Financial times brazil confidencial - sergipe 7 20 de julho de 2011

A reseArch And AnAlysis service from the finAnciAl times

CONTENTS
07.07.11

CaTChiNg
EdiTOrial
02 supermarket fight highlights
growth potential

CONSumEr Brazil

ThE
04 cachaça: the billion-litre
drinks opportunity

BuSiNESS Brazil
08 carrefour-cBd:
the anti-trust view

SpiriT
BuildiNg Brazil
10 Green building
climbs higher

fiNaNCiNg Brazil
15 sergipe awaits further boosts
from Petrobras and vale

fiNaNCiNg Brazil
Brazil’s $9bn cachaça
21 fund monitor:
reacting to a weak 1h11
opportunity p4
guEST COlumN
23 structuring Brazilian
private equity

ThE BEST Of
lOCal COmmENT
24 Bndes and tax
reform under attack

agENda
25 the key
economic news

BullS aNd BEarS
26 the bank recovers some
lost credibility

PDF distributed to joe.salva@FT.com
The material in this publication is protected by international copyright laws. Our Subscriber Agreement and copyright laws prohibit any unauthorised copying or redistribution of this publication or parts of it,
including forwarding by email, to any individual or other third party. Any violation of these restrictions may result in personal and/or corporate liability. (c) The Financial Times Limited 2010. "Brazil Confidential",
"FT" and "Financial Times" are trade marks of The Financial Times Limited.

ThE ViEW ON Brazil
A reseArch And AnAlysis service
from the finAnciAl times
SupErmarkET fighT
highlighTS grOWTh
pOTENTial
editor: riChard lappEr

F
Editor richard lapper or many investors the furore surrounding the
Senior Correspondents henry proposed merger between supermarket groups
mance, luke mcleod-roberts
Pão de Açúcar (PcAr5:sAo) and france’s
Correspondent Amy stillman
Production Editor heidi Wilson carrefour (cA:PAr) will simply reinforce
Art Director leo cooper concerns about the closeness between the Brazilian
Senior Designer Paramjit virdee government and the country’s leading businesses.
Commercial Director tas viglatzis in particular, the proposal from Bndes, the state-
Commercial Manager Joe salva owned development bank, to finance the deal seems
Product Manager claire edgar
questionable, bearing in mind the limited benefits for
Contributions and research
for this issue from: cecilia lanata Brazilian consumers.
But the very ferocity of the controversy between
Briones, rob Walker, Beth mclough- Brazil’s consumer
lin, sheena rossiter carrefour and casino (co:PAr), a rival french operator
that had expected to assume control of Brazil’s big-
market will likely
editorial.brazilconfidential@ft.com gest supermarket chain next year, serves to underline a attract more interest
www.brazilconfidential.com
stark reality. With stagnant and debt-laden developed from foreign players,
Brazil confidential is published markets offering limited prospects, international busi- but the government
fortnightly by the financial times nesses are obliged to seek out opportunities in big and needs to clarify its
limited, number one southwark relatively fast-growing markets such as Brazil. strategy for the sector
Bridge, london se1 9hl since 2005, when casino signed the deal to take con-
trol of Pão de Açúcar (it now has a 43% stake), the vol-
© the financial times limited 2011
ume of products leaving Brazilian supermarket shelves
the material in this publication is protected by has risen by a cumulative 43%. that outperformance
international copyright laws. our subscriber reflects how Brazilians, with increased incomes, are
agreement and copyright laws prohibit any
unauthorised copying or redistribution of this choosing to buy more and higher-quality items. By
publication, including forwarding by email, to
any individual or other third party. Any violation
comparison supermarket sales in europe and north
of these restrictions may result in personal and/ America have been flat.
or corporate liability. © the financial times
limited 2011. no wonder then that the world’s biggest supermarket
“Brazil confidential”, “ft” and “financial times”
groups are eyeing opportunities. Brazil already accounts
are trade marks of the financial times limited. for a third of casino’s international sales, with emerging
market investments (casino has bought in colombia,
thailand and vietnam, as well as Brazil) expected to ac-
count for four-fifths of growth in the three years to 2013.
By merging with Pão de Açúcar, carrefour would
increase overall exposure and gain a dominant posi-
tion in Brazil, with the new entity becoming Brazil’s
third-biggest company (after the oil and minerals giants
Petrobras (Petr4:sAo) and vale (vAle5:sAo)).
the two companies were first and second in the
supermarket sector in 2010 with gross sales of r$36.1bn
How to ($23.0bn, £14.4bn, €16.1bn) and r$29bn respectively.
suBscriBe Walmart (Wmt:nyse) of the Us was third-biggest last
year with gross sales of r$22.3bn, but has aggressive
For subscription plans to expand further.
information, please visit: nor, given this degree of foreign interest, is it a
brazilconfidential.com/subscribe surprise that the government, with its promotion of
or email: “national champions”, should look to the supermarket
sales@brazilconfidential.com sector for its latest foray.
yet last week’s announcement that the Bndes would
Financial times Ltd invest r$3.91bn in the combined entity through its
one southwark Bridge equity arm (Bndespar, which operates along the lines
London se1 9HL of an investment fund) was greeted with blistering criti-
cism by the local press.


