Running Head: SMAD 441 ANHEUSER-BUSCH JMU CAMPAIGN
SMAD 441 Draft: Anheuser Busch- JMU Corporate Social Responsibility Campaign
Nandi Alexander, Tiffany Wheeler, Brian Delaporte, Katherine Parker,
Sara Woznicki, and Julieann Lutrario
James Madison University
SMAD 441
Section 0001
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Abstract
Anheuser-Busch has had a long-standing corporate social responsibility initiative in
which it has “donated $930 million in responsibility programs to prevent underage
drinking and drunk driving.” (“Our world, our responsibility”). An integrated social
responsibility campaign to bring awareness to Anheuser-Busch’s “Social Norms”
program will be launched. Social Norms is an Anheuser-Busch program designed to
practice safe drinking and behaviors on college campuses. Anheuser-Busch has spent $10
million dollars on the Social Norms project and has a presence on 10 college campuses,
including some that are close in proximity to James Madison University; University of
Virginia, Radford University, Virginia Commonwealth University and Georgetown. This
program aims to be implemented here at James Madison University in the 2013 spring
semester.
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Situational Analysis
History of Anheuser-Busch
In 1879, Eberhard Busch and Adolphus Anheuser formed Anheuser-Busch
Brewing Association. Three years prior, the pair revolutionized the brewing industry by
creating the American lager beer, Budweiser. This beer was the first to become a
nationally recognized brew; previous to its distribution, beer was strictly locally brewed.
The success of the brand was in part due to the unique advertising methods implemented
by Busch. The use of giveaways, premiums, and brewery tours as well as significant
innovations, such as pasteurization and artificial refrigeration, allowed the brand to cross
state lines (Anheuser-busch companies, inc., 2000). The company continues to use
innovative advertising to its advantage today.
First used in 1872 and later patented in 1877, the “A” and “eagle” logo is the most
recognizable symbol of Anheuser-Busch. Since 1872 the logo has undergone several
small changes, but the “eagle” and the “A” have remained. Anheuser-Busch has altered
the logo a total of seven times, with the current edition remaining unaltered since the
1950s (Our Heritage). The trademark continues to be a symbol of both the brand and its
American heritage.
Anheuser-Busch and Advertising
Anheuser-Busch credits a lot of its success to aggressive and innovative
advertising. Through the use of innovative advertising the company has been able to
connect consumers with their product, surviving economic downfalls and even
prohibition (Marketing and advertising, 2011). Anheuser-Busch was the first company to
use an advertising campaign in the 1890s. The earliest advertising campaign,
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implemented by Busch, consisted of wall hangings, giveaways, and promoting beer as a
multi-faceted product, a beer to suit every taste (Marketing and advertising, 2011).
During Prohibition, Anheuser-Busch manufactured non-alcoholic beverages and
continued with its vigorous advertising (Our Heritage).
Over the course of time, Anheuser-Busch has sought new methods and venues to
promote the product. Television outlets and traditional forms of media are now used to
advertise Anheuser-Busch and its growing number of products, as well as social activism.
The objective, to market a versatile product for any unique taste, has remained constant.
The implementation of the famous Clydesdale and the slogan, “Bring out your best,” in
1994 has helped to further identify the brand. Anheuser-Busch has been able to remain a
success because of its continual efforts to make a product that suits the needs of its
consumers and through continual advertising efforts. For the tenth consecutive year,
Anheuser-Busch has ranked in the top ten for USA Today’s “Ad Meter” (Marketing and
advertising, 2011).
Size of Anheuser-Busch
It comes as no surprise that Anheuser-Busch is referred to as the “King of all
Beers”. As of 2011, the company has maintained a 48.3 percent share of the United
States’ market. Anheuser-Busch is present in 10 countries: United States, Argentina,
Brazil, United Kingdom, China, Belgium, Germany, Russia, and the Ukraine (AB Annual
Report). The company holds either the number one or two spot in the market share in
beverage manufacturing for nine of ten countries, with the exception of China. AnheuserBusch has 113 beverage plants internationally, 12 of those plants manufacture strictly
non-alcoholic drinks (Anheuser-busch, 2006). The number of employees working for the
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beer company has continued to grow year after year and currently, 114,313 people are
employed by Anheuser-Busch (AB Annual Report).
Target Audience of Anheuser-Busch
The target audience for Anheuser-Busch varies depending on what the company is
advertising: beer or a service. However, due to recent declines in the sale of beers as a
result of competitors and a faltering economy, Anheuser-Busch is now narrowing its
focus. For the 2011 Super Bowl, Anheuser-Busch tried to target men between the ages of
21-29 with its advertisements. This demographic is typically targeted by beer companies
due to research that shows young males are more likely to spend money buying the
product. Anheuser-Busch’s Social Norms project is a service program offered by the
company for universities that wish to diminish the negative effects of alcohol on
campuses. Anheuser-Busch targets college students, ages 18-22, as well as university
faculty for this program and appeals to the need for action against drinking. In 2010,
Anheuser-Busch spent more than $275 million on advertisements (Elliot, 2011).
Primary Competitors
Anheuser-Busch holds an advantage over its competitors, maintaining 48.3
percent of the US market. Next is MillerCoors, which holds 29 percent of the market
share. Individually, Miller holds 18 percent while Coors holds 11 percent (Monarch).
According to a study done in 2000, Budweiser and Bud Light, both brands of AnheuserBusch, are the top two best selling beers in the United States (Primary Competitors).
Since the beginning of 2012, MillerCoors has also implemented a responsible
drinking program on college campuses. This program has given a total of $230,000 to 23
different colleges across the country. MillerCoors is also sponsoring a competition this
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year for a one-time $75,000 grant to an eligible college to research the most effective
prevention programming used on its campus (MillerCoors).
Although not leading in market share, MillerCoors is continually increasing its
market share for different products. In 2010, both imports and crafts have grown and are
predicted to continue to grow. In 2010, MillerCoors also implemented a multicultural
strategy by creating different brands to appeal to different groups, thus seeing an increase
in the Multicultural Premium Light volume share (MillerCoors Seminar, 2010).
An additional primary competitor to Anheuser-Busch is Heineken, an international
brand based in Amsterdam. Though the largest brewer in Europe, Heineken is the fastest
growing beer segment in the United States and one of Anheuser-Busch’s top competitors
(Heineken, 2012). Sales however, decreased 2.2 percent in 2011 for Heineken, but
eventually saw an increase at the end of the fourth quarter (Heineken Annual Report,
2011).
Beer revenues have decreased since 2008 in comparison to wine revenues, as a
result of price discounting (MillerCoors Seminar, 2010). Although beer is still the
leading alcoholic beverage sold on the market, it has lost a 1.3 percent share in a $59.24
billion industry (Spirits still gaining, 2012). Wine has picked up the remaining lost
market share since 2011 (See Appendix 1) (Chicago Tribune, 2012).
