SAB acquisition of Grolsch underlines trend for internationalisation of authentic premium beers
- November 19, 2007
||conditional agreement for public cash offer, November 2007
||Koninklijke Grolsch NV (Holland), no.2 domestic beer brand with international profile
||SABMiller plc (South Africa), global no. 2 beer producer
||shareholders of Grolsch (listed on Amsterdam Stock Exchange)
||platform in distinctive premium brands with provenance and global potential
||high valuation (84% premium to traded share price)
||deal comes in midst of rumours that SAB will be âwhite knightâ bidder for Scottish & Newcastle
Grolsch is hardly a âmust haveâ acquisition for SABMiler, at this time. Itâs a one brand business, has only 15% market share in its domestic market, and is only no. 21 in the global ranking; it hasnât been growing in recent years and has quite a low EBITDA margin (< 20%). The valuation therefore, at x16 EBITDA, seems very high. On the other hand, this is part of an important pattern where the global beer groups are internationalizing premium beers with authentic national or regional origin. One can anticipate many more deals like this one in the future.
SAB has a strategy of making add-on acquisitions of national or regional brands, especially where, as in the case of Grolsch, a modern factory with spare capacity is part of the deal. Apparently distinctive west European brands are defining the premium segment in developing markets, with Beckâs being the classic example, so maybe Grolsch is indeed a platform for global growth for SAB, in that segment. It is undoubtedly a distinctive Dutch brand with a lot of provenance, which SAB doesnât yet have in its portfolio. There also seems to be a special opportunity in the South African market â SAB would dearly love to cease being a seller of cheap beer, at home.
But why is SAB paying so much? The traded share price of Grolsch was closer to x10 EBITDA, which surely reflected poor performance and expectations. Wouldnât it have been enough to offer a 40% premium, rather than 80% ? To be fair, SAB has a history of paying a very high price for brands, then looking back a few years later and saying they could have paid even more. Tyskie in Poland, that countryâs no.1 brand, is the classic example.
On the other hand, maybe a few âŹ 100 mln or so, in overpayment, is a small price to pay, for a giant like SAB, to really put a spanner in Carlsberg and Heinekenâs works vis-Ă -vis Scottish & Newcastle, where the valuation is closer to x14 EBITDA ? Graham Mackay is showing his anglophilism here.