ThE ViEW ON Brazil SupErmarkET
fighT highlighTS grOWTh pOTENTial 3 Brazil CONfidENTial
J u LY 7-20 2011

that is partly because neither the Bndes nor the do this, the Bndes had to step in,” said mr Pimentel.
government ministers, who spoke out on the matter, But in the last few days the government has shown
managed to explain adequately the business case. in signs that it is retreating from this position. Government
particular, it is unclear exactly how the government officials have told Brazil confidential that ms rousseff
expects the merged entity to open a channel for the sale herself has urged the bank to take a cautious approach
of Brazilian products in france, especially since Pão de and has instructed ministers not to defend the operation.
Açúcar’s existing links with casino have allowed it to Advisers insist that ms rousseff personally took
make precious little progress in this respect. no part in decision-making. the Bndes has repeat-
exactly how Brazilian consumers will benefit from the edly insisted that the deal will not go ahead without
deal is another doubt, since the merger will reduce com- casino’s agreement. during a trip to Brazil this week,
petition, especially in those parts of the south and south- the company’s president Jean-charles naouri said his
east where both carrefour and Pão de Açúcar have higher company intended to stick to its guns, setting the stage
market shares than they do in the country as a whole. for a drawn-out battle.
At the same time, the proximity of the 74-year old this issue of Brazil confidential, meanwhile,
president of Pão de Açúcar, Abílio diniz, to the govern- provides two other – more unusual examples – of the
ment of former President luiz inácio lula da silva, has attractions of the Brazil story. Just as Brazilian consum-
given rise to allegations of political favouritism. during ers are buying better quality yoghurts, razor blades and
last year’s election campaign, mr diniz’s wife, perfumes, they are also buying better quality cachaças.
Brazilian supermarket sales Geyze diniz, organised a dinner among sen- As our report shows, consumption of smoother and
have risen by over 40% ior businesswomen in support of President more expensive versions of sugarcane alcohol is rising
since Casino secured its dilma rousseff ’s presidential candidature. fast in upmarket bars and restaurants, increasing mar-
deal with Pão de Açúcar in last week, after news of the deal broke, gins for producers and potentially cachaça’s attractions
2005 two ministers publicly defended the pro- to international drinks companies. After their recent
posed transaction, arguing that Bndes’s forays into turkey and china, it would not be too much
involvement was driven by purely financial motives. of a surprise if one of the international players were to
“this is a purely commercial operation,” said Gleisi make a purchase in the Brazilian market.
hoffmann, the recently appointed chief of staff, at the in a different way, our story on green building materi-
end of a meeting organised to improve competitiveness als also highlights how Brazil’s potential is lurking in
and the quality of public sector management that had unexpected corners of the economy. Admittedly, the
been attended by mr diniz. market for recyclable plastic floors, certified wooden
fernando Pimentel, the minister of development, doors and ecological paint is small. But Brazil’s growth,
explained Bndes backing by arguing that the private its construction boom and relative eco-awareness means
sector had been unwilling to provide backing – even that it is punching above its weight in this niche area.
though BtG Pactual, the local investment bank, is plan- finally, our report from the state of sergipe high-
ning to invest r$690m into the deal. “everything would lights how rising income levels and large commodity
be resolved if the private financial sector were to play its investments are transforming the face of the Brazilian
role, that is to finance Brazilian capital. since it didn’t north-east. n

