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.
Analysis of beer market in China (on Russian)
Beer market of Ukraine: big three losing weightIn 2016, fast increase of excises and resulting price spike stood in the way of the beer market stabilization. Most of competition (as well as mass sorts) moved to the economy segment of the market. The biggest losses were incurred by the leading three, especially Obolon, which again experienced pressure after reallocation of Efes market share. However, one should already speak of TOP-4. Group Oasis CIS (PPB) became a strong player and competitor to transnational companies. Besides the net sales of many regional medium breweries look rather good and 16-fold cost reduction wholesale trade license for craft brewers opens up a possibility of rapid growth in 2017.
Heineken publishes 2010 Sustainability Report, ‘Brewing a Better Future’
In addition, the report provides detailed updates on the company’s 23 integrated programmes, built around its three strategic imperatives:
•Continuously improve the environmental impact of our brands and business
•Empower our people and thecommunities in which we operate
•Positively impact the role of beer in society
Jean-Fran?ois van Boxmeer, Chairman of the Executive Board/CEO, said: “Brewing a Better Future puts renewed focus on our determination to create value at all levels of society and for all our stakeholders. Delivering on the targets we have set ourselves will impact the way in which we bring our brands to market, improve our environmental performance, contribute to our communities and engage all stakeholders.”
Highlights from the Heineken 2010 sustainability report:
•In 2010, ‘Brewing a Better Future’ was rolled-out internationally. Fifty Heineken markets now have a three-year sustainability plan in place with clear deliverables, targets, budget and roles and responsibilities. In addition, each company has established a sustainability committee that is responsible for the development and roll-out of the local sustainability agenda. During the year, 21 markets published their own local sustainability reports.
•In 2010, Heineken conducted two water footprint studies, in Egypt and Slovakia. The water footprint is an indicator of freshwater use that looks not only at water usage in breweries, but also takes into account the water use by all the products, processes and services that are required to produce beer. The studies found that more than 90 per cent of the water footprint is related to the cultivation of crops. The studies’ findings raised interesting questions, such as how to involve suppliers in water reduction strategies and how to balance local sourcing with the impact of crops on local water sources.
•To serve the company’s beer at the optimum temperature, Heineken aims to use refrigeration equipment with a low carbon footprint and energy consumption. The company’s policy is that wherever it is technically and legally possible, every new fridge Heineken buys will include the safe and more environmental friendly hydrocarbon refrigerant, uses LED illumination and has a thermostat with an energy management system for large fridges. Combined these three elements are expected to yield energy reduction of at least 35 per cent. In 2010, the company began implementing this new approach and 80 per cent of the new fridges met at least one of the above standards.
•In January 2010, Heineken donated an additional €10 million to the Heineken Africa Foundation. This money enabled the Foundation to initiate three new projects focused on the fight against HIV/AIDS in African communities where the company operates, which were announced at the company’s HIV/AIDS Symposium in March 2011.
•Heineken developed several initiatives to endorse the company’s responsible consumption programme ‘Enjoy Heineken® Responsibly’ (EHR). These included new design rules and guidelines to have the EHR logo on all primary and secondary Heineken packaging. In addition, all UEFA Champions League (UCL) broadcasts included perimeter advertising featuring an EHR logo where legally allowed.
Heineken’s 2010 sustainability report reflects feedback that the company received by reaching out to numerous stakeholders throughout the year and the report is based on the disclosure guidelines of the Global Reporting Initiative (GRI).
15 Apr. 2011