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Strategy Briefing

Competitive Strategies in Alcoholic Drinks

53 pages, Sep 2017

US$1,325

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About This Report

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If you purchase a report that is updated in the next 60 days, we will send you the new edition and data extract FREE!

Companies involved in alcoholic drinks need different strategies in the different categories they are involved in, especially the big three: beer, wine and spirits. At the same time, there are universal themes across the market, notably premiumisation. This global briefing will look at recent developments in each of the categories, looking at the differences but also showing how companies can continue to grow.

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Overview

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Gain competitive intelligence about market leaders. Track key industry trends, opportunities and threats. Inform your marketing, brand, strategy and market development, sales and supply functions.

Different strategies for different alcoholic drink categories

The three major alcoholic drink categories all require different strategies, primarily due to their different modes of operation. For example, beer relies on producing large volumes close to the point of sale, while wine and spirits are the opposite. However, even in wine and spirits there are differences, for example with branding far weaker in wine than in spirits.

Premiumisation key across all categories

Despite such differences, the search for value has become increasingly important in all categories, as global volume growth slows, but also as consumers’ tastes change with the rise of craft production.

Brewers need different ways to grow

Brewers’ traditional growth method via M&A is close to an end, following A-B InBev’s takeover of SABMiller, or at least will be very slow in the future. This means a greater focus on organic growth through product diversity, but also entering markets from scratch .

Cider/perry and RTDs/highstrength premixes key growth outlets for brewers

Cider/perry and RTDs/high-strength premixes have offered good outlets for growth. Cider/perry has been particularly beneficial with identical distribution model .

Limited mergers and acquisitions in spirits

Spirits offers limited potential for M&A, owing to so many of the players being privately owned; however, smaller players can benefit from divested brands of bigger players. Nevertheless, organic growth is the main method of growth.

Wine companies to grow organically

While wine companies do carry out M&A, it is generally acquiring brands to fill portfolio gaps in key markets. The key way of expanding geographically needs to be organically, as Viña Concha y Toro has shown.

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Introduction

Scope

Key finding

A-B InBev extends lead over its rivals

The big keep getting bigger

Different strategies for different categories

Private label

Premiumisation is one of our eight focus megatrends

Premiumisation a key megatrend in alcoholic drinks

Beer

A-B InBev extends lead over its rivals

Significant period of consolidation

Regional balance enhanced by SABMiller acquisition

Making SABMiller purchase pay for A-B InBev

Competition intensifies with strong forecast in Vietnam

Premium focus increasingly crucial in US beer

Premiumising: Can craft ideas benefit “big beer”?

Premium importance in emerging markets: Brazil

Developing new beer categories

Starting from scratch

Cider/Perry

Heineken extends its lead in cider/perry

Cider/perry less consolidated than beer

US no longer so rosy

While beer struggles, cider/perry booms in Eastern Europe

Rtds/High-strength Premixes

A profitable add-on for major alcoholic drink players

Fickleness of markets: US and Brazil

Wine

North American players lead

Fragmented wine

Treasury buys Diageo’s wine portfolio to gain strength in key markets

Growing the Concha y Toro way

Spirits

Diageo the undisputed global leader

Growing consolidation in spirits

Paying a high price for spirits

Smaller players broaden geographic spread with unwanted brands

Growth in sluggish mature categories

Premium focus: English gin

Going super-premium: Rémy Cointreau in cognac

Volume versus value option: Russian blended Scotch

Economy brands play their part

Using cheap local spirits as a base

Conclusion

After MegaBrew is it time for MegaBev?

Little change in wine and spirits

Report Definitions

Definitions

Appendix

Methodology: basics of the Euromonitor International value shares model

Building value shares for spirits and RTDs/high-strength premixes

Spirits-specific methodology explained

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Megatrends

Strategy Briefing

Competitive Strategies in Alcoholic Drinks

New Report Guarantee

About This Report

New Report Guarantee

Overview

Why buy this report?

Different strategies for different alcoholic drink categories

Premiumisation key across all categories

Brewers need different ways to grow

Cider/perry and RTDs/highstrength premixes key growth outlets for brewers

Limited mergers and acquisitions in spirits

Wine companies to grow organically

Want to find out more about this report?

Table of Contents

Introduction

Scope

Key finding

A-B InBev extends lead over its rivals

The big keep getting bigger

Different strategies for different categories

Private label

Premiumisation is one of our eight focus megatrends

Premiumisation a key megatrend in alcoholic drinks

Beer

A-B InBev extends lead over its rivals

Significant period of consolidation

Regional balance enhanced by SABMiller acquisition

Making SABMiller purchase pay for A-B InBev

Competition intensifies with strong forecast in Vietnam

Premium focus increasingly crucial in US beer

Premiumising: Can craft ideas benefit “big beer”?

Premium importance in emerging markets: Brazil

Developing new beer categories

Starting from scratch

Cider/Perry

Heineken extends its lead in cider/perry

Cider/perry less consolidated than beer

US no longer so rosy

While beer struggles, cider/perry booms in Eastern Europe

Rtds/High-strength Premixes

A profitable add-on for major alcoholic drink players

Fickleness of markets: US and Brazil

Wine

North American players lead

Fragmented wine

Treasury buys Diageo’s wine portfolio to gain strength in key markets

Growing the Concha y Toro way

Spirits

Diageo the undisputed global leader

Growing consolidation in spirits

Paying a high price for spirits

Smaller players broaden geographic spread with unwanted brands

Growth in sluggish mature categories

Premium focus: English gin

Going super-premium: Rémy Cointreau in cognac

Volume versus value option: Russian blended Scotch

Economy brands play their part

Using cheap local spirits as a base

Conclusion

After MegaBrew is it time for MegaBev?

Little change in wine and spirits

Report Definitions

Definitions

Appendix

Methodology: basics of the Euromonitor International value shares model

Building value shares for spirits and RTDs/high-strength premixes

Spirits-specific methodology explained

Why buy this report?

Want to find out more about this report?

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