Opening Day

Alexi M. Spector
COMM483 12:30
Silver Anvil Case Study

Situation
The Anheuser-Busch and Major League Baseball (MLB) relationship stretches across three decades and is traced
back to the 1800s. According to MLB.com, it is a popular belief that Budweiser and baseball go hand-in-hand.
After a contract extension in 2012 that guaranteed Budweiser as the Official Beer of the MLB through at least
2018, the brands reaffirmed the commonality.
As the Official Beer of the MLB and in the midst of the need for a spark of passion, Budweiser paired with Weber
Shandwick and decided to create a movement that featured Ozzie Smith, the legendary Hall of Fame shortstop,
to make Opening Day a holiday. Not only did Budweiser aim to direct recognition and pride toward Americas
greatest pastime but also drive the Budweiser brand as the ideal beer to celebrate it with.

I think that the campaign utilized an optimal SWOT analysis. It recognized Budweisers potential to market
baseball and the opportunity for the beer brand to come out strong right behind what appeared to be the main
point of the campaign. Budweiser and Weber Shandwick analyzed the strengths, weaknesses, opportunities and
threats of the concept of marketing Budweiser through the channel of Opening Day in addition to considering
these factors on the larger scale of Budweiser as the official beer of the MLB. There was potential to fail; the
media could demonstrate little interest in the campaign or the petition could fail to reach its minimum number
of signatures, both of which would ruin the chance of generating the desired outcome. But with every successful
campaign comes a little risk.
Research
The research conducted prior to the campaign demonstrated that there was strong potential behind the idea of
making Budweiser the leading supporter of Opening Day as a national holiday. The main form of primary research
was a national survey that revealed an estimated 22 million Americans, ages 21 and older, admitted to having
played hooky from work or other commitments to attend or watch an Opening Day game, which supported
the concept that an Opening Day campaign would reach a wide age range of people. The same survey, which
was commissioned by Budweiser and Weber Shandwick, demonstrated that fans 21-44 and older were twice as
likely as their older counterparts to play hooky, which is an age range that directly corresponds to those who
are most active on the internet and therefore more likely to notice and potentially sign an online petition.
The survey can be categorized as a primary form of research. Although the Wilson textbook states that primary
research doesnt necessarily refer to survey research, the survey was conducted for a specific purpose,
therefore categorizing it as primary. After an extensive investigation to find out more information regarding the
survey, no further information regarding the sample size and exact audience could be found. The survey was
conducted on a national scale, but as for exactly what scale and audience was used, I assume that the sample
was not purely random.

To distribute the survey, Budweiser had to have some sort of reliable

established network that would guarantee a reasonable response
rate. I think that the survey was distributed online through an email
to people signed up for MLB and Budweiser updates, which would
offer a variety of ages (although mostly those who are tech-savvy and
computer reliant). This would mean that the survey was not given
to a random sample, and it would be given to those who consider
themselves baseball or beer fans. The results would then be biased
because obviously those who are passionate about baseball would
be more likely to play hooky to watch or attend an Opening Day
game.
In addition to the information gathered from the survey, AnheuserBusch (Budweisers umbrealla company) recognized company
data that illustrated Budweiser annually experiences an increase in beer sales each spring around the start of
the MLB season, which emphasizes the relevance between the Opening Day time period and beer sales. The
internal research conducted by Anheuser-Busch can be categorized as informal because it was less structured
and exploratory, as well as conducted just for records and not specifically for this campaign. The Wilson textbook
states that informal research provides valuable insight to lead us in directions of more formal discovery, which
accurately describes the analysis of statistics about the increase in beer sales.
Budweiser also had to look into statistics regarding Opening Day 2014. According to an article about the
campaign published on March 20 (11 days before Opening Day) by PR Newswire, Budweiser had acknowledged
the following statistics through its partnership with the MLB:

22 million Americans admit to having played hooky to watch or attend

an Opening Day game
1,092 baseballs are used on Opening Day
1.3 million fans will attend Opening Day games in 2014
19,500 pounds of peanuts and 148,000 pounds of hot dogs will be consumed
on Opening Day