Competition in the Beer Industry
Anheuser-Busch, a subsidiary of Anheuser-Busch InBev, is the largest beer
company in America. With 48.3 percent of the market share, Anheuser-Busch is one of
two primary beer firms (Owner of beer, 2011) (See Appendix 2). Behind AnheuserBusch is MillerCoors with 28.9 percent of the market share, followed by the next largest
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beer firm Crown, which holds only 5.3 percent of the market share. Due to the oligopoly
Anheuser-Busch InBev maintains, many small breweries have been purchased or driven
out of business. While this may not be ideal for small companies, Anheuser-Busch InBev
enjoys the largest market share and almost half of the American industry (Howard, 2011).
Trend of the Beer Industry
Anheuser-Busch InBev has 36 brands within its firm. Typically, Anheuser-Busch
InBev would buy up smaller distributors, which increases their market share and
decreases competition. Consolidation of companies within the beer industry has been a
trend since InBev purchased Anheuser-Busch in 2008 (Beer Army, 2011). This same
trend also occurs within the second largest company MillerCoors, and has become the
norm for these two companies that dominate the market (Howard, 2011).
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SWOT Analysis
Strengths
The Social Norms program is established under Anheuser-Busch’s favorable
reputation, leaving college students with an already positive perception of the company
due to its high brand awareness. “Anheuser-Busch ranked first in the beverage industry
for social responsibility in Fortune magazine’s 2006 ranking of “America’s Most
Admired Companies” and “Global Most Admired Companies” (Carlson, 2006). The
issue is a matter of creating awareness, which is a far easier conquest than creating a new
brand image in a new venue. This places Anheuser-Busch in a good position to launch a
strong campaign.
Both anti-hazing and responsible drinking are prominent issues, especially on
James Madison University’s campus. JMU has been participating in “Hazing Prevention
Week” for the past few years, which aims to “eliminate hazing and the negative effects it
has on college campuses” (Platt, 2010). Since Springfest, these issues are taken to the
forefront of every organization's thoughts. Springfest, the name of an annual event
dubbed by JMU students, is a multi-block party that typically attracts over 2,000 people
each year. In 2010 however, almost 8,000 individuals attended the annual event, and
Springfest went from blockparty, to ongoing weekend riots in Harrisonburg, Virginia
(Johnson, 2010). The event severely tarnished JMU’s warm and friendly reputation,
image and overall culture the university had come to represent over the years.
On the JMU Web site, there is a page called Be the Change, dedicated to
rebuilding JMU’s image and responsibility (James Madison University). This means that
the program will be received with more openness since it is being introduced into a
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culture embracing the message. The year after Springfest, President Rose said, “Above
all else the bottom line here is the health and safety of our students…we simply want
people to think about the implications of alcohol abuse for them and their friends” (Life
After Springfest, 2011).
Anheuser-Busch has already spent $1.3 billion dollars since 1982 in investments
that promote corporate responsibility (Our World. Our Responsibility, 2012). The
company ingrains the idea of corporate responsibility into their culture and its positive
effects for both the company and its constituents. Since the company is willing to invest
time and money in Social Norms, it is easier to spread the message when there is
financial support and willingness from Anheuser-Busch.
Since the Social Norms program is only adopted at 10 universities, there is an
opportunity for James Madison University to be involved in a trending alcohol preventive
movement. It is always important for a university to be relevant and open to change and
innovation. James Madison University will be seen as progressive and active in the
prevention of alcohol abuse, especially after Springfest. The university will not want to
be seen as taking a back seat on an issue of such relevance and importance. Showing
initiative by adopting Anheuser-Busch’s Social Norms program will be mutually
beneficial for both the school and Anheuser Busch. A mutually beneficial working
relationship is easier to promote because positive outcomes are foreseeable for both
parties and therefore garner more support from constituencies tied to both organizations.
Weaknesses
The Social Norms program is only present on 10 university campuses (Our
World. Our Responsibility, 2012). The program is 14 years old and is still in a
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developmental stage since it has only been adopted by these schools. Due to its relatively
short duration of implementation, the overall effect the Social Norms program on
Anheuser-Busch’s corporate image remains to be unseen. Despite some universities
already adopting the program, there is no model of success to base the campaign off of
and it is too early to tell whether or not the benefits will be long lasting or significant.
Due to the fact that Anheuser-Busch is a well-known alcohol brand, it can be
misconstrued by potential constituents that this is just another case of brand building and
garnering more customers instead of actually trying to prevent alcohol abuse. However,
Anheuser-Busch does have a history of attempting to avoid promoting alcohol to
underage drinkers. They pulled advertisements from MTV due to the notion that too many
young viewers watch that station (Ross, 1997). When people think of Anheuser-Busch,
inevitably thoughts will lead to alcohol. Alcohol is not something that a university wishes
to promote in any way, shape, or form. There will be considerable measures that will
need to be taken to drive the conversation and thoughts from alcohol consumption to
alcohol abuse prevention. As Anheuser-Busch is an alcohol company, the product
heavily influences its company culture. The company’s culture has been likened to that
of a “frat house” (Anheuser-Busch is sued, 2009). Knowing that it is an alcohol
company, Anheuser-Busch needs to be thoughtful in producing messages and promoting
this campaign to ensure that constituents understand the truth behind the movement.
Since Anheuser-Busch has a large portion of the market share, there is little room for
competition. This leaves little to no room for new products and lower prices (AnheuserBusch).
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Opportunities
The opportunities the program has are vast. First, it will create awareness among
students about alcohol use, abuse and prevention. Hopefully the campaign will lead to a
decrease in alcohol related incidents on and off campus. Social Norms aims to engage
students and serve as a catalyst for conversation and action on the issue of alcohol (Social
Norms Campaign, 2010).
The campaign has the potential to positively affect the image of both James
Madison University and Anheuser-Busch, as well as advertise the corporate responsibility
of both organizations. Anheuser-Busch will be seen as a company that is willing to work
for the greater good of the community, and as a company who is willing to serve its
constituencies in a positive and influential manner. The Anheuser-Busch logo may be
transformed from a simple alcohol company to a symbol for alcohol awareness and
activism. JMU may be seen as a university that is actively pursuing new programs to
benefit and educate its students on the effects of alcohol on campus. The university can
educate citizens and prevent further crimes and incidents on and off campus relating to
alcohol by endorsing this program. Academic performance of JMU students will be on
the rise while destruction of property and alcohol related injuries will decline (Social
Norms Campaign, 2010). The campus could emerge as a front-runner in alcohol
awareness and abuse prevention and serve as an example to surrounding schools and the
Harrisonburg area.
