This is a report on the Innovation Trends in Beer and Spirits, developed by Advisium Growth and Amati and Associates, highlight what are the industry trends from a consumer point of view, and how to tap into them
This is a report on the Innovation Trends in Beer and Spirits, developed by Advisium Growth and Amati and Associates, highlight what are the industry trends from a consumer point of view, and how to tap into them
This is a project that I did while on exchange in Paris, France. The project is an analysis on the Luxury Goods Industry and the Globalization opportunities/challenges it is facing.
The United States retail industry has its roots in small and large markets, with retailers focusing on 13 key cities. We look at how U.S. retail markets compare with their European counterparts, the different retail asset types and American consumers retail habits.
IRI Special Report: Private Label in Western Economies, 2016 IRI, INTL
Private label’s value market share in Europe fell by 0.6 points to 38.3% in 2015, compared to the previous year, as a share of the total FMCG market.
This highlights both a downward trend in all countries (except in the UK and Australia) and the fact that retailers and manufacturers are struggling to cope with challenging market conditions. This includes pressure from national brands pumping large amounts of money into promotions. Private label unit market share in Europe - measured by pack sales - also dropped by 0.5 points to 47.4% last year.
This is a hypothetical integrated marketing strategy plan created for the United States product launch of Somersby Cider.
For more: http://www.stuartisaacshapiro.com
The alcoholic beverage market has long been formed by volatile demand trends, legislative regulation, and fierce competition in a highly-concentrated environment. Generating over USD 33.38bn of revenue in 2015, the beer segment faces great rivalry, declining demands, and threatening substitutes. Moreover, the industry has been characterized significantly by mergers and acquisitions in the past, such as the SABMiller plc being acquired by Anheuser-Busch InBev in 2016. This presentation, created with my workgroup for the Master in Management at IE Business School provides a thorough analysis of AB InBev. The multinational corporation, listed on the Euronext Brussels and focused on the beverage and brewing industry, is considered as one of the largest fast-moving consumer goods companies in the world. To analyse AB InBev the SCP approach was applied using Porter’s five forces and a dynamic overview of the industry applying a strategic group map.
If you have further interest in the beer industry, it’s characteristics and development, I highly recommend Harvard Business Review’s Beer Cases series (https://hbr.org/product/the-beer-cases-a-a-b-inbev/W11613-PDF-ENG).
A perspective devoted to Private Equity firms: to be successful they should adopt an innovative business model and control the richest parts of the value chain
Failure Case Study: Danone Dairy in India-The risk of offering premium produc...Pravinkad941
The Exhaustive Study for Danone Dairy in India Market Research Report is added on Orbisresearch.com database. The report covers the market landscape and its growth prospects over the coming years. The report also includes a discussion of the key vendors operating in this market.
This is a project that I did while on exchange in Paris, France. The project is an analysis on the Luxury Goods Industry and the Globalization opportunities/challenges it is facing.
The United States retail industry has its roots in small and large markets, with retailers focusing on 13 key cities. We look at how U.S. retail markets compare with their European counterparts, the different retail asset types and American consumers retail habits.
IRI Special Report: Private Label in Western Economies, 2016 IRI, INTL
Private label’s value market share in Europe fell by 0.6 points to 38.3% in 2015, compared to the previous year, as a share of the total FMCG market.
This highlights both a downward trend in all countries (except in the UK and Australia) and the fact that retailers and manufacturers are struggling to cope with challenging market conditions. This includes pressure from national brands pumping large amounts of money into promotions. Private label unit market share in Europe - measured by pack sales - also dropped by 0.5 points to 47.4% last year.
This is a hypothetical integrated marketing strategy plan created for the United States product launch of Somersby Cider.
For more: http://www.stuartisaacshapiro.com
The alcoholic beverage market has long been formed by volatile demand trends, legislative regulation, and fierce competition in a highly-concentrated environment. Generating over USD 33.38bn of revenue in 2015, the beer segment faces great rivalry, declining demands, and threatening substitutes. Moreover, the industry has been characterized significantly by mergers and acquisitions in the past, such as the SABMiller plc being acquired by Anheuser-Busch InBev in 2016. This presentation, created with my workgroup for the Master in Management at IE Business School provides a thorough analysis of AB InBev. The multinational corporation, listed on the Euronext Brussels and focused on the beverage and brewing industry, is considered as one of the largest fast-moving consumer goods companies in the world. To analyse AB InBev the SCP approach was applied using Porter’s five forces and a dynamic overview of the industry applying a strategic group map.
