
primarily by focusing on the enablers of active
recommendation and growing our share of the 17%
via our premium portfolio
The Opportunity:
To use our entire portfolio to elevate the beer
category, breaking out of the established paradigm and
delivering a new kind of recommendation that lives in the
untapped 83%
By driving recommendation
across both active and
passive occasions, we can
drive reach of our brands
and increase frequency of
recommendation, elevating
beer and competing with
other categories, and using
our whole portfolio to do so.
The Br and
T
he ConsumerThe Tr ade
The Industry Believes that this is the
Information Flow in an Account
• Pushes Information to Staff
• Reflects the Route-to-Market Strategy
We provide one-
way flow of
information and
brand messages
No guarantee of
message delivery
to consumer, no
consideration of
context
Staff viewed as
channel
But the Ecosystem Really looks this way.
THE ON-PREMISE TRAIL OF INFLUENCE –
A dynamic ecosyst em
Relaxation &
Bonding
Food &
Savor
Mood
Shif t
Social
Catalyst
THE ON-PREMISE WORLD
The Br and The Rep
The Busboy
The Ow ner
The Chef
Commercial Inf uence
Inf uence pert aining to the commercial priorit ies
of the POC (margins, overheads, prof ts, staf ng,
etc.)
Social Inf uence
Inf uence pert aining to the indiviudal needs of
staf and customers (preferences, t rends, etc.)
The Host
The Bar back
Moment s of on-premise int eract ion: Pre-Shif t Training | Staf Part ies | Tast ings & Samplings | Post -Shif t Unwind
The Bar t ender
The Ser ver
T
he Consumer
The communicat ion in the
on-premise world includes two
dist inct types of inf uence when it
comes to recommendat ion–
commercial and social. Commer-
cial inf uence is directed from the
top down, while social inf uence is
spread across the middle and then
shared with the consumer.
The brand current ly has limit ed
day-to-day contact with the
on-premise world. It communicates
through the rep who is t rained on
selling product , has lit t le educat ion
and is most ly in contact with POC
management .
The players with the highest level
of inf uence on the consumer are
the bartenders and servers. The
factors that cont ribute to their
choice of recommendat ion are
organic, and most ly det ermined
by social inf uence.
The Manager
But by placing the motivations of staff at the center of our model, we can create an
empowering pull through strategy
The Br and
T
he ConsumerThe Tr ade
Needs &
Motivations
Nee
ds &
Motiva
tions
Ne
ed
s &
Mo
tivat i
on
s
Needs
&
Motiv
atio
ns
Needs &
Motivations
Needs &
Motivations
Ne
ed
s &
Mo
tiva
tion
s
Needs &
Motivatio
ns
Open dialog between
staff and us,
addressing their
needs, motivations
and realities of
their jobs
Staff given reason
to recommend to
consumers based
on creating link
between consumer
needs and brand
benefits
Staff treated as end
user and placed at
center of experience,
creating goodwill
and inspiring
reciprocity
A Cast of Characters with Different Motivations and Levels of Influence
THE HOST
THE CHEF
THE
CONSUMER
THE SERVER
THE BARTENDER
THE BUSBOY
AND
BARBACK
Uncovering Staff Needs is Central to Success
We have identified several key areas of opportunity, which serve
as springboards to help us develop breakthrough solutions.
RELATIONSHIP
ADVICE
ACTIVE
PASSIVE
PASSION IS
CONTAGIOUS
MOMENT OF
TRUTH
HELPING
HANDS
PERSONAL
BRAND
THE PLEASURE
PRINCIPLE
THE BOTTOM
LINE
What does this all mean?
Staff today are different– They’re changing the on-premise
Our objective is to drive recommendation by harnessing that power
Based on our research, we have also
identified some universal design principles
to be applied to any staff engagement
program – global, local, small or large scale.
Treat Staff Same as Customers
• Staff live to make their
customers experience as
engaging as possible.
• Brands currently do very
little investing in this
area.
• We can all take
inspiration from how staff
treat their consumers.
• Treat staff the same way!