Threats
Due to the fact that JMU and University of Virginia are in close proximity to one
another, it may be difficult to obtain support for the Social Norms program at both
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institutions (Carlson, 2006). Having the program at another university would allow the
program to have a greater impact in a wider area. Another threat is that some could see
the Social Norms project as a chance to market their product instead of promote
responsible drinking.
Anheuser-Busch’s values might be lost to those of the university. The focus could
easily shift in the mind of constituencies and be seen as another anti-drinking program
initiated by the university. Other alcohol prevention programs will also serve as an area
of competition. It will be instrumental to the campaign to differentiate Anheuser-Busch’s
Social Norms program from all of the pre-existing efforts to aid in alcohol awareness;
AlcoholEdu, Your Call, Dukes in Recovery (Substance Abuse Prevention, 2012) .
Without differentiation, Social Norms and consequently, Anheuser-Busch, will remain
ambiguous in the minds of constituents as to what the brand image is.
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Primary Research
In order to fully understand if the Social Norms Campaign would be successful
here at JMU, a ten-question survey to assess JMU student’s basic information, attitudes
towards drinking, and awareness of Anheuser Busch’s Social Norms Campaign was
conducted. A survey was created using “Survey Monkey”, a free online survey site and
questions were made to gain knowledge about JMU students attitudes toward drinking.
The survey was randomly distributed over Facebook to about 250 friends at JMU. Over
a hundred people answered the survey but results were calculated once a hundred was
reached. Questions ask about general information as well as attitudes of alcohol. The
questions were as follows (See Appendix 3):
1. What is your year here at JMU?
2. Do you live on campus?
3. How many drinks on average, in a week did you drink in high school?
4. On average, in college how many drinks a week do you consume?
5. Who/what influences you to consume alcohol?
6. Do you think the culture at JMU influence you drink more or less?
7. Have you heard about Anheuser Busch’s Social Norms Campaign?
8. How much would you say you know about alcohol prevention?
9. Are you open to learning more about alcohol use and prevention?
10. If you had appropriate alcohol education would you change your drinking
habits?
The survey responses are as follows (See Appendix 4-13) In the survey; the
majority of the respondents were juniors and seniors. This means that the majority of the
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respondents were most likely 21 and up, thus having more experience with alcohol
consumption. The results show that 88 percent of the respondents stated that they live off
campus. This concludes that since most of the responses said they lived off campus, they
are prone to consume more alcohol because they are not concerned with Residential
Advisors catching them with alcohol in dorms rooms.
In high school, 72 percent of the respondents drank zero to two drinks in a week.
The statistics suggest that alcohol was not important to many students’ social lives in
high school. In addition, it suggests that they did not binge drink. However, the results
shifted to nine or more drinks per week for 35 percent of the respondents. Also, it was six
to eight drinks per week for 32 percent of the respondents. These results can provide
many conclusions. One, in college, students are pressured more to consume more alcohol.
Peer pressure many be one contributing factor to the increase of consumption. Also, there
is more access to alcohol available in college because a person may just ask a friend who
is 21 or over to buy alcohol or go to any party off campus, where alcohol will most likely
be present. From high school to college, the consumption of alcohol increased
dramatically.
The results suggest that JMU students are more likely to binge drink versus
socially drink. Binge drinking is defined by the Center for Disease Control and
Prevention as when a male consumes five or more drink in two hours, or a woman
consumes four or more drinks in two hours (Public Health Facts Sheet, 2012). In regards
to the current study, 35 percent of students surveyed stated that they drink nine or more
drinks in a weekend. It is reasonable to extrapolate that students may drink these nine or
more drinks over two nights, which leaves them falling into the range of the definition of
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binge drinking.
A total of 88.8 percent of the responses for what influences people to consume
alcoholic beverages are their friends. Another 66.3 percent of the responses for what
influences people to consume alcohol is the school/environment. These results
demonstrate that peer pressure is a major factor in why college students drink so heavily.
Also, the results suggest that JMU is an environment where drinking is a part of the
social norm. To support that conclusion as well, 75.8 percent of the respondents said that
JMU is an environment that influences you to drink more.
Of the respondents, 90.9 percent said that they had not heard about the AnheuserBusch Social Norms Campaign. This shows that college students at JMU may not be
interested in alcohol prevention programs that are not at JMU. Of the responses, 54
percent said they were average on their knowledge of alcohol prevention and 36 percent
said they were above average on their knowledge of alcohol prevention. This shows that
some college students at JMU are aware of the effects of alcohol, but choose not to
practice safe drinking because the majority of the responses practice binge drinking.
Of the respondents, 62 percent said they would be open to learning about alcohol
use and prevention. The survey shows that students are interested in learning more about
alcohol and the effects it can have on the human body, which supports the desire to bring
Anheuser-Busch’s Social Norms program to JMU. It demonstrates that the JMU
population would be welcoming of the Social Norms program. The students would be
willing to learn from a program that would benefit their health and safety while still being
able to enjoy drinking.
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Target audiences
Students are the most crucial audience, as they are the ones the program aims to
impact directly. Social Norms is a program that is designed towards making students
aware of the effects of alcohol by agreeing to take a pledge against irresponsible and
underage drinking (Our World. Our Responsibility, 2012). Students will be the ones
taking the pledge, and they are the ones who will be making better drinking decisions.
Therefore, it is imperative to reach students first and foremost and to find ways to reach
that demographic in an effective and efficient manner. The campaign will be designed
and tailored to the college student. By allowing the students to engage with different
target audiences on campus, this campaign gives JMU students a chance to get involved
with staff and other students to create a well rounded student body (Social Norms
Campaign, 2010)
The James Madison University Health Center is a necessary target audience due
to their coalition with several substance abuse prevention organizations. The health
center’s mission is to ensure the health and safety of the university’s students (JMU
Comprehensive Prevention Summary, 2012), so it would be ideal to incorporate the
Social Norms program into the health center’s repertoire. The health center currently
recognizes affiliations with the Campus Coalition on Alcohol Abuse (CCAA), Dukes in
Recovery, Brief Alcohol Screening and Intervention for College Students (BASICS), and
High Expectations (Newsworthy, 2012). However, the closest affiliation that Social
Norms would share with the health center would be through the Your Call Marketing
Campaign, which the health center founded in 2009 in order to promote awareness of
alcohol and decrease negative consequences (Your Call Marketing Campaign, 2012). As
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their mission aligns with the Social Norms program closely, it would be ideal to be able
to work together and solidify their program, as the Social Norms program will bring more
finances and a stronger program plan with more resources.