If you have further interest in the beer industry, it’s characteristics and development, I highly recommend Harvard Business Review’s Beer Cases series (https://hbr.org/product/the-beer-cases-a-a-b-inbev/W11613-PDF-ENG).
A perspective devoted to Private Equity firms: to be successful they should adopt an innovative business model and control the richest parts of the value chain
Failure Case Study: Danone Dairy in India-The risk of offering premium produc...Pravinkad941
The Exhaustive Study for Danone Dairy in India Market Research Report is added on Orbisresearch.com database. The report covers the market landscape and its growth prospects over the coming years. The report also includes a discussion of the key vendors operating in this market.
As the world struggles to free itself from global recession, the one silver lining in an otherwise grim scenario is the expected growth of private label brands. Indeed, the continued growth of private labels remains one of the major macro trends affecting FMCG (and other) sectors.
In this short round up, Cocoon Group summarizes a few of the trends driving and affecting private label brands - with a particular focus on opportunities for (Central and Eastern) Europe.
Benzene Market Research, Industry Trends, Strategies, Growth, Regional Analys...IMARC Group
The global benzene market grew at a CAGR of 4.5% during 2014-2019. Looking forward, IMARC Group expects the global benzene market to continue its moderate growth during 2020-2025.
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We are regularly tracking the direct effect of COVID-19 on the market, along with the indirect influence of associated industries. These observations will be integrated into the report.
The report provides an analysis of the key trends in each sub-segment of the global benzene market report, along with forecasts for growth at the global, regional and country level from 2020-2025. Our report has categorized the market based on derivative, manufacturing process, application and region. The competitive landscape of the market has also been analyzed in the report with the detailed profiles of the key players.
For more information, request for a free sample report here: https://www.imarcgroup.com/benzene-technical-material-market-report/requestsample
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Egg White Powder Market Has Been Estimated to Account for US$ 1.3 Bn in r...VaibhavSharma864
The healthcare industry is witnessing a considerably rapid shift to a ‘preventative’ approach over treatment, which has been offering a new dimension to the perception of clinicians and patients, about the overall industry. While nutraceuticals constitute one of the key beneficiaries of this trend, it is highly likely that the opportunities will remain abound in the nutraceuticals category, for pharma and food companies, to enter the preventative healthcare landscape. By complementing each other’s strengths, dietary supplements and pharmaceuticals have blurred the application barriers of complete protein powders, such as egg white powder. This presents an exciting new opportunity to market players so as to diversify their offerings, for food processing and pharmaceutical companies.
Global Caustic Potash Industry | Market Trends, Prices, ProductionIMARC Group
This report examines the various aspects of the "Global Caustic Potash Market". The report includes Caustic Potash Manufacturing Process, Production, Prices, market trends, chemical reactions, imports, exports, raw material etc. To know more about Caustic Potash: http://www.imarcgroup.com/caustic-potash-technical-material-market-report/
NeoFocus-Acquisitions et JV au Brésil: pourquoi et comment procéder ?Jerome Kelber
Est-ce que le Brésil est toujours un pays prometteur ou est-ce que son développement s’essouffle ? Faut-il encore investir au Brésil ou est-il trop tard ? Quel va être l’impact sur le Brésil des prochaines élections présidentielles, dont le 2e tour a lieu le 26 octobre ?
Le Brésil a un intérêt à long terme à inciter des entreprises étrangères à investir et à produire sur son sol et s’est organisé en conséquence pour y parvenir.
Les entreprises étrangères ont aujourd’hui des opportunités exceptionnelles d’acquérir, de créer des JVs ou de s’associer avec des entreprises brésiliennes.
Voici pourquoi.
NeoFocus-Acquisitions and JV in Brazil: why and how to proceed?Jerome Kelber
Acquisitions and Joint-Ventures in Brazil: Why and how to proceed?
Is Brazil still taking off or has it « blown it »? Is it still a good moment to invest in Brazil or is it urgent to wait? With the second round of presidential elections getting close (26 October), what will the outcome change for Brazil?
