Asahi Breweries’
Marketing Transformation
and Branding Strategies
March 8, 2022

Today’s Agenda✓ Asahi Breweries marketing transformation✓ Aim of Asahi Super Dry revamp, 35 years after launch✓ Impacts of FY2021 branding strategy and future prospects➡

Asahi Super Dry Nama Jokki Can➡

Asahi Nama Beer Maru F➡

Minimal alcohol category and Smart Drinking➡

THE DRAFTERSⒸASAHI GROUP HOLDINGS. All rights reserved.

2

Things I Realized after Joining Asahi
The taste of Japanese beer is in fact steadily improving ➡ Tasting good
isn’t enough to sell well on the Japanese market

115
110
105
100

2021

2019

2018

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

1999

1998

1997

1996

2017

Average

95
1995

Overall (deliciousness) evaluation *Indicator

Evaluation of how good the leading beer-type products taste(blind taste testing)*Indicator: average evaluation of the leading beer-type products in 1995 = 100ⒸASAHI GROUP HOLDINGS. All rights reserved.

Based on Asahi Group Holdings data3

Direction for Marketing Transformation
Company that creates great
lifestyle propositions featuring
delicious beer and alcohol
beverages

Company that makes
delicious beer andalcohol beverages••

Focus on Company and Company’s•

Focus on consumers (the consumer is boss)

products•

Create new markets through instigating change

Zero-sum approach to markets based on
precedents•

Competition on volume•

Focus on selling products•

Competing on strengths of products(functional value propositions)•and innovation➡

•

Competition on value•

Creation of fans of Asahi and Asahi brands•

Move people with surprises, inspiration, and buzz•

Courageous risk-taking

Risk aversion

Beholden to rules of thumb,following precedents, andresponding to competitorsⒸASAHI GROUP HOLDINGS. All rights reserved.

Data-driven approach
Consumer-focused integrated
marketing communications
4

Data-driven Approach &Consumer-focused Integrated Marketing Communications➡ Deliver inspirational value at all
consumer touchpoints➡ Grasp attitudinal and behavioral
changes through data analysis togain insights into consumers➡ Verification of the impacts ofstrategies and policies throughdata analysisⒸASAHI GROUP HOLDINGS. All rights reserved.

5

Creating Strong Brands （in Coordination with Kantar）
How should
we carry out
brandpositioning(individuality,
definitions)?

Observation, Brand value
insights
propositions

How strong
are brands
now? What
are theirstrengths
andweaknesses?

Whattouchpoints
areimportant?

What kindof video
advertisingshould beused? How
can they be
improved?

How good
was theadvertising?
How good
was itcompared tothe ads ofcompetitors?

Was theメディアミックスがmedia mix
適切だったか
appropriate?

Has it led tostrengtheningof brands?

Equity+Meaningfulness

Memorability
Level of differentiation

InMarket

Mentalassociations

Brand
equityevaluation

Did advertising
boost sales?

Is
individuality
being
recognized?

EquityMeaningfulness Memorability
Level of differentiation

Brand
positioning
decisionsWas
approachappropriate?

Touchpoint
evaluation

Drafting of strategies

Preparation

Prior to advertisingⒸASAHI GROUP HOLDINGS. All rights reserved.

Optimizationofadvertisingcontent

Evaluation ofadvertising
after airing

Evaluation of
return on
investment

Evaluation of
impact onbrand equity

Analysis ofgap between
equity andactions

Share ofwalletMarket share(volume/value)

Confirmation of effectivenessImpacts after advertising(market changes)

Marketafter
advertising6

What are “Strong Brands”?
The meaning of brands exists in the minds of consumers. Strong brands generate economic value.

+317%
BrandZ Top 10
Powerful Brands+196%
BrandZ Strong
Brands Portfolio+128%
S&P 500+59%

MSCI Word Index

200
6

200
7

200
8

200
9

201
0

201
1

201
2

201
3

201
4

201
5

201
6

201
7

201
8

201
9

Source: BrandZ Global, 2020
BrandZ: Data gathered annually from surveys conducted in a number of countries based on the “MDF”ⒸASAHI GROUP HOLDINGS. All rights reserved.

7

The Value That Strong Brands Possess
Strong brands appeal to emotional needs that are not readily apparent➡ Strong brands cannot be created based solely on functional value

Form, effect, taste, size, pricing, etc.
Brand’s public image
Brand benefits such as self-satisfaction andself-expression, and feelings gained throughcommunication and other experiences
Things the brand symbolizes emotionally
Who is the brand targeted at?
Functional characteristicsⒸASAHI GROUP HOLDINGS. All rights reserved.

