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Tag: beer

  • Medusa to Raise ₹200 Crore and Enter Spirits with Third Eye Distillery

    Medusa to Raise ₹200 Crore and Enter Spirits with Third Eye Distillery

    Medusa Beverages Pvt. Ltd plans to raise ₹200 crore over the next two fiscal years to scale operations and enter India’s spirits sector through a tie-up with Goa-based Third Eye Distillery.

    Under the agreement, founder and chief executive Avneet Singh is targeting gross revenue of ₹210 crore in FY27, up from ₹165 crore in FY26, as the brewer adds higher-margin spirits to offset seasonal dips in beer sales.

    The partnership gives Medusa exclusive rights to bottle, distribute and sell Third Eye brands across 15 states in North India and Jharkhand, targeting ₹20 crore in gross revenue in its first year. Medusa manufactures the lines through its network and sells them into bars, restaurants and hotels. The initial rollout includes Short Story gin and vodka, together with Stranger & Sons gin, followed by Peru Road gin and planned whisky lines.

    Margin Shift and Off-Peak Hedging

    Gross margins in India’s beer sector hover around 30 to 35 per cent, whereas premium spirits reach roughly 65 per cent, founder and chief executive Avneet Singh said. The arrangement lets Medusa add high-margin spirits lines without spending capital to build an operating distillery from scratch.

    Seasonal swings dictate the logic. Beer consumption in northern India drops sharply during the winter months, idling distribution assets and eroding cash flow. Packing a portfolio with dark spirits and gin smooths seasonal revenue while running the same sales pipeline into regional on-premise accounts.

    “The economics of the two categories are also different. Beer generates gross margins of around 30-35%, while premium spirits can generate margins of about 65%,” Singh said.

    The operational pivot places Medusa directly against established alcoholic beverage giants including United Breweries, Carlsberg and Anheuser-Busch InBev, alongside craft peers such as Simba and Kati Patang. While multinational brewers possess balance sheets capable of absorbing margin squeezes, smaller challengers face rising operational hurdles when state excise policies restrict price adjustments.

    By stepping into spirits, Medusa shifts execution risk onto retail trade compliance across India’s fragmented state alcohol boards. Securing shelf space and bar listings for craft spirits demands working capital upfront, particularly in price-controlled markets where distribution costs can outrun volume gains.

    Revenue Targets and Factory Footprint

    Medusa targets 210 crore rupees in gross revenue for FY27, up from 165 crore rupees reported in FY26. It sold 1.35 million cases of beer in FY26, though packaging cost increases and shortages of aluminium cans held performance below earlier corporate goals.

    Financial filings show profitability remains elusive for both businesses. Medusa reported a net loss of 4.2 crore rupees in FY25, widening from 2.8 crore rupees in FY24, according to platform Tofler. Third Eye Distilleries generated 17.9 crore rupees in FY25 sales, paring its annual net loss to 4.8 crore rupees from 24.1 crore rupees a year earlier.

    Contract facilities still handle all of Medusa’s beer manufacturing today. The company avoids sinking capital into owned brick-and-mortar breweries until regional sales volumes reach utilization thresholds that support fixed asset overhead.

    Capital Structure and Product Rollouts

    The planned 200 crore rupee fundraising round will close in two tranches, taking 50 crore rupees in FY27 through compulsorily convertible debentures and 150 crore rupees in FY28. The program follows a 56 crore rupee Series A round secured in January 2025 from private investors, including Ohm Stock Broker promoter Amal N. Parikh and Alchemy Capital Management co-founder Ashwin Kedia.

    Proceeds will fund commercial distribution, manufacturing infrastructure and inventory across its ten existing state markets, led by Delhi, Haryana and Uttarakhand. Affordable lagers like Medusa Premium Strong Beer generate 82 per cent of sales, with premium variants including its Air lager providing the remaining 18 per cent.

    Medusa will introduce its own branded whisky within the next 45 to 60 days, priced between 850 and 1,000 rupees a bottle.

  • Radico Khaitan Profit Jumps 66.5% as Premium Liquor Sales Surge

    Radico Khaitan Profit Jumps 66.5% as Premium Liquor Sales Surge

    Indian distillers and brewers posted diverging September quarter earnings as affluent drinkers bought top-shelf liquor while inflation-squeezed consumers slashed purchases of entry-level brands.

    The divide cut across both spirits and beer, driving profit jumps at premium-focused producers while dragging on volume for mass-market operators.

    Spirits Split by Income

    United Spirits reported a consolidated revenue drop of 2.5 per cent to ₹7,014 crore for the September quarter, down from ₹7,199 crore a year earlier. Net profit fell 7.7 per cent to ₹428 crore. The slump was concentrated at the bottom of its portfolio: popular brands like Director’s Special and DSP Black saw sales value drop 22.7 per cent year-on-year to ₹181 crore, with volumes shrinking 29.7 per cent to 1.58 million cases.