Student groups would be beneficial in promoting activism and awareness for
Anheuser-Busch and Social Norms. Student groups are a key target demographic. Since
these groups consist of students, they are trusted and more influential. Student groups
such as: sororities, fraternities, Saferides, Student Ambassadors, and anti-hazing
organizations may all be instrumental in the success of the campaign. Student
organizations promote activism and reach an array of niche audiences. The campaign and
Social Norms must appeal to all college students and the most efficient way to do that is
to communicate to students where they are involved. Student groups have the ability to
hold fundraisers and events that promote awareness and can encourage students to get
involved and sign the pledge (James Madison University, 2012). These organizations also
have value statements that refer to keeping students safe (About, 2012). Most student
groups have an established presence on social networking sites. A student would not
necessarily know to go to Anheuser-Busch’s social networking sites without prior
knowledge or incentive to do so. A student would, however; look on the site of an
established student group’s page because it is relevant to their school and therefore
relevant to the student. Student Ambassadors is a great resource to use. The main
purpose of the organization is to serve students and to promote the university (JMU
Student Ambassadors, 2012). If student groups such as this actively promote Social
Norms, it is likely there will be increases in pledges as well as participation in the
campaign. Student groups will be essential to the success of this campaign.
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Objectives
A communication campaign is necessary because Anheuser-Busch has spent
billions on corporate social responsibility programs, yet very few constituents are aware
of the efforts and progress they have made in those areas (Our World. Our Responsibility,
2012). It is important to let constituents know about what causes and projects they are
investing in, especially when it is aimed toward the community and will undoubtedly
affect the image of the company at large. If investments are being made to improve
society by the company, then those efforts should be well distributed and advertised. If
the constituents are not aware of the company’s image it is imperative to implement a
communication campaign immediately to spread the word. The communication campaign
would highlight and advertise Anheuser-Busch and its beneficial programs that the
company continuously works to create and implement. This campaign would therefore
aim to change the image of the company to one that is more socially responsible (James
Madison University, 2012). The main issue is awareness. Anheuser-Busch supports ten
different universities nationally, yet not many people know about these programs. The
company wants to be able to expand these university programs in a way that will assist in
promoting all the good actions the company has taken. Anheuser-Busch wants to enhance
its corporate responsibility as well as project a positive corporate image that is sometimes
otherwise hindered by the negative attributes associated with alcohol and
correspondingly, to those brands who distribute alcohol (Our World. Our Responsibility,
2012).
Specific objectives in relation to time
Hits on social media sites, such as Facebook and Twitter, equate to the
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dissemination of information among a younger audience. It would be beneficial to
monitor the number of hits to both of these sites before, during, and after the
communication campaign is implemented. This will show how many more constituents
are receiving information about the company as a result of the campaign. Focusing on
Facebook and Twitter would reach college students, the target audience, where they are
most likely to be reached (Koetsier, 2012). Anheuser- Busch’s Facebook has over half a
million likes on the page, but after only a week of adding the “Take the Pledge” portion,
there were only 115 likes (Buss, 2012). For a company with a rather high amount of
likes, the “Take the Pledge” portion of the Facebook page should have just as much
attention.
1.) To increase the number of hits on Anheuser-Busch’s Facebook and Twitter by
doubling the amount of hits within six months of the communication campaign.
The Anheuser-Busch Facebook page includes a pledge to drink responsibly, and includes:
-respecting the legal drinking age
-enjoying responsibly and knowing when to say no
-being or using a designated driver (Our Pledge. Our Responsibility, 2012)
The campaign will use this pledge as a way to measure how many students have
agreed not to engage in underage or irresponsible drinking as a result of AnheuserBusch’s Social Norms program (Our Pledge. Our Responsibility, 2012).
2.) To increase the number of JMU students who took the Anheuser-Busch Pledge by 15
percent by 2015.
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A significant increase in students who sign the pledge would positively affect the
social image of the corporation and show the positive influence Anheuser-Busch is
making on James Madison University’s campus. About 15 percent of adults have binge
drinking like habits (Buss, 2012). James Madison University students fall under the
“adult” category, therefore falling under the 15 percent with binge drinking habits. If
these 15 percent of students can take the survey, attitudes and proper education will be
administered.
3.) To decrease the alcohol consumption on JMU’s campus by 25 percent over three
years.
According to the National Social Norms Institute, alcohol reduction on college
campuses with this program have all been over at least three years (See Appendix 14). At
the University of North Carolina, over five years, the alcohol reduction rate went down
30 percent (Case Studies, n.d.). It is reasonable for alcohol consumption to go down by
25 percent over three years, because of the results seen on other college campuses similar
to JMU.
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Themes and Strategies
The theme of the Social Norms at JMU campaign is to work collaboratively with
Anheuser-Busch to collectively reduce both underage and binge drinking in the greater
JMU community. This theme is consistently shown throughout the campaign, as well as
the advertisements created for the campaign, in both the graphics and text. In order to
show the relationship between JMU and Anheuser- Busch that will be developed under
the Social Norms program, the campaign will use advertisements that rework the official
corporate responsibility program. The slogan for Anheuser-Busch’s corporate social
responsibility program is “Our World. Our Responsibility,” (Our World. Our
Responsibility, 2012). In order to make the slogan more specific to the Social Norms
program at JMU without losing the affiliation with Anheuser-Busch, the word “World”
has been replaced with “School.” Along with changing the word “World,” the
advertisements feature JMU school colors and imagery that JMU students would
recognize. The strategy of the Social Norms campaign is to use the brand recognition of
Anheuser-Busch and the sentiments of students’ affinity towards JMU to get our message
out to the school community (James Madison University, 2012). By tailoring the wellknown Anheuser-Busch slogan to accommodate JMU, students will be intrigued by the
message (See Appendix 15-17).
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Message Strategy and Execution
In order to effectively communicate the message, three advertisements have been
designed. They are all similar in that they use JMU colorings and prominently display
the slogan, “Our School. Our Responsibility.” In order to achieve the communication
objectives, the advertisements vary in shape, size, and design but all share enough
commonalities that a person would understand that they are all linked.
The first objective is “To increase the number of hits on Anheuser-Busch’s
Facebook and Twitter by doubling the amount of hits within six months of the
communication campaign.” In order to increase the Facebook and Twitter hits, it is
necessary to revamp the advertising on the site. The Duke Dog advertisement (See
Appendix 15) is ideal for a Twitter avatar or Facebook profile picture because of the
shape and the design. With the recognizable symbol of the Duke Dog, it is an ideal way
to pull JMU student’s attention to the page. Furthermore, the “Take the Pledge”
advertisement (See Appendix 16) would be an ideal Facebook banner due to its shape and
call to action.