Functional needs

Identity needs (social)

Value sought byconsumers(needs)Emotional needs
Emotional benefits/
symbology
Identity/benefits
Functional benefits

Value provided
by brands(benefits)
8

Emotional Need Categories in Japan’s Beer-type Market• Brimming with strong
motivation and enthusiasm,
and the ability to get things
done• Desire to enjoy rejuvenating momentsof freedom• Desire for joyful experiences

Release（１９％）• Desire to savor joie devivre, positivity, andfriendship• Desire for healthy beerthat goes downsmoothly, and helps
create a relaxedatmosphere and asense of connection
with others

Connection（１９％）• Desire to enjoy everyday companionship• Desire to unwind in order to restore innercalm and enjoy warm intimacyⒸASAHI GROUP HOLDINGS. All rights reserved.

Trend-Setting（１５％）

Admiration（１２％）

Unwind（１８％）

Mastery（１７％）• Desire for unique andenergizing beer andexperiences• Desire to raise one’s
status, impress people,
and gain respect• Desire for outstanding
beer and great
experiences• Desire to calmly savor careful craftsmanship,maturity, and sophistication• Desire to enjoy beer and experiences targetedat high performers

9

Emotional Need Categories for Beer-type Beverage Brands(First Half of 2021)
ReleaseTrend-Setting

Admiration

UnwindⒸASAHI GROUP HOLDINGS. All rights reserved.

Mastery10

Visual Representation of Brand Equity
Two different kinds of strength, and three drivers

Increase volume

Increase value (the(number of consumers

amount consumers

and frequency ofare prepared to pay,purchases)

and unit prices)Power

Brand strength

MeaningfulⒸASAHI GROUP HOLDINGS. All rights reserved.

Premium

Value for money

Different

Salient
11

Brand Equity Evaluation (First Half of 2021)
Beer
Asahi Super Dry

Beer A

Beer B

Brand power 15.4
Meaningful 161
Salient 224
Different 160

Brand power 10.7
Meaningful 144
Salient 172
Different 126

New Genre A

New Genre B

Brand power
Meaningful
Salient
Different

Brand power
Meaningful
Salient
Different

Brand power
Meaningful
Salient
Different

Beer C

9.4
160
110
159

Brand power
Meaningful
Salient
Different

Beer D

9.4
159
114
152

Brand power
Meaningful
Salient
Different

Beer E

6.6
138
102
98

Brand power
Meaningful
Salient
Different

5.4
129
79
107

New Genre / Happoshu

5.3
90
126
92

ⒸASAHI GROUP HOLDINGS. All rights reserved.

4.8
100
92
119

Clear Asahi

ブランドパワー
Brand
power
意義性
Meaningful
想起性Salient
差別性
Different

3.7
3.7
89
89
96
96
80
80

New Genre C

Brand power
Meaningful
Salient
Different

3.5
88
91
78

Asahi The Rich

Brand power
Meaningful
Salient
Different

3.4
94
79
110

Happoshu A

Brand power
Meaningful
Salient
Different

2.6
79
88
74

Happoshu B

Brand power
Meaningful
Salient
Different

2.6
80
84
77

12

Beer-type Beverage Brand Power and Premium(First Half of 2021)
1.40
Premium Brands
High value-added

Asahi Super Dry

1.34

Power Premium Brand
High Performance

1.28

1.22
1.16

Premium:
Value for money

1.10
Asahi The Rich

1.04
Ave.1.0

Qualitative Indicators Strengths that make people
willing to pay more than others

0.98
Clear Asahi

0.92
Pilsner Urquell

Neither value added
nor cost value

0.86

Value Brands
Low price

Peroni Nastro Azzurro

0.80
0%

2%

Ave 4.3%
Asahi Off 4%

Clear Asahi ZeroAsahi Style FreeⒸASAHI GROUP HOLDINGS. All rights reserved.

6%

8%

10%

12%

14%

16%

Quantitative indicator - the size of the number (number of people,
frequency, etc.) that consumers are willing to buy

Power:
Brand
strength13

Evaluating Potential of Ads in Advance through Link Testing⚫ Conducting online surveys to evaluate the potential of ads to contribute to short-term sales and longterm brand-building.
⚫ Micro-expression analysis (used to interpret consumers’ underlying, visceral responses based on facialmuscle movements, etc.)⚫ Such evaluations have been conducted in 108 countries (including the markets that “Asahi Europe andInternational” (AEI) are responsible for). Evaluations have been conducted on approximately 3,000 ads
in Japan.
⚫ Comparisons can be made not only with other Asahi ads, but also the ads of other companies. Details
about the computational logic behind the indicators used are not made public.

