A Good Idea at the Time
Friday, 1st October, 2004
- Richard Farmer
| Bruce Mathieson |
Selling Australian Leisure and Hospitality Group to add $330 million to the Foster’s Group’s last annual profit just might go down as one of those things that seemed like a good idea at the time which turned out to be a terrible mistake.
For a start there is the little matter of the ALH price since being floated off. The latest offer by the Bruandwo alliance of Woolworths and Bruce Mathieson has pushed the value of the company more than $400 million higher than Foster’s received for it earlier this year. Selling assets at a discount like that should at least make investors question the ability of management and directors. Allowing those assets to fall in to the hands of people who have the potential to substantially weaken the value of the remaining core Foster’s businesses of beer and wine production should really get investors worried.
The rationale of chief executive Trevor O’Hoy in quitting its hotel holdings was to redirect investment into building brands and in particular to provide the funds necessary to revive the ailing Beringer Blass wine division. This week in New York Mr O’Hoy was confidently telling the investment community that he would turn the company around. "Clearly, in recent years," he told the Merrill Lynch Australian Investment Conference, "Foster’s has not delivered the appropriate level of shareholder value and has not delivered on the potential provided by the Beringer Blass acquisition. I can assure you, that the new senior management team and the broader Foster’s organisation, have a commitment to utilising Foster’s capabilities, to deliver the Group financial metrics and in turn, stronger shareholder returns.
"In April when I commenced as CEO I inherited a great set of businesses with great brands. The challenge now, is to build one business with one culture, and one that is even better, and more sustainable, than the old business."
Goodness knows what "financial metrics" are but Mr O’Hoy does seem to recognise the difficulty that concentration of retail outlets in a few hands presents to his brand building strategy. Included in a list of factors critical to his company’s success was what he called "Market Access/Distribution Strength", which translated means getting your products into retail outlets. Mr O’Hoy commented thus:
"In terms of our customer base, retail divergence continues with fewer and fewer larger customers at one end and, more and more smaller, costly and difficult to service customers at the other end. The trend towards retail consolidation is one that has been evident for a number of years."
This change is a fact of commercial life.
The suppliers that will be successful in this new environment – and Foster’s intends to be one of them – will be those that:
•have products and brands that retailers need because their consumers demand them;
•work with retailers to assist them to build the profitability of the beverage sector of their business; and
•have the scale and brand strength to be relevant, to both large and smaller specialist retailers.”
If wine was the same kind of product as breakfast cereal, soap or soft drink, then his optimism about succeeding in an Australian environment where Woolworths and Coles are beginning to dominate the retail liquor industry would be easier to understand. After all, Kelloggs, Colgate Palmolive and Coca Cola manage to survive profitably in a grocery market that is even more concentrated than liquor. But wine is not the same kind of product as cereal, soap and soft drink. At the manufacturing end the big companies are not as dominant. At the retail end consumers show very little brand loyalty. Perhaps they are not as silly as marketing men believe. The big selling wines of Beringer Blass, Southcorp and Constellation/Hardy’s are largely produced at irrigation area wineries that they do not own. The success of Casella Wines with its Yellowtail brand in the United States shows that with the right distribution and the right price the major wine companies can be competed with.
Woolies and Coles are just as capable of buying wine from the original producers as are Blass, Southcorp and Hardy’s. When it comes to distribution, they have the outlets. And as for price they can win hands down. Mr O’Hoy told the Merrill Lynch Conference that he aimed to move wine trade margins back into the mid-20% range. The big retailers would find that margin very handy to distribute between themselves in higher profits and their customers in lower prices.
That Woolworths are intending to do something like that is suggested by the value they have put on the pubs of ALH compared with what the Foster’s Group valued them at when it sold them off.
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