The second objective is, “To increase the number of JMU students who took the
Anheuser-Busch Pledge by 15 percent by 2015.” Two out of the three of the
advertisements created for the campaign directly say, “Take the Pledge,” while the other
is a reinforcement of the relationship shared in the campaign. The thought process
behind varying shapes and sizes of the advertisements are their versatility. The “Take the
Pledge” banner was created specifically for the sides of buses, bumper stickers, and
Facebook cover photographs (See Appendix 16). By using the same image in several
different placements, people will begin to recognize the image and want to follow the call
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to action of “Taking the Pledge.” There is a correlation between the amount of times a
viewer sees an advertisement and their ability to recognize the brand (Recognition, recall,
and persuasion, 2005). The Duke Dog advertisement is a great size for Facebook profile
pictures, Twitter avatars, billboards, Internet advertising boxes, The Breeze advertising,
and bus stops (Appendix 15). The streamer banner is also ideal for online advertising, inbus banners, flyers around campus, and bus stops (Appendix 17).
The third objective is “To decrease the alcohol consumption on JMU’s campus by
25 percent over three years.” The advertisements assist in obtaining this objective
because the slogan represents the personal action that one should take on drinking
responsibly. The advertisements collectively also help to strengthen the overall Social
Norms brand and will be posted everywhere so that drinking healthily stays on the
forefront of people’s cognitive processes.
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Media Strategy
Twitter
Twitter is a free social media site available to everyone with Internet access or a
smartphone to share information and connect with others with the same interests (What is
Twitter, n.d.). Anyone with a Twitter profile can send “tweets” (messages) consisting of
140 characters or less about anything that comes to mind. These tweets can be read by
anyone following you or anyone with similar interests. In a business setting, Twitter
profiles can be created to represent the organization and keeps the business and
constituents connected (What is Twitter, n.d.). Businesses that use Twitter can
communicate to constituents about what is happening around the office, news updates
and alerts, and engage in conversations with followers (What is Twitter, n.d.). AnheuserBusch and James Madison University are both organizations attempting to connect with
constituents to promote safe drinking education and awareness. Using Twitter to
announce Anheuser Busch’s Social Norms campaign utilizes the real-time update system
that can easily reach the James Madison University community.
According to the Twitter website, there are more than 140,000,000 Twitter users
(What is Twitter, n.d.). According to a survey distributed in February, 2012, 26 percent
of these active Twitter users are between the ages of 18 to 29. Fifteen percent of women
and 14 percent of men use Twitter (Bullas, 2012). Because James Madison University is
59 percent women and 41 percent men, Twitter will be an effective social media resource
to spread the word about the Anheuser-Busch Social Norms campaign at James Madison
University (James Madison University).
Twitter will be used to update students and constituents about the progress of
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adoption at JMU, where and when information will be handed out regarding the Social
Norms program at JMU, and possible events to support the program. Because one out of
every five smartphone users have Twitter on a mobile device, this information will be
able to be accessed in an easy and timely manner (What is Twitter, n.d.).
Instagram
Instagram is a social media platform that allows users to take and share pictures
in one convenient location over the Internet. Instagram can only be used through a
mobile device, such as a smartphone or tablet. The application is free, and has many
different features for its users. According to the Instagram website, “Instagram is a fun
and quirky way to share your life with friends through a series of pictures. Snap a photo
with your mobile phone, and then choose a filter to transform the image into a memory to
keep around forever. We're building Instagram to allow you to experience moments in
your friends' lives through pictures as they happen. We imagine a world more connected
through photos.” (Instagram: FAQ, 2012).
According to survey results taken as recently as May 25th, 2012, 68.2 percent of
Instagram users are female and 31.8 percent are male. The majority age group of users
ranges from 18 - 25 years old at 34.4 percent, while 30.7 percent of users are 26 to 35
years old, and 23.5 percent of users are under 18. Those in the United States
overwhelming use Instagram most, at 53.5 percent (Instagram, 2012).
Businesses have also began using Instagram as a platform to sell their products
and/or services. For example, Taco Bell has begun to launch an Instagram campaign
promoting their new Doritos Locos Tacos, snapping pictures wherever these tacos are
bought or taken (Instagram is linchpin, 2012). Because Instagram is virtually the first
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application of its kind to combine mobile and social technologies, customers are able to
engage in this social media platform on the go, and at times, even while shopping.
Since James Madison University is 59 percent women and 41 percent men,
Instagram is a social media tool that works very well with the JMU gender demographic.
In addition, Anheuser-Busch has also seen significant promotional benefits through its
numerous product brands. For example, when typing in “#budweiser” into the Instagram
search bar, over 113,461 photos appear with a Budweiser product (Instagram, 2012).
Launching the Social Norms program through Instagram will build significant awareness
of Anheuser-Busch’s responsibility effort. By connecting the effort with JMU students
and other constituents, Instagram will allow the Social Norms program to reach the
majority age and gender demographics simultaneously.
Facebook
Facebook is the leading social network in the United States and the world. Over
21,655 companies use Facebook to communicate their ideas, objectives, and goals to
billions of Internet users (Inside facebook, 2012). Over 94,000,000 million people are
present on Facebook in the United States alone. Of that number over 50,000,000 are
between the ages of 18 to 25 (Facebook demographics, 2012). The main target audience
of the campaign are college students, and these statistics show that this form of social
media would meet potential targets where they are already present, online and on
Facebook.
Facebook advertisements come at a variety of costs due to the fact that advertisers
can pay daily or lifetime costs. Anheuser-Busch would therefore be able to control the
amount the company spends and where it spends. This also allows the company to target
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specific audiences, measure results, and modify advertising accordingly due to those
results (Facebook, 2012).
As for the purposes of the campaign, the survey was conducted on Facebook. The
survey was conducted on Facebook because the social network site allows for
interactivity and prompt responses from target audience members. An immediate
successful response was observed on Facebook: 100 people responded to the survey
within 24 hours, proving that James Madison University’s students are present and active
online.
Every four years, Anheuser-Busch has decided to dedicate itself to safe and
responsible drinking in what it has called Global Be(er) Responsible Day. This event
aims to sync with the four-year election cycle as a way for Anheuser-Busch employees to
launch a non-partisan campaign gaining support from everyone on the political spectrum.
This event promotes all adults to either be or designate a sober driver, and also promotes
the rest of Anheuser-Busch’s social responsibility programs around the world (The Votes
Are In: Designated Drivers Win, 2012).
According to Anheuser-Busch:
“Budweiser has a long history of promoting the use of designated
drivers and, thanks to these efforts and those of many others, being or using a
designated driver has become a routine part of our social lives,” said Kathy
Casso, vice president of Corporate Social Responsibility for Anheuser-Busch.