Image of comparison/evaluation/analysis results
Comparisons with adsof other companiesⒸASAHI GROUP HOLDINGS. All rights reserved.

Short- and long-term evaluation

Micro-expression analysis

14

Ad Likeability Rankings are Improving✓ Annual overall likeability rankings of Asahi Breweries ads
against those of other companies➡ 2021 ranking (11th) was highest ever.
Likeability increasing among youths and women.
2018
35th

2019
24th

2020
18th

2021
11th

✓

Asahi Breweries - 1st among all ads in December 2021 (first time for Asahi Breweries)✓

Asahi Super Dry - 5th among all ads in August 2021
（CM Research Institute data）ⒸASAHI GROUP HOLDINGS. All rights reserved.

15

Other Major Reform Initiatives✓ Drafting of product portfolio strategy looking ahead to2026 and beyond✓ Brand Manager system✓ Enhancement and acceleration of product developmentwith Innovation Gate
✓ Integrate R&D laboratory functions into Marketing

Headquarters✓ Preparing for adoption of “20% rule”ⒸASAHI GROUP HOLDINGS. All rights reserved.

16

Aim of Asahi Super Dry Revamp,
35 Years after LaunchⒸASAHI GROUP HOLDINGS. All rights reserved.

Barriers That have Impeded an Asahi Super Dry Renewal
Sales Ranking of All Consumer Goods (FY2021)✓

Japan's largest fast-moving consumer goods brand

Rank

1

Asahi Super Dry✓

Overwhelming brand power and customer numbers✓

Product is savior and spiritual pillar of Asahi Breweries✓

Countless stakeholders

2
3
4
5
6
7
8
9
10
11
12
13
14
15

Coffee A
Tea A
Beer A
Tea B
Processed food A
Skin Care A
Coffee B
Water ANew Genre A
RTD A
Laundry detergent A
Tea C
RTD B
Dairy products A➡ Renewal absolutely has to be successful....

ⒸASAHI GROUP HOLDINGS. All rights reserved.

Brand

18

Why Conduct a “Full Renewal” of Asahi Super Dry Now?
✓

Medium- to long-term decline in customerbase✓

The value of the product’s “karakuchi taste”
hasn’t yet been properly communicated✓

The homogenization of beer flavors inJapan is impacting competitive superiority

Causing behavioral changes
among consumers isn’t
possible without improvementand development of current
methods and communication
strategies✓

Aging brand image✓

Changes in market environment are creating tailwind for beer✓

Aiming to also change Asahi Breweries through the Asahi Super Dry
renewal (with a shift to value-focused management)ⒸASAHI GROUP HOLDINGS. All rights reserved.

19

Sales of Beer* Growing in Japan
Following Liquor Tax Reform4600

10 thousand persons

4550

Buyers of beertype beverages

4500
4450
4400
4350
4300
2019

2020

2021

3700

Buyers of beer
Liquor tax
reform3500*As opposed tohapposhu, and“new-genre”
beer-taste
beverages

3300

Buyers of
New Genre

1100
1000

2900
ⒸASAHI GROUP HOLDINGS. All rights reserved.

1300
1200

Buyers ofHapposhu（right axis）

3100

1400

900
2019

2020

2021

20

“New Karakuchi Taste”
to Deliver on Our Great Taste Promise
to Customers Present and Future
All beer drinkers

Asahi Super Dry non-drinkers▼

105“Karakuchi curve”

103.2

103.3

104.5

105

100

100

95

95

104.5

104.4

105.3

Renewed ProductSource: Our research (CLT survey)

Current Product

Period: June 2021 (n=300)

Marketing Focused on
Brand Value Enhancement
Integrated Marketing Communications✓“New karakuchi taste”✓

Revamped packaging✓

Shift from “stepping up” to “stepping forward”✓

Integrated marketing communications
on a larger scale than ever before(both in terms of quantity and quality)✓

Branding in retail stores, bars, and restaurants✓

Brand experiences (online and offline)

Look up Japan!
Return of the Asahi Super Dry blimp flown at the time of the original launchof Asahi Super Dry.
Aim is to bring together the people of Japan, who have been feeling cooped
up during the pandemic by encouraging them to look up at the sky.

