Full-Funnel Marketing: What CMOs want from their Agency Partners

Geile/Leon Marketing Communications

Full-Funnel Marketing: What CMOs want from their Agency Partners

Today, marketers and CMO’s are looking at the digital marketing landscape and heavily investing more and more ad dollars to reach audiences. Expectations are high for getting the results, data, metrics, marketing analytics, traffic, engagement, conversions and ROI, and marketing managers and CMO’s are being held accountable. And we believe as their partner, we should be held to the same standards.

According to a 2017 CMO survey, big organizational capability gaps identified by marketing leaders are highest in customer development and engagement and marketing analytics.

Today’s marketers want a fully integrated approach that takes customers through the buying journey from awareness, to consideration, to engagement, to purchase, to loyalty. That’s what Full-Funnel Marketing is all about.

The Full-Funnel Approach

Full-Funnel Marketing is a holistic approach that not only reaches an audience at the top of the funnel, but continues to follow the customer all the way down the funnel to purchase, engaging and nurturing customers each step of the way. Using the data available, we are able to tailor messages delivered throughout the entire purchase decision.



At the top of the funnel, our goal is to generate favorable brand awareness and help customers understand your brand’s unique position in the market. Through advertising both in digital and traditional landscapes, as well as social media and public relations, we communicate what makes a product or service unique and why your customers should care.

In the lower end of the funnel, it’s all about educating, influencing and engaging customers with your brand. We nurture customers along the way, by giving them the information and resources they need to make an informed purchase decision, while providing marketers/clients a highly targeted prospect list that are ready to convert and make the purchase of your brand.

Finally, it’s up to us to convert these customers into loyal customers and brand ambassadors through retention, loyalty programs and follow-up communications. These are the customers who will write favorable reviews and become advocates for the brand.

Why is it important?

Consumers are heavily influenced in their purchase decision by online reviews, recommendations, social content, etc. They have access to more information about a product or service at their fingertips during each phase of the purchase decision.

It’s critical that marketers use the Full-Funnel Marketing approach and reach customers through multiple platforms both early on in the buying process, and at each stage thereafter. Investing in brand awareness marketing in the upper funnel will keep your brand in the minds of customers even when they aren’t actively considering a purchase.

In a digital age that sees potential customers researching products and brands long before making first contact, it’s no longer enough for marketers to simply focus on consumer awareness of brands and products available to them. Effective marketing in today’s world follows the right customer with the right messaging from awareness to consideration all the way down to purchase decision and thereafter. That’s the Full-Funnel Marketing approach.

Check out the video below and download a free copy of the Full Funnel Marketing Guide.

You’re Never Too Small for Inbound Marketing

Dan Diveley
VP of Business Development

You’re Never Too Small for Inbound Marketing

So much has been written about using social media to support inbound marketing. Day-to-day I speak with all size marketers, and I understand that the use of inbound marketing for smaller companies gets a little confusing. Because of this, I thought I’d pass along a real world example that was successful.

I was conducting an interview to prepare for a meeting with a manufacturer who was considering working with Geile/Leon. The prospective client provided me with several distributors to talk to, and all but one were well established in their territories and had a steady line of business generated from the traditional sales process.

One distributor I spoke with told me he contracted to sell this manufacturer’s product line two years ago. His assigned territory had not been a hot sales zone for many years, so in a way it was similar to the challenges of a new market for the manufacturer.

His first year was tough. The manufacturer’s brand wasn’t very well known in the territory—mostly due to a lack of advertising support—so it was up to the distributors to build the brand. Another issue was that there is little difference in quality, cost, and performance of this brand and the other comparable products in this category. He had considered adding more sales people, but worried about adding this additional expense while waiting for sales to grow.

Then, over the Christmas holiday he was talking to his son who was home from college. They discussed the challenges he was facing and his son said, “Most people go online to find stuff, so why don’t you do something to get them to find you?”

This was an epiphany for him – as a small marketer in a very specific business, he didn’t consider this option.