Brazil has a long term interest in attracting foreign firms to invest and produce in Brazil and has organized itself to convince them to do so. This policy will allow Brazil to go beyond its present economic achievements, which are already pretty impressive, although some important challenges still lie ahead.
Foreign firms have today exciting opportunities to acquire, establish JVs or partner with Brazilian companies. If their approach is executed properly, respectfully of the specificities of Brazilians, they will improve the prospects of the country, while at the same time grasping huge rewards, in a virtuous circle.
Here is why.
NeoFocus-Adapt your strategy to the Brazilian cultureJerome Kelber
Discover how to adapt your strategy to the cultural environment of Brazilian companies, in a pragmatic and efficient way!
Many European companies entering the Brazilian market are misled by the apparent similarities of the two cultures, which derive from the the historical links between the two régions.
The success of any project, and even more intercultural ones, result from mutual understanding, effective communication and lasting relationships based on mutual trust. But the cultural environment directly affects communications, actions and individual or collective decisions.
We use a 5 dimension model to measure the cultural differentiations between the two cultures, based on the most successful model to date. Significant différences between the two cultures create gaps that need to be breached with corrective actions.
We also use a similar model for Brazilian companies willing to enter the European market.
Take a look at our presentation or get in touch with us!
Presentation give at the French Senate, for a conference on Latin America organized by Ubifrance
(repost following a problem to access the file)
NeoFocus - Adapt your strategy to the Brazilian cultureJerome Kelber
Discover how to adapt your strategy to the cultural environment of Brazilian companies, in a pragmatic and efficient way!
Many European companies entering the Brazilian market are misled by the apparent similarities of the two cultures, which derive from the the historical links between the two régions.
The success of any project, and even more intercultural ones, result from mutual understanding, effective communication and lasting relationships based on mutual trust. But the cultural environment directly affects communications, actions and individual or collective decisions.
We use a 5 dimension model to measure the cultural differentiations between the two cultures, based on the most successful model to date. Significant différences between the two cultures create gaps that need to be breached with corrective actions.
Take a look at our presentation or get in touch with us!
Presentation given at the French Senate, for a conference on Latin America organized by Ubifrance
NeoFocus - Ajuster sa stratégie au marché brésilien Jerome Kelber
Découvrez comment adapter votre stratégie au caractéristiques culturelles des entreprises brésiliennes, de façon objective et efficace !
De nombreuses entreprises européennes qui s’installent au Brésil sont induites en erreur par les similitudes apparentes, résultat des liens historiques entre les deux régions.
La réussite de tout projet, interculturel ou non, repose sur la compréhension mutuelle, la communication efficace et la construction d’une relation durable de confiance partagée. Mais l’environnement influe directement sur la communication, les actions et les prises de décision individuelles ou collectives.
Nous utilisons un modèle en 5 « dimensions » ou « indices » de différenciation culturelle pour mesurer et analyser les différences entre cultures, le modèle considéré comme le plus abouti à ce jour. Voyez notre présentation détaillée ou prenez contact avec nous.
Présentation réalisée au Sénat à l'invitation d'Ubifrance pour un colloque Amérique du Sud
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
1. Strictly confidential 1NeoFocus - Future of the malting industry – 20130909
NeoFocus white paper
The future of the malting industry:
Brewers need malt, but do they need maltsters?
Paris, 09th September 2013
2. Strictly confidential
Disclaimer
2NeoFocus - Future of the malting industry – 20130909
This document is specifically intended for NeoFocus. Under no circumstances whatsoever this document, or any part of this document, should be communicated
to third parties or copied without the prior consent of NeoFocus.
The concepts and tools presented in this document are derived from our expertise and are proprietary to NeoFocus. We require our clients to commit to keep
them strictly confidential. The acceptance of this document is an explicit commitment to maintain such level of confidentiality.
The examples and data presented in this document are from public sources, interviews, or strictly illustrative. Although they have been collected with all the
necessary professional care, they represent the best of our knowledge: in particular NeoFocus does not guarantee the accuracy or exhaustiveness of its
estimates.
The actions and deliverables presented should be adapted to the specificities of each project. This document is intended as a support for presentation and should
not be used without the corresponding oral comments.