Blimp toTraversing
head out theon Japanesea journeyarchipelago
from April
across Japan
from April

A World First! “The most fun canned beer in the world”

Asahi Super Dry
Nama Jokki Can

発売後の反応② お客様の声

Value Provided by Asahi Super Dry Nama Jokki Can

Great Taste ＋ Astonishment, Inspiration, and Buzz

✓ “It’s just like gulping down beer from a beer mug!”✓ “A canned beer revolution!”✓ “The foam’s creamy! And the wide opening means I can enjoy ✓ “An incredibly novel idea!”
the aroma.”✓ “It’s a mood boost seeing the foam nearly spilling out!”✓ “I haven’t had Asahi Super Dry in ages. I forgot how good it
tastes!”✓ “It looks like beer in a beer mug so it’s like drinking in abar but at home!”✓ “This is the first time I’ve actually enjoyed the taste of beer!” ✓ “It’s a can but it feels like drinking from a beer mug. It’s
✓ “Never been a fan of beer but this is delicious!”

Functional ValueⒸASAHI GROUP HOLDINGS. All rights reserved.

a fresh and fun experience.

Emotional Value25

V-shaped Recovery in Number of Asahi Super Dry Customers(thousand)

22,000Large number of new users

20,00018,000

As of Dec 2021

16,00019.61 million

14,000

YoY
Change135％+5.05 million

Launch of New
Asahi Super Dry
Nama Jokki Can

12,00010,000

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

Canned Asahi Super Dry + Nama Jokki Can
12-month (January-December) moving
cumulative average

Source：Intage SCI
Period：Jan 2011 - Nov 2021
ⒸASAHI GROUP HOLDINGS. All rights reserved.

26

27

March 29, 2022

Launch of New
Asahi Super Dry Nama Jokki Can
Production capacity increased by roughly 400% to 12.9 million cases
Foaming speed roughly doubled
TV commercials to promote new Asahi Super Dry + new canCurrent can

Average time for foam coverage to develop (n=185):

3 seconds

Redesigned can

Average time for foam coverage to develop (n=65)

1.6 seconds (time halved)Asahi Nama Beer Maru F: Overview and Future PlansⒸASAHI GROUP HOLDINGS. All rights reserved.

29

Positioning in Terms of Emotional Needs
To be positioned as a brand with a world view that is polar opposites to that of Asahi Super Dry

ReleaseTrend-Setting

Connection

Admiration

UnwindMastery2021 Kantar/our researchⒸASAHI GROUP HOLDINGS. All rights reserved.

30

Core Creative Idea
Moments/Stories

Insight

Consumer desire to placerenewed value on peace ofmind, and appreciating thewarmth and kindness ofothersPurposeBringing warmth to Japan

Bars and restaurants havelong been cherished asplaces for heart-to-heart
communication

Heart Warming Beer
Heartwarming
Beer
Functional benefits
Deep mellow tasteⒸASAHI GROUP HOLDINGS. All rights reserved.

Emotional benefits
Happiness throughconnecting with others andsensing their kindness31Asahi Nama Beer
Current Situation✓

Positioning successful ➡ becoming a second staple beer brand✓Launch of remaining 3 SKUs and Kuronama on February 15, 2022✓

POS (SRI) data the week of launch ➡ total brand sales 2nd in beermarket✓Record-high levels of Kuronama customers intending to continue

purchasing (75%)
Future Plans✓

Branding strategy ➡ consolidate positioning✓

Kuronama ➡ consolidate position as staple beer, provide serving
suggestions (mixing Kuronama with Maru F, etc.)ⒸASAHI GROUP HOLDINGS. All rights reserved.

32

Minimal Alcohol Category & Smart Drinking Overview, Future
Plans, Promoting Acceptance of Drinking Style Diversity (DE&I)

Feel free to drink
your own way.

Smart drinking.

ⒸASAHI GROUP HOLDINGS. All rights reserved.

33

Low-alcohol/Non-alcohol Market Growing Worldwide(Million L)

CAGR
+6.1％

(Million L)※2021 is an estimate.
ⒸASAHI GROUP HOLDINGS. All rights reserved.

34

Smart Drinking = a Market with Massive Potential
Working to “Deliver on our great taste promise” and “Bring more fun to life”.

Populationin 20s-60s
Those
who drinkless thanonce amonth

Approx. 80 million people
Approx. 60 million people

Approx. 40 million people
Non-drinkers
・Those who can’t drink
・Those who don’t drink
More than half of
20s and 30s do notdrink alcohol.

ⒸASAHI GROUP HOLDINGS. All rights reserved.

35

Minimal Alcohol Product “Beery” is Driving Growth
Number of non-alcohol and minimal alcohol users
20,000Market total

15,000Dry Zero + Beery

10,000Dry Zero
5,000

Nov-21

Oct-21

Sep-21

Aug-21

Jul-21

Jun-21

May-21

Apr-21

Mar-21

Feb-21

Jan-21

Dec-20Nov-20

Oct-20

Sep-20Aug-20Jul-20Jun-20May-20

Apr-20Mar-20Feb-20Jan-200

Dec-19Beery2019/1-2019/2-2019/3-2019/4-2019/5-2019/6-2019/7-2019/8-2019/92019/102019/112019/122020/1-2020/2-2020/3-2020/4-2020/5-2020/6-2020/7-2020/8-2020/92020/102020/112020/12-

Non-alcoholⒸASAHI GROUP HOLDINGS. All rights reserved.

