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Subject category: Marketing
Authors: Jill Avery
Published by: Harvard Business Publishing
Originally published in: 2020
Version: 1 October 2020
Revision date: 03-Nov-2020

Abstract

Brian Perkins, chief architect of the USD6 billion Budweiser brand, was excited about 2018, in which the company would launch Budweiser into several new markets in Africa and Latin America. He was also feeling the pressure to finalize a global brand strategy that would define Budweiser's value proposition and guide its development and execution around the world. The problem was that Budweiser actually had two distinct brand realities that differed across geographies and that often interfered with each other. He worried whether the company could keep selling a premium brand proposition abroad as the brand's reputation faced challenges at home in the US and whether he needed to force a monolithic global brand strategy everywhere or allow for local market customization. Could Budweiser simultaneously accommodate two or more brand realities?
Size:
> 1 billion; Fortune 500
Other setting(s):
2017-2018

About

Abstract

Brian Perkins, chief architect of the USD6 billion Budweiser brand, was excited about 2018, in which the company would launch Budweiser into several new markets in Africa and Latin America. He was also feeling the pressure to finalize a global brand strategy that would define Budweiser's value proposition and guide its development and execution around the world. The problem was that Budweiser actually had two distinct brand realities that differed across geographies and that often interfered with each other. He worried whether the company could keep selling a premium brand proposition abroad as the brand's reputation faced challenges at home in the US and whether he needed to force a monolithic global brand strategy everywhere or allow for local market customization. Could Budweiser simultaneously accommodate two or more brand realities?

Settings

Size:
> 1 billion; Fortune 500
Other setting(s):
2017-2018

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