Welcome to European Tribune. It's gone a bit quiet around here these days, but it's still going.
The problem was that sales of the more bitter bottled stuff kept dropping.  Consumer tastes change and Guinness had to adapt somewhat to survive as a mainstream brand. But you are right that when Guinness became Diageo it became a marketing rather than a production company.  The corporate motto was "a drink for every occasion", and to that end a number of champagne, wine and spirits brands (and companies) were purchased to fill out the portfolio.  But they never purchased a major lager brand to replace Harp which indicated that they didn't really see beer as part of their core business.  

I once asked the Global Corporate MD whether they were going to buy a lager brand.  His response was that they might buy a lager brand if they didn't have to buy the Breweries as well. The Marketing suits in London didn't understand and didn't want the complications of actually running a brewery.  Guinness was strictly a legacy brand to be automated as much as possible.  Production was a non-core activity to be outsourced wherever possible. Diageo is a brand management business.

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by Frank Schnittger (mail Frankschnittger at hot male dotty communists) on Tue Jul 26th, 2016 at 01:20:53 PM EST
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