Busch Beer Quotes

We would sit in the living room, drink a case of Busch beer, and throw the empty cans into the kitchen for no reason whatsoever, beyond the fact that it was the most overtly irresponsible way for any two people to live.

When your corporate motto is “Making friends is our business,” it forgives a lot of sins.

But no matter how good the beer, how many honors or awards, how innovative Goose Island would ever be again, someone deep in the crowd would always boo.

Most of the wine in the world sells for two dollars a bottle. Quite a bit sells for four dollars to five dollars a bottle, and there are many that sell for ten dollars a bottle. Then you have wines that sell for three hundred dollars a bottle. What the world needs is a beer that's worth five dollars a bottle. I think that would be great. If all beer prices are forced down to the level of Busch Bavarian, none of us will be there.

[N]ow that growing your own (food, dope, hair, younameit) is hip," wrote the author of an essay widely reprinted in alternative newspapers, "it's time to resurrect the Dope of the Depression - Homebrew." Homemade beer inspired "good vibrations" and a "pleasant high." Unlike the rest of "plastic, mass-produced shit" of modern America, homebrew represented "an exercise of craft" and empowered the "politically oriented" to retaliate against "Augustus [sic] Busch and the other fascists pigs who [were] ripping off the Common Man." "If you're looking for a cheap drunk," added the beer adviser, "go back to Gussie Busch. But if you dig the good vibes from using something you make yourself, plus an improvement in quality over the commercial shit," brew on, brothers and sisters, brew on.

Eager to reestablish their brand as the “King of Beers,” the company’s board of directors had authorized August Jr., the superintendent of the brewery, to buy several teams of Clydesdale draft horses “for advertising purposes.” Gussie, as he was called, purchased sixteen of the massive 2,000-pound animals for $21,000 at the Kansas City stockyards. He also found two wooden wagons from back in the days when the company employed eight hundred teams of horses to deliver its beer, and set about having them restored to the exacting standards of his late grandfather, brewery founder Adolphus Busch, who liked to conduct weekly inspections from a viewing stand, with his son August at his side as all the drivers passed in parade, hoping to win the $25 prize for the best-kept team and wagon.

The keys to not just survival but success, Busch understood, lay in diversification, distribution, and marketing.

When Americans sip their iconic Budweiser, they are in fact enjoying a beer produced by a company engendered by a 2004 merger of Brazilian and Belgian breweries that in turn managed to gain control of Anheuser-Busch in 2008, thus forming the world’s largest beer company. Its CEO, Carlos Brito, is from Brazil.

Tobias Brewers and Maltsters Collection, located at the Western Historical Manuscripts Collection at

the Riverfront Times, and the books Making Friends Is Our Business, by Roland Krebs and Percy J. Orthwein; Under the Influence, by former Post-Dispatch reporters Peter Hernon and Terry Ganey; October 1964, by David Halberstam; and Dethroning the King, by former Financial Times reporter Julie MacIntosh. PROLOGUE: “AUGUST IS NOT FEELING WELL

US Craft Brewery Sales to Anheuser-Busch InBev March 28, 2011: Goose Island Beer Co. (Chicago) February 5, 2014: Blue Point Brewing (Patchogue, New York) November 5, 2014: 10 Barrel Brewing (Bend, Oregon) January 23, 2015: Elysian Brewing (Seattle) September 23, 2015: Golden Road Brewing (Los Angeles) December 18, 2015: Four Peaks Brewing (Tempe, Arizona) December 22, 2015: Breckenridge Brewery (Littleton, Colorado) April 12, 2016: Devils Backbone Brewing (Roseland, Virginia) November 3, 2016: Karbach Brewing (Houston) May 3, 2017: Wicked Weed Brewing (Asheville, North Carolina)

If we do something in the public interest which at the same time is profitable to the company, then this is, indeed, very good business,” he said.

American brewer Schlitz was a highly successful brand of beer in the United States, but it saw its sales tumble from 18 million barrels in 1974 to one million barrels in 1988 through sheer mismanagement.1 The American brewer underestimated the effect of reducing quality to gain cost savings. It accelerated its fermentation process, substituted corn syrup for the traditional barley malt and changed stabiliser. The consumer spotted these cost savings, and their perceptions of the brand’s quality fell. Heavy advertising expenditures and a return to the previous quality were in vain. The mindspace had been taken by competitors Miller and Anheuser-Busch, and could not easily be retaken. The once strong Schlitz brand was relegated to cheap beer status and became increasingly difficult to find in bars and restaurants, especially

Each sunrise in America ushers in new opportunities to those who keep their chins up … who never lose that lusty courage and willingness that made ours the most envied nation on earth,

American beer drinkers had been conditioned to believe they were choosing Anheuser-Busch's beer, but that was only half true; Anheuser-Busch had left them few other options.

Times were good at Goose Island. They couldn't make enough beer! But they were also dire. They couldn't make enough beer.

Individually, the changes were small; together they became something significant.