“Our alcohol responsibility efforts run year round, but Global Be(er)
Responsible Day gives our employees and wholesalers an opportunity to unite,
on a single day, to amplify one of our key responsible drinking messages.”
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In addition to this event, Anheuser-Busch has used NASCAR driver Kevin
Harvick as a spokesperson for the event and responsibility cause. Harvick’s #29
Budweiser Chevrolet had a special paint scheme to promote the use of designated drivers
during the GEICO 400 in Chicago on September 16th, 2012 (The votes are in:
Designated drivers win, 2012). On September 19th, Anheuser-Busch honorarily renamed
Busch Place – directly in front of the entrance to Anheuser-Busch’s St. Louis
headquarters – to Designated Driver Way (The votes are in: Designated drivers win,
2012).
Blogs
There currently is not a blog for Anheuser-Busch, which means that this outlet of
social media would not be the most successful for the campaign. It would be better to use
other forms of social media already in place, such as Facebook and Twitter, which
already have a large following of people who read them. These forms of social media are
also more successful in reaching constituents, especially college-aged people (Yu, 2012).
If the company tried to start a blog now and promote Social Norms through this, it would
probably not be very successful since it would not be able to focus solely on promoting
Social Norms, but trying to promote this while also trying to gain followers.
The Breeze
The Breeze is James Madison University’s student run twice-weekly newspaper
that has the potential to reach nearly 20,000 students and 3,000 employees (Breeze
Website, 2012). The Breeze has a JMU readership of 22,732. According to The Breeze
Readers Poll, 81 percent of those polled stated that The Breeze is where they get most of
their JMU and Harrisonburg news and information. 41 percent of those polled state that
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they read every issue of The Breeze, while 35 percent stated that they read it at least once
a week (Breeze advertising guide, 2012).
It is evident that The Breeze is a strong conduit to the students and faculty of
JMU. To buy an advertisement in this direct medium to the target population, prices are
affordable for Anheuser-Busch to consider. For a national organization, the print rate is
$10.80 (Breeze advertising guide), so depending on the amount of space the company is
looking to acquire, it is a reasonable price considering it will reach 76 percent of JMU
students and employees at least once a week. Even if Anheuser-Busch bought a frontpage banner in prime real estate, it would still only be $475 (Breeze advertising guide,
2012).
Since the end goal is to influence JMU student’s drinking habits, it makes sense to
purchase advertisements in the student newspaper of the campus. Another way to
increase visibility and to stand out from the advertising clutter is to gain the attention of a
student writer, who can write a feature piece or editorial on the corporate social
responsibility program. Seeing as how The Breeze is a student newspaper, sometimes it
can be difficult to produce enough stories to fill the newspaper (primary research). Thus,
if Anheuser-Busch approaches writers about the new program, there is a high probability
that the story will be picked up. Having a story written about the initiative would be ideal
because then the program would be endorsed by a third-party, which adds credibility and
is also free (Swann, 2010).
Other On-Campus Media
James Madison University has many points of contact that Anheuser-Busch may
also select to employ in order to improve visibility of the new campus program. It is free
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30
to hang up posters, publish table tent announcements, and mass email the campus. These
are all ways that clubs and organizations promote their events that Anheuser-Busch
should also employ.
Posters are free to hang up on campus, as long as they are approved by University
Unions (University Policies, 2012). Hanging up flyers all over the campus is an easy and
inexpensive way to get the message out to the target audience. All one must do is print
the flyers out and get them stamped prior to putting them up in the designated areas
(University Policies, 2012). The cost associated with this method is minimal, and
potentially even free, if printing is done in the Clubhouse. Flyers and posters ranked
second in a survey of the most effective ways of gaining attention of a JMU student
(SAUP Innovation Grant: 2011-2012 Academic Year). Posters will become even more
effective if they are well designed, flashy, and catch the eye of the students.
Publishing table tents is also an easy method to get information out to the students
of James Madison University. Table tents are the pieces of paper that sit on the dining
room tables with memos about events going on in the community. In order to get
information published in the table tent, one must submit a request the Tuesday before the
Sunday that they want something published. Table tents were ranked as the fourth most
effective method of receiving information as a JMU student (SAUP Innovation Grant:
2011-2012 Academic Year).
Mass emails are another way of disseminating information to JMU students.
Mass emails can be requested through the JMU site, and must be approved before being
sent out, but then when they are, it goes to every JMU student with the certification that it
was approved to be sent out, which may add to the credibility. While it’s highly possible
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31
it may be lost in the flurry of emails that students receive daily, since it is free to utilize
this conduit, there is no reason not to do it. Combined with posters and table tents,
utilizing all of these traditional means of communication can help to advertise the
corporate social responsibility program. Hughes (2005) recommends diversifying the
ways in which one reaches out to constituents because not everyone will respond to every
medium.
Word-of-Mouth advertising is ten times more effective than any other medium
(Hughes, 2005), so it would be ideal to have brand ambassadors for the Anheuser-Busch
program. By gaining a few college-aged proponents of the program, they will assist in
utilizing personal connections to spread the message of the initiative. By using the
grapevine and word-of-mouth, the message will seem natural and well supported. By
making the information feel more unofficial, students may be more open to the idea than
if it is stale and official program being implemented (SAUP Innovation Grant).
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Plan for Evaluation
The Anheuser Busch- JMU Corporate Social Responsibility Campaign will
diagnose both the strategies and specific tactics used, in relation to the campaign’s overarching objectives. For the campaign’s College Alcohol Survey, a set of 10 questions
were asked to 100 JMU students in an effort to record students’ feelings toward drinking
and their overall drinking habits. The results are as follows:
1.
Of those surveyed, 59 percent of students who took the survey were
seniors, 22 percent juniors, 11 percent sophomores, two percent freshmen and six percent
responded other.
2.
Of those surveyed, 88 percent of the 100 students surveyed live off
3.
Of those surveyed, 72 percent of students stated that on average, they
campus.
consumed zero to two drinks per week in high school.
4.
Of those surveyed, 35 percent of students stated that on average, they
consume nine plus drinks per week. 32 percent said they consume six to eight
drinks per week, 18 percent three to five, nine percent zero to two and finally
seven percent said they do not drink.
5.
When asked what influences students to drink alcohol, 88.8 percent said
their friends, 66.3 percent stated their school/environment, 20.4 percent family, 12.2
percent their work environment and 13.3 percent stated other influences were their
reasons for drinking.
6.
When asked if students think the culture at JMU influences them to drink
more or less, 75.8 percent stated yes.
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7.
33
When asked if students have heard of Anheuser-Busch’s Social Norms
Campaign, an overwhelming 90.9 percent responded “no”.
8.