    Its prestige and above category, which includes Johnnie Walker and Smirnoff, expanded 6.3 per cent. To maintain clean comparisons, the company shifted McDowell’s No.1 brandy from popular into prestige and above.

    Radico Khaitan experienced an even sharper contrast. Its prestige and above volumes jumped 36 per cent year-on-year to 5.28 million cases, while regular and lower-tier lines, including 8PM whisky and Contessa rum, fell 9.7 per cent. Total Indian Made Foreign Liquor volumes rose 7 per cent. Consolidated revenue climbed 10 per cent to ₹5,582 crore, and net profit surged 66.5 per cent to ₹232 crore.

    “We are seeing a lot of shift, especially with the Gen Z and the younger generation and the women coming in, their liking is towards the white spirits because it is more easily mixable,”

    Radico Khaitan managing director Abhishek Khaitan said during the earnings call.

    Beer Demand Shifts Upward

    United Breweries turned in a 16 per cent increase in overall beer volumes, propelled by high-margin lines. Premium beer volumes climbed 38 per cent year-on-year. Heineken Silver surged 67 per cent, while Kingfisher Ultra rose 44 per cent.

    Revenue rose 23.7 per cent to ₹4,623 crore. Net profit reached ₹134.8 crore, compared to ₹46.3 crore in the year-ago period, though that total was helped by ₹36 crore in interest income on an income tax refund.

    Allied Blenders, the maker of Officer’s Choice and Sterling Reserve, posted consolidated revenue of about ₹2,085 crore, up 6.8 per cent, with net profit rising 9.6 per cent to ₹69 crore. Overall volumes reached 10 million cases, an 11.1 per cent gain, lifted by its mass-premium brands Officer’s Choice Blue and ICONiQ White, which grew 15.5 per cent by volume.

    Margin Squeeze and Debt Pressures

    For retailers, pub chains and brand owners across Asia, India’s alcohol split shows that consumer spending is polarizing rather than rising evenly across society. Wealthy urban households are absorbing price hikes and trading up to imported labels or craft spirits, while lower-income blue-collar workers are cutting back or exiting the legal liquor market entirely. Companies with deep balance sheets can withstand the mass volume loss by chasing margin, but retailers relying on high-volume, low-margin shop turnover face leaner cash flows.

    Distillers that depend on commodity inputs cannot rely solely on price hikes to protect earnings. Higher grain, sugar, and glass packaging costs are hitting Indian producers at the same time state governments are slow-walking excise approvals. When lower-tier volumes vanish, factory fixed overheads get spread across fewer bottles, creating an unyielding drag on manufacturing margins.

    Acquisitions and Packaging Costs

    Raw material inflation already left a mark during the September quarter. Radico Khaitan chief financial officer Dilip Banthia noted that packaging and raw material inflation took a ₹27 crore bite out of quarterly earnings, even though gross margin expanded 440 basis points to 48 per cent on favorable product mix.

    Tilaknagar Industries recorded revenue of ₹2,437 crore, rising 171.8 per cent from ₹896.9 crore a year earlier, while volumes reached 8.9 million cases. Those figures reflect its buyout of Imperial Blue, masking the baseline organic trend. Brokerage Nuvama Institutional Equities estimated raw material costs shaved about ₹25 crore off Tilaknagar’s operating profits in each of the first two quarters of fiscal 2027.

    Brewers face similar cost burdens heading into the second half of the fiscal year. United Breweries projected input cost inflation will reach between ₹350 crore and ₹400 crore for fiscal 2027, leaving the group dependent on pending state-level pricing approvals to keep profit margins intact.

  • Japan Probes 4 Major Brewers over Wholesale Price Fixing

    Japan Probes 4 Major Brewers over Wholesale Price Fixing

    Japan’s Fair Trade Commission has launched an antitrust investigation into the country’s four largest brewing groups over allegations of coordinated wholesale price increases across their domestic beer portfolios.

    Asahi Breweries, Kirin Brewery, Sapporo Breweries and Suntory Spirits together control 90 per cent of Japan’s beer market, where overall volume has dropped 40 per cent since its mid-1990s peak.

    Regulators suspect the four companies coordinated the timing and scale of price increases passed on to beverage wholesalers following rising energy and ingredient expenses. All four brewers confirmed they are cooperating with the inquiry, with Asahi Group Holdings defending its pricing adjustments by pointing to 100 billion yen ($632 million) in cumulative cost pressures accumulated across its operations in recent years.

    Stagnation in a Shrinking Home Market

    Domestic consumption patterns have shifted steadily as Japan’s population ages, younger demographics cut alcohol intake and consumers migrate toward lower-priced alternatives. Rather than consolidating at home to build global operating scale, the four brewers spent decades defending local market share through near-identical flagship five per cent lagers and fast-following seasonal product launches.