ThE BOTTOm liNE

114% $45bn 18.3% 3.2% 7.59% r$980m

Year-on-year Japanese toshin of GdP, or increase in capital-to-assets Value of rights
growth in inflows into r$663.4bn: consumer ratio of Brazilian to screen games
mortgages Brazil during the the size of confidence in banks in 2010, in the Brazilian
contracted past year, over the informal June, back to down from championship
by Banco do 2% of GdP economy in 2010 April’s level 8.12% in 2009 2012-15, paid
Brasil in May, to by rede Globo to
r$289m football clubs
sources: iBre-FGV,
source: BB source: Nomura etco source: FGV source: the Banker source: Veja


CONSumEr Brazil 4 Brazil CONfidENTial
J u LY 7-20 2011

cAcHAçA:
ThE BilliON-liTrE driNkS OppOrTuNiTY

SummarY
The market for
cachaça is char-
acterised by high
volumes and low
margins. However,
the cane-based
spirit is begin-
ning to shed its
downmarket im-
age, with premium
cachaças and
cocktails appear-
ing in upmarket
bars and restau-
rants.

With developed
markets either
stagnant or grow-
ing slowly, Brazil’s
cachaça industry
could be attractive
for international
drinks companies
or private equity
investors. interna-
tional companies caipirinha, the country’s national cocktail, is made from cachaça, sugar and lime
have already
moved into local
spirits markets in they have done little to promote them beyond tiny niche
china, turkey and producers of Brazil’s favourite alco- markets. for example, diageo’s nega fulo, acquired in
some other emerg- holic drink by volume are launching 2000, is sold in some european bars and clubs but de-
ing markets. premium brands to attract rich con- mand has been volatile and vulnerable to the slowdown
in the continent’s economy.
sumers, while trying to hold on to the
emerging middle class. Changing perceptions

c
achaça, or pinga as the locals call it, is as en- historically, the big international drinks groups have
grained in Brazilian folklore as samba and carni- been put off by the downmarket image of cachaça. the
val. outside Brazil, the drink is little-known and market for the spirit is cluttered with economy brands,
rarely sold. But what’s more surprising, given many of them packaged in unattractive refillable
cachaça’s colossal local sales volume, is that multination- bottles. typically, margins have been low. instead, com-
al drinks companies have yet to grab a significant piece of panies such as diageo and Pernod ricard have sought
the market. the conditions are right for that to change. to appeal to Brazil’s upwardly mobile middle class by
According to new research and forecast data from promoting the idea that the latter’s choice of drinks
Brazil confidential, Brazilians will knock back around should reflect their social success.
1.3bn litres of cachaça in 2011. if sales of homemade several developments may now be forcing a change.
spirit are included, the market almost doubles. first, stagnant consumption in europe and the Us
the top Brazilian seller, cachaça 51, shifts annually could prompt international companies to take a new
more cases in Brazil than Bacardi rum shifts glob- look at Brazil. Western europeans are cutting back on
ally. diageo (deo:nyse), Pernod ricard (ri:PAr) and top-shelf drinks and there is a growing cocooning cul-
Bacardi each have a cachaça brand in their portfolio, but ture as consumers rein in social activity to hunker


CONSumEr Brazil CaChaça: ThE
BilliON-liTrE driNkS OppOrTuNiTY 5 Brazil CONfidENTial
J u LY 7-20 2011

down at home. diageo itself has forecast that 50%
of its sales will come from the developing markets by
Spirits consumption in Brazil, by volume
2015, compared with around 35% last year. All of which Data built from industry interviews, trade estimates
suggests that investment in Brazil’s growing domestic Category 2010 2011* CAGR
(m litres) (m litres) 2011-2015* (%)
market could be something of a strategic imperative.
Cachaça 1,293 1,305 0.7
second, cachaça might be cheap but it is virtu-
Brandy 69 70 1.8
Brazilians spent over $9bn ally a grocery staple in Brazil’s low-income Vodka 49 51 4.4
neighbourhoods. According to new industry
on cachaça last year, rough- Rum 29 29 1.4
research by Brazil confidential, Brazilians
ly six times the cash they spent over $9bn (r$14.0bn, £5.6bn, €6.2bn) Scotch whisky 23 24 4.2
threw at Scotch whisky, and on pinga last year, mostly in bars. that is Bitters 14 14 1.6
almost one-third the money roughly six times the cash they threw at Local Admix whisky 13 13 2.1
splashed out on beer scotch whisky, and almost one-third the Other 6 6 3.8
money splashed out on beer (Brazil has the third-biggest
2010 consumption
beer market in the world, after china and the Us).
in addition, the product is often sold in returnable 1,500
1,293
bottles, allowing producers to make cost savings. in the
1,200
soft drinks market, coca-cola (Ko:nyse) uses returna-
ble bottles for this reason. the format also helps cement