What better way to wash down a pound of peanuts and a hot dog than with a nice, cold Budweiser?
The research for the campaign also confirmed that Ozzie Smith would be an ideal spokesperson, as his prominence
and relevance would attract all baseball fans. Smith is known as The Wizard of Oz and also has a reputation as
one who combines athletic ability with acrobatic skill to be one of the greatest defensive shortstops of all time.
The 13-time Gold Glove Award winner is said to have redefined the position in the almost two decades he
played with the San Diego Padres and St. Louis Cardinals. Smith set records for assists, double plays and total
chances within the MLB. Smith was inducted into the MLB Hall of Fame on July 28, 2002, which was 12 years
prior to the Opening Day campaign.
From the guaranteed information and what I assume about the
research conducted by Budweiser and Weber Shandwick, I believe that
there could been other forms of research implemented to stretch the
campaign even further such as focus groups of Americans who do not
consider themselves avid baseball fans to determine how to reach the
general public. Because the campaign was time sensitive, it makes sense
that Budweiser and Weber Shandwick did not extend their research,
but I believe there was more potential to spread passion and increase
recognition of the Budweiser brand and its relationship with baseball.

Planning
The Opening Day campaign was extremely thought-out and organized. Budweiser derived its objectives
directly from the situation analysis and developed goals, which is evident through the conducted research.
The strategies were developed through breakdown of the objectives. The campaign was organized
according to the target publics:

Brand traditionalists (age 35 and older)

New users (21-34 years old)
Baseball fans
Americans in general (everyone is a baseball fan on opening day)

According to the Silver Anvil case, the audiences were generally organized by brand traditionalists and new
users, which made planning the campaign simple; it had to somehow revitalize the traditionalists passion
for Budweiser and then garner the attention of an audience the brand had not reached before.
Although not directly spelled out, the main
goal of the campaign was for Budweiser
to be recognized as an authentic, highquality brand with traditions and
heritage, specifically linked to baseball.
The challenge for Budweiser and Weber
Shandwick was to somehow get America
talking about Budweiser at the forefront
of pop culture and baseball, essentially
through a campaign that would end on
Opening Day (the optimal period of beer
sales).
Because the goals for the campaign were not laid out in the case, the objectives were not specific to the
goals and therefore did not follow the SMART guidelines in a way that would be beneficial for this paper. I
took the initiative to rewrite the objectives in a way that organized them per goal and followed the SMART
guidelines; the following were derived from the Silver Anvil case study and modified to fit the standards
for objectives:

Increase relevance and likeability toward Budweisers longstanding

association with baseball and its greatest moments by at least 10% (brand health
metrics)
Improve Budweiser sales volume at least 30% from the Opening Day
time period from the prior year
Maintain media coverage with at least 70% of coverage including two
or more key messages that emphasize Budweisers affiliation with baseball

The objectives for this goal are outcome objectives. All relate to the results Budweiser and Weber Shandwick
wanted to see from the campaign regarding brand health metrics, increase in sales and media coverage.
Every aspect of the campaign is time-bound; because the campaign was conducted with the deadline of
Opening Day, everything had to be completed within 30 days. Also, the easy measurability of the objectives
allowed for simple evaluation of the campaign.

The following strategies originated directly from the objectives:

Connect avid fans of baseball and Budweiser with an emotional

tribute to Americas national pastime, sparking conversation and
engagement with strong digital content and storytelling
Local market deliveries of day-fresh draught kegs to MLB stadiums and
markets
Opening Day watch party at the newly-opened Budweiser Brew House
next to Busch Stadium (St. Louis, Mo.)
Promote the idea of making Opening Day a national holiday through
Ozzie Smith on national satellite and radio media tours
Budweiser-led correspondence with the Presidential Administration to
receive a response to the petition for Opening Day
Create a call to action that would motivate and inspire baseball fans