    That domestic focus left the Japanese giants outpaced by global rivals that consolidated aggressively over the same period. Combined, Japan’s big four brewers account for just 20 per cent of the production volume commanded by market leader Anheuser-Busch InBev, which built a massive portfolio including Budweiser, Corona and Stella Artois.

    Diverging Paths to Offshore Growth

    For regional retail distributors and brand operators across Asia, the regulatory action highlights the divergent survival strategies each brewer adopted as the domestic pool shrank. Kirin pivoted heavily toward healthcare and functional nutrition, reducing alcohol to less than half of its total revenue and spending $1.4 billion to acquire Canadian supplements maker Jamieson Wellness. Suntory broadened into international spirits by taking over Jim Beam.

    Sapporo faced activist pressure from 3D Investment Partners over capital allocation following troubled acquisitions of US craft producers Anchor Brewing and Stone Brewing. The company subsequently moved to divest real estate assets and partnered with Carlsberg to target beer distribution across Southeast Asia. Asahi pursued direct offshore brewing scale, acquiring European heritage brands such as Peroni and Pilsner Urquell, though its global footprint still trails the industry’s largest players.

    The Long Legacy of Failed Consolidation

    Japanese industrial sectors from regional banking to automotive manufacturing have historically resisted domestic consolidation until demographic pressures forced tie-ups. The brewing industry attempted its only major domestic combination in 2009, when Kirin and Suntory entered merger negotiations to create a top-five global food and beverage group, but those discussions collapsed over management control.

    Investigators at the Fair Trade Commission are examining historical pricing records and communications between the brewers to determine whether formal penalty notices or cease-and-desist orders will be issued against the four companies.

  • Heineken Activates F1 Campaigns as Motorsport Returns to Malaysia After 9 Years

    Heineken Activates F1 Campaigns as Motorsport Returns to Malaysia After 9 Years

    HEINEKEN Malaysia ran trackside activations, venue watch parties, and music events at Sepang International Circuit as Formula 1 returned to Malaysia after a nine-year hiatus.

    Both core lager and zero-alcohol Heineken 0.0 featured across on-premise outlets and circuit hospitality areas during the race weekend in October 2026.

    Trackside Operations and On-Premise Venue Tie-Ins

    Sepang hosted the championship round across the weekend. Outside the grandstands and circuit bar areas, the brewer set up official viewing events at selected bars nationwide, backing partner venues with promotional packages and marketing collateral.

    Concerts anchored the circuit schedule. Swedish DJ Axwell performed on Saturday, October 3, followed by Dutch producer Martin Garrix on Sunday, October 4. The company linked the shows to its Fans Have More Friends platform, connecting live sport with nightlife entertainment.

    Trackside signage placed Heineken 0.0 at key circuit corners. The brewer tied the placement to its global transport safety campaign, reminding consumers not to drink before driving. Activations were strictly restricted to non-Muslim consumers aged 21 and older.

    Commercial Impact for Malaysian Hospitality Operators

    Major sporting fixtures deliver key volume spikes for beverage suppliers and licensed food and beverage operators in Southeast Asia. For bar operators in the Klang Valley, coordinated viewing events turned fan interest into foot traffic and longer table dwell times during race broadcasts.

    Targeting marketing budgets at zero-alcohol lines allows global brewers to stay visible under strict regional advertising rules. The category gives distributors access to venues and public spaces where standard alcoholic drinks face promotional limits.

    Regional Sponsorship Precedents and Distribution Strategy

    As a Global Partner of Formula 1 since 2016, Heineken has deployed similar event-driven marketing across Grand Prix stops worldwide. Southeast Asia serves as a proving ground for experiential marketing as beverage giants battle regional craft labels and commercial rivals for tap space.

    Motorsport’s return to Sepang tested whether fan demand can sustain hospitality revenue outside traditional tourism hubs. On the track, Max Verstappen took first place for Red Bull Racing in the Red Bull Ford Powertrains car, finishing ahead of the upcoming round in Singapore.

    Sponsorship History and Community Programs

    Malaysia hosted annual Formula 1 races until 2017, when the circuit paused its contract over rising hosting fees and shifting tourism priorities. The return to Sepang in October 2026 renewed commercial partnerships across the hospitality, logistics, and retail sectors.

    Local trade and community efforts have long anchored the brewer’s domestic work, including education fundraisers like the Tiger Chinese Education Charity Concert, which generated over RM 6.5 million for school infrastructure in October 2022.

    Outlet activations will expand across Malaysian bars as the motorsport calendar heads toward the Singapore Grand Prix.

  • Guinness Launches Zero Alcohol Stout in Singapore Across Retail and on Trade Channels

    Guinness Launches Zero Alcohol Stout in Singapore Across Retail and on Trade Channels

    Diageo will roll out Guinness 0.0 across Singapore on October 26, 2026. The debut introduces the non-alcoholic stout to Southeast Asia for the first time.

