Thursday, October 3, 2019

The Beer Industry Insights Essay Example for Free

The Beer Industry Insights Essay Carlsberg Group is the fourth largest brewer in the world. Our extensive port- folio of beer brands provides a beer for every occasion and palate. Our flagship brand, Carlsberg, is one of the best- known beer brands in the world, and Baltika, Carlsberg, Tuborg and Kronen- bourg are among the biggest brands in Europe. In addition, we have a wide range of leading beer brands in local markets. Our business is focused in Western Europe, Eastern Europe and Asia, where we have strong market positions. The rest of the world is mainly serviced through export or license agreements. Western Europe: Carlsberg is the second largest brewer in Western Europe, and in 2012 they had a 40bp market growth in this area. Eastern Europe: Carlsberg holds a strong no. 1 position in the region’s main market, Russia, and very strong positions in the other markets in the region. In 2012 they had a 38,2% market share in the area. Asia: Carlsberg’s Asian portfolio of businesses consists of mature markets such as Malaysia, Hong Kong and Singapore as well as investments in growing beer markets such as China, India and Vietnam. In 2012 their organic beer volume growth was 9%. China is the worlds largest beer market. Carlsberg and the Market: For more than tree decades, Carlsberg has been one of the largest commercial sponsors of professional football, and Carlsberg beer and football are almost inseparable. * Since 2008, stadium beer sales has gone up 40% * There has been 6. 6 million visitors to fan parks * There has been 1 million cups of beer sold during half-time at the final. *Carlsbergs focus concerning the macro environment: see corporate social responsibility report COMPETITORS Heineken Heineken is the 3rd largest brewer in the world. HEINEKEN is a proud, independent global brewer committed to surprise and excite consumers everywhere. Four key attributes make the Company different: Heineken ® is the first and only truly global beer brand, enjoyed in 178 countries around the world; a unique, worldwide footprint with operations in 71 countries, ensuring a broader reach for our brands than any other brewer; an internationally diverse, dynamic, committed and entrepreneurial team of around 70,000 employees; and the passion of the Heineken family remains as strong today as it was in 1864 when we first started brewing beer. Western Europe: HEINEKEN is Europe’s leading brewer. We have operating companies in 10 countries and an Export and Duty Free business. Revenue â‚ ¬7,785 million, 42,3% Central and Eastern Europe: HEINEKEN has a rich product portfolio of leading brands.? We have operating companies in 14 countries and we own and operate more than 50 breweries across the region. Revenue â‚ ¬3,280 million, 17,8% Americas: We operate 20 majority-owned breweries and seven joint venture breweries in a region characterised by attractive, growing and profitable markets. Revenue â‚ ¬4,523 million, 24,6% Africa and the Middle East: HEINEKEN first imported beer into Africa in 1900. Today we have operating companies? in 20 countries in the region and brew a number of blockbuster brands. Revenue â‚ ¬2,639 million, 14,4% Asia: The acquisition of Asia Pacific Breweries means we now have? a presence in 19 countries in the region and operate 25 breweries. In India our joint venture company is UBL. It is the market leader and has 18 breweries. Revenue â‚ ¬527 million, 2,9%. Organizarion goal and objectives: Heinekens five business priorities: Each one helps us to achieve our goal of winning in all markets with Heineken ® and with a full brand portfolio in markets where we choose. * Aims for sustainable growth as a broad market leader and segment leadership * Expand and optimize brand portfolio * Embraced innovation as a key component of their strategy in areas of production, marketing, communication and packaging * Goal is to grow the business in a sustainable and consistent manner, while consistently improving profitability SWOT Heineken Strengths1. Heineken’s leading brand portfolio includes more than 170 international premium, regional, local and specialty beers. 2. The company has undertaken various advertising and promotional initiatives, which has improved its brand equity. 3. Strong brand portfolio helps the company to create a favorable image in the market and ensures stable revenues.? 4. Heineken has a large network of breweries. It owns over 125 breweries in more than 70 countries. 5. Since the breweries are located close to their end markets, the company is in a position to serve fresh beer to customers. 6. A geographically widespread plant network reduces transportation costs as well. 7. Strong network of breweries helps the company boost customer satisfaction and reduce costs8. Excellent branding and top of the mind recall owing to advertising and sponsorship initiatives| Weaknesses1. Beer markets in Western Europe faced a challenging year due to the combined impact of the financial crisis, mixed weather, smoking bans and unprecedented increases in excise duties? 