After doing some research, he decided to take the plunge and create an inbound marketing strategy, despite the fact that his distributorship is small, with just one location serving a two state area. With some marketing agency help, an inbound  marketing strategy was outlined that includes:

  • Developing personas of his customers so he had a clear understanding of who he was targeting
  • Using online ads to drive traffic to his site and increase his search placements
  • Incorporating the appropriate social media sites to promote content and interact with the target audience
  • Developing a list of key words and phrases and constantly monitoring how they are performing
  • Creating content (videos, blogs, white papers) about issues important to his target audience
  • Making the website more user-friendly, allowing customers to easily respond to offerings
  • Initiating a sales strategy to turn prospects into customers

After just six months, his new program began to bear fruit. Website visitors increased 300%, while leads from visitors resulted in increased sales – in fact, many of those leads were from companies he hadn’t pursued. And now, thanks to increasing content and improving online traffic, he has reduced his spend on online ads and pay-for-clicks because search engines are listing his site on the first page now.

This is just one example of how success can come from inbound marketing – even if you think your business is too small to benefit from it. If you dive deeper into who your audience truly is and what they are looking for, a strategic digital marketing strategy takes shape.

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Winning Habits of B2B Brands

Dave Geile
Creative Director Managing Partner

Winning Habits of B2B Brands

In B2B it isn’t always about price to your customers. You need more. In a Buyersphere Report I read recently, it cited several of the strongest attributes of B2B brands and suppliers that win business, and why customers bought from them. I cherry picked the ones we believe strongly in and apply to our own potential new business customers. Here are a few results from the study and my thoughts behind them.


The biggest and strongest attribute was simply, “I heard of them.”  Two thirds of buyers polled said they had previous knowledge of the company selected. So get your company out there, and be seen in the right places and in front of the right people. For B2B brands, more than 75% of industrial buyers go to search engines or directly to supplier websites for information. Frankly, I found that number to be surprisingly low. But remember, not every communication you put out needs to sell something. Get people aware of your company philosophy, and tell them “why” you do what you do, not just what and how. Our company operates under a philosophy created by Simon Sinek. “People don’t buy what you do, they buy why you do it.” You need to give yourself some greater value-added.


Don’t sweat it, nearly 50% of B2B buyers said location was not an issue in their decision to purchase. B2B products are not location dependent. But you be the judge. After pointing that out, it was interesting the study pointed out that nearly 20% of buyers ended up buying from a supplier within a distance of about thirty miles. This may be in support of my last point below, but we try to go see clients on a regular basis, no matter where they are. For me, our product is easy to ship anywhere. We are a brand driven strategic marketing firm. An “Idea Factory” if you will, and those ideas ship nicely in a handy little zip file. But don’t let location get in the way of personal contact.


The study said that 65% agreed that their chosen supplier simply had the best product or service. Pricing was less of an issue, with nearly 50% agreeing their selected supplier did offer the lowest price. But my marketing experience of the past tells me, you don’t want to be the lowest price. If customers are always shopping you on cost alone, you are just a commodity. You need to have added value, a unique selling proposition, a strong brand and employees who deliver on the brand. Then you can offer the highest value, not the lowest price.


This was the fourth most cited reason for awarding business. The study said nearly 60% of buyers said the final selection of the winning supplier was because they understood their needs, and their business, better than the others. So do your homework. Go in with a full grasp and understanding of what your potential customers “pain” is, then take a look at what you have in your portfolio that will fix the problem for them. We have worked in many distribution channels of all types, done new product naming and launching, corporate images and market brand positioning. We have made huge efforts to go deep into B2B brands to find their “why” and their unique selling position.  But even after all this, we will never know our clients business as well as they do, so we don’t act like it. But we do know marketing and brand positioning, and these basic principles apply to most any B2B business.

The human touch

Don’t underestimate it. In a world of digital communication, it can make all the difference. The Buyersphere Study asked respondents about what their most memorable communication during the buying process was. For 88% that communication came from the winning supplier, and most mentioned personal contact even if it was by phone.

Want to help your B2B brands get to the next level? Contact us and we’ll be happy to help.

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Geile/Leon Wins Two Telly Awards for Union Pacific Safety Initiative

Mary Sawyer
Vice President of Public Relations

Geile/Leon Wins Two Telly Awards for Union Pacific Safety Initiative

Geile/Leon Marketing Communications has won two 2016 Bronze Telly Awards for online videos produced for a Union Pacific Railroad initiative that raised awareness about the safety concerns and legal implications of taking high school senior photos on or near railroad tracks.

Playing on teens’ desire to look “cool” and not foolish in front of their peers, G/L created two videos that likened railroad tracks to busy thoroughfares (such as highways and busy downtown streets) and asked teens a simple question: “You wouldn’t get your senior photo taken here…so why would you do it on the tracks?”