    Distribution covers on-trade venues, grocery chains and online merchants across the island. The rollout expands an alcohol-free lineup that previously reached 12 international markets.

    Shelf space and supply lines

    Supermarket distribution covers selected outlets of FairPrice Finest, Cold Storage and Sheng Siong. Online shoppers can order through RedMart, PandaMart and Shopee. Kegs and cans will also pour at participating pubs, bars and restaurants.

    Guinness spent four years developing the zero-alcohol stout at its St James’s Gate brewery in Dublin. Brewers make standard stout first. They then extract the alcohol through cold filtration without heat, preserving the roasted barley profile and creamy head.

    Promotion ties directly into Diageo’s sponsorship as the official beer and non-alcoholic beer of the English Premier League. Guinness also partnered with Singaporean illustrator Tobyato on retail merchandise. Shoppers who spend at least S$55 (US$43) on participating items receive a limited-edition football jersey.

    Shifting beer economics

    On local shelves, Guinness 0.0 joins existing lines including Guinness Draught, Nitrosurge and Foreign Extra Stout. Alcohol-free extensions give grocers and bar operators standard retail margins without alcohol excise duties. That makes shelf space far more profitable.

    Global data from IWSR shows no-alcohol beer volumes across 21 major markets grew 8 percent in 2025. Total beer consumption contracted 1 percent during the same period. Pricing power is shifting upward too, with premium-and-above tiers taking 29 percent of non-alcoholic volumes in 2025, compared to 20 percent in 2019.

    Singapore gives Diageo a dense, high-income test market. If operators sell non-alcoholic draught near standard pint prices, the format generates higher gross margins. It also helps fill slow weekday shifts when alcohol sales dry up.

    Regional track record

    Earlier iterations of non-alcoholic dark beer have tested Southeast Asia before, under different distribution models. Diageo introduced a coffee-formulated Guinness Zero in Indonesia in 2014 to navigate local retail bans on standard beer sales.

    Recent corporate filings show Diageo now sells non-alcoholic brands across 17 countries, as noted in its 2026 annual report. Rival international brewers already run non-alcoholic lager taps across Singapore. Stout remains one of the few open premium categories.

    What to watch next

    Activations and roadshows will run through November to test repeat grocery purchases after the initial merchandise push. Sell-through rates at FairPrice and Cold Storage during late 2026 will determine whether Diageo expands Guinness 0.0 to Malaysia and Thailand in 2027.

  • AB InBev Adds Functional Beers and Smaller Packs to Target Frugal Shoppers

    AB InBev Adds Functional Beers and Smaller Packs to Target Frugal Shoppers

    Anheuser-Busch InBev is rolling out smaller pack sizes and functional drinks with added protein or electrolytes. The brewer wants to win back price-sensitive shoppers and lift global sales volumes.

    The world’s largest brewer by market value also plans to capture more revenue from non-beer categories like energy drinks. Executives value that addressable market at 25 billion dollars.

    Sizing Down for Developing Markets

    Management revealed the strategy to investors at a London event on September 22. The plan targets occasional drinkers who cut back as inflation squeezed household budgets.

    Chief Marketing Officer Marcel Marcondes told investors that reshaping pack architecture offers clear room for growth. In developing markets, the brewer will introduce smaller single-serve containers alongside larger bulk formats that reduce unit costs.

    Data is showing us huge opportunities to make beer more affordable, especially in developing markets.

    Functional Beer and Zero-Alcohol Innovation

    Beyond packaging, the group is reformulating core drinks to meet health trends. Product teams will focus on zero-alcohol beers with distinct flavours, fewer calories and functional ingredients.

    Trials are already under way in Latin America, where the company launched a protein-fortified Spaten beer in Brazil. Electrolyte-infused recipes will follow. Executives want non-alcoholic beer treated as an everyday meal drink rather than an occasional substitute.

    Challenging Beyond Beer Categories

    Growth plans also reach past modified malt drinks. Ready-to-drink canned cocktails, led by Cutwater in the US, and energy drinks now form a central growth pillar.

    Chief Executive Michel Doukeris told shareholders the company acts like an insurgent outside traditional brewing. Strong distribution and retail shelf access give it use against established beverage conglomerates.

    Pressure on Traditional Volumes

    Beer consumption has dropped across mature markets like North America. Younger consumers increasingly turn to spirits, seltzers or sobriety. Rivals face the same headwind, pushing big brewers to diversify away from standard lager.

    Retail buyers and convenience operators will see the resized packs and fortified zero-alcohol lines enter distribution channels ahead of the next financial year.

