In 2005, foreign capital entered China beer industry at a faster speed;
On April 1 1 day, the joint venture company China Resources Snow Beer acquired Fuyang Snow Beer for 65,438+25 million yuan;
Tsingtao Brewery also announced on the same day that the board of directors of the company has approved Anheuser-Busch Company (AB Company) to increase its shareholding in Tsingtao Brewery from 9.9% to 27%, becoming the largest non-governmental shareholder of Tsingtao Brewery.
/kloc-in April, 2008, Heineken, a world-famous beer brand, signed a contract in Shanghai to acquire 40% of the shares of the "Super Beer Boss" richest company.
In the same period, Yanjing Beer also launched a new national development strategy: the company aims at the beer market in East China and South China, and plans to spend 300 million to 500 million yuan on acquisitions this year. It is expected that one or two projects will be implemented this year.
Multinational beer giants, such as Interbrugh, Newcastle, Heineken, Carlsberg and Asahi, are also involved in China beer industry in various forms.
"With the acceleration of foreign acquisitions, the competition in China beer market is changing. At first, there were more than 1 000 enterprises in the beer industry. After the merger, there are still more than 400 enterprises, and the number of beer enterprises will decrease in the future. And this kind of competition will eventually bring a higher level of contest. " Regarding the strong entry of foreign capital, Bi Guisuo, deputy general manager of Yanjing Beer Group, believes that "China's beer market is now the largest in the world, while most markets in Europe and America are saturated or even shrinking. China is obviously an ideal target for international capital. Domestic beer enterprises should not only compete with foreign capital, but also deal with the competition and integration in the domestic market. We still have a long way to go! "
Capital Integration: Scale ≠ Benefit
The wave of integration is higher and higher, but the problems also follow: how to achieve "1+ 1≥2" after the merger and integration, and how to position more than 300 breweries outside the first and second beer groups in the international market tide has undoubtedly become a new topic for many enterprises.
As early as the 1990s, foreign capital had been optimistic about the beer market in China, and more than 50 foreign beers poured in. At that time, most domestic large and medium-sized beer groups were controlled or acquired by foreign investors. After several years' running-in, it failed one after another because it didn't adapt to China's special national conditions and market environment.
After more than ten years' efforts, China Beer, represented by Tsingtao Beer, Yanjing Beer and Snowflake Beer, has certain ability to participate in international competition, but at present, there are still13 breweries in China that are not profitable. Jin Zhiguo, general manager of Tsingtao Brewery, who completed the expansion through low-cost acquisition, was deeply touched by this: "Compared with international beer enterprises, Tsingtao Brewery still has a big gap in assets, profitability, innovation ability and internationalization level.
Beer industry is an industry that realizes benefits by scale, but "scale ≠ benefits". Looking back a little, we can easily find that Tsingtao Brewery overemphasized the concept of low cost in the early acquisition process, which led to the emergence of a large number of "small sampan-style" beer enterprises with low current costs and high operating costs. The heavy historical burden has made Tsingtao Brewery unable to form a real fighting capacity so far. Tsingtao Brewery is also aware of this, so it actively explores international cooperation and introduces mature management concepts to make up for the shortcomings in the early stage.
On the other hand, Yanjing adopted the mode of "combining the strong with the strong" and achieved good results. Although the current cost is high, the later work is relatively easy to carry out. The difficulty of the "strong alliance" model lies in the fact that both sides are relatively strong and full of personality, and they are the hegemons of one side, and no one listens to anyone. This is one side of the problem. But it is precisely because everyone has such a personality that they can achieve something. For example, Liquan Beer acquired by Yanjing now has a total asset contribution rate of 46.7%, ranking first in the same industry in China, and the output per unit area and profits and taxes have all been promoted to the top five in the industry. The market, talent, mechanism, capital, technology and brand advantages of both sides have been well brought into play, and the scale effect has been fully demonstrated.
"Scale is meaningful to the beer industry, but now the scale effect of many big manufacturers has not been exerted, which is related to his integration ability or thinking. Many large companies are ostensibly a company and a big boss, but in fact they still manage their own piece and go their own way, and the scale effect has not been exerted. As a fast-moving consumer goods, the scale and layout of beer are indeed more important factors. It is a very important means or process to help us achieve market occupation and brand promotion, but this is only a process, not the ultimate goal. " Wang Qun, the owner of China Resources Snow Beer, who has rapidly grown into one of the three giants in the industry, is also deeply touched by how to solve the problem of "1+ 1≥2".
The carnival has begun
After industrial integration, beer enterprises have realized the value and significance of improving market competitiveness and establishing national brands in industrial integration. Among them, the integration of North-South market resources has become the focus of the strategy to enhance the market competitiveness of enterprises. Last year and this year, Qingdao, Yanjing and China Resources all invested or will set up factories in Guangdong. After China Resources Beer invested 680 million yuan to establish a production base with an annual output of 300,000 tons in Dongguan, Yanjing Beer set up a production line of 654.38 million tons in Foshan, and Tsingtao Beer has formed three production bases in Shenzhen, Foshan and Zhuhai in Guangdong.
In 2005, while actively implementing regional distribution, enterprises actively implemented their own differentiated product strategies to compete for high-end product markets. Although its market is small, its profit is high. In 2004, Yanjing Beer achieved a profit of 50% with high-end beer accounting for 20% of the total output. This shows the charm of high-end beer. At present, a group of foreign beer enterprises that made great moves in 2004 have announced that they will fully launch their own high-end brands to the market this year and next. In addition to shaping the brand image, they also hope to get a slice of the high-end beer market.
In addition, this year's South (Guangzhou) North (Beijing) market dynamics are also very worthy of attention. Last year and this year, Qingdao, Yanjing and China Resources invested and set up factories in Beijing and Guangdong to build strategic fortresses. Tsingtao Brewery entered the Beijing market in a big way this year, with high, medium and low-end products entering in an all-round way, and the confrontation between the north and the south has taken shape.
All parties spare no effort in brand building. In 2004, China Resources invited kotler, a world-class marketing guru, to make suggestions for its "Snowflake" brand, which showed the deepening of local beer brand awareness.
Just after the New Year in 2005, Yanjing participated in the selection of "Top Ten Athletes in the World", which set off a new round of sports marketing climax. ...
Look at internationalization rationally
China, the world's largest beer market, has undergone some mergers and acquisitions and development. Now Tsingtao Beer, Yanjing Beer and China Resources Beer Group are temporarily in the first echelon, followed by Zhu Beer, Heavy Beer, Harbin Beer and Venus.
However, AB, SAB, InterBlue and Heineken, the giants of the world beer industry, will they fall behind for a long time after the initial accumulation stage? How can China's beer enterprises compete with these world-class players? What will happen? What is the future fate of Yanjing and Jinxing, the only two local beer companies in the First and Second Corps that have not been manipulated by foreign capital?
"We must be clear: internationalization is only a process, not the final result!" On the issue of internationalization, Bi Guisuo, deputy general manager of Yanjing Beer Group, clearly stated: "The ultimate goal of Yanjing Beer's internationalization must be to develop China's national beer industry and build a world-class China beer brand."
Today, several major beer giants in the world have settled in China. Facing the new wave of international capital, are flowers or thorns in front of China beer industry? Is it a smooth road or a trap? Is it internationalization or internationalization? Where will China's beer industry go in the next few years? Who can win the wrestling between international beer giants and China beer? Can China beer brands break through successfully?