3. Strictly confidential
Agenda Page
1. Key questions the leading maltsters must address 3
2. NeoFocus Overview 13
3NeoFocus - Future of the malting industry – 20130909
4. Strictly confidential
NeoFocus has found that leading maltsters are confronted with six central questions which
they must address to successfully compete in the sector going forward
4NeoFocus - Future of the malting industry – 20130909
Questions that leading maltsters should have an answer to
1. How do we get ourselves ready for future beer
industry consolidation?
2. Should we participate in malting industry
consolidation?
3. How can we secure raw material supplies? And can
we secure extra margin through increased
involvement in origination?
4. Which competitive advantages and profitable growth
drivers can we leverage in mature markets?
5. In emerging markets, where should we export – and
where should we build local plants?
6. How will we fix underperforming assets?
5. Strictly confidential
Key question #1: How do we get ourselves ready for future beer industry consolidation?
5NeoFocus - Future of the malting industry – 20130909
Questions that leading maltsters should have an answer to: #1 of 6
Source: Barth Report, Annual Reports, NeoFocus analysis
• What are our relationships with leading brewing
groups? What are our key assets in these
relationships?
• To what extent can some of our largest
customers further centralize procurement and
unify terms and conditions?
• What would be our exposure to a mega-merger,
e.g. AB InBev + SabMiller, which is heavily
rumored in the industry (again…) and would
represent a combined 35% market share?
• Are our customers asking for larger capacity
plants to guarantee consistency and quality of
supply, even in emerging markets?
• What would be our financial risk if one of our
large regional customers was to be acquired by
a larger brewing group? Do we have a plan to
mitigate that risk?
Industry trend: brewer consolidation Key questions
2008 2014
In 2008 the top 4 brewers accounted for 42% of global beer industry
volumes
By 2014 the same 4 brewers grew through consolidation to account for
~52% of global beer industry volumes(1), and are continuously on the
lookout for acquisition opportunities, particularly in emerging markets
What will the brewing industry look like by 2018?
Note (1) 2012 volume estimates for top 4 brewers assume most recent wave of consolidation is approved by regulators, including ABI acquisition of remaining share of Modelo, Heineken acquisition
of APB, etc.
% of industry volumes
AB-InBev
SABMiller
Heineken
Carlsberg
Others
AB-InBev
SABMiller
Heineken
Carlsberg
Others
2018
42% 52%
?
6. Strictly confidential
Key question #2: Should we participate in malting industry consolidation?
6NeoFocus - Future of the malting industry – 20130909
Questions that leading maltsters should have an answer to: #2 of 6
Source: Rahr Malting Report, Annual Reports, NeoFocus analysis
• What is our strategic rationale for participation?
• How: as an acquirer or as a target?
• Are there potential acquisition or partnership
targets we should be exploring?
• Do we wish to join a larger maltster? How do we
negotiate our role in the consolidated entity?
• What would be the value of our business, as a
whole or in parts, for some of our current
competitors?
• Do we need scale for better negotiating leverage
with brewers?
• Would scale enable us to rationalize capacity in
multiple plants?
• Would increased geographic presence help us
spread risks in the event of a barley shortfall?
• Would increased consolidation provide us with
additional risk mitigation?
Industry trend: maltster consolidation Key questions
2008
In 2008 the top 6 maltsters accounted for 38% of global malting volumes
By 2012(1) the top 6 maltsters accounted for 49% of global malting
volumes, still considerably behind the consolidation of the top 4
global brewers
What will the malting industry look like by 2018?
“I think within 5-10 years you will see consolidation within the malting
industry that starts to mirror the level of consolidation of the brewers.
In my opinion this evolution is inevitable and is essentially driven by
the brewers as they have really taken the upper hand in purchasing
behavior.” Malt industry executive
Malteurop
Soufflet
Cargill
UMH
Supertime
Boortmalt
Others
% of industry volumes
2018
?
38%
2014
51%
7. Strictly confidential
Key question #3: How can we secure raw material supplies? And can we secure extra
margin through increased involvement in origination?