Litres (m)
900
brand loyalty and is eco-friendly.
third, more expensive premium cachaças – i.e. those 600
that retail at over r$15, more than three times the low-
300
end price – are becoming more popular in Brazil. ten
69 49 29 23
years ago, the drink was out of fashion among trendset- 14 13 6
0
ters: even caipirinha, the country’s national cocktail
a

dy

ka

m

hi ch

rs

hi ix

r
he
aç

w dm
Ru

tte
an

d

w ot
y

y
Ot
Vo

sk

sk
ch

made from cachaça, sugar and lime, was wiped off

Sc

Bi

lA
Br
Ca

ca
Lo
cocktail menus in some of the more snobbish bars and
*Forecast
restaurants of são Paulo and rio, and replaced with the Source: Brazil Confidential
vodka-based caipiroska. A number of cachaça produc-
ers even started making their own vodkas.
now, premium aged cachaças and cachaça-based Spirits spending in Brazil
cocktails are back on the drinks menus of high-end Data built from industry interviews, trade estimates
bars. the category is now cool enough for the Brazilian Category Consumer Consumer Estimated
version of Playboy magazine to list its top ten cachaça spending, spending, on-premise
2010 ($m) 2011 ($m) share* (%)
brands. And super premium sipping cachaças are grow-
Cachaça 9,051 9,240 82
ing in popularity as a gift between business clients and
Vodka 1,660 1,720 80
as a fashionable tipple for women. “i have noticed more
Scotch whisky 1,470 1,530 66
women asking for the smooth, premium cachaça, and
Brandy 722 731 77
people willing to pay more, like they used to only for
Bitters 388 392 87
whisky,” says the proprietor of Bar do Gomez in rio de
Rum 358 361 72
Janeiro, which stocks more than 100 different brands.
fourth, there is a new sense of national pride in cach- Local Admix whisky 322 320 71

aça, even nostalgia. former president luiz inácio lula Other 126 122 76

da silva liked the drink, helping this association. like
2010 consumer spending
havaianas, Brazil’s leading brand of flip-flops, cachaça
is developing a home-grown, egalitarian appeal, en- 10
9.1
compassing rich and poor Brazilians. And the growth of
8
premium products – especially in the so-called on-trade
(mainly bars and restaurants) – can invigorate sales of 6
cheaper brands too. $bn
4
mexico’s Tequila lessons 1.7 1.5
2
What has happened in mexico could provide something 0.7
0.4 0.4 0.3 0.1
of a guide. Back in 2000, President vicente fox toasted 0
his election victory with a glass of tequila, pushing
a

a

hi ch

dy

rs

m

hi ix

r
he
aç

dk

w dm
Ru
tte
an
w cot
y

y
Ot
Vo

sk

sk
ch

aside the proffered champagne with a shout of “Mejor
Bi

lA
Br
S
Ca

ca

con tequila” (Better with tequila!).
Lo

tequila’s popularity was helped by a shortage of *Bars, restaurants, clubs and other establishments serving drinks for consumption on location.
US dollars at fixed 2010 exchange rates
agave, the cactus from which the spirit is made. the Source: Brazil Confidential