The videos, shared socially and digitally by Union Pacific, greatly resonated with their audiences. The videos have been featured in articles on popular photography sites including SLR LoungeFstoppers, and PetaPixel, and were also included as part of a Nightline ABC story.

“Changing behavior and perceptions through a campaign is no easy task,” said G/L President and Brand Strategist Tim Leon. “We were able to use social media content and two online videos to connect with both the teen and photographer audience. By producing such creative content, we were able to get widespread viewership and impactful results with a minimal budget.”

Leon explains that G/L presented the two concepts to Union Pacific in a rough cut format, but the story was so engaging that the client decided that additional work wasn’t required. With solid strategy, good creative and proper execution, he says, a campaign can exceed expectations and more effectively compete against campaigns with bigger budgets.

The Telly Awards was founded in 1979 and is the premier award honoring outstanding local, regional, and cable TV commercials and programs, the finest video and film productions, and online commercials, video and films. There were more than 13,000 entries from all 50 states and five continents. More information can be found here.

The Value of a Strong Brand

Dan Diveley
VP of Business Development

The Value of a Strong Brand

As we continually tell clients: Even the best products and services often get lost in a crowded marketplace. Trends come and go but a strong brand plays a vital role in a company’s long-term success.

But what is the value of a strong brand?

We who work in marketing already know that companies that work to build a distinct and strong brand enjoy many benefits. These include how customers feel about the organization, reasons why the company’s products/services are distinct from the competition, and even how it affects employee morale. But these are intangible benefits and their values are often hard to measure.

However, there are tangible values associated with a strong brand, according Trevor Hulett, Managing Director of Investment Banking for R.L. Hulett, a well-established financial services firm that offers a variety of services including assistance with mergers and acquisitions. Simply put, Trevor says a stronger brand leads to a higher gross margin on sales of products/services which equates to a higher valuation of an enterprise.

For example, to determine the value of a business to sell or purchase, Hulett considers the enterprise value. The enterprise value includes asset value (tangible values) plus working/current liabilities and all intangible goodwill, which may include its brand, a strong management team, unique technologies or innovations. A major aspect of goodwill comes from its brand.

Hulett says that a company’s enterprise value is increased through a strong brand, as well as its value in attracting potential investors or buyers. These investors and buyers are willing to pay more for a company with a strong brand because after all, a strong brand leads to: better name recognition that breaks through a cluttered market; “word of mouth” endorsements; better customer loyalty; and an engaged and excited workforce. These benefits add to a company’s success and therefore, the overall value.

Companies, regardless of size and industry, that have services or products that are perceived as being higher in the value chain in terms of strong brand, can charge more. That enhances the gross margin, according to Hulett. Strong brands are good for ongoing business, therefore, but they are also advantageous when it attracting and negotiating with investors, he explains.

Brand is a major aspect of the goodwill or “multiples” that can be assigned to company’s worth in addition to the EBITA (earnings before interest taxes depreciation amortization). A higher gross margin attracts more potential buyers, which will drive a higher multiple on the earnings and a higher purchase price.

Companies who can position themselves better than their competitors will benefit from better pricing leverage. And, as buyers conduct their due diligence with customers, good brand feedback can drive up the multiple on a higher EBITA.

While having a strong brand can add to a company’s value, it is important that be “institutionalized” and not too dependent on the founder or other individuals, so that it can be transferred to new owners with minimum interference.

Hulett cites the importance of companies partnering with strategic marketers who can help to create and shape their brands so that they can be leveraged to grow and enter new markets and new relationships. Successful brands should be clearly defined and well communicated, he says, but also should be “scalable” so that a local brand can grow nationally, or a national brand can become a global brand.

And, like tangible assets, brands must be continually monitored and maintained. They are dynamic, not static. If the opinions of industry leaders and customers change in a negative way, the value of a brand can be reduced.

If you are considering selling, purchasing or investing in a company, I’m sure Trevor Hulett could offer you some good advice. He can be reached at 314.721.0607.

And if your company has the best products and services but is lost in a crowded marketplace, we’d be happy to share our approach to building strong brands. Give me a call at 314.727-5850 or fill out the form below.