7NeoFocus - Future of the malting industry – 20130909
Questions that leading maltsters should have an answer to: #3 of 6
Source: Industry reports, industry interviews, NeoFocus analysis
• Price and volume volatility, especially as barley
becomes more of a niche crop in many
geographies
• Shifts in traditional barley production areas; new
barley production areas
• Potential for “out of location” malting plants
relative to barley growing regions – inbound
barley logistics flow issues
• Increased integration with grain companies for a
secure source of supply
• Direct procurement organizations within malting
companies – direct relationships with growers
• New contract practices (contract crops)
• Move towards new sources of starch, using local
crops (cassava, sorghum, …); substitution risk
for barley
• Move towards “new beers” using cocktails of
barley and enzymes
Industry trend: raw material supplies Key questions
“Barley is becoming more and more of a specialty crop, and I can see
the day when it is not at all treated like a commodity, but is purely a
contract crop.” Malt industry executive
“The substitution risk is increasing: malt substitution in beer is more
likely in countries with less “beer culture”, and these are precisely the
fastest growing countries where brewers therefore install most of their
new capacity.” Commercial director, malting company
CAGR
-3,4%
Barley areas (000 ha), by select region
8. Strictly confidential
Key question #4: Which competitive advantages and profitable growth drivers can we
leverage in mature markets?
8NeoFocus - Future of the malting industry – 20130909
Questions that leading maltsters should have an answer to: #4 of 6
Source: Company information, industry interviews, NeoFocus analysis
• Competitive advantage in origination?
• Lower total costs (including logistics)?
• High regional market share?
• Position in specialty malts?
• Unique selling proposition for craft brewers?
• Unique selling proposition for distillers?
• Others?
Industry trend: competitive advantage Key questions
“The largest malting companies, especially the likes of Malteurop,
Soufflet and GrainCorp, have developed their own in-house barley
procurement. And for the ones that are part of a larger cooperative or
grain company, they are advantaged by the benefits from the
relationships upstream.” Grain trader
Soufflet:
Operates highly competitive, export-focused
malting facility at Nogent-sur-Seine, with
advantaged outbound logistics due to barge
access on the Seine
Owns majority of malting capacity in Central
and Eastern Europe
Rahr Malting:
Brewer’s Supply Group sells Rahr specialty
malts as well as malts from other small,
specialty maltsters, such as Weyermann,
Schill, Gambrinus, Castle, Crisp to the fast-
growing craft and micro brewing segments,
commanding much higher margins
9. Strictly confidential
Key question #5: In emerging markets, where should we export and where should we build
local plants?
9NeoFocus - Future of the malting industry – 20130909
Questions that leading maltsters should have an answer to: #5 of 6
Source: Annual Reports, press releases, industry interviews, NeoFocus analysis
• Partner with brewers to build new capacity to
attend growing needs in developing markets?
• Develop competitive export base to effectively
meet growing demand?
• Malting barley vs. malt changing international
trade patterns?
Industry trend: serving emerging markets Key questions
“With the construction of the new malting plant in Passo Fundo, [AmBev] is
introducing a new business model, which consists of taking the industry to the
fields, contrary to the past model, when the malting house was receiving
imported raw material and operated close to the brewery”
Marcelo Otto, Agro-industrial Director, AmBev, Dec 28, 2011
SABMiller local initiatives in Africa
New AmBev malting plant in Passo Fundo, RS
“Malt, at least in Africa, is one of a
brewer’s biggest expenses, so we
are definitely going into malting in
order to better understand it,
manage costs, control quality,
etc. Brewers are making deals with
the African governments in order to
reduce excise rates on beer in
exchange for promoting local
barley industry.” Plant manager,
global brewing group
10. Strictly confidential
Key question #6: How will we fix underperforming assets?
10NeoFocus - Future of the malting industry – 20130909
Questions that leading maltsters should have an answer to: #6 of 6
Source: Industry reports, industry interviews, NeoFocus analysis
• How do we improve our underperforming assets:
̶ Rationalization?
̶ Idling?
̶ New investment?
̶ Other?
• How do we deal with underperforming assets of
our competitors (which are pushing down
prices…)?
Industry trend: underperforming assets Key questions
“2 000kt [of excess capacity beyond Russia &
China] are still “floating around”, pushing prices
down and making it difficult for maltsters to
be sufficiently profitable… Smaller and mid-
sized maltsters are not closing as fast as
expected and this is pushing prices down.”