J u LY 7-20 2011

shortage pushed up prices of standard brands, hit- The sweet spot in the north-east
ting sales. in reaction manufacturers made greater ef- Premiumisation may be the buzzword, but traditional
forts to sell premium products, in order to protect their low-price brands are still the mainstay of the indus-
revenues. the move paid off as middle-class mexicans try. the highest-selling brand in Brazil, cachaça 51, is
developed a new taste for aged and reposado tequilas. owned by family-run companhia muller de Bebidas
By volume, tequila sales nose-dived, but the total and based in Pirassununga, são Paulo. sales last year
value soared. And there was a positive knock-on effect totalled around 182m litres (20.2m cases), according to
abroad, notably in the Us, where the premium image data from Brazil confidential, but have been dropping
supplanted tequila’s association of college students. over the past decade as poorer consumers started to buy
cachaça could follow a similar trajectory. Brazil does beer rather than spirits in bars.
not face a sugarcane shortage to match mexico’s agave cachaça 51 still has a huge following, and by volume
crisis, but production costs are increasing. that is a is one of the top-selling spirits brands in the world. But
viable trigger for premium brands to take a larger share. Brazil confidential forecasts that sales growth will con-
there is also a craving for sophistication and novelty, tinue to slow over the next five years, mainly because
amid robust consumer spending. consumers will continue to try new drinks. overall, the
in other emerging markets, traditional spirits are also brand is untouchable as market leader. And the brand
seeing interest. last month chinese regulators approved equity of cachaça 51 – boosted by the category’s growing
diageo’s bid to take control of china’s shui image as a patriotic tipple – will give verve and credibil-
Cachaça 51 still has a huge Jing fang, a maker of white spirit baijiu. lvmh ity to its premium spin-off.
following, and by volume moet hennessy louis vuitton (mc:PAr) and companhia muller de Bebidas has more than 1,500
is one of the top-selling Pernod ricard have also taken stakes in makers employees, having started in 1951 and launching
spirits brands in the world of baijiu. like cachaça in Brazil, baijiu is china’s formerly as a brand eight years later. (initially Wil-
most widely consumed spirit and has been liam muller transported cachaça bottled in used beer
going through a fashionable renaissance among middle- bottles in his own ford f-8.) the company has two
class consumers. factories in Brazil and three distribution points. it re-
earlier this year, diageo agreed to pay $2.1bn to cently started segmenting into sub-brands such as mix
acquire mey icki, turkey’s largest maker of raki, an 51, a pre-mixed caipirinha with lime and sugar already
aniseed flavoured white spirit. such spirits limit the added, and 51 ice, which is a ready-to-drink cachaça
room for diageo to expand its sales of Johnny Walker in four flavours, tangerine, lemon, passion fruit and
and smirnoff. traditional lime.

The movers and shakers
one of the new breeds of premium cachaça brands on
the market is santa dose, a honey-flavoured cachaça leading cachaça brands in Brazil
with slick i-generation packaging. the brand has Data built from industry interviews, trade estimates
targeted women, who are drinking more in bars and Brand Consumption 2010 Regional focus Growth
restaurants. With the slogan “reinventing traditions”, it (m litres) 2010-2015* (%)

sells in ice buckets in upscale bars of são Paulo and rio Pirassununga Cachaça 51 182 São Paulo -9
for around r$100 per bottle. Pitú 84 Pernambuco 24
Another example of this growing “premiumisation” Velho Barreiro 43 São Paulo 3.5
is the aged version of cachaça 51, called 51 reserve, Ypioca Standard 32 Ceará 15
which retails at about r$145. the owners of cachaça 51 Cachaça Jamel 26 Paraná 6
are keen to show they are not bargain players, but can Cachaça da Roça 23 Rio de Janeiro -20
compete in the upmarket segment as well. sales of 51 Ypioca Premium 17 São Paulo 19.5
reserva were below 1,000 (9-litre) cases last year, but
the brand’s real impact is to give impetus to the whole 2010 consumption
category.
sagatiba is another premium brand. its makers Pirassununga
have looked to develop an international profile before Cachaça 51 182

addressing the domestic market. sagatiba launched Pitú 84
first in europe and subsequently in Brazil in 2004. that Velho Barreiro 43
european foray, defined by a slick saatchi & saatchi Ypioca Standard 32
advertising campaign, does appear to have boosted the
Cachaça Jamel 26
brand’s fashionable credentials.
Cachaça da Roça 23
in Brazil, sagatiba is positioned at the same price
range as smirnoff, the top-selling white spirit in the Ypioca Premium 17
country that is not a cachaça. sagatiba currently ac- 0 50 100 150 200
Litres (m)
counts for almost one-third of all premium sales of *Forecast
premium cachaça. Source: Brazil Confidential


