10+1 trends of Russian beer market 2015-2017Despite of the moderately negative prognoses for 2017, the beer market can be stabilized soon. Yet the years of the negative dynamics have resulted in marketing being limited just to “optimization” and the art of balancing between price and volumes. Bigger supermarkets share means stronger trade marketing. These processes are connected to the majority of the described trends. At the same time, the federal brands inflation leads to searching for new tastes, sales channels and contact formats that expand the product range and diversify the beer market, but do not imply a substantial volume increase. Let us enumerate and further discuss the ten trends of the beer market we can see in 2015-2017 as well as the major event of 2017.
Beer market of Ukraine 2017In the first half of 2017, the Ukrainian beer market goes on decreasing slowly. Yet, the companies manage to compensate their lost volumes by raising prices and improving the sales structures. This results in the mid price market segment reduction while the sales of premium brands are rising. These processes are connected to position strengthening of companies Carlsberg Group and Oasis and the market share reduction of Obolon. Most of the novelties by the market leaders belong to craft or hard lemon categories.
Beer market of Russia 2016: PET goes to draftThe beer market of Russia was warmed up by the hot summer, but the preparation for large volume PET prohibition has already impacted it negatively. The year was successful for Efes, MBC and regional producers; Carlsberg’s positions were virtually stable but AB InBev and Heineken lost a part of market share having focused on the sales profitability. The dynamics of big brands was determined by how much the companies were willing to keep the prices down or by their promotional activity. In this context the economy segment of the beer market and sales of inexpensive draft beer were increasing. The premium segment started shrinking due to license brands migrating to the mainstream segment.
Beer market of Vietnam: “Young tiger”Vietnam is one of the few big beer markets that continue to grow steadily. The beer popularity results from its low price, street consumption culture, and social motives. The outlooks of beer market as well as the Vietnamese economy inspire optimism, though the country is heavily dependent on export of goods. The state regulation can be called liberal, but the key risk for brewers is harbored in intensive rising of excise. Within TOP-4 there are two leaders, Sabeco and Heineken that grow at the fastest rates. The first company effectively employs its capacities, the second one focuses on marketing technologies. Almost 80% of the market belongs to century-old brands, yet the middle class and the youth are shifting their interest toward international premium that is growing taking share from the mainstream.
SABMiller’s cassava beer plans mature
The UK-listed brewer, like many food and beverage companies, is seeking to localise sourcing – in this case, switching barley for domestically grown cassava in Africa – in an attempt to secure supplies and cut costs.
Additionally, SABMiller hopes that having a cheaper beer will allow it to tap the vast swaths of drinkers who now stick to home brew.
But the obstacles proved bigger than the brewer envisaged.
The beer is now expected to go on sale in Mozambique in six to nine months’ time, nearly a year after the initial launch plans for late 2010. Assuming this is successful, the beer will then be rolled out to other parts of the continent.
“Where we are and what we have achieved in the timing we have set, we have done quite well,” said Gerry van den Houten, technical, supply chain and enterprise development director at SABMiller’s African operations.
“But if we could have done it six months earlier, that would have been great.”
The original plan was to brew the cassava beer in Angola, and the group built a state-of-the-art brewery just outside the capital Luanda.
The setbacks ranged from political and financial – when oil prices fell in late 2009, the crunch on foreign exchange meant SABMiller could not get enough to pay suppliers – to technical issues.
The squeeze on foreign exchange prompted SABMiller to move the pilot project from Angola to Mozambique, where it has succeeded in winning concessions on excise tax: the cassava beer will pay just one-quarter of the duty payable on mainstream beer.
That, in turn, means SABMiller can sell its beer at 65 to 70 per cent of the price of mainstream beer, a level at which it aims to bring in a whole new set of drinkers. It believes the brand could account for about one-fifth of its portfolio in the region.
Mr Van den Houten said the company was now “90 per cent there” in terms of processing technology after several headaches along the way.
Cassava is largely made up of water, making it heavy and expensive to transport, and also suffers from a short shelf life once harvested.
The brewer has got around this by developing mobile processing units capable of squeezing out the water and bringing the plant to a stable (and lighter) state ready to be transported to the mill.
Despite the travails, Mr Van den Houten is confident localising the supply chain will prove beneficial.
“It has cost advantages, shortens the supply chain and gives us an opportunity to get involved in local entrepreneur initiatives and job creation,” he said.
SABMiller now imports some 80 per cent of its raw materials, including packaging, mainly from Europe and South Africa.
Cassava is Africa’s largest crop in terms of tonnage, but is very much a subsistence crop according to Mr Van den Houten.
Depending on how much drinkers take to the new brew, he reckons the company could take crops from 2,000 smallholder farmers in Mozambique.
8 Mar. 2011