Barley / malt trader
Capacity utilization 2011
Graphite electrode cost curve
-
500
1 000
1 500
2 000
2 500
3 000
3 500
4 000
0 100 200 300 400 500 600 700 800 900
MaltPlant1
MaltPlant2
MaltPlant3
MaltPlant4
MaltPlant5
MaltPlant6
MaltPlant7
MaltPlant8
MaltPlant9
MaltPlant10
MaltPlant11
MaltPlant12
MaltPlant13
MaltPlant14
MaltPlant15
MaltPlant16
MaltPlant17
MaltPlant18
MaltPlant19
MaltPlant20
MaltPlant22
MaltPlant23
MaltPlant24
MaltPlant25
MaltPlant26
MaltPlant21
100
75
50
25
($ / t) Malt production cost curve
Illustrative
100%
104%
99%
97%
91%
88% 87% 88%
90%
91%
92%
95%
100%
91%
87%
79%
78% 77% 78% 79% 80% 80%
70%
75%
80%
85%
90%
95%
100%
105%
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Excluding China
World
11. Strictly confidential
NeoFocus has conducted projects along the entire value chain and across multiple
categories in the agribusiness and food & beverage sectors
11NeoFocus - Future of the malting industry – 20130909
Project examples
Types of projects across the industry value chain
Grain Companies
Supply
Brewers
Production
Maltsters
Processing
Industry Value Chain
• Strategy formulation
• Competitive analysis
• Market entry
• Internationalization
• Portfolio optimization
• Target screening
• Strategic due diligence
• JV/Partner review
• Capabilities assessment
• Operations benchmarking
• Logistics optimization
12. Strictly confidential
NeoFocus specifically has significant project experience supporting organic or external
growth in the malting sector
12NeoFocus - Future of the malting industry – 20130909
Selected malting sector project examples
Define sustainable, profitable external
growth strategy in malting sector
Client assignment ResultNeoFocus assistance
• Business model evaluation
• Strategic Business Plan design
• Development scenarios validated and
quantified
• Target screening and ranking by accessibility
• Integrated Business Plan into long
term planning
• Pursued acquisition scenario
Perform strategic due diligence of ADM
Malting assets
• Market environment analysis
• Business Plan validation
• Synergy calculations
• Integration planning
• Pursued target successfully
• Moved profitably from #3 to #1
industry position
Perform strategic due diligence of UMH
malting assets
• Market environment analysis
• Business Plan validation
• Synergy calculations
• Presented bid for a discrete portion of
the assets as price for entire portfolio
viewed to be untenable
Conduct external due diligence of Joe
White Malting assets
• Market environment analysis
• Competitive assessment
• Operational assessment
• Strategy / SWOT analysis
• Factored findings into long term
planning
• Received Board approval to pursue
acquisition
Review value chain from upstream
(grain) through malting to downstream
(brewing) for competitive landscape and
market dynamics
• Competitive assessment
• Market dynamics analysis
• Capabilities assessment
• Utilized findings to inform long term
planning
• Developed strategic scenarios to
address malting industry’s
competitive dynamics
13. Strictly confidential
Agenda Page
1. Key questions the leading maltsters must address 3
2. NeoFocus Overview 13
13NeoFocus - Future of the malting industry – 20130909
14. Strictly confidential
NeoFocus assists its clients in all aspects of their growth initiatives: we provide professional
services to imagine, design, execute and protect their successful development
14NeoFocus Corporate Presentation – XXXX - 20150909
Our practices
Strategy
Organic growth
External growth
Profitability growth
Portfolio management
Corporate
finance
M&A
Joint ventures
Partnerships
Restructuring
Innovation
Business Booster
Training
Client experience
15. Strictly confidential
NeoFocus is organized to provide professional services to support our customers’ growth
initiatives
15NeoFocus Corporate Presentation – XXXX - 20150909
Our professional practices
Organic
growth
External
growth
Portfolio
management
Profitability
expansion
Sustainable and profitable growth
Strategy practice
.
• Strategic Advisory
• Strategic Consulting
• Strategic Training
Innovation practice .