J u LY 7-20 2011

of all the cachaça players in Brazil – and there home market, mr de faria is trying to increase exports.
are reckoned to be upwards of 35,000, representing the Us is the key target, since, on average, cachaça can
over 5,000 brands – muller has the strongest national be sold for $3 per litre, compared to around $1 per litre
penetration, though the state of são Paulo still accounts in Germany. last year, one container was
for a big percentage of overall sales. sent to the Us, one to the UK, three pallets to International investors
Brands’ regional focus is key to understanding in- Germany and one container to switzerland, could get a foothold in the
vestment opportunities. Pitú and ypioca, for example, totalling 30,000 litres, while this year he is cachaça market through a
the second and fourth biggest brands on the market, in sending two containers to the UK, two to number of well-run small
that order, are both strong in the home north-eastern Germany and at least one to the Us, totalling and mid-size businesses
states of Pernambuco and ceará, respectively. 44,000 litres. he aims to increase that tally to
According to forecast data from Brazil confidential, at least 66,000 litres next year.
these north-east brands present the most attractive in a deal with the latin American-themed UK
growth prospects to 2015. Adulterated cachaça (pro- restaurant chain las iguanas, magnífica produces
duced and sold illegally, normally in used branded cachaça branded with the restaurant’s name. the drink
bottles) are common in this region, but as growing is distilled to be slightly weaker, at 39%, as this puts it
numbers of households are brought into the formal rein a cheaper bracket for import tax. As the chain has
tail sector, brands like Pitú and ypioca will benefit from grown from one to 22 restaurants across the UK, the deal
a windfall of new consumers. has become an important driver of new business and
Pitú, founded by the cavalcanti family three-quar- is an example of inventive ways cachaça can penetrate
ters of a century ago, looks particularly attractive, with foreign markets.
volume forecast to grow 24% to 2015. Pitú’s consump- mr de faria is aiming to increase production to 1.5m
tion base is the state of Pernambuco, which is tipped litres in the next five years. he also wants to buy a new
to generate some of the country’s strongest economic farm to produce cachaça under a different trademark,
growth over the next ten years. it is also fast becoming positioned between the aged artisanal format and the
a distribution hub for the north-east as a whole. As quick turnaround industrial products. he believes there
Pernambuco’s most popular spirit drink, Pitú is well is currently a gap in the market at the low-end of the
positioned to take advantage of the steady improve- premium market, below magnífica, which retails at
ment in the state’s economic prospects. around r$25.
aCTiON
one of the biggest assets of Pitú, ypioca and other
companies focused on the north-east, is their local dis- Sporting marketing platforms
pOiNTS
tribution. they navigate the highly-fragmented retail tie-ups with foreign producers could inject cachaça 01 The cachaça
network, and, in the case of Pitú and ypioca, control producers with marketing expertise, particularly market is highly
platforms that could distribute other drinks too. regarding international development. exports cur- fragmented, with
rently account for only 1% of total production, and that regional companies
Entry-level investment has changed little over the past five years. the global having built tight
off the beaten path, international investors could get cocktail market, which is competitive and volatile, is distribution net-
a foothold in the cachaça market through a number of responsible for almost all of this external demand. works.
well-run small and mid-size businesses. the magnífica Perhaps the highest-profile marketing of cachaça
brand in rio de Janeiro state, for example, produces so far was a 2004 billboard campaign in Portugal by 02 rapid consumer
some 682,000 litres of cachaça a year but has ambitions cachaça 51. the campaign, which cost around r$4.5m, growth in the north
to double that volume, and will increase production coincided with the european football championships. and north-east has
next year to around 900,000 litres. the 2014 World cup and the 2016 olympics could pro- bolstered Pernam-
owner João luiz de faria believes that cachaça has vide similar promotional opportunities. buco-based Pitú and
the potential to become the world’s number one spirit. Also in 2004, the owner of sagatiba, marcos de ceará-based Ypioca.
currently it holds third spot in terms of volume, after moraes, is reckoned to have channelled upwards of
Premium cachaças
vodka and south Korea’s national drink, soju. (cachaça $30m into advertising and marketing activity when
are becoming
increasingly popular
ranks above soju if unbranded volume is included.) he launched the brand in europe. that was very much
among upwardly
“What needs investment is marketing, and the indus- a lavish one-off geared to promoting an export-led
mobile Brazilians.
try hasn’t always been the most well-organised in the premium segment.
past”, he says. Another promotional tool would be the recognition 03 foreign drinks
mr de faria started producing the drink 25 years of cachaça as a drinks category of its own, rather than companies are
ago on his farm in miguel Perreira, north of rio city, its current categorisation as Brazilian rum. the Brazil- largely invisible but
and still performs the tasting himself. the business is ian institute of cachaça (iBrAc), founded in 2006, has Brazil’s cachaça
only now beginning to break even, but is well placed been lobbying the Us to this end. delegates have visited market resembles
to turn a corner if cachaça hits a new purple patch of Washington twice, as part of a $150,000 campaign (half spirits markets in
growth. currently, magnífica employs 22 people but the cost was paid by the Brazilian government). But other emerging
mr de faria is looking to take on at least ten more as he while the Us is a crucial long-term growth area, in the markets that have
increases production. short term cachaça’s fortunes depend on the evolving seen recent acquisi-
While four-fifths of what he produces goes to the domestic market. n tion activity.