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Be Disruptive In Everything You Do – Especially Your Healthcare Marketing

Dave Geile
Creative Director Managing Partner

Be Disruptive In Everything You Do – Especially Your Healthcare Marketing

Okay, I have to admit it. I have been disruptive most of my life. But in a fun way, just ask my mom. I didn’t think of it as being disruptive at the time. I just thought I was just having fun in grade school. I was sent to the hall, or the principal’s office more times than I care to remember. But you know what? my teachers remembered me. And that’s what I want you to do with your healthcare marketing.

I have applied that talent (and I use the word loosely) to advertising and healthcare marketing for our clients. Take Metro Imaging of St. Louis for example. Metro had a very unique selling position. They could offer unprecedented, upfront pricing for X-rays, CT scans, and MRI’s that hospital radiology simply couldn’t do. Can you imagine buying anything and not getting the costs until after you’ve bought it? At Metro Imaging, you’ll get the complete cost breakdown of your exam, such as how much insurance will cover, what your deductible is, and how much you may need to pay out of pocket. Plus, Metro Imaging can give patients immediate, On-Site Results of their exam, from a real, licensed radiologist before they leave the building. Now think about that for a second.

Better upfront pricing, and patients can get preliminary results of their exams before they leave. So now we are not just selling imaging exams, we are selling peace of mind. So if you have an immediate concern about your medical condition, you can be put at ease right away, instead of spending weeks worrying about the results. You can then talk about it with your personal doctor at a later date. That’s powerful.

I had talked with a few healthcare marketing managers from major hospital systems (you can read more of their insights in our new Healthcare Marketing whitepaper) at the time of this campaign, and they all said, something to the effect of…“You know, you guys really threw us for a loop on that campaign.” I said, “How so?” They said:

“We had several uncomfortable board meetings about your campaign. Our hospital system couldn’t calculate costs of imaging exams up front like Metro Imaging could. It was just too complicated. Plus, we couldn’t figure out how to do the OnSite results thing. We just physically couldn’t do it.”

So, with Metro’s strong, unique abilities and selling position, the next step was to creatively deliver that message in a memorable way. I thought who better to deliver that message than the medical exam images themselves. We call it the Skeleton Campaign. Not only did we produce a memorable and impactful TV campaign, we wrapped entire buses in routes that went right past the hospital locations, telling everyone what Metro could do, and what the hospital couldn’t. A unique selling position, creatively delivered, that actually changed a consumer mindset and behavior. That’s disruptive! And the results were phenomenal!

Healthcare Trends

If you’d like to learn more about the latest healthcare marketing trends, click the link HERE or fill out the form below:

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How Effective Healthcare Marketing can limit Patient Outmigration

Dan Diveley
VP of Business Development

How Effective Healthcare Marketing can limit Patient Outmigration

How often do you, as a rural hospital marketer, think this about lost patients?

“Come back!  This is where you need to be!”

I still remember these words by Sister Eilleen. I was 16 and waiting for an evening teen religion school class at my church to begin. Out of the window I saw Jeff, a friend, being dropped off by his mother. Jeff got out of the car and proceeded to walk towards the church. But as soon as his mother drove away, he quickly changed directions and headed towards the foosball arcade. When the nun saw this, she quickly opened the window and yelled,

“Come back. This is where you need to be!”

How often do you hear yourself, like Sister Eilleen, nearly screaming this to lost patients? Outlying hospitals seem to face an all too similar problem: local residents leaving their city to visit a hospital in a larger community.

Patient Outmigration is a big concern for rural hospitals. The National Research Corporation surveyed 200 U. S. hospitals and published some of the results in their article, The Case of the Impatient Patient. According to the research, 37% of those that travel to a distant hospital report doing so because of the reputation of the provider outside of their locale. These people travel an average of 66 to 90 miles for a variety of services including Heart Care (13.9 percent), Orthopedic Treatment and Surgery (13 percent), Neurology (11.5 percent), and Cancer Treatment (9.5 percent).

And another interesting outcome from the research was the household income level of these outmigrators. Conventional wisdom may lead to thinking those with high household income are more likely traveling to other cities. However, the opposite seems to be true – the lower the HHI, the higher rate of percentage of patient outmigration. As the report notes, the poorest households had the highest outmigration rate, while those earning over $100k had the lowest outmigration rate of all.