• Business Booster
• Training
• Client experience
Our customers’
growth projects
Our assistance
Corporate finance
practice
• M&A
• Joint Ventures
• Restructuring
Local teams Experts
16. Strictly confidential
Our international network allows us to conduct worldwide projects with integrated local
teams
16NeoFocus Corporate Presentation – XXXX - 20150909
New York
Paris
New Delhi
Tokyo
Shanghai
Chennai
São Paulo
Geneva
Our international network of local professionals
Team Language Fluency:
French English
German Spanish
Italian Portuguese
Hindi Tamil
Mandarin Japanese
Cantonese Russian
Team Business Experience:
North America China
Western Europe India
Russia South Africa
Brazil Argentina
Australia SE Asia
Japan
Inside access
to international markets
17. Strictly confidential
NeoFocus has a strong international reach that is reinforced by local market experts as well
as a large network of industry experts with considerable strategy consulting experience
17NeoFocus Corporate Presentation – XXXX - 20150909
Our differentiation
• Sectorial expertise
• Strategy and specialized practices
• Senior, highly experienced consultants
• Partners are directly involved in each assignment
• Local teams in each country
• Over 250 customers and 850 projects over 10 years
• Structured, proven proprietary methodologies
• guaranteed quality levels
• can be passed on to client teams via training
• Wide networks of experts (sectorial or functional
expertise)
Expertise Unbiased recommendations
• NeoFocus is an independent group, 100% owned by its
founders
• We provide our services with complete objectivity, and
make our recommendations with freedom and in the
sole interest of our customers
• We deliver fact-based, unbiased opinions to address
our customers’ issues
• We provide recommendations to the best of our
professional expertise
• We develop long term, trust-based relationships with
our customers
• We ensure confidentiality & discretion
18. Strictly confidential
Our customers’ growth initiatives benefit from NeoFocus’ assistance: results achieved are
improved, and costs and risks incurred are reduced
18NeoFocus Corporate Presentation – XXXX - 20150909
Some benefits of NeoFocus’ assistance
• Improved transparency
• Improved predictability
• Proven NeoFocus
methodologies
• Better growth projects
• Better execution of growth
projects
• Increased understanding and
support from the organization
• Improved competitive
advantage
• Better understanding of the
environment
• Better risk contingency
planning
• Transfer of successful ideas
from other sectors
• Better allocation of existing
resources
• Improved transparency
More growth
Less risks
More predictability More sustainability
Less uncertainty Less waste of resources
19. Strictly confidential
NeoFocus relies on an international network of experienced local teams to deal with local
research and analyses – Illustration: France
19NeoFocus - Future of the malting industry – 20130909
France
Jérôme Kelber
Managing Partner
Paris / France
Jerome Kelber has over 15 years of consulting experience in
Europe, the US, Brazil and North Africa. He has extensive
industry knowledge in a broad range of industrial sectors, including
agribusiness, mining, materials, aerospace and defense, electronics, clean
techs and biotech, but also service industries, such as IT, B-to-B services,
telecom, specialized retail and private equity.
Jerome Kelber has advised multiple leading European corporations on
organic growth strategies, new business development, international
expansion, M&A operations and post-merger integration.
Prior to setting up his own practice, Jerome Kelber was a senior project
manager at Roland Berger & Partners, a global management strategy
consultancy.
Prior to working in strategy consulting, Jerome Kelber acquired extensive
M&A experience for over 6 years with Morgan Stanley and Calyon, mainly
in cross-border M&A transactions. He also developed a strong experience
in innovation and high‐tech engineering consulting, with global leader in
R&D outsourcing Altran, mainly in the telecom network operators.
Jerome Kelber graduated from Ecole Centrale de Paris (Engineering and
Economics) and holds a master in Economics & Finance from University of
Paris I La Sorbonne.
Jerome Kelber has been a private pilot since 2001 and holds an instrument
rating (IR-ME) since 2011.
20. Strictly confidential 20NeoFocus - Future of the malting industry – 20130909
Paris Office
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75008 Paris
France
Tél: +33 (0) 1 42 27 13 00
Fax: +33 (0) 1 46 39 01 82
www.neofocus.fr
info@neofocus.fr
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New York, NY 10001
USA
Tel: +1 917 862 9088
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info@neofocus.us