BuSiNESS Brazil 8 Brazil CONfidENTial
J u LY 7-20 2011

cArreFour-cBd:
ThE aNTi-TruST ViEW

consumers so loyal to Pão de Açúcar that they would keep
SummarY The proposed merger could be frozen, shopping there even if prices shot up? it’s not just about

a combined and asset sell-offs are a likely price for physical products, says Ademir Pereira, a partner with
any approval. Advocacia José del chiaro: will the merger affect how
Carrefour-cBd poor consumers (c and d class) buy on credit?

t
operation would here are several reasons why the proposed Likely sanctions are divestment of assets and
represent 32% of merger between carrefour (cA:PAr) and the protection of separate brands. carrefour and
Brazilian super-
cBd/Pão de Açúcar (PcAr5:sAo) could cBd could be forced to sell off not just stores, but also
market sales,
collapse. the most likely reason is that distribution centres, client portfolios, and even one of
but its impact on
competition would casino (co:PAr), cBd’s largest shareholder, refuses their chains (such as extra), says mr dias. Ambev, for
need to be meas- to give its consent, which all parties have accepted is example, sold off its Bavária brand and several factories
ured on a neigh- essential. And, even if the merger goes through, it as part of its settlement. the cade can order full divesti-
bourhood scale. will face a competition inquiry. ture, when the merged company ends up with a similar
the post-merger here’s a summary of how Brazil’s anti-trust authori- market share, albeit with a different mix of stores and
analysis, culminat- ties, led by the cade agency, would view the case: other assets.
ing in a decision The Cade could freeze a merger of operations, The decision will not necessarily be tougher if
by the cade, could while analysing the case. this was the agency’s ap- a freeze has been applied. the cade allowed cBd’s
take over two proach to cBd’s 2002 purchase of sé supermercados, a purchase of sé supermercados, and ordered only one
years. Previous re- são Paulo-based chain, and cBd’s more recent acquisi- store to be sold off as a condition for approving
tail mergers have tions of electrical goods retailers casas Bahia and Ponto
led to the sell-off of frio. Gabriel dias, a partner with law firm magalhães,
some stores. nery e dias, sees a “very high probability” of a freeze be- Where Brazil’s biggest retailers are focused
ing applied to any cBd-carrefour merger. the measure
Carrefour and Pão de Açúcar have around two-thirds of their stores in the
– known as an agreement for the preservation of merger south-east, while Walmart is more dependent on the south and north-east.
reversibility (Apro) – would order the parties to maintain
Carrefour
their separate brands and not to close stores. meanwhile,
Total stores: 236 (excluding Dia discount chain)
detailed analysis would be carried out – with a final deci-
No. of stores % of total
sion from the cade likely to take at least two years.
São Paulo 106 44.9
National market share isn’t the issue. carrefour has Minas Gerais 26 11.0
pointed out that the merged novo Pão de Açúcar would Goiás/Brasília 19 8.1
only have 32% of national supermarket sales. that is far Rio de Janeiro 13 5.5
less than other merged companies: Ambev (AmBv4:sAo) Rio Grande do Sul 11 4.7
has 70% of the beer market; Brasil foods (Brfs3:sAo) has Others 61 25.8
82% of pasta sales; and nestlé (nesn:vtX) and Garoto are
Grupo Pão de Açúcar
reported to have around 90% of the market for certain Total stores: 1,592 (all chains)
types of confectionary. But the supermarket industry is
No. of stores % of total
much more local: people don’t travel to do their shop- São Paulo 851 53.5
ping, and the best store locations may be taken. Rio de Janeiro 288 18.1
Local competition concerns centre on the south- Minas Gerais 128 8.0
east. Pão de Açúcar and carrefour are both focused on Goiás/Brasília 82 5.2
the region, helping to explain why they estimate yearly Paraná 53 3.3
synergies of €600m (r$1.3bn, $860m, £537m) to €800m Other 190 11.9
from their merger (2-2.8% of last year’s sales). there are
Walmart
26 carrefour stores in the city of são Paulo: 13 of these Total stores: 487
are within a 10-minute drive (roughly 4km) of a Pão de No. of stores % of total
Açúcar store, according to the latter’s online store loca- Rio Grande do Sul 111 22.8
tor. this does not take into account cBd’s other chains, São Paulo 79 16.2
such as extra. Bahia 73 15.0
the competition analysis would be highly complex: Pernambuco 53 10.9
the authorities would have to decide how to divide são Paraná 50 10.3
Paulo into local markets, and whether small convenience Others 121 24.8
stores count as viable competition to big players. Are Sources: Companies, Brazil Confidential