  • Good Drinks Australia and Molson Coors Launch Miller Dry 3.5 per Cent

    Good Drinks Australia and Molson Coors Launch Miller Dry 3.5 per Cent

    Good Drinks Australia, in partnership with Molson Coors, launched Miller Dry 3.5 per cent in September 2026. The release targets Australia’s contemporary beer segment, which accounts for roughly 40 per cent of national volume.

    Bottles and cans in 355ml formats sell at a recommended retail price of $19 per six-pack. Distribution is national.

    Targeting Lower Alcohol and Carb Demand

    Formulated with a reduced-carbohydrate profile, the brew carries a 3.5 per cent alcohol-by-volume level. Molson Coors built the recipe for Australian drinkers. Consumer demand has swung sharply toward lighter options without losing standard lager characteristics.

    For bottle shops, the product fills a high-velocity gap between premium imports and domestic mid-strength beers. Shelf space has tightened. Category managers are pruning slow craft lines to give more room to lighter contemporary styles that move faster across high-traffic suburban networks.

    Shifting Margins in APAC Beverage Retail

    Brewers across the Asia-Pacific region face rising excise rates and softer drinking volumes. Lower-alcohol recipes help defend margins. Trimming the ABV reduces tax exposure in alcohol-tiered markets while holding retail price points, protecting gross margins for both distributors and store owners.

    The rollout tightens the commercial partnership between the two beverage makers in Oceania. Good Drinks Australia previously secured exclusive local manufacturing and distribution rights for Molson Coors brands, including Miller Genuine Draft and Coors. That shift brought production onshore to cut supply chain lead times and freight costs.

    Retailers will track rate-of-sale data through the initial summer trade period to determine permanent ranging allocations across national banner groups.

  • Southern Alps Brewing Launches NZ Low-Gluten Lager for $27 to $30

    Southern Alps Brewing Launches NZ Low-Gluten Lager for $27 to $30

    In September 2026, Southern Alps Brewing launched New Zealand’s first premium low-gluten lager, priced between $27 and $30 for a 12-pack.

    The 4.8 per cent ABV beverage comes in 330ml packs and uses an enzymatic process that reduces gluten content to below 10 parts per million while maintaining a standard beer profile.

    Enzymatic reduction and local sourcing

    Southern Alps Brewing, a portfolio brand of Marlborough-based Moa Brewing Company, brews the product with New Zealand malt and southernmost-grown hops, with independent testing by Assure Quality verifying the gluten threshold.

    Traditional gluten-free beers rely on sorghum, rice, or millet, which often changes the body and flavor profile of the brew. By keeping barley malt and deploying enzymes to degrade the problem proteins, the brewer keeps the standard lager profile intact.

    Shelf space pressure in liquor aisles

    Supermarket operators and specialty liquor chains across Australasia face mounting competition in the better-for-you drinks category. Low-carbohydrate, zero-alcohol, and functional drinks have occupied an expanding share of refrigerated retail space over the past three years. For bottle shop owners, stocking low-gluten lines allows them to capture drinkers who might otherwise migrate entirely toward seltzers, cider, or spirits.

    Retail margins in the craft segment remain tight due to elevated excise rates and rising packaging inputs. A 12-pack priced up to NZ$30 places the product directly against mainstream craft four-packs and imported premium labels. Retailers will test whether mainstream shoppers pay a premium strictly for verified gluten reduction.

    Premium pricing in functional brewing

    Breweries across the region spent the last five years rationalizing standard stock keeping units while testing dietary variants. Moa Brewing Company has adjusted its brand portfolio to defend domestic market share against both international conglomerates and neighborhood microbreweries.

    Distribution now expands across New Zealand liquor merchants and retail grocers ahead of peak southern hemisphere summer beverage demand.

  • DB Breweries Rolls Out Draught Zero-Alcohol Beer to 300 Venues

    DB Breweries Rolls Out Draught Zero-Alcohol Beer to 300 Venues

    DB Breweries will install draught dispense systems for zero-alcohol beer across roughly 300 New Zealand hospitality venues ahead of the summer trading season.

    The nationwide deployment follows April pilot trials at two Auckland venues, the Empire Tavern and Moretons.

    Expanding Draught Dispense Beyond Packaged Formats

    Breweries across the Asia-Pacific region historically limited non-alcoholic lines to packaged bottles and cans. Keg stability and line hygiene constraints drove that approach. By introducing dedicated tap systems at scale, the brewer gives on-premise operators a direct draught alternative that mirrors standard beer service.

    DB Breweries managing director Peter Hart said the technology gives consumers choosing zero-alcohol beer an experience comparable to drinking conventional draught.

    Commercial Stakes for On-Premise Operators

    For bar and pub operators, draught zero-alcohol options command higher margins than single-serve bottles. They also keep non-drinking patrons in venue rounds longer. The model shifts zero-alcohol beer from a refrigerated afterthought into active tap lineups.