Dry Zero

Beery

Dry Zero + Beery

36

Consumers Switching to Beery from Wide Range of Beverages
From October through December 2021, consumers were mainly switching to Beery from beer-type
beverages, Japanese Sake, sugar-free tea, and health drinks
0.160

0.145
0.004
0.004
0.006

流
入
元

of inflows and outflows
Share difference
流出流入シェア差

Source of inflow

0.140

0.010

0.120
0.098

0.100

0.080

0.060
0.037

0.040

0.020

0.002
0.000

Jan-Mar2021
2021年1-3月ⒸASAHI GROUP HOLDINGS. All rights reserved.

0.002
0.003
0.004
0.007
0.006
0.002
0.007
0.007
0.007
0.001
0.009
0.002
0.005
0.003 0.001
0.004
0.003
0.006
0.021

0.010
0.004
0.009
0.009
0.008
0.001
0.005
0.003
0.010
0.001
0.005
0.009
0.006
0.009

0.030

Jul-Sep
2021
2021年7-9月

乳酸飲料
Lactic acid beverages
ミネラルウォーター類
Mineral water

健康飲料
Health-related beverages

無糖茶
Unsweetened tea
紅茶ドリンクBlack tea
コーヒードリンク
Coffee炭酸飲料
Carbonated drinks

果実・野菜飲料
Fruit and vegetable

beverages
CTS

Non-alcohol cocktail
BTS
Non-alcohol beer
その他酒類

Other alcohol beverages
日本酒Japanese Sake
ハイボール
High ball
洋酒(除ハイボール)

Whiskey and spirits Wine
ワイン
Shochu
焼酎
RTD
低アル

Beers
ビール類

0.008

Apr-Jun2021
2021年4-6月

その他清涼飲料
Other soft drinks

Oct-Dec 2021
2021年10-12月

Total
TOTAL

37

Minimal Alcohol Category and Smart Drinking Strategies
Current Situation✓

Last year, the minimal alcohol/non-alcohol beverage market in
Japan grew 115% YoY ➡ driven by minimal alcohol beverages

Future Plans✓

Expand and enhance product lineup✓

Creation of menus for use in bars and restaurant that enable
customers to select drinks by alcohol content✓

Understand the needs of those looking to drink less and gain
insights about such people✓

Establishment of Smart Drinking Co., Ltd. to popularize andestablish the Smart Drinking conceptⒸASAHI GROUP HOLDINGS. All rights reserved.

38

THE DRAFTERS: FY2021 Overview● Specialization in Asahi Super Dry (Extra Cold)● Focus on loyal customers in the first year
● 15,000 members• Controlling number of members through the use oflotteries due to lack of equipment and materials• 58,000 people on the membership waiting list and
630,000 registered followers on the “Line” app● Direct communication with members• Online seminars by employees for new members• Direct communication with enthusiastic members
through fan meetings● Cancellation rate of only 1.6%
ⒸASAHI GROUP HOLDINGS. All rights reserved.

39

THE DRAFTERS: Plans for Current Fiscal Year

● Bringing more fun to members
•
•
•

●

Lifetime value enhancement••●

Direct engagement with each individual member
Enhancement of provided value through directcommunication and analysis of purchasing/behavioral data

Awesome!
It’s somuch
fun!

Pursuing profitability••●

Direct online and offline communication
Members-only information, exclusive products/events
Joint development of original products and new services withmembers

High added value and efficient primarily online customer
attraction and sales promotions
Targeting a total of 70,000 members (however focus is not on
increasing number of members)

Members are referred to as the Drafters

Putting the Asahi Group Philosophy into Practice•(the name for the members is also the nameof the service)“Deliver on our great taste promise and bring more fun to life.”ⒸASAHI GROUP HOLDINGS. All rights reserved.

40

Information in this material is not intended to solicit sale or purchase of shares in Asahi Group Holdings.
The views, estimates and other information expressed in this document are based on the company's judgment at the time of
publication, and no guarantees are provided regarding the accuracy of such information. This information is subject to change without notice.
The company and its officers and representatives accept no responsibility or liability for any damage or inconvenience that may be caused by orin conjunction with any part of these materials.

ⒸASAHI GROUP HOLDINGS. All rights reserved.