THE“33”STRATEGY
It definitely wasn’t a price war because the price was too low in relation to competition. Neither was it a direct attempt to stand up to the “big boys” because it hadn’t the clout, at least, not in the short-run. Then maybe it was a deliberate strategy employed to subtly creep into people’s heads and with time, steal their hearts, and eventually find its place. On the contrary, too, that wasn’t the strategy. What then was the strategy? It was just this-that every carpenter, mechanic, artisan, everybody, anybody, just no matter who they(the common man) were or their status in life, should be able to afford a bottle of beer.
A couple of years ago the brand, “33 Export” Lager Beer, was considered by some as the brew for the “small boys”. At that time, the slogan “smaller boys” was used in reference to those who could not readily afford the price of the so-called “big boys” lager. While other loyalists of the brand preferred the brand for other reasons, the slogan didn’t take that into cognizance. True to that slogan though, it was the need of the so-called “small boys” that 33 Export Lager filled.
What is noteworthy here is the strategy employed by the owners of the brand back in the years. It was simply the beer for the masses. The price was the distinguishing factor while there was deliberate effort to keep the quality at the level of the big league lagers. That strategy was quite successful. Interestingly but curiously though, today 33 Export Lager has found itself, not in the “League of Extraordinary Lager”, but it has had its price very close to, and sometimes in the “League of the Extraordinary Lagers”, at least, in a good number of points of sale.
The strategy was to have “33” Export Lager Beer as one for everybody, one for the masses; people in the low income bracket, the ordinary people-people of little means who feel the need to enjoy the experience of a lager without hurting their pockets. That means being relatively cheaper, affordable. Presently, the price of the lager is very close to the price of the “League of the Extraordinary Lagers.” At about this time, a few questions elicit answer. What has happened to the strategy? What has happened to the brand idea? Has the brand lost it along the way? Has the brand been carried away?
These questions beckon answers-answers from the view of proponents of Strategic Planning, clearly not as a management accounting function, but as a brand management function. This means understudying the target consumer to determine WHAT THEY HAVE (low income) and WHAT THEY ASPIRE (the enjoyment of a lager that will fill that need within their means)Once this has been identified, you stick to it.
The success recorded by the brand by virtue of that strategy has been phenomenal. This has really given the brand a very wide acceptance, appeal and leverage. It has become one to which people could relate. That is, when they stuck to their strategy. Now, it seems the brand has forgotten the son of whom it is (pun intended). Is this a new idea for the brand? How far can it go without that unique idea-the beer for the people, ordinary people? Well, it’s only time that will determine.
Michael Oton