2. Maintaining corporate values, image and quality standards in various countries is a challenge3. Being a leader susceptible to fake imitation products| Opportunities1. Heineken’s acquisition of other breweries and brands2. Expand product line – for new areas and to accommodate changes in taste and preference.? 3. Innovations contribute to the top-line growth and to the strength of the Heineken brand in particular. 4. Integration forwards and backward. 5. Driving top-line growth by winning customers at the point of purchase has been the key rationale behind the roll-out of Heineken’s extra Cold program. 6. Falling trade and ownership regulations in foreign countries. | Threats1. Tax regulations on the beer industry2. An increasingly negative perception in society towards alcohol could prompt legislators to restrictive measures. 3. Slowed industry growth rate. 4. Legal issues dealing with underage drinking – retailer’s license may be revoked or suspended. 5. Heineken has many operations in mature beer markets where the attractiveness of the beer category is being challenged by other beverage categories. 6. Changing buyer taste and preference. 7. Input costs (including transportation and energy) have accelerated to unprecedented levels in the past few years. | AB-InBev Anheuser-Busch InBev is the leading global brewer and one of the world’s top five consumer products companies. Our dream, shared by 118 000 people around the globe, is to be the Best Beer Company in a Better World. That means brewing beers with a heritage of quality and craftsmanship dating back to 1366, while maintaining an unwavering commitment to responsible drinking, environmental stewardship and the betterment of the communities in which we operate. A true consumer-centric, sales-driven organization, we have a strong, balanced brand portfolio, including six of the 10 most valuable beer brands in the world*, and we hold the No. 1 or No. 2 position in many of the? world’s leading beer markets. In 2012, our total revenues were 39. 8 billion USD. Our portfolio consists of over 200 beer brands, including three global brands, Budweiser, Stella Artois and Beck’s; fast-growing multi- country brands Leffe and Hoegaarden; and strong â€Å"local champions†, such as Bud Light, Skol, Brahma, Antarctica, Quilmes, Michelob Ultra, Harbin, Sedrin, Klinskoye, Sibirskaya Korona, Chernigivske, Hasseroder and Jupiler, among others. Headquartered in Leuven, Belgium, Anheuser-Busch InBev operates? in 23 countries worldwide and works through six geographic Zones: North America, Latin America North, Latin America South, Western Europe, Central Eastern Europe and Asia Pacific — enabling consumers around the world to enjoy our products. Strategy: the words we live by â€Å"Our dream inspires us to be the Best Beer Company in a Better World — our People and our Culture make it happen. † Dream: Our shared dream energizes everyone to work in the same direction: to be the Best Beer Company in a Better World. Everything we achieve begins with our shared dream: to be the Best Beer Company in a Better World. This dream has inspired us not only to build and grow one of the leading global consumer products companies but also to commit ourselves to improving the world around us by promoting responsible drinking, environmental stewardship and involvement in our communities. Our dream is ambitious but credible, and we know that by stretching to achieve great things, we will become the size of our dream. People: Great people, allowed to grow at the pace of their talent and compensated accordingly, are the most valuable assets of our company. We know that great people are the key to transforming a great dream into reality. Our dream is shared by 118 000 AB InBev colleagues around the world, who represent our greatest asset and our only sustainable competitive advantage. It is because of our people — and their talent, engagement, drive and sense of purpose — that we have been able to deliver on our commitments to our customers, our shareholders, our communities and one another. Great people, motivated by leaders who clear the way for them to perform at their best, attract more great people to our company. And we believe that great people are attracted by an atmosphere of meritocracy, informality and candor. Our approach is to hire people with the potential to be better than we are, to ensure that leaders engage them fully and to provide challenging experiences to help them develop. We invest heavily in attracting the best people, developing their potential and enriching their opportunities through a range of programs and initiatives. Culture: * We are never completely satisfied with our results, which are the fuel of our company. Focus and zero complacency guarantee lasting competitive advantage. * The consumer is the Boss. We connect with our consumers through meaningful brand experiences, balancing heritage and innovation, and always in a responsible way. * We are a company of owners. Owners take results personally. * We believe common sense and simplicity are usually better guidelines than unnecessary sophistication? and complexity. * We manage our costs tightly, to free up resources that will support top-line growth. * Leadership by personal example is the best guide to our culture. We do what we say. * We don’t take shortcuts. Integrity, hard work, quality and consistency are keys to building our company. North America total volumes increased 0. 