    Keg throughput and line maintenance remain the chief operational challenges. Non-alcoholic beer lacks the natural alcohol preservatives that protect against bacterial spoilage. Venues taking the hardware must maintain strict cleaning cycles to protect product quality across high-turnover summer taps.

    Scaling Up from Auckland Trials

    Operational feedback from the April trials at Empire Tavern and Moretons guided the rollout. Those tests measured equipment performance and pour rates, establishing dispense protocols before DB Breweries committed capital to a 300-site expansion.

    Technicians will install hardware across the 300 targeted venues over coming months, with all taps scheduled to pour before peak summer patronage begins.

  • Cascade Brewery Debuts First Mid-Strength Beer, Expanding Portfolio with Cascade Draught 3.5

    Cascade Brewery Debuts First Mid-Strength Beer, Expanding Portfolio with Cascade Draught 3.5

    Cascade Brewery, a long-standing Tasmanian beer maker, has diversified its product range by launching a new mid-strength beer — Cascade Draught 3.5 per cent. This venture marks the first time the company has introduced a mid-strength variation of its traditional beer.

    New Beer Targets Changing Consumer Preferences

    The new brew is a conscious effort to provide a lower-alcohol alternative that still retains the distinctive taste, malt attributes, and bitterness found in its full-strength counterpart. The mid-strength Cascade Draught promises to deliver the flavor of a standard beer but contains just one standard unit of alcohol per 375ml can.

    Brendan Flanagan, the head of manufacturing at Cascade Brewery, emphasized the importance of this launch. He stated that Cascade has been an integral part of Tasmania for over 60 years, and launching a mid-strength beer was a challenge they undertook seriously. Flanagan adds, “This is a perfect illustration of our commitment to ensuring that Cascade continues brewing quality beer in Tasmania, for Tasmanians, for many more years.”

    Investing in Future Growth

    The introduction of Cascade Draught 3.5 per cent comes on the heels of the company’s recent efforts to rejuvenate the infrastructure of their historic production facility. This move signifies Cascade Brewery’s intention to continue investing in its future growth and maintain its presence in the Tasmanian market.

    The new product is sold in packages of thirty 375ml cans and is only distributed within Tasmania. Local independent retailers, hospitality venues, and Cascade Brewery’s central brewery outlet will exclusively sell the new mid-strength brew.

    Questions & Answers

    What is the alcohol content in the new Cascade Draught?
    The new Cascade Draught has an alcohol content of 3.5%, making it a mid-strength beer.

    What sets the mid-strength Cascade Draught apart from the full-strength version?
    While the mid-strength Cascade Draught contains less alcohol, it is designed to match the taste, malt characteristics, and bitterness of its full-strength counterpart.

    Where can consumers purchase the new Cascade Draught?
    The new beer is available exclusively in Tasmania through regional independent retailers, hospitality venues, and Cascade Brewery’s central outlet.

  • Heineken Thrives in First Half of Fiscal Year Despite Cutting 3000 Jobs

    Heineken Thrives in First Half of Fiscal Year Despite Cutting 3000 Jobs

    Heineken, the renowned brewing titan, has reported a substantial surge in growth during the first half of this fiscal year, following its decision to eliminate 3000 roles within the organization.

    The company declared a $24.3 billion revenue during this period, signifying a 2.7% increment, and correspondingly, a net profit of about $2 billion, marking a 10.2% rise.

    The organization’s CFO, Harold van den Broek, gave an account of these financial outcomes prior to the scheduled appointment of the company’s prospective CEO, Rafa Oliveira, set to take the helm on October 1.

    Van den Broek articulated, “We recorded volume expansion and a sturdy operating profit surge, with all our five global brands witnessing growth and maintaining promising momentum in our premium and beyond beer portfolios.” He further added, “The performance is indicative of the caliber of our progressive growth, the flexibility of our advantageous footing, and our ability to acclimate and execute in a fluctuating landscape. We further initiated major measures to enhance productivity and foster future-ready competencies, ensuring we efficiently catalyze further growth.”

    The Asia Pacific region was Heineken’s most robust source of revenue growth, with a staggering increase of 10.57%. Conversely, the company’s year-on-year growth in the Americas remained static.

    Emphasizing the company’s cautious approach in light of uncertain circumstances, van den Broek remarked, “We have confidence in our strategy and its progress, but we continue to exercise caution due to the persisting macroeconomic and geopolitical volatility.”

    The company’s prudence was demonstrated earlier this year, in February, when it declared 3000 job cuts in the first half of the fiscal year. In addition to these job reductions, Heineken anticipates eliminating another 3000 roles before the onset of the next fiscal year. The company asserts that these cuts have considerably expedited organizational transformations.

    Questions & Answers

    What was Heineken’s net profit and revenue growth in the first half of the fiscal year?
    Heineken reported a $24.3 billion revenue, a 2.7% increase, and approximately $2 billion in net profit, a 10.2% increase.