The first strategy relates directly to the first objective of increasing relevance and likability toward
Budweisers association with baseball because it appeals directly to the audiences emotion and creates a
buzz amongst the target publics. All of the other strategies directly relate to the objectives because they
incorporate the spread of awareness and sale of Budweiser as well as link Budweiser with baseball through
the media (petition received buzz as well as delivery of kegs).
I also believe that having Opening Day be recognized as a national holiday is a goal for the case. It is
arguably also a strategy for the goal stated above, but because the campaign used the push for Opening
Day as a holiday as the forefront to increase Budweiser recognition and sales, I believe it is a goal. The
objectives for this goal were extremely specific and simple:

Achieve 100,000 signatures within 30 days from people 21 or older on

the WhiteHouse.gov petition to make Opening day a holiday
Generate at least 1 million media impressions through at least 500
stories

The strategies stemmed from the objectives; Budweiser needed to somehow drive people online to sign
the petition and at the same time relate the Budwesier brand back to the campaign.

Publicize Ozzie Smith as the face of the campaign through two media
tours and interviews on television and radio
Include the Budweiser Clydesdales throughout Smiths campaign to
reiterate Budweiser branding
Advance news break to influencers Darren Rovell and Jenifer Langosch
Release 16 localized videos featuring retired players/coaches talking
about why Opening Day should be a holiday
Celebrity social media posts

The first objective is an output objective; Budweiser created the petition and used Smith as a way to spread
awareness. The second objective is an outcome objective; the campaign needed to create a buzz amongst
the media to reach the target audiences. The use of Smith as a prominent and relevant spokesperson
throughout the campaign was vital in garnering attention target publics and media.
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Budweisers business objective focused on the increase of consideration of Budweiser amongst adults 35 or
older and centered on brand health metrics that consumers perceive Budweiser to be an authentic brand,
a high-quality brand and a brand with traditions and heritage. Brand health metrics, both diagnostic and
prescriptive, help managers understand whether the brand is on track relative to its positioning. In other
words, the metrics help the company understand how the brand is perceived amongst its target publics and
how well it is doing in its market.
Brand Health Metrics Measured:

Authenticity
Quality
Brand with traditions and heritage
Persuasion (reflects purchasing decision)
Information (indicates consumer followed URL call to action)
Emotional Sentiment
Watchability
Likeability
Relevance