6% in 2012 AB InBev’s shipment volumes in the United States and selling-day adjusted sales-to- retailers (STRs) grew 0. 7% and 0. 4%, respectively. The company estimates it continued to make good progress on market share in the U. S. , with market share down less than 20 bps in 2012, due to significant improvements in the premium-plus category following the roll-out of Bud Light Platinum and Bud Light Lime Lime-A-Rita. These innovations helped the company to grow the market share of the Bud Light Family by approximately 70 bps in 2012 Michelob Ultra, Shock Top, Stella Artois and AB InBev’s other high-end brands also grew share, while company’s share remained under pressure as a result of softness in Budweiser and the company’s pricing strategy of closing the gap between sub- premium and premium brands within its portfolio. In Canada, beer volumes increased by 0. 1% in 2012 mostly driven by a tough comparison in terms of industry, poor weather and the ice hockey lock-out. Latin America North volumes grew 3. 0%, with beer volume growth of 2. 7% and soft drinks up 3. 7%. In Brazil, beer volumes increased 2. 5%, benefiting from an estimated industry growth of 3. 2%, a strong 2012 Carnival execution, the positive effect of higher consumer disposable income in 2012 additional price promotions in the fourth quarter of 2012 following the partial postponement of the tax increase announced on September 2012 as well as strong execution of commercial initiatives. Premium brands continued to grow ahead of the rest of the company’s portfolio. The company estimates that Budweiser, which has been in the market over a year, became the largest international premium brand in Brazil during the fourth quarter of 2012 Stella Artois is also growing quickly with over 45% volume growth during 2012 The company estimates that its market share was down by 50 bps during 2012 reaching an average of 68. 5%, primarily due to price increases in the third quarter of 2012 Latin America South total volumes decreased 0. 8%, with beer volumes up 0. 1% and non-beer volumes down 2. 2%, respectively. In Argentina beer volumes declined 0. 4%, driven by an uncertain consumer environment and a weak industry. However, a strong performance from Quilmes and Stella Artois led to continued strong market share performance. Western Europe own beer volumes declined 3. 5%, while total volumes declined 4. 2%. Total own products, including cider, declined by 3. 0% in 2012. Own beer volumes in Belgium declined 4. 1%, driven by a weak, weather-related industry performance in the first half of the year. In Germany, own beer volumes fell 1. 4%. The company estimates that its market share was ahead during 2012 driven by a strong performance of its focus brands Beck’s and Hasseroder. In the United Kingdom, own product volumes decreased by 8. 2%, mainly driven by a weak industry and market share pressure due to competitive activity in the off-trade channel. Central and Eastern Europe volumes decreased 11. 3%. In Russia, beer volumes fell 12. 0%, driven by industry weakness following regulatory changes. Market share loss was driven by the implementation of tax-related and other selective price increases ahead of competitors, and promotional pressure in key account channels. However, the company continued to make progress with the optimization of its brand portfolio, with its premium and superpremium brands, including Sibirskaya Korona, Bud, Stella Artois, Hoegaarden and Lowenbrau gaining share, and now representing 35% of total volumes. Bud reached an estimated market share of 1. 4%. In Ukraine, beer volumes decreased 10. 3% in 2012 driven by a weak industry and market share loss. However, Bud achieved an estimated market share of 1% during the nine months since launch. Asia Pacific beer volumes grew 1. 9%. In China, beer volumes grew 1. 9% as industry volumes in our footprint declined by almost12% during the last quarter of 2012 due to severe cold and wet weather. Nevertheless, the company estimates it gained market share in China. The focus brands Budweiser, Harbin and Sedrin grew 8. 