    Who is set to become Heineken’s new CEO?
    Rafa Oliveira is expected to become the new CEO of Heineken, with his appointment scheduled for October 1.

    What is the company’s approach in response to ongoing macroeconomic and geopolitical uncertainty?
    Heineken is exercising caution and prudence in response to ongoing uncertainties, as evidenced by its job reduction strategy and emphasis on efficiency and productivity.

  • Singha Beer Heiress Withdraws Ungrateful Child Suit Amidst Family Scandal

    Singha Beer Heiress Withdraws Ungrateful Child Suit Amidst Family Scandal

    On Wednesday, a mother from one of Thailand’s wealthiest families officially withdrew the lawsuit she lodged against her son under the “ungrateful child law.” The litigation stemmed from accusations her son, Siranudh “Psi” Scott, made against his older brother of sexual abuse. The mother, Jeeranuch Bhirombhakdi, is part of the billionaire family that founded Thailand’s Singha beer empire.

    The Ungrateful Child Law and Its Implications

    The “ungrateful child law,” invoked by Jeeranuch in February, provides parents the right to revoke gifts if their children are deemed ungrateful, abusive, neglectful in their later years or if they cause significant reputational damage. Triggered by the lawsuit, Siranudh disclosed in May that he had suffered sexual abuse at the hands of his elder brother, Sunit, and his babysitter.

    Jeeranuch contended that Siranudh’s accusations tarnished the family’s reputation. As a result, she sought to reclaim land valued in the millions that his late grandfather had bequeathed him. Despite the case withdrawal, Siranudh reported to journalists outside the courtroom, “Even though they withdrew the case, my life is still shattered.”

    Family Dispute Publicized

    Approximately 20 of Siranudh’s advocates assembled near the court, bearing paper flowers and photographs of him. Siranudh expressed that he could not consider the lawsuit withdrawal a victory, as the case should never have been initiated. He insisted, “I’ve never been ungrateful to anyone.”

    Parnthep Pourpongpan, Siranudh’s representative, informed reporters that Jeeranuch’s filing suggested resolution within the family due to the dispute’s familial nature. In a Friday-dated statement, Jeeranuch declared her willingness to converse, provided it was conducted with “love and genuine goodwill.” Jeeranuch also indicated her readiness to “respect and accept” the judicial process concerning the issue between her sons. She expressed her hope that “the truth will come to light and fairness will be served to both of my children.”

    Denying the allegations against him, Sunit admitted to roughhousing between the siblings. Singha’s parent company, Boonrawd Brewery, terminated Sunit’s executive role in May. According to Forbes, the Bhirombhakdi family ranks as Thailand’s 15th richest, with a net worth of approximately US$1.75 billion.

    Questions & Answers

    What is the “ungrateful child law”?
    The “ungrateful child law” is a measure that allows parents to revoke gifts to their children if they are deemed ungrateful, physically abusive, neglectful in old age, or responsible for serious reputational harm.

    Why did Jeeranuch Bhirombhakdi file a lawsuit against her son, Siranudh?
    Jeeranuch filed the lawsuit under the “ungrateful child law” after Siranudh accused his older brother of sexual abuse, which she claimed had damaged the family’s reputation.

    What happened to Sunit, the elder brother accused of sexual abuse?
    Sunit denied the allegations against him and was subsequently dismissed from his executive role at the family’s business, Boonrawd Brewery.

  • Heinz and Heineken Unveil Limited-Edition Combo: Beer Meets Ketchup in Epic 150-Year Brand Collaboration

    Heinz and Heineken Unveil Limited-Edition Combo: Beer Meets Ketchup in Epic 150-Year Brand Collaboration

    Iconic brands Heinz and Heineken have teamed up to release a unique, limited-edition six-pack that combines their popular ketchup and beer products. This creative collaboration is not introducing a new consumption trend, but rather capitalizes on an already established pattern of consumer behaviour.

    Long-standing Consumer Habits Inspire Collaboration

    The pairing of these two beloved products acknowledges how they are often consumed together at various social settings. Be it a casual gathering, a sporting event, a barbecue, or simply during a burger meal, the consumption of Heinz ketchup and Heineken beer is a common occurrence.

    Dana Katz, Director of Integrated Communications at Heineken, stated that this brand pairing has been 150 years in the making. She emphasized that instead of creating a novel habit, this collaboration is a testament to what consumers have been doing for decades.

    The unique concept behind the partnership, according to Katz, emerged from an already existing link between the two brands. She mentioned that the idea didn’t feel like a new creation, but more of a discovery of something which had been hidden in plain sight, going even as far as the similarity in the brand names.

    Rolling Out in Select International Markets

    The exclusive Heinz x Heineken six-pack is set to hit the shelves in a number of selected international markets. These include the United Kingdom, Ireland, and Canada.