Budweiser entered the research and planning phases with the theory that everyone is a fan of baseball
on Opening Day as a frame. The Budweiser brand prides itself on two of its core values, optimism and
celebration, both of which correlate with American values. Because of Budweisers success with previous
campaigns that emphasized celebration and optimism, such as the Hockey Goal Celebration Campaign in
Canada (2011), the utilization of them as well as the frame theory set an appropriate and energized tone for
the campaign.
The big idea of the campaign, as
I said before, was to use Opening
Day as a way to revamp and
draw attention to the Budweiser
brand while also reaffirming the
connection between Budweiser
and baseball. The messages the
campaign
demonstrated
were
extremely appropriate and timely;
the goals, objectives and strategies
effectively emphasized the big idea.
The initiative to create a call to action
that would inspire and motivate fans
was well thought-out; it was a way
to automatically engage fans and
make them feel like they can make
a difference, which is usually a method that guarantees success in marketing campaigns. For example, the
Lays Do Us a Favor campaign implemented by Lays and Ketchum in 2012 that asked consumers to create
their own potato chip flavor in a contest (see Appendix B).
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Implementation
The Budweiser Opening Day campaign struck gold. It was creative, appropriate and extremely well executed.
Not only did it correlate perfectly with the optimal beer sale time period, it also utilized Ozzie Smith to his
full potential as well as sports media. Working closely with the MLB enabled Budweiser to use official marks
and even archived game footage in various ways.
People did not perceive the Opening Day campaign as a way to sell more beer; it
was about love, passion and reverence for the game of baseball.
It helped that Anhauser-Busch is centered in St. Louis whose MLB team, the St. Louis Cardinals, had
participated in the final game series of the 2013 World Series (the year before the implementation of the
campaign). Throughout the planning stage, Budweiser and Weber Shandwick acknowledged that although
an impactful launch was crucial for the campaigns success, it was also essential to continue driving
signatures and keep the ideal end result top-of-mind throughout the month with a steady rhythm of
news. The public relations team (comprised of both Budweiser and Weber Shandwick representatives)
needed to make sure that people were still talking about and consuming Budweiser from the launch of the
campaign on Feb. 25, 2014 until Opening Day on March 30, 2014. The entire campaign took a three-phase
approach, broken up into the launch phase, the sustaining the story phase and the opening week phase.
The launch phase began on February 25 with an advanced newsbreak to Darren Rovell and Jenifer Langosch.
Rovell is a sports business analyst who works for ESPN and Langosch is a popular MLB blogger; both are
extremely popular on Twitter. Rovell has 1.24 million followers and Langosch has 46.8 thousand, which
guaranteed that a huge network of people would be buzzing about the campaign as soon as Rovell and
Langosch published information about it. The launch also began with a national satellite and radio media
tour with Ozzie Smith, as well as original video content featuring archived MLB and branded Mr. Smith Goes
to Washington footage that began with Smith at the St. Louis Cardinals Spring Training camp. Throughout
his tour, Smith emphasized the relationship and American culture of baseball and Budweiser. Smith stated,
We owe it to the generations before and ahead of us to nationally observe
Opening Day as a holiday. Budweiser and baseball, whats more American than that?
Budweiser also published an Opening Day stats infographic (see Appendix C) and high-resolution imagery
of Smith and MLB Budweiser cans, automatically linking the beer brand with the campaign. Budweiser also
launched a new portion of their website at Budweiser.com/OpeningDay, which was a branded call to action
linked to the petition at WhiteHouse.gov. Within eight hours of the link being posted, the petition neared
7,000 signatures. Last but not least, Budweiser took over the homepages of ESPN.com and
MLB.com, automatically securing the attention of a variety of sports fans on ESPN and all baseball fans on
Major League Baseballs website.
Most of the launch targeted established baseball fans, but the Budweiser website as well as the infographic
and imagery linked the Opening Day campaign to Budweiser, which automatically targeted brand loyalists.
I think that the campaign had more potential to target the general public early within the launch period
with on-site activation methods, such as custom Opening Day beer cans sold in grocery or convenience
stores (which happened in the second phase) or giveaways at large offices or corporations. Because both
Budweiser and the MLB each have such a large presence in corporate society, I think there was potential
to utilize business allies such as the National Football League (NFL) and the National Hockey League (NHL).
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I think that there was most potential with