1% in 2012 SWOT AB InBev Strengths * They have a leading position in the market, due to which they are now an international company. * Their production line is very strong, and this is the reason why their brand is known all over the world. * They are much concerned about the making of their brands. These capabilities make them one of the leading brands around the globe. * They came up in the market when there was no such other beverage making industry in the country. | Weaknesses * Their concentration in the market is low. And this is the only reason why their customers are moving to other brands. * The trust on wholesalers is one of the major negative point about the company. * Anheuser Busch is having a problem in making the sufficient amount of beverages needed. * People have taken on the truth that due to some reasons this company is producing an imperfect amount of beer or beverages when it is needed the most. | Opportunities * By growing beer consumption in China, they will do more business. As China is one of the emerging countries and is a well named IT country, this will definitely help their business to expand internationally. * Joining hands with other companies and setting up the business in other countries, will led them to have strong sponsor ship and life time agreements. * By focusing on other drinks, they will increase their brand and in doing so their market shares will increase. * They can also run their business directly through the computers. So that the clients can be connected with them. | Threats * If some other beer Brewer Companies unites together, than this will be really challenging for Anheuser Busch to survive in the market. * The rise in the prices of the raw materials, which are used in the manufacturing, will result in the decrease of their production. * The change in the preferences is also another big risk for the company. * If they ever drop their real image in the market than it is going to be real hard for them to keep up the position in the present market. | SABMiller SABMiller is the 2nd largest brewer in the world, with more than 200 beer brands and some 70,000 employees in over 75 countries. We also have growing businesses in soft drinks and we are one of the world’s largest bottlers of Coca-Cola products. SABMiller has become a global leader by doing business locally, pursuing operational excellence and offering high-quality products backed by innovation and a commitment? to sustainability. Our success is built on a clear strategic direction, a shared vision and mission and a common set of values. Latin America: 32% Contribution to group EBITA 2012. 17 breweries, 14 bottling plants. * Our primary brewing and beverage operations cover six countries across South and Central America (Colombia, Ecuador, El Salvador, Honduras, Panama, and Peru). * In each of these countries, we are the number one brewer by market share. * We are also the third largest brewer in Argentina. * We bottle soft drinks for The Coca-Cola Company in El Salvador and Honduras, and for Pepsico International in Panama. * Regional office: Bogota, Colombia. Strategic focus area: * Drive strong top-line growth by expanding consumer occasions and entering adjacent categories * Increase share of alcohol and capitalise on differentiated and expanded brand and package portfolios * Optimise and extend distribution network and sales reach * Protect our licence to trade and business sustainability * Pursue operational excellence and efficiency in our businesses, optimising resources? and costs Europe: 14% Contribution to group EBITA 2012, 17 breweries. †¢ Our primary brewing operations cover eight countries – the Czech Republic, Hungary, Italy, Poland, Romania, Slovakia, Spain (Canary Islands) and the Netherlands. †¢ In the majority of these countries,? we are the number one or two brewer by market share. †¢ A further 16 countries including Russia, Turkey and the Ukraine are covered in a strategic alliance with Anadolu Efes through either brewing, soft drinks or export operations. †¢ We export significant volumes to a further eight European markets, of which the largest are the UK and Germany. †¢ Regional office: Zug, Switzerland. Strategic focus area: * Drive superior organic revenue growth and margin expansion through growing perceived category benefits and value per serving * Structure and shape the category by driving our full brand portfolios in growth segments in key markets through innovative 360 degree marketing programmes * Continue to drive differentiation through innovating in product, packaging and dispense systems * Design for scale, cost advantage and focus North America: 13% Contribution to group EBITA 2012. 8 breweries. †¢ MillerCoors is a joint venture with Molson Coors Brewing Company, formed in 2008 by bringing together the US and Puerto Rican operations of both groups. †¢ Headquartered in Chicago, MillerCoors is the second largest brewer in the USA, with 29% of the beer market. †¢ Our wholly owned Miller Brewing International business is based in Milwaukee, USA and exports our brands to Canada and Mexico and throughout the Americas. †¢ Regional office: Chicago, USA. Strategic focus area: * Win in premium lights with strengthened positioning of Coors Light, Miller Lite and Miller 64 * Through Tenth and Blake Brewing Company extend and grow MillerCoors’ import and craft portfolio * Create value through strong revenue management. * Create leading capability and superior growth in retail sales * Support the three-tier distribution system to drive effectiveness and value Arfica: 13% Contribution to group EBITA 2012. 