We here at Geile/Leon speak with many outlying hospitals. What we hear is that often the local hospital offers the same level of care, outcomes and amenities as a big city hospital, all located within a very short drive, yet some patients insist on going further for their care. So if it’s not better care that attracts patients to larger hospitals, maybe it’s a perception problem (This is one of the many issues facing the healthcare industry as you can read more in our Healthcare Marketing Whitepaper).

Are your local residents making the long drive to other cities when they could receive the help they need close by at your hospital?  Do you have a good story to tell but not getting the results you hoped for?

If patient outmigration is a concern, give us a call at 314-727-5850 and ask for Tim Leon. We would love to hear about the issues you are facing and maybe show you a few relevant examples of how we helped our clients with similar challenges. At Geile/Leon, we enjoy working with rural hospitals ranging from 80-200 beds. We’ve helped them refine their brands, improve their messaging, and increase patient visits.

Maybe with a few adjustments to your MarCom will keep you from yelling:

“Come back! This is where you need to be!”

We are looking forward to meeting you. And if you’re not ready to meet right at this moment, that’s totally fine. But we’d definitely recommend checking out our Special Report for Healthcare Marketers in the meantime by filling out the form below:

Healthcare Trends

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Marketing Accountable Care Organizations – A New Approach

Randy Micheletti
VP, Director of Brand Strategy

Marketing Accountable Care Organizations – A New Approach

As Accountable Care Organizations (ACOs) continue toward mainstream adoption, they are positioned well to compete against fee-for-service organizations. Accountable Care Organizations are seeing historical growth across the country (see charts below), and with that an innovative marketing approach to a new healthcare model is definitely needed.

Accountable Care OrganizationsACO Covered Lives

Source: Leavitt Partners Center for Accountable Care Intelligence

It’s been well established that the goal of Accountable Care Organizations is to make healthcare more affordable for patients by offering coordinated, effective and efficient patient-centered care. With that shift, developing a new marketing strategy that speaks to better overall health, emphasizing preventive medicine and incentivizing quality over quantity will help patients experience improved outcomes and greater long-term benefits is vital (For additional information on healthcare marketing strategies being considered by providers, check out our new Healthcare Whitepaper).

This transition will not be easy, as patients have been trained to react to healthcare issues when needed, instead of taking a proactive approach to overall wellness.

As you move forward with these thoughts in mind, here are a couple ideas that can help with the development of your plan:

  1. Promote Market Wellness – move away from promoting specialties and technology and showcase wellness and preventive measures to encourage better overall health.

  2. Communicate the benefits of Accountable Care Organizations – don’t assume consumers understand what an ACO is or how it benefits them. Communicating the benefits of coordinated care is key.

  3. Get Physicians Involved – Physicians and nurses are the best advocates for Accountable Care Organizations because they have direct contact with patients. Provide them with communications materials to share during and after visits that explain the benefits and answer questions about the ACO.

Good luck in developing your new Accountable Care Organizations marketing plan. We’d love to partner with you to answer any questions you might have or to even help you with your plan. Or if you’re looking for additional healthcare insights, check out our brand new white paper here or by filling out the form below:

Healthcare Trends

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Franklin Street – “Tips on Successfully Marketing Accountable Care Organizations” by Stephen Moegling

Smith & Jones – “Transitioning Marketing Efforts to the ACO Model”

Health Affairs Blog – “Growth and Dispersion of Accountable Care Organizations in 2015” by David Muhlestein

Trending from G/L – Best Christmas Ads 2015

Geile/Leon Marketing Communications

Trending from G/L – Best Christmas Ads 2015

Christmas and the holiday season seem to bring out the inner waterworks here at G/L. And by that we mean it’s just really dusty in here, OK? Seriously, I’m fine. Stop looking at me!

Sorry, where was I? Oh yeah, the Best Christmas ads 2015 are upon us! While the focus of most American Christmas ads seems to be pushing deals and the urgency of the holidays, some advertisers outside of the U.S. take a more long-term approach to building brand awareness and favorability.

In the United Kingdom, leading department store chain John Lewis has been creating memorable spots since 2007. With the rise of social media, the ads have achieved even more of a global audience. And with the holiday season finally here, there was pressure on the brand to step up again.

It’s fairly safe to say they’ve done it again with #ManOnTheMoon:


Seriously, who cut all those onions? So rude.

Not to be outdone, The Spanish Lottery went more of the Pixar route in the lead-up to their annual Christmas drawing. According to Adweek, the lottery, which dates back to 1812, is very community-focused. So with their video, they aimed to highlight that sense of togetherness.

