Tag Archives: Shock Top

Decisions, decisions

There’s a lot going on in beer at the moment: there’s a daily news narrative on craft beers; stories about old names being revived; people setting up breweries in shipping containers. Proportionately, there’s less about the corporate side: the 90% if you will. But it deserves some attention, particularly at this time. Particularly with the biggest deal in brewing ever being slated. Particularly with one of the biggest corporate deals ever, in fact.

That craft beer narrative is immensely strong. It is more than a story though; it is creating reverberations not just within beer, but across alcoholic drinks, across non-alcoholic drinks and beyond. The craft beer ‘revolution’ is the poster boy of reactionary consumerism; the proof that you can change the food industry not just from within but from the outside too. It is the manifestation of a growing consumer desire for authenticity, transparency, of personal stories over fabricated myths, or small over large – right across the food and drink industry.   There’s a clear argument to be made that ABI buying SAB is a consequence of the rise of craft beer. Certainly if you look at their outputs it is supported: over the last few years ABI have bought ‘breakthrough’ craft breweries: Widmer, Kona, Goose Island amongst others; elsewhere they’ve been copying the rules of craft with brands like ‘Shock Top’. SAB have been concentrating more on strengthening their own brands and now have an incredible portfolio, with brands like Pilsner Urquell, Peroni and Grolsch. They too have bought into craft with the acquisition of London’s Meantime Brewery.

Let’s push beyond the “eazey-news” headlines though. What’s really going on here is polarisation. Yes, craft is growing but it’s growing disproportionately quickly in mature beer markets. Large scale, low growth markets; markets where consumers have had mass marketing rammed down their gullets for decades. But ABI and SAB have their focus elsewhere: to the places and the brands that they can drive long-term shareholder value growth. They’re focus is on central and southern America, India, Asia and Africa. ABI are clear that they want to be the first ‘global brewer’ and this deal gives them an incredible beachhead to push for conquest. As a deal, it will make South America a fortress; it will revolutionise their position in Africa; it will strengthen their footprint in Asia, in particular China, where they will acquire the World’s biggest beer brand, Snow.

Watching this form the side lines, what’s impressive about ABI is their utter commitment to the goal. The newswires yesterday were humming with the revelation that they would be prepared to sell off SAB’s prime assets, notably Peroni and it’s Nastro Azzurro brand. Grolsch too, was mooted as a candidate for sale. They have form here: when InBev acquired Anheuser-Busch they sold off Tsingtao in China – one of the few successful Sino-Anglo Saxon partnerships and a real crown jewel. This tells us a number of things about ABI.  It tells us that they have a clear focus for growth outside North America and Europe where Peroni is notably strong – Peroni is a great brand but in the short term the only thing it is likely to do is give them issues with regulators (plus, the US rights stay with MillerCoors should the deal go ahead).  It tells us that they have a purpose that is unifying and guiding their decisions. It tells us that they are willing to make not just choices but sacrifices – big sacrifices – in order to achieve their vision.  And it tells us too that they believe in their brands – brands that craft beer lovers are generally scathing of (Bud Light, Budweiser, Stella Artois as well as an army of local brands – and they will back them to the hilt in markets outside our (European / North American) frame of daily reference.    Whether you’re comfortable about the size of this deal and the global market share it will leave ABI with, it will be churlish – no, foolish – to ignore the business and brand building lessons that they teach us, again and again.

Advertisements

The thorny issue of ‘craft’

Over a quiet beer or two, I have been wrestling with a dilemma.  Actually, no, that’s not right, as a dilemma is something you can’t satisfactorily resolve.  Rather, a thorny issue:  when is craft craft or not craft?  To stretch it further, are big brewers who sell ‘craft’ beer simply responding well to the drinker trends in the market, or are they being just plain crafty?

The Motley Fool (www.fool.co.uk) – a network of bloggers offering advice and gossip on companies and share performance – recently penned an article on US craft beer sales. It made for interesting reading:  although craft beer is only 6% of the market place, they are growing strongly, up 14% in the last year according the American Brewers’ Association – in an overall market where per capita consumption is declining.  Interestingly, the big brewers’ performance within this was marked. Miller Coors’ Blue Moon brand grew by 50% between 2009 and 2011, and Leinenkugel’s grew by 20%.  Anheuser Busch is also a player. They have bought Goose Island and also launched their own craft brand, Shock Top, the latter growing 70% year to date*. In comparison, more established players – the genuine craft brewers it is argued – are growing much more slowly.

Raspberry WheatWe drank Shock Top Raspberry Wheat in the Salty Dog in Sarasota – with no idea it was an ABI beer. Inspired marketing or a confidence trick?

There are two really interesting dynamics going on here.

First, that there is a debate going on about ‘craft’ at all.  Big companies get big for a whole host of reasons – luck, daring acquisitions, market expansion, exploitation… and brand building skill.  If they spot an opportunity to sell brands to drinkers, they’ll do it, and endeavour to do it with scale.  As far as I’m concerned, if a drinker is happy that a beer is a craft beer, then whether we agree on principle or not becomes purely academic: it is. Get over it, and start competing.

Second is the debate about what constitutes craft?  The answers are invariably couched in a hotchpotch of measures: volume brewed; use of adjuncts purely for taste, independence.     This is missing the point – a point bigger than beer. What manifests itself in beer as ‘craft’, is a slew of market trends impacting right across food and drink products: national, regional, local, provenance, authenticity, passionate producers, natural ingredients, interesting tastes & textures, original recipes – I could go on.  It’s popping up in tea, coffee, wines & spirits, across all foods from fresh meat and veg to ready meals and snack foods.

So what’s the connection?  These trends are tapping into our desire to emotionally connect in some way to our roots – however we define them as individuals.  This could show itself as national pride or local knowledge; it can show itself as truly authentic or re-interpreting the past, but importantly it doesn’t define itself by scale.  Look at Rachel’s Organic or Yeo Valley – organic, touchy-feely, yes. Niche – no. Or Tyrell’s Crisps, Red Sky or Kettle Chips.  Made from potatoes (not substitutes), interesting natural flavours, lovingly fried in kettles, yes. Niche – no. Or Sam Adams, Blue Moon, London Pride, Doom Bar – interesting, unusual, brewed with care? Of course.  Niche – no.

It’s good news all round for brewers, but as it’s about more than just the beer – it’s great news for brewers great and small.

*Clearly, that’s in the year to the date of their earnings release, not the year to date this year.  Mind you, January sales up 70% would be no mean feat.

© Beer Tinted Spectacles, February 2013