Make Training Fun and Engaging
• This industry employs outgoing
people who like to have fun
• Willing to work late nights and
double shifts to be rewarded
• The brand training they interact
with is often not conducive to
their personality
• Let’s put the fun back into
engagement!
The Element of Reward
• While staff are passionate about their
jobs, they do expect to be rewarded
when they deliver.
• Staff also like the competition of being
rewarded more than their colleagues.
• Reward can come in many ways:– Outstanding Education
– Access to Experiences
– Product
Keep it Simple; Keep it Fresh
• The educational message must
be clear and easy to understand.
• Must have a theme and be
executable.
• If we expect to engage for the
long term, our message must
constantly evolve.
• We should not expect a change
in behavior from one-off
engagements.
What Does This Mean for Us?
GROUNDBREAKINGRADICALLYDIFFERENT
RECOMMENDATION CREDIBILITY CONSUMPTION SCALE
Introducing…
In the restaurant and hospitality
industry, the time you are ON,
delivering customer serviceSHIFT:From the origin of hackathon – when computer programmers,
designers and project managers collaborate intensively on software
projects. Today…The mainstream use of hack is:
A clever solution to a tricky problem. To hack is to modify or change
HACK:
What’s in a Name?
• It’s About Them, Not Us.
• It’s About The Shift, Not the Career
• It’s About Hacks, Not Brands
What is a Shifthacker?
• Groundbreaking, Holistic Platform.
• Improves the On-Premise by
positively impacting servers and
management.
• Measurable; Driving Sales through
Recommendation.
• Challenges the Status Quo.
• Gets Richer over time, continually
enhancing the experience for staff
and their guests.
Shifthacker Principles
BROAD
EDUCATION
+
PEER ADVICE
+
PRACTICAL TOOLS
+
GAMIFICATION
+
REWARDS
Speaks the the language
of staff and not of big
corporations to address life
on their terms in a believable,
relatable way
Acknowledging that staff
know their job, but we’re
providing the tips, tricks and
hacks to help them up their
game and deliver better
experiences…. Not just
pushing brands
Deliver practical hacks
from us, the world, and
fellow bartenders/servers
for easy to apply, bite-sized
tips and tricks
Meet the broader needs of
the staff; therefore, gaining
affiniity and reciprocity…
With the long-game end-goal
of sales volume
Why will the Trade Embrace Shifthacker?
Owners & Managers
• Drives Profit
• Develops Beer Expertise
• Better Customer Experience
According to a Harvard Business Review study, a single Yelp star can
boost an establishment’s income by 5-9%. In other words, great service
not only makes you look good — it helps the reputation of the place you
work as a whole.
VOICE & SHARE
REWARDSPRACTICAL TOOLS INTERESTING CONTENT
Why will the Trade Embrace Shifthacker?
•Tasting Wheels
•Cheat Sheets
Staff
•Created by
Subject Manner
Experts
• ‘Bottle cap’
point system
•Share your tips to
earn votes
EASY TO USE
•Quick reference
•One-minute videos
FUN
•Games, Quizzes
• Interactive
EMOTIONAL
•Creates Affinity, Respect
and Trust
•Synonymous with Personal
Improvement
•Center of Guest Experiences
RATIONAL
Rational & Emotional Reasons to
Recommend Our Products
Incentive System through
Recommendation
•Elevating Category
•Boosting Our Portfolio
•Food Pairing
•Brand Building
Benefits are Both Immediate
and Long Term
LONG TERM BENEFITS
•Lift in Beer Equity
•Affinity with Staff and Our
Brands
• Increased consumer brand
perceptions
•Penetrate new POCs’ Variety
of Brand Focus
•Powerful leverage for Sales
Organization
• Integration with other
Activations
IMMEDIATE BENEFITS
•Trackable sales lift in
participating locations
• Two Key Factors:
• Incentivized Recommendation
•New news and leverage for the field
• Increased instances of Staff
Recommendation
• Increased focus on food
pairings
THANK YOU
Contact Information
Josh Halpern
Vice President On-Premise
Anheuser-Busch
Office: (314) 765-3046
Cell: (917) 657-7719