the NHL because the leagues season ends
right before the MLB season starts. Although
Budweiser is not the official beer of the NHL
(Molson Canadian is the official beer of the NHL
in North America; Coors Light has sponsorship
rights in two countries), the company could
have teamed up with Molson Canadian in
competitive commercials, advertisements,
etc. that would be broadcasted and published
during hockey season. Not only would this
start to set the scene and excite the public
for the Opening Day campaign, it would also
target a completely different audience that the campaign may have not reached before: hockey fans.
The second phase of the campaign, which the Silver Anvil case described as the sustaining the story phase,
began on March 4 and concluded on March 23. It kicked off with a second media tour with Smith as well as
the unveiling of local market Budweiser print ads, featuring
toasts to the hometown MLB team. The second video in the
content series was published and presented Smith on the road
collecting signatures for the online petition. Sixteen localized
videos featuring retired players and coaches speaking about
why Opening Day should be a holiday were also released
throughout the country. Alyssa Milano, an American actress,
singer and producer as well as an avid baseball fan, published a
post on Twitter that advertised the petition, and the MLB also
offered social media and email support to fans and subscribers
as well as team social media posts.
The campaign also published a second news release and rereleased the Opening Day infographic with details on the
remaining number of signatures needed to send the petition
to the White House.
Throughout the campaign, Budweiser emphasized its relationship to baseball. In a press release published
in the midst of the second phase that detailed the initiative, Tom Kraus, the director of Budweiser brand
marketing, said,
Budweiser and baseball have gone hand-in-hand ever since both were born in the 1800s. Budweiser has
been there for every major milestone -- every record-setting event, home run and no-hitter -- making it the
only brand that can authentically put forth a movement of this magnitude. We can think of no better way
to honor Americas National Pastime than by observing the day and encouraging everyone to celebrate
with friends, family and fellow baseball fans.
Although Alyssa Milanos post did not receive more than 500 retweets or favorites, the celebrity attention
was still appreciated and included in the Silver Anvil case study. I think that Budweiser could have reached
out to more celebrities who are openly dedicated baseball fans to publicize the campaign such as Ben Affleck
or Matt Damon, who according to CNBC are both diehard Boston Red Sox fans, or Bill Murray, who is a
Chicago Cubs fan.
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The third and final phase of the campaign began on March 24 and lasted through April 7, which was MLBs
Opening Week. Local market deliveries of day-fresh draught kegs were made to MLB stadiums and markets,
and the third video in the content series was published. It thanked fans for reaching 100,000 signatures and
enabling the petition to be sent to the White House.
Budweiser debuted its MLB spot, Always There, exclusively through the
New York Times, which emphasized the relationship between Budweiser and
baseball. The commercial retraced 100 years of baseball history, including the
Red Sox selling Babe Ruth to the New York Yankees in 1920, Lou Gehrigs farewell
speech in 1939 and Willie Mays back-to-the-plate catch while running full-speed
to the outfield wall in Game 1 of the 1954 World Series (to name a few). Most
of the 30-second commercial was broadcasted in black and white, which then
transitioned into grainy color for the 1970s achievements and finally changed to
full-color for the final shot, which featured a fan returning to his seat in Busch
Stadium in St. Louis with a Bud in his hand to watch a game in the present (2014).
Budweiser and the MLB jointly rang the New York Stock Exchange bell, and
Budweiser led correspondence with the Presidential Administration to receive
a response to the petition by Opening Day. The campaign wrapped up with an Opening Day watch party at
the newly opened Budweiser Brew House next to Busch Stadium in St. Louis, complete with a never-ending
supply of Budweiser beer.
I think that Budweiser budgeted the campaign effectively, but more could have been done. Budweiser is a
huge company and although it probably cost a decent amount of money to send Ozzie Smith on two media
tours and to create localized print ads, I do not think Budweiser utilized its resources enough. The brand
is #25 on Forbes Most Valuable Brands list and is valued at $22.3 billion. Especially because most of the
media coverage of the campaign was free, Budweiser had room to spend and increase the magnitude of the
campaign.
Evaluation and Results
The WhiteHouse.gov petition to make Opening Day a holiday secured 30,000 signatures in the first 36 hours
of the campaign and 102,919 signatures after 26 days, which warranted a response from the White House.
Although the push to make Opening Day a national holiday was a valiant one, it did not succeed. In the White
Houses response to the petition, written by Josh Earnest who was at the time the Principal Deputy Press
Secretary of the White House, Earnest stated,
While we are sympathetic to your pitch to make Opening Day a national holiday,
its a little outside our strike zone: creating permanent federal holidays
is traditionally the purview of Congress. So, its up to the men and women
on Capitol Hill to decide whether to swing at this pitch.
Not only was Earnests response filled with baseball puns, it also stated that to celebrate Opening Day, the
White House would be honoring the Boston Red Sox as the 2013 World Series champions at the White
House. To read the description of the petition as well as the rest of the response (which I recommend you
do, its rather hilarious), refer to Appendix D.

