Heineken Seeks to Grow Global Brand Portfolio
Heineken Rolls Out More Brands Globally in Bid to Boost Growth and Profits
AMSTERDAM—For Heineken NV, the 150 year-old Dutch beer maker, one global brand isn't enough.
Building on its experience in turning Heineken into a global brand, the company is now trying to do the same with drinks such as Desperados, a tequila flavored beer, and Affligem, a Belgian abbey beer. It is also using Radler, a mix of lemonade and beer, to give existing local brands a boost and tap a new audience.
With traditional lager sales under pressure in Europe and the U.S., the company, which is still controlled by the Heineken family, is rolling out some of its brands around the globe and launching new varieties in local markets to boost growth and profits. It also sees an opportunity to serve customers at times when they don’t drink beer, as well as those that don’t drink it at all.
“Heineken is and will always be the priority, but going forward our global offering will be a lot broader,” Alexis Nasard, Heineken’s chief marketing officer who is also responsible for the company’s business in Western Europe, said in an interview.
Heineken’s decision to push these brands isn’t just a shot in the dark. Flavored beers, craft and specialty beers as well as non- or low-alcohol beer alternatives offer higher margins and are outperforming the market for traditional lager in mature markets, analysts say.
“Brewers are positioning products as not just beer, because consumers are just bored by drinking the same old beer,” said Amin Alkhatib, an alcoholic drinks analyst at Euromonitor International. On top, traditional beer markets have become saturated over the past 10 years, causing brewers to target people that drink wine or spirits as well as younger people and women. “They are going after the nontraditional beer drinker,” he added.
The Dutch brewer isn’t the only one trying to benefit from these trends. Anheuser-Busch InBev NV said last week it is launching a tequila-flavored beer called Oculto in the U.S. next year, while it also announced it was buying a U.S.-based craft beer maker.
Heineken ranked third in global beer volume last year, with a market share of 9.2%, according to Euromonitor. The research firm estimates that Anheuser-Busch InBev held the first spot with 19.7% of the market, followed by SABMiller PLC at 9.6%.
But it isn’t all about scale. Heineken tries to segment in order to have as many offerings as possible. “The art of that exercise is providing as much diversity as possible without letting cost and complexity get out of hand,” Mr. Nasard said.
With Radler, each region chooses one of three recipes that best fits with the taste of the local beer that is used to mix the lemonade with. The same goes for advertising, which follows the same storyboard everywhere but is tailored to the positioning of the local brand.
Through Radler, which has a lower alcohol content, Heineken is targeting non-beer drinkers as well as those that do, but at occasions when they don’t normally consume alcohol. “I drink Amstel in the evening before I go to the restaurant with my friends, but when I’m on the beach or doing sports, I’ll have a Radler,” Mr. Nasard explains, adding that 75% of people buying Radler don’t usually drink beer.
Heineken sees three trends that will drive demand going forward. It expects people will consume more drinks with lower or no alcohol; flavored beers, such as Desperado; or craft and specialty beers, such as Affligem.
“Belgium abbey beer carries a lot of heritage and credibility, that’s why we felt it had a lot of global potential,” Mr. Nasard said.
Depending on the characteristics of a market, Heineken decides how many varieties of Affligem are launched.
“For example, in France where Affligem has existed for 10 years, we can afford several line extensions,” Mr. Nasard said, adding that in a market where it was just launched this year resources need to be spend on making people familiar with what the brand is about. “And then use the line extension to renew their interest in the brand or to widen their repertoire.”
The efforts are part of Heineken’s innovation strategy, which was launched in 2010 and aimed to grow sales of products on the market for under three years from 2.6% of sales to 6% by 2020. New products and brands that are perceived as premium also allow the company to charge higher prices, resulting in higher margins, Mr. Nasard said.
The company has already surpassed its target with 7.5% of sales coming from innovations, but that is no reason to sit back and relax.
“As long as you innovate, you will perpetually see a reappraisal, which keeps the category dynamic and avoids commoditization,” Mr. Nasard said. “If you don’t innovate, you’re dead.”