When asked how much students would say they know about overall
alcohol prevention, 54 percent stated they knew an average amount, 36 percent a more
than average amount and finally 13 percent either little, very little or nothing at all.
9.
Students were asked if they were open to learning more about alcohol use
and prevention. 62 percent said yes, 31 percent no and seven percent other.
10. Finally, the last question in this survey asked if students had the
appropriate alcohol education, would they then change their drinking habits. 68.7 percent
stated no, while only 11.1 percent stated yes and 20.2 percent chose other.
Overall, these survey results show that a vast majority of JMU students live off
campus, are drinkers or binge drinkers, are influenced by their friends and the JMU
culture to drink, did not drink in high school, say they are knowledgeable of alcohol
prevention tactics, are unaware of Anheuser-Bucsh’s Social Norms program and finally
with access to appropriate alcohol education would not change their drinking habits. This
shows that bringing the Social Norms program to JMU will be both useful and insightful
for students, but may be difficult to convince students to change their overall drinking
habits while in college.
Next, the campaign’s social media tactics will be evaluated for usability,
popularity and practicality:
 Have sites such as Twitter, Instagram, Facebook and blogs been useful toward the
current objectives for this campaign?
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 For Facebook and Twitter, has the campaign doubled the amount of hits within
the projected six months, and if not does the campaign need to re-adjust this
objective in relation to time? Also during this time frame, blog posts, consistent
bloggers and even ghost bloggers need to be monitored.
 Are the blog posts that the responsibility campaign receives legitimate?
 Do these posts hold weight and clout within the blogosphere and if so, what do
both Anheuser-Busch and JMU need to communicate about these
conversations?
 Is there need to take action or change a course of action?
These are all questions that will be answered upon researching these blogs and the
blogosphere in relation to the social norms program.
Additionally, are other communication mediums such as The Breeze, print
advertisements and word-of-mouth having a direct effect on the campaign’s target
audience? If not, is the campaign placing too much emphasis on social media strategy
and not enough on these other offline mediums? These are all important questions and
decisions to consider during this time frame.
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Budget
In 2011, Anheuser-Busch garnered about 39 million dollars in revenue, which was
a 4.6 percent increase from 2010. Profits for the company were almost seven billion
(Anheuser-Busch inbev 2011, 2011).
In order to bring Anheuser Busch’s Social Norms campaign to James Madison
University the campaign will propose a budget of 2.5 million dollars donated to JMU by
Anheuser-Busch. In 2006, Anheuser-Busch donated 2.5 million dollars to start a leading
Social Norms National Institute to the University of Virginia (UVA) for research on how
to decrease binge and unsafe drinking habits (Carlson, 2006). This gift has also been
given to ten other major universities. The University of Virginia’s Social Norms National
Institute has an Advisory Board of five members, all of professional status, with
experience and interest in public safety among college students.
James Madison University would also have five staff members on an Advisory
Board to aid in the adoption and overall effectiveness of the program at JMU (Welcome
to the website, n.d.). Here at JMU, professors are required to “serve” the university.
Under this stipulation professors must partake in an activity listed in on the Professional
Service Standards (Criteria Guidelines for Annual Re Appointments, Promotion, and
Tenure) through the James Madison University guide. One of the options to fulfill the
professor’s Professional Service Standard is to provide a service that “benefits society in
areas related to one’s professional expertise.” Option A of this standard is to “A
contribution which applies the resources of the university to solving a problem of local,
regional, state, national, or international concern,” (Criteria Guidelines for Annual Re
Appointments, Promotion, and Tenure). A program designed to encourage safe drinking
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36
through positive public relations and outreach could easily fall within this standard and
fulfill a professor’s requirement, especially with the amount of research going into the
campaign.
While this is a campaign, there are research opportunities available to help further
the campaign efforts at JMU both in terms of sustainability and alcohol education.
Because of this, a Graduate Assistant would be selected in order to help with these
responsibilities. A total of $11,000 a year would be needed to pay this individual. About
$8,000 will go to paying the Graduate Assistants stipend and $1,000- $3,000 (depending
on if the student is in state or out of state) would be to cover tuition for nine credit hours
(Tuition and fees, 2012). Along with a Graduate Assistantship, there will be room for
three undergraduate research assistants each semester. These students would work for 16
weeks, four days a week and four hours a day and would be paid $7.75 an hour (Platt,
2012). Each student would receive $2,000 a semester. The total for the students for a year
would be $12,000.
In order to get the word out about the campaign coming to JMU, the campaign
would use a variety of free social media, including Twitter, Facebook, Instagram and
blogs. These avenues are free and would not cost anything toward the initial adoption of
the program. Other free advertising avenues that would be used are table tents on tables
in dining halls, hanging posters in different buildings on campus and sending mass emails
out with information and announcements. While these are free forms of advertising, an
ample amount of time preparing these items is required to ensure the quality of the
product. The Graduate Assistant and student research assistants would be responsible for
these. Another form of advertising would be Breeze ads. Print rate is 10.80 and dependent
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37
upon the where the ad will be located and how much space will be used (Breeze
advertising guide, 2012). The most expensive ad in The Breeze is $475, therefore
allowing $1,000 spent on The Breeze advertisements would be sufficient, especially since
this periodical has a readership of 76 percent (Breeze advertising guide, 2012).
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Benefits
The benefits of the Anheuser-Busch campaign are abundant. The positive
reputation of implementing a “Social Norms” program will benefit the James Madison
University campus, as well as Anheuser-Busch as a company. JMU has had to deal with
negative press due to the Springfest Riot in 2010 (Johnson, 2010). Anheuser-Busch is an
alcohol company, so it has to inherently cope with the reputation given to the culture of
drinking alcohol (Anheuser-Busch Is Sued, 2009). By banding together to attempt to
reduce the unsafe use of alcohol and by minors, it can be a positive reputation boost to
two different entities.
The primary benefit of the program for Anheuser-Busch is a boost in reputation
and recognition. By getting its name associated with a program in a college campus, they
are increased their name recognition in an environment that supports the beer industry
heavily. While marketing to college-aged students may be ethically questionable because
most college-aged students are not over the legal drinking age, supporting a program that
informs minors about the dangers of drinking puts the company in a positive light. It gets
the company name out to constituents, but in a healthy nature. Thus, people over the age
of 21 might seek out Anheuser-Busch products because of the positive connotations of
the company’s program.
The primary benefit to the JMU community is a boost in education about
drinking. As our survey indicates, students at JMU are willing and want to learn more
about drinking. If college-aged students are interested in a program that will inform and
educate them about healthy and legal drinking habits, then it is sensible to give them that
program. Also, since the notorious Springfest of 2010, JMU could use a boost in
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39
reputation (Johnson, 2010). By implementing a program that assists in curbing negative
drinking habits, JMU may be able to recover some of the reputational damage from a few
years ago.