Because all of the campaigns objectives were easily measurable, the evaluation process was extremely clear.
Apart from the White House response, Budweiser measured the campaigns success through outcomes:
media impressions and stories, business statistics, social media presence, video content views and the
fluctuation of petition signatures.
During the campaign, Budweisers sales volume rose 46.1% over the same period from the year prior, with
net revenue up 1.3%, which meant that the original objective of increasing Budweisers sales volume 30%
was met. Budweiser experienced a $13 million revenue gain and the program correlated with a 12-point
increase in category share during Opening Week. This means that Budweiser significantly increased its
presence in the beer market during Opening Week.
The campaign had become a trending topic on Facebook within six hours of its launch, and the video
content series received more than 3.08 million views (68% of which were from male viewers). Not only did
the campaign satisfy the objective to reach 500 stories and 1 million impressions, it neared 1,000 stories
and earned 238,728,540 impressions.
All other objectives were met as well; 73% of media coverage included two or more key messages, which
connected Budweiser to Ozzie Smith, emphasized the brands status as the Official Beer of the MLB and
highlighted Budweisers affiliation with baseball since the late 1800s. Spokespeople, including Smith,
conducted 55 media interviews that generated the key messages previously described.
Brand health metrics rose for all consumers ages 21-65, specifically those 35 and older, which hit the target
public right in the bulls-eye. The metrics surpassed all category norms in the top quarter of category ads
that Budweiser had tested in the previous year:

Authenticity: +4.2 points

Brand Quality: +7.25 points
Brand With Traditions and Heritage (reflects opinion on): +4.35
points
Persuasion (reflects purchasing decision): +13%
Information (indicates consumer followed URL call to action): +24%
Emotional Sentiment: +49%
Likeability: +13%
Relevance: +8 points

My Perspective
I thoroughly enjoyed studying this case because it directly relates to the industry I want to work in after
college. The entire campaign was an obvious success in its appeal to the target publics and the recognition
it earned from the media, all of which is evident in numbers. Although impressed with its rapid success, I am
a little disappointed with the campaign because I think that Budweiser could have done more.
I reiterated throughout my analysis that Budweiser is subjectively a large enough company to take a
campaign to the next level. I believe this campaign was an ideal opportunity to do so especially because
baseball is such a huge part of the company Budweiser defines itself as, including one with traditions and a
strong relationship to Americas greatest pastime.
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The aspect of the campaign that I thought was the most influential was described earlier in the paper:
People did not perceive the Opening Day campaign as a way to sell more beer;
it was about love, passion and reverence for the game of baseball.
The campaign was not a clear marketing push; it was recognized by the public as a call to action that united
the country through passion and love. The campaign appealed to Americans pathos, which I believe is the
most impactful and therefore successful business strategy.
I think one of the larger lessons to learn revolving around
this campaign would be to take advantage of emotional
appeal when considering market strategy. Although I
was unable to find any information regarding the exact
expenses of the campaign, I can assume that Budweiser
and Weber Shandwick were able to conduct it at low
cost. The media ate it up and besides the initial expenses
to send Smith on the tour, it was all for free; never before
had a alcoholic beverage company as large and renown
as Budweiser attempted to create a national holiday,
especially not one revolving around a sport. It was
comical yet inspiring, and it included a personal touch
that reached millions of people.
This case reminded me to think big and even unintentionally stimulated my creativity through the means
of brainstorming. Throughout the process of writing this paper, I was constantly thinking of ways the
campaign could have reached a wider audience and had a longer-lasting impact on the country. Thanks to
the 2012 contract extension, Budweiser is still the official beer of the MLB, but only until 2018. Perhaps if
the Opening Day campaign had had a larger nationwide impact, the extension would have been for longer.
The evaluation aspect of the campaign impressed me. It was clean, organized and easy to follow. I had
never studied brand health metrics prior to this case, and after learning how they work, Im not sure why.
Although it takes a little time to understand, once you learn how to decipher the metrics it is easy to see
how a brand is affected by anything occurring in the market at any time.
Although the campaign was a huge success, I think that Budweiser should have utilized celebrity involvement
more. As previously described, there are a number of celebrities who are well-known baseball fans; any of
them could have contributed to the social media push as well as made
public appearances or statements that emphasized the goals of the
campaign.
I also think that Budweiser could have utilized MLBs connections more,
specifically other professional sports leagues. Like I described earlier,
the NHL and Molson Canadian could have provided a unique outlet and
audience for both Budweiser and the MLB. As an experienced hockey
fan, I understand how different we are than baseball fans, but I think
that is why the link between the two would have been so interesting
and potentially extremely beneficial.
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Although my opinion is that Budweiser should never attempt to make Opening Day a holiday again because
it would be redundant and tired, I do think that the brands relationship to the MLB should be emphasized
every year around Opening Day. I perceive the relationship as a sort of corporate powerhouse; the potential
behind the partnership of the two world-renown brands is endless, it only takes a creative mind and a little
risk to discover to what extent that power can be tested and utilized.
No more petitions have been organized by Budweiser since 2014, but the widely loved Budweiser Clydesdales
have made numerous appearances, including at the Cardinals Opening Day celebration in 2015. As part
of the contract extension solidified in 2012, Budweiser also presents sponsor of MLB Opening Week and
Player of the Month awards, as well as remains an active cornerstone partner of the MLB Fan Cave, which
is the leagues initiative geared toward engaging fans via social media while increasing the profile of star
players and placing baseball at the center of all things pop culture (MLB, 2012). Budweiser also annually
presents sponsor of the MLBFanCave.com Concert Series, which in the past has featured artists such as
Daughtry, Adam Lambert and The Avett Brothers.
New after the extension in 2012, Budweiser also annually presents sponsor of the Wild Cards Games, the
single-elimination games between two Wild Card teams from each league, with winners advancing to their
respective Division Series.
Tim Brosnan, MLB Executive Vice President of Business, commented on the 2012 extension:
For more than 30 years, Americas national pastime has partnered with
Americas beer and we are proud to continue the union of two brands
that evoke such loyalty and emotion. By partnering on initiatives like the
Wild Card and MLB Fan Cave, this new agreement truly demonstrates
an evolution in our relationship.
The 2016 MLB Opening Day is on April 4. Im excited to see what Budweiser has in store and how they utilize
the brands established reputation as The Official Beer of Major League Baseball.

