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Strategy Briefing

Mergers and Acquisitions in Action for Alcoholic Drinks

40 pages, Mar 2014

US$1,325

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About This Report

New Report Guarantee

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

Using a variety of historic examples, this briefing looks at all aspects of M&A activity, from motives, paying the right amount to integrating the new acquisition. Although focused on the major alcoholic drinks categories, aspects of this briefing are relevant to players in all industries interested in understanding the process.

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Overview

Why buy this report?

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 categories, different levels of consolidation

The three major alcoholic drinks categories are all at differing stages of consolidation, with beer the most consolidated and wine the least, although this has much to do with industry structure.

Different types of M&A activity

Merging with or acquiring a company can either be defensive (protect against a bigger competitor or protect revenues) or expansionary (a chance to move into new categories, markets or just grow revenues).

Reasons to sell

Any buyer needs a willing seller. Some sellers are likely to be more willing than others as the target business may no longer be a focus of the seller but could equally be because the seller needs to sell.

Fixing the right price

A key test for the financial viability of a deal is the Discounted Cash Flow Tool. However, this is only a rough instrument and fixing the right price is more an art than a science and requires a myriad factors to be looked at.

Due diligence

Once a deal has been agreed, careful examination of all aspects of the target’s business is vital as hidden dangers not discovered will damage the success of a deal.

Integration hardest

A large proportion of acquisitions fail and this is primarily due to the integration stage, thus a number of key practices need to be followed.

Future prospects for M&A in alcoholic drinks

While there has been much consolidation in recent years, especially in beer, there is still the opportunity to expand in all categories via M&A with both large and small deals.

What this report includes

Top-level strategic analysis of how major consumer trends will influence global markets
Consumer insight
Impact across all relevant consumer markets
Unique graphics and case studies
Key market snapshots
Accompanying presentation to synthesise main findings

Why buy this report

Identify factors driving change now and in the future
Understand motivation
Forward-looking outlook
Briefings and presentation should provoke lively discussion at senior level
Take a step back from micro trends
Get up to date estimates and comment

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Introduction

Scope

Key findings

Lack of M&A opportunities to slow down beer consolidation

Wine market sees changing strategies

Growing consolidation in spirits

Motives

Different strategies for different categories

Reasons to buy and sell

Defensive M&A: Molson Coors merger

Defensive M&A: William Grant’s acquisition of local brands

Heineken acquires to broaden geographic spread

Campari: Category expansion through acquisition

The transformation of Pernod Ricard via M&A

V&S acquisition transforms Pernod

Reasons to sell: Paying down debt

Reasons to sell: Competition issues impact A-B InBev / Modelo in US

Reasons to sell: Not part of core business - C&C’s spirits business

Reason to sell: Change of strategy

Reasons to sell: Lack resources to grow bigger

Paying the Right Price

Deal value versus target’s earnings

Is an M&A target financially viable: Discounted cash flow?

Mey Içki acquisition gives Diageo a boost in Turkey

Using own distribution to drive acquisition’s growth

Beer: Minimal growth synergies

Beer: Synergies through cost savings

Viña Concha y Toro and Fetzer : Intangible gains

Fixing the price: An art rather than a science

Integration

Due diligence vital: Molson Coors and Kaiser in Brazil

Integration: The team

Integration: Practical implementation

The Future

Possible future M&A

Opportunity to boost Scotch whisky presence

Limited portfolio and public listing leaves Beam vulnerable

Suntory’s new geographic spread

The ultimate M&A in beer: A-B InBev /SABMiller

Why buy this report?

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Megatrends

Strategy Briefing

Mergers and Acquisitions in Action for Alcoholic Drinks

New Report Guarantee

About This Report

New Report Guarantee

Overview

Why buy this report?

Different categories, different levels of consolidation

Different types of M&A activity

Reasons to sell

Fixing the right price

Due diligence

Integration hardest

Future prospects for M&A in alcoholic drinks

What this report includes

Why buy this report

Want to find out more about this report?

Table of Contents

Introduction

Scope

Key findings

Lack of M&A opportunities to slow down beer consolidation

Wine market sees changing strategies

Growing consolidation in spirits

Motives

Different strategies for different categories

Reasons to buy and sell

Defensive M&A: Molson Coors merger

Defensive M&A: William Grant’s acquisition of local brands

Heineken acquires to broaden geographic spread

Campari: Category expansion through acquisition

The transformation of Pernod Ricard via M&A

V&S acquisition transforms Pernod

Reasons to sell: Paying down debt

Reasons to sell: Competition issues impact A-B InBev / Modelo in US

Reasons to sell: Not part of core business - C&C’s spirits business

Reason to sell: Change of strategy

Reasons to sell: Lack resources to grow bigger

Paying the Right Price

Deal value versus target’s earnings

Is an M&A target financially viable: Discounted cash flow?

Mey Içki acquisition gives Diageo a boost in Turkey

Using own distribution to drive acquisition’s growth

Beer: Minimal growth synergies

Beer: Synergies through cost savings

Viña Concha y Toro and Fetzer : Intangible gains

Fixing the price: An art rather than a science

Integration

Due diligence vital: Molson Coors and Kaiser in Brazil

Integration: The team

Integration: Practical implementation

The Future

Possible future M&A

Opportunity to boost Scotch whisky presence

Limited portfolio and public listing leaves Beam vulnerable

Suntory’s new geographic spread

The ultimate M&A in beer: A-B InBev /SABMiller

Why buy this report?

Want to find out more about this report?

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