BuSiNESS Brazil CarrEfOur-CBd:
ThE aNTi-TruST ViEW 9 Brazil CONfidENTial
J u LY 7-20 2011

cBd’s purchase of rio de Janeiro chain sendas (both
cases were subject to a freeze). detailed analysis would Combining the top two
come after the merger, first by the secretary of eco- With Carrefour, CBD would strengthen its national leadership, without
nomic monitoring (seAe), linked to the treasury, then gaining a majority of the market
by the sde, linked the ministry of Justice, then finally
by the cade. carrefour has not yet confirmed whether
CBD 36.1
dia (dis:mce), the discount chain which has listed
separately in madrid, will form part of the merger. Carrefour 29.0
Forced spin-offs could open the door to
other retailers. last year chilean group cencosud Walmart 22.3

(cencocUd:sGo) bought super família (based in Other 7 biggest 15.9
ceará), Perini (Bahia) and Bretas (minas Gerais and
All other
Goiás); it has also owned sergipe’s biggest retailer GBar- supermarkets 98.3
bosa since 2007. cencosud’s owner, horst Paulmann, is 0 20 40 60 80 100
There are 26 Carrefour also said to have met with executives from R$bn

stores in the city of São france’s carrefour last month to discuss ac-
quiring some of its Brazilian assets. current- Market share, compared with other top 500 supermarkets
Paulo: 13 of these are
ly, Brazil has only three supermarket chains
within a 10-minute drive CBD
with national coverage: cBd, carrefour and
of a Pão de Açúcar store 17.9%
Walmart (Wmt:nyse). if cencosud can gain 32.3%
a significant foothold in the south and south-east, it
could join the ranks. All other
National champions don’t count. lawyers suggest supermarkets
48.8%
that ‘national champions’ are highly unlikely to receive Carrefour
favoured treatment from the competition authorities. in 14.4%
any case, the context has radically changed since the cade
decided not to stop the merger of Ambev, now Brazil’s
dominant beer company. the idea of national champions Walmart
has no legal basis. moreover, the cade is increasingly 11.1%
aware of international norms and of Brazil’s more vibrant Other 7 biggest
7.9%
private sector. its decision on Brasil foods, expected by
Notes: R$1=$0.64, £0.40, €0.44
July 13, should throw further light on this issue. n Sources: Companies, Abras, Brazil Confidential

local market dominance?
In the neighbourhood of Pinheiros, São Paulo (shown), Carrefour and Pão de Açúcar stores are located a few blocks from one another. The anti-trust
bodies – particularly the Secretary of Economic Monitoring and the Cade – would look at the impact on prices and choice for consumers and suppliers

Pão de Açúcar
Teodoro

Carrefour
Rebouças

Pão de Açúcar
Shopping Iguatemi

200m

Sources: Brazil Confidential, Google Maps


Financial times brazil confidencial - sergipe 7 20 de julho de 2011

Financial times brazil confidencial - sergipe 7 20 de julho de 2011

Recommended

Recommended

More Related Content

Similar to Financial times brazil confidencial - sergipe 7 20 de julho de 2011

Similar to Financial times brazil confidencial - sergipe 7 20 de julho de 2011 (20)

More from MARIO ALMEIDA

More from MARIO ALMEIDA (20)

Recently uploaded

Recently uploaded (20)

Financial times brazil confidencial - sergipe 7 20 de julho de 2011