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Appendix A
Budweiser Opening Day Silver Anvil Case Study

America's Beer Celebrates America's Pastime: Budweiser & Ozzie Smith

Campaign to Make Opening Day a Holiday

2015 Silver Anvil Award Winner

Marketing Consumer Products Beverages

Submitted By: Anheuser-Busch with Weber Shandwick

2015, Public Relations Society of America, Inc.

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Appendix B
Lays Do Us a Favor Campaign

14

Appendix C
Budweiser Opening Day Infographic

15

Appendix D
White House Petition and Response

16

Appendix D
White House Petition and Response

17

Sources
P. (2012, August 22). Anheuser-Busch and MLB Properties extend partnership to 2018. Retrieved from http://m.
mlb.com/news/article/166827062/jake-arrieta-corey-kluber-show-you-never-know
Langosch, J. (2014, February 25). Ozzie trying to make Opening Day a national holiday. Retrieved from
http://m.mlb.com/news/article/68290544/hall-of-famer-ozzie-smith-trying-to-make-opening-day-a-nationalholiday
A. (2014, March 20). Ozzie Smith, Budweiser Continue Campaign to Make MLB Opening Day a National
Holiday. Retrieved from http://www.prnewswire.com/news-releases/ozzie-smith-budweiser-continuecampaign-to-make-mlb-opening-day-a-national-holiday-251230861.html
Forbes: The Worlds Most Valuable Brands. (2015, May). Retrieved March 9, 2016, from http://www.forbes.
com/companies/budweiser/
Americas Beer Celebrates Americas Pastime: Budweiser & Ozzie Smith Campaign to Make Opening
Day a Holiday. (2015). Retrieved March 10, 2016, from http://www.prsa.org/SearchResults/view/6BE1504AA1650/0/America_s_Beer_Celebrates_America_s_Pastime_Budwei#.VuDCq5MrL_Q
Declare Major League Baseball Opening Day a national holiday. (2014, February 24). Retrieved from https://
petitions.whitehouse.gov/petition/declare-major-league-baseball-opening-day-national-holiday
Americas Beer Celebrates Americas Pastime: Budweiser (Rep.). (2015). PRSA. 2015 Silver Anvil Award Case
Study.

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