Gahhh, so much emotion!

In all seriousness, both John Lewis and The Spanish Lottery videos make waves because they highlight the things people value most about the holiday season. While pushing deals and pressing the urgency of the holidays is important for measuring success and ROI in the short-term, these brands are focusing less on the heat of the moment and more on what caring and kindness can do year-round. They are showcasing what makes them stand out, not fit in.

We love helping brands find what helps them stand apart. And while we hope you enjoy the holiday season, once January rolls around, if you’d like to chat, feel free to contact us.

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Trending from G/L: Oskar Blues Fuels American Outlaws and St. Louis Soccer

Geile/Leon Marketing Communications

Trending from G/L: Oskar Blues Fuels American Outlaws and St. Louis Soccer

The rise of craft brewing over the past decade has been nothing short of staggering. In 2014, small and independent craft breweries contributed more than $55 billion to the American economy. In St. Louis alone, we’re spoiled with the likes of Urban Chestnut, Perennial Artisan Ales, Civil Life and so many more.

The saturation of this market presents an interesting dilemma: how do you grow your brand and make it stand out without the budget of, say, A-B InBev?

This was (and still is) a challenge for Oskar Blues Brewery, a Colorado-based brewery that opened a satellite facility in North Carolina three years ago. A report earlier this year listed Oskar Blues as the twenty-fourth largest craft brewer in the country. That’s not bad, but competing with the names at the top of the list, including Sierra Nevada, New Belgium and Lagunitas, is no easy task. Certainly, social media is an incredibly powerful tool, but it takes time and content (and money) to use at a highly effective level.

“We tend to stay pretty true to our core beers and brands,” says brand spokesperson Aaron Baker. “Consistency and quality of the beer is a large part of what we do.”

When it comes to trying to sponsor events – whether it’s music, sports or other festivals, the price points can be very high. U.S. Soccer, for example, currently has a sponsorship deal with A-B InBev, which is not an easy thing to compete with. The other brands U.S. Soccer partners with likely have marketing dollars to spend.

So how else can a brand reach that target audience?

An important thing to note about American soccer as compared to other sports – supporters culture is a very big deal. Organized chants and events are tailored more to the fan than to the team itself. Not to discredit other sports, but there’s a certain level of pride associated with a soccer supporter that’s tough to top.

The main supporters group for the United States National Team is The American Outlaws. Founded in 2007, the group’s popularity has exploded during the past two World Cups (2010 and 2014). In fact, the group now boasts a paid membership base of more than 30,000 die-hard fans.

So – Oskar Blues Brewery – meet The American Outlaws.

The partnership didn’t happen overnight, according to Baker. When he heard that the Outlaws were not renewing a sponsorship agreement with Budweiser, he reached out to AO leadership to gauge interest about collaborating together. After about a year of discussion, they were able to agree on a partnership, linking AO and Dale’s Pale Ale, the brewery’s flagship brew.

So far, the AO-DPA connection seems to be a natural fit.

“Dale’s (as a beer brand) is very supportive of what people are passionate about,” says Baker. “When you support passion like what The American Outlaws have, you’re going to be successful.”

The relationship seems to be mutually beneficial. It keeps Dale’s Pale Ale, which makes up 50% of Oskar Blues’ sales, top of mind at various events. It also fits in well with their event-focused approach to marketing, which their local reps have an opportunity to build personal interactions on an ongoing basis. Plus, being able to send promotional products directly to each AO chapter’s local bar is a great way to leverage that grassroots network. As Baker says, getting “cans in hands” is a big part of building brand awareness.

For The American Outlaws…well, free beer will always make you friends. But beyond that, having a go-to national beer brand that still has grassroots craft credibility seems to be very important to the traveling soccer supporter. Plus, a red, white and blue can gets you lots of ‘Merica points.

American Outlaws
Photo Credit: The Free Beer Movement

The future for both Oskar Blues and The American Outlaws seems bright. Oskar Blues is building a third brewery in Austin, which will open in May 2016.

With the United States Men’s National Team playing at Busch Stadium in St. Louis on Friday, there should be an electric atmosphere on the day of the game as well as the night before. A near-sellout crowd is expected with The American Outlaws section holding more than 1000 people. Expect lots of red, white and blue on and off the field.

If you’re planning to make it out to the game, let us know. I’ll make sure to grab a beer for ya.

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