Buckler passes magic threshold
of 1 million hi per year
Prize for Blues Singer
Brasserie Almaza now operating again
HEINEKEN INTERNATIONAL MAGAZINE NO. 36 PAGE 2
Buckler has passed the magic threshold of one million hectolitres a year. At the end of 1991
it became clear that over the past year five hundred million glasses of Buckler had been
brewed in the European breweries
Who cannot remember the time when Lebanon was in the
news almost every day? The years of civil war have taken
their toll in the form of many human lives and have totally
disrupted the country's economy. But peace has returned to
Beirut at last and rebuilding has started.
The blues is known as sad music for introverts. But, as the
British Heineken commercial shows, singing the blues can
also raise a laugh.
This photo shows the severe fire damage suffered by the Beirut brewery during the civil war. The brewery has mean
while been repaired and is operational again.
The magic figure of one million
hectolitres has been reached just over
three years after the launch of the
non-alcohol beer. Although all
'Buckler countries' contributed to
the growth, it was mainly Holland,
Spain and France which accounted
for the bulk of the sales.
Within a short space of time
Buckler has moved up into second
place in the European league table of
non-alcohol beers, thanks in part to
its sales in Holland, Spain and
France. It is enjoying great success
notably in Spain where El Aguila is
undisputed market leader with
Buckler in the non-alcohol segment.
Excellent results are also being
booked in France.
For the Dutch market the alcohol
content was reduced to 0.1% in June
1991 and the taste was improved. In
addition, draught Buckler was intro
duced. These steps have improved
Buckler's position on the Dutch mar
ket.
Mr J.C. Banz has been appointed Director of Public Affairs. He
will represent Heineken's interests in the political, economic and
social fields.
An important part of the work of the Regional Co-ordinations for
Asia/Australia and Africa involves maintaining contacts with interna
tional institutions such as the World Bank, the International Monetary
Fund and the World Health Organisation. To support them in this task.
Jonkheer F.J.C. Mollerus has been appointed Regional Director of
Public Affairs.
In succession to Mr H.A. da Costa Gomez, J.E.M. Bruning - until
recently Regional Marketing Manager Africa - has been appointed
Managing Director of Antilliaanse Brouwerij on the island of Curasao.
W.O. Jalink, formerly with Heineken Japan, has been appointed
Project Manager with Regional Co-ordination Asia/Pacific with effect
from 1st January this year.
Lebanese civil war left its mark
Brasserie Almaza in Beirut (in
which Heineken has a 10% stake)
suffered heavily during the fighting,
particularly in 1990. Because of its
strategic location between two of
Beirut's main boulevards, the brew
ery increasingly found itself caught
in the line of fire between the
two warring factions, the Forces
Libanaises led by Samir Geagea and
the Armée Libanaise under the com
mand of general Michel Aoun.
Subsequently, the brewery was
captured by the Forces Libanaises
and used as a barracks and a bunker.
Minefields were laid around the
brewery and walls were broken
through in a number of buildings.
Five buildings burnt out completely
after being shelled, packaging mate
rials were destroyed and many instal
lations were severely damaged. In
November 1990 the warring factions
laid down their arms and the troops
of the Forces Libanaises withdrew
from the brewery.
In 1990 and in part of 1991 the
brewing of beer was absolutely out
of the question. Amstel beer for
Lebanon was brewed temporarily by
Athenian Brewery in Greece. The
provisional solution found for the
local Almaza brand was to brew it at
the Birra Dreher brewery (Northern
Italy).
After calm had returned to Beirut,
repair work started. All-out efforts
were made to rebuild the brewery
and, twelve months later, Brasserie
Almaza was back in business again.
Sitting on the veranda of his
house, a negro in the Southern
United States picks up his guitar and
tries to capture that melancholy
mood. To his annoyance every tune
he tries to play is not the real 'blues'.
But, after he takes a drink of
Heineken beer, things start to happen
fast. The guitarist's wife suddenly
sees a lipstick stain on his shirt col
lar, makes a scene and packs her
bags. Then it starts to pour with rain
and the sheriff's officer arrives to
repossess the car because of repay
ment arrears. With accompaniment
from his neighbour, who joins in on
mouth organ, the guitarist suddenly
finds that he can now sing the 'blues'
right from the bottom of his heart.
As always in Heineken's British
commercials, humour plays a crucial
role. Like in the 'Blues Singer' spot
described above which emerged as
one of the winners of the European
Epica advertising prize. The Epica
jury consisted of journalists from the
advertising trade press.
Not only were journalists charm
ed by this humorous 'send-up' of the
blues. In the same period the film
was also judged by the jury of
Eurobest, made up of people from
the advertising industry. This jury
awarded a Grand Prix in four catego
ries. The Blues Singer came top in
the films category. The commercial
was the brainchild of the Lowe/
Howard/Spink advertising agency in
London.