32 breweries, 19 bottling plants. * Our brewing and beverage operations? in Africa cover 15 countries. A further? 21 are covered through a strategic alliance with the Castel group and we also have? an associated undertaking in Zimbabwe. * In most of these countries we are the number one brewer by market share. * We bottle soft drinks for The Coca-Cola Company in 20 of our African markets (in alliance with Castel in 14 of these markets). * Regional office: Johannesburg, South Africa. Strategic focus area: * Drive growth in beer and soft drinks through full brand portfolios, wider price ranges and expansion into adjacent categories * Step up investment behind our mainstream brands and differentiated premium portfolio * Increase share of alcohol through accessible brand and package offerings * Further develop sales and distribution to enhance our outlet presence and extend our geographic coverage * Mitigate high imported input costs through innovation and local supply chains. Asia Pasific: 6% Contribution to group EBITA 2012. 23 breweries, 2 bottling plants. CR Snow, our partnership with China Resources Enterprise, Limited, is the largest brewer in China. †¢ With the acquisition of Foster’s in December 2011, we have a major business in Australia. CUB4 only contributed to our results from mid-December 2011. †¢ We are the second largest brewer in India. †¢ We have an operation in Vietnam and we export to various markets including South Korea and Cambodia. †¢ Regional office: Hong Kong. Strategic focus area: * Integrate the Foster’s acquisition and deliver the commercial and operational targets * Further build market leadership in China and enhance profitability * Continue to drive Snow, the largest beer brand in China, with additional premium variants to increase revenue * Pursue market liberalisation in India and focus investment on growth and profitability in selected states South Africa: 22% Contribution to group EBITA 2012. 7 breweries, 6 bottling plants. The South African Breweries (Pty) Ltd. (SAB) is South Africa’s leading producer and distributor of lager and soft drinks. It also exports brands for distribution across Namibia. †¢ Our soft drinks division is South Africa’s leading bottler of products for? The Coca-Cola Company. †¢ We have hotel and gaming interests through our associate Tsogo Sun Holdings Ltd, the largest hotel and gaming group in South Africa. †¢ Regionaloffice: Johannesburg, SouthAfrica. Strategic focus area: * Leverage scale to drive productivity and reinvest savings in market-facing activities * Engage the competition in all alcohol categories * Ensure that key brands resonate. * Shape a culture of partnership and superior ?service offering in all classes of trade * Ensure societal leadership Four strategic priorities Financial goal: To deliver a higher return to our shareholders than our peer group over the longer term Strategic priority: * Creating a balanced and attractive global spread of businesses * Developing strong, relevant brand portfolios that win? in the local market * Constantly raising the profitability of local businesses, sustainably * Leveraging our skills and global scale SWOT SABMiller Strengths1. A strong portfolio of brands? 2. Strong sales and distribution network? 3. Presence in 75 countries across 6 continents? 4. SAB Miller also owns over 150 market-leading local brands5. Excellent marketing and branding have made the brand top of the mind6. Nearly 70,000 people form a part of the workforce| Weaknesses1. Have been unable to get a momentum in emerging markets? 2. Intense competition means market growth is limited| Opportunities1. Partnering the local breweries in particular countries can yield a bigger market share ? 2. Launching successful brands which have a strong following and brand equity in the newer markets3. More advertising and sponsorship would increase brand recall| Threats1. A strong competition from other brands? 2. Laws and regulations on advertising and establishing the business? 3. Slumping economy all over the world has been the greatest concern as disposable income of consumers in lowering| * Who are the key players in the industry and their relevant size? AB-InBev, Heineken, SABMiller * What are their objectives and strategies? * What are their strengths and weaknesses? * What are their market shares, the performance of the competitors in revenues, profits, and shareholder value? * What are the competitor’s capabilities, its organization, and its strategic alliances?

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