    Questions & Answers

    What is the unique selling proposition of the Heinz x Heineken six-pack?
    The unique selling point of this product is it combines two popular items that are often consumed together, Heinz ketchup and Heineken beer, into one convenient pack.

    Where will the Heinz x Heineken pack be available?
    The pack will be available in selected international markets, including the UK, Ireland, and Canada.

    What inspired the collaboration between Heinz and Heineken?
    The concept emerged from an already existing link between the two brands, recognizing that their products are often consumed together in various social settings.

  • New Leadership Horizons: Nigel Parsons Takes Reins as Asahi’s Europe and International Division CEO

    New Leadership Horizons: Nigel Parsons Takes Reins as Asahi’s Europe and International Division CEO

    Nigel Parsons has been announced as the new CEO of Asahi’s Europe and International (AEI) segment, succeeding Dragos Constantinescu who is set to leave his position at the end of June. Parsons is slated to officially take over during the latter part of this year. In the interim period, Andrew Bailey, AEI’s CFO, will fulfill the CEO responsibilities.

    Parsons’ appointment has been attributed to his vast leadership skills spanning human resources, commercial, and multi-category operations within the organization and the wider Fast-Moving Consumer Goods (FMCG) industry. His tenure with Asahi Beverages began in 2021 when he took up the CEO position in the lifestyle beverages division. Most recently, Parsons held the Chief Commercial Officer (CCO) role for Oceania, where he supervised commercial operations in Australia and New Zealand.

    Atsushi Katsuki, the President and Group CEO of Asahi Group Holdings, has lauded Parsons for his proven capability in driving sustainable growth. Katsuki expressed his confidence that under Parsons’ guidance, AEI would progress its strategic objectives in complete harmony with the group’s medium to long-term management policies, thereby enhancing value creation across their business portfolio.

    Questions & Answers

    Who has been appointed as the new CEO of Asahi’s Europe and International division?
    Nigel Parsons has been appointed the new CEO of Asahi’s Europe and International division.

    Who will serve as acting CEO during the transition period?
    Andrew Bailey, the CFO of AEI, will serve as acting CEO during the transition period.

    What roles has Nigel Parsons held within the Asahi Group?
    Nigel Parsons joined Asahi Beverages in 2021 as CEO of its lifestyle beverages division, and most recently served as the Chief Commercial Officer for Oceania, overseeing operations in Australia and New Zealand.

  • Thai Beer Tycoon Dismisses Family Exec Following Brothers Abuse Claims

    Thai Beer Tycoon Dismisses Family Exec Following Brothers Abuse Claims

    A prominent member of Thailand’s Bhirombhakdi family, known for their control of Singha Beer, was dismissed from the family’s business empire due to allegations of sexual abuse. The dismissal followed several days of public controversy ignited by the allegations.

    A Family Rift

    Siranudh Scott, an environmental activist from the Bhirombhakdi family, accused his elder brother of sexually abusing him during his teenage years. Scott announced these allegations in an emotional video posted on his Facebook page. He claimed that his family was aware of the abuse, citing a taped confession as proof, but took no action against it.

    Scott expressed his disillusionment with his family, stating his unwillingness to be identified as a Singha heir and his desire to distance himself from a family that he felt lacked empathy for him. Scott, a marine conservationist known for his work with his group Sea You Strong in southern Thailand, is the son of a Scottish father.

    Company Response

    Following the allegations, the family’s business conglomerate, Boonrawd Brewery Company, announced the dismissal of Sunit, Scott’s brother, from all his positions within the company. In a statement, the company expressed regret for Scott’s experiences and declared their cooperation with authorities in ongoing investigations.

    The statement was given by the company’s CEO, Bhurit Bhirombhakdi, who is also a cousin of the two men. Bhurit additionally shared a letter from Sunit, in which the accused resigned from all his duties until the matter could be thoroughly investigated and resolved. Although Sunit has denied the allegations of sexual abuse, he admitted to instances of rough play between boys.

    The Bhirombhakdi family, who are identified as Thailand’s fifteenth wealthiest family by Forbes, with an estimated net worth of $1.75 billion, have interests extending beyond Singha Beer. They are also engaged in food manufacturing, hotel operations, power, and property.

    Questions & Answers

    What led to the dismissal of a member from the Bhirombhakdi family’s business empire?
    The dismissal occurred following allegations of sexual abuse made by Siranudh Scott against his elder brother, Sunit, which stirred public controversy.

    Who announced the dismissal from the family’s business empire?
    CEO Bhurit Bhirombhakdi, the cousin of the two men, announced the dismissal in a statement.

    What are the other business interests of the Bhirombhakdi family?
    Apart from Singha Beer, the family’s business interests include food manufacturing, hotels, power, and property.