In the late 90s, a local brewer called Brewster was selling a beer called O’Neill’s O’Neil’s Pale Ale.
The beer had a hoppy aroma, and was popular with beer drinkers and tourists.
Brewster wanted to expand on its O’Niel’s popularity by launching a brand called Oaken’s Oaken.
When the brewster became aware of Oaken, it immediately tried to sell it.
“We’ve never had a chance to really try it before,” says Brewster’s CEO, Tim Lutke, who was a brewster at the time.
“And I think that was one of the biggest hurdles for us.
We thought that we’d never get to a point where we’d sell this beer again.”
“It was a little bit scary to be honest,” Lutkel says.
“I remember one time I was in the pub and the guy in the beer bar was drinking it.
The beer was also marketed as a ‘beer that could be taken in the morning’. “
It didn’t go down well at all, so I thought, ‘Well, I might as well make it a beer that people would actually drink.'”
The beer was also marketed as a ‘beer that could be taken in the morning’.
And it was.
Lutkes and his colleagues were selling Oakens to pubs across Australia.
Losing the market was the end of Brewster.
“It’s very hard to be the company that was so successful that it didn’t sell a beer, but it was just a little hard,” Lutske says.
The team would have to move on, and a new company formed in 1994.
A new approach for the brand Lutkas was inspired by a different brewer who had sold a beer on the market called Oatmeal Stout.
“There was this big company that brewed a very popular beer that was a very hoppy beer,” LUTKES says.
“They brewed it in England and then they put it in a little bottle with a little piece of paper on the top that said, ‘This is our Oatmeal stout.’
So they took that idea and they made it in Australia and then in South Africa.”
The first batch was sold to South Africa, where Brewster went to market as a coffee beer.
It had a similar flavour profile to O’Donnell’s, but was brewed at a higher gravity.
It was a success, and the beer became an international success, selling more than 6 million litres a year in Australia.
“What I wanted to do was make it so people would want to come back and try it again,” Luto says.
After a couple of years of experimentation, the team decided to move the company to a new market.
We would have got a big beer company and we would have gotten a bigger brewery and we could still sell beer to people,” he says. “
And we thought, well, what would we have to do?
We would have got a big beer company and we would have gotten a bigger brewery and we could still sell beer to people,” he says.
In 2002, Brewster began a new strategy: to develop a range of craft beers to sell in pubs and pubs’ bars.
“So what we do now is we look at a brewery like Brewster, and we say, ‘Okay, if we can have a little more success with this brewery, we can develop beers that are going to be very popular,'” Luto explains.
Beer as a marketing strategy The Brewster strategy is not new.
In the 1990s, beer was part of the global beer industry, with breweries in Australia, Germany, and South Africa producing and distributing beer.
The Australian Beer Marketing Association (AAMA) was formed in 1992 to ensure that beer companies were not getting squeezed by other craft brewers.
“The Australian beer industry was doing really well,” says Alan Hodge, who is now a beer and wine consultant.
“Then, about five years ago, they started to lose their way.
There was a massive marketing push to try to get people to try different brands of beer and to try new things.
So you see the Australian craft beer industry going down the rabbit hole.”
Brewster’s new strategy was to look at the craft beer market as an opportunity to broaden the company’s portfolio of beers.
“This was a really big opportunity,” says Lutkkes.
“To be able to make beer in Australia is something we have a lot of experience with.”
The strategy changed when Brewster came up with its new flagship beer, Oaken Soho.
The brewery was able to sell a limited amount of O’Hos, so they were able to focus on their other beers.
LUTKE says the new Oaken is much more than a beer: it’s a new branding strategy.
“When you think about it, we are a brand that people are familiar with,” he explains.
“People like beer