Other audiences that are benefitting from the program are parents of students.
Some parents might be concerned about sending their child to college, but knowing that
the school supports a program such as “Social Norms” may put parents’ minds at ease.
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Executive Summary
James Madison University and Anheuser-Busch Partnership
James Madison University and Anheuser-Busch have the potential to form a
mutually beneficial partnership. Anheuser-Busch’s Social Norms program promotes
informed drinking practices and encourages students to become aware of the negative
effects of alcohol (Our World. Our Responsibility, 2012). The implementation of this
program stands to benefit both factions in positive ways. Anheuser-Busch stands to gain
more recognition among the younger demographic, a demographic that consists of
consumers or potential consumers of its products. The company also will be able to gain
a socially responsible reputation and be seen as more than merely an alcohol distribution
company. Similarly, James Madison University will be observed as a pioneer for the
Social Norms Program, leading in action against irresponsible drinking. This will create a
positive identity for the school and create a safer campus environment along with a more
educated populace. The university will be seen as taking initiative in socially responsible
activism, which has the ability to attract potential students.
Customers and Traction
James Madison University currently has the potential to reach over 20,000 people
students (Just the Facts, 2012). Therefore, the campus provides a solid customer base.
These students are either of drinking age or will be within a few years (College Board,
2012). Anheuser-Busch has the ability to reach these future customers through the Social
Norms Program, using James Madison University as a common bond. Customers
typically tend to trend towards the known. The campaign capitalizes on this by reaching
students in a safe and common ground; the university. The survey conducted by the
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campaign demonstrated that students were unaware of the program as of now but through
the strategies aforementioned it is believed that within a year, 25 percent of students
could be reached (JMU Enrollment Projections).
The issue of underage and reckless drinking has been in the rhetoric of campuses
for years. Therefore, Anheuser-Busch’s Social Norms program already has traction in
regards to activism against irresponsible drinking practices. The campaign is not
suggesting an innovative issue, but rather a modern approach to the spreading of
knowledge on alcohol consumption.
Existing Technology
Anheuser-Busch and James Madison University have pre-existing social
networking sites as well as current copyrights. The campaign will use these sites to reach
students. The campaign suggests ways to use relevant media in ways that will effectively
promote the slogan, “Our School, Our Responsibility.” Since both organizations are well
established, it is the desire of the campaign to garner support on the local and national
level through the use of technology already in place.
Unique Marketing
The campaign uses unique marketing tactics to reach the targeted demographic of
students. James Madison University and Anheuser-Busch’s coupling is a distinctive
partnership. The campaign plans to use advertisements that are relevant not only to the
Social Norms program and Anheuser-Busch, but James Madison University as well. The
advertisements are tailored to attract James Madison University students in a manner that
will encourage students to take the pledge against irresponsible drinking. By catering to
the student sense of school pride and enforcing the responsibility students have to their
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university, the campaign marketing has the potential to be a success.
42
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http://www.socialnorms.org/CaseStudies/alcohol.php.
Complete list of 21,655 companies on Facebook. Web Media Brands. Retrieved from
http://www.insidefacebook.com/complete-list-of-21655-companies-on-facebook/.
Criteria Guidelines for Annual Re Appointments, Promotion, and Tenure. Retrieved from
http://www.jmu.edu/idls/CriteriaGuidelinesforAnn.shtml.
Elliot, S. (2011, October 16). News from the advertising industry. New york times.
Retrieved from
http://www.nytimes.com/2011/10/17/business/media/news-from-theadvertising-industry.html?_r=0.
Fortune Global 500: Anheuser-Busch. CNN Money. Retrieved from
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http://money.cnn.com/magazines/fortune/global500/2006/snapshots/109.html.
Heineken and FEMKA join forces in the USA. Heineken International. Retrieved from
http://www.heinekeninternational.com/FEMSA.aspx.
Howard, P. (2011, August). Concentration in the us beer industry. Retrieved from
https://www.msu.edu/~howardp./beer.html.
Hughes, M. (2005). Buzzmarketing. New York: Penguin Group.
Instagram: FAQ
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Instagram: Where can I find Instagram demographics? Retrieved from
http://www.quora.com/Instagram/Where-can-I-find-Instagram-demographics.
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JMU Comprehensive Prevention Summary. (2012). Retrieved from
http://www.jmu.edu/healthctr/sap/prevsummary.shtml.
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JMU Enrollment Projections. (2012). Retrieved from
http://www.jmu.edu/instresrch/project.shtml.
JMU Student Ambassadors. (2012). James Madison University. Retrieved from
http://www.applysa.com/
Johnson, J. (2010, April 12). Campus overload-james madison university. The
Washington Post. Retrieved from http://voices.washingtonpost.com/campusoverload/2010/04/james_madison_block_party_turn.html.
Just the Facts. (2012). Retrieved from http://www.jmu.edu/admissions/fastfacts.shtml.
Koestier, J. (2012, August 22). Social media demographics 2012: 24 sites including
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Scrapbook [Web log comment]. Retrieved from
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Marketing and advertising. (2011, January). Retrieved from
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Platt, R. (September 27, 2010). Organizations collaborate to end hazing at JMU. The
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http://www.millercoors.com/Great-Beer
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The Votes Are In: Designated Drivers Win! [Web Logged Comment]. (2012) Retrieved
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Yu, R. More companies quit blogging, go with Facebook instead. (April 20, 2012). USA
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Appendix
1. Alcohol Sales
[Web log message]. (2012, February 01). Retrieved from
http://brookstonbeerbulletin.com/tag/business/page/2/
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2. Market Share of Beer Industries
[Web log message]. (2011, December 18). Retrieved from
http://brookstonbeerbulletin.com/tag/business/page/2/
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3. Survey Questions
1. What is your year here at JMU?
2. Do you live on campus?
3. How many drinks on average, in a week did you drink in high school?
4. On average, in college how many drinks a week do you consume?
5. Who/what influences you to consume alcohol?
6. Do you think the culture at JMU influence you drink more or less?
7. Have you heard about Anheuser Busch’s Social Norms Campaign?
8. How much would you say you know about alcohol prevention?
9. Are you open to learning more about alcohol use and prevention?
10. If you had appropriate alcohol education would you change your drinking habits?
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4. Survey Results
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5.
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6.
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7.
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8.
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9.
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10.
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11.
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12.
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13.
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14. Alcohol Reduction Rate
Case studies. (n.d.). Retrieved from http://www.socialnorms.org/CaseStudies/alcohol.php.
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15. Duke Dog Advertisement
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16. Take the Pledge Advertisement
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17. Streamer Advertisement
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