Christine Jakovcic

I had the distinct pleasure of sitting with Kantar BrandZ for an in-depth conversation about global brands through the lens of PepsiCo's iconic portfolio -- what makes a brand valuable, the role of brands, how to stay relevant, deploying distinctive assets in a consistent and connected way, how the best-of-the best do it and so much more. I believe brands have a bigger role to play than before and at PepsiCo we talk about Positive Brands. We want to inspire people to make better choices for them and the planet. We are developing programs that leverage the scale and power of our brand marketing to accelerate our sustainability journey and connect with consumers. And we recognized brands are only relevant to people to the degree that they connect to something meaningful in their lives; something bigger that connects to core human needs like community, security, control, connection, enjoyment, etc. When it comes to deploying distinctive assets, we have to be very humble as marketeers. Memory structures, distinctiveness, brand meaning is built over generations. As marketeers, we stand on the shoulders of the giants that went before us. I'm very humble to the generations of incredible marketeers who have built these brilliant brands. Thank you Kantar for recognizing PepsiCo in the BrandZ Top 100 Brands Global Report 2024. Check out the full conversation: https://lnkd.in/eE3mtGxZ #PepsiCoProud #BrandZ #Kantar

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PepsiCo today announced its Q2 2024 financial results. At a total company level it missed expectations for second-quarter revenue, as a series of price hikes and competition from private-label brands slowed sales of its snacks and sodas mainly in the United States, its largest market and consumers buying lower volumes. Analysts have said that product prices, which are starting to normalize after nearly two years of multiple hikes, are still higher than pre-pandemic levels, giving packaged-food companies such as PepsiCo little room to raise prices as volumes shrink, with price conscious consumers opting to either buy less or choose smaller pack sizes. PepsiCo raised average product prices by +5% for the quarter ended June 15, in line with the first quarter. However, overall organic volumes slipped -3% in the reported period, volumes subdued as consumers had become more value-conscious while spending. "Throughout we are seeing much more price sensitivity and consumers looking for more value across all income groups. Now that is something that we have to take into consideration," PepsiCo CEO Ramon Laguarta For the PepsiCo beverages portfolio, North America delivered +1 percent organic revenue growth in the second quarter of 2024, which compares to +10 percent organic revenue growth in the second quarter of 2023. Net revenue growth accelerated sequentially for Pepsi and Mountain Dew, as zero sugar variants and certain flavor extensions continued to perform well. Gatorade brand gain market share in the sports drinks category in the second quarter. Other brands such as Bubly and Propel delivered double-digit and mid-single-digit net revenue growth, respectively, in the second quarter. PepsiCo beverages business will continue to focus on driving profitable growth with focus on the following areas; • Scaling positive choice offerings such as the zero sugar variants that can now be found across the portfolio of key brands including Pepsi, Mountain Dew, Gatorade, Starry, Mug, Rockstar and most recently, Lipton Pure Leaf; • Extending sports nutrition and hydration solutions with Gatorade, Propel, Bubly and LifeWTR brands – which includes our continued initiatives to expand beyond the bottle at Gatorade and Propel with enhancers, tablets, and powders; • Advancing its presence within the highly profitable energy drink category through its existing brands and successful distribution partnership with Celsius. #pepsico #pepsi #beverages #energydrinks #zerosugar #sportsdrinks #soda #softdrinks #celsius Simon Redshaw Simon Bellchambers Richard Heapes Sheelagh Pentony Thomas Hahlin Ahlinder Erlon Pereira Carol Dunne Gwyneth Kelly Nicola Weldon Marc LEJEUNE Joshua Schall, MBA Jim Watson William Lynch Romel Doshi, MBA Sam Choucha Jean Noel Ortal David Deeley Brian Short Farrah Gilsenan

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For CPG brands, transparency with buyers is critical. You need to be transparent about what your capabilities are, as well as what they ARE NOT. Promising a buyer you can do something and then not delivering on that promise is the surest way to lose their trust forever. I was reminded of the importance of transparency by the latest of Ryan Holiday's books, titled, "Right Thing, Right Now." It's part of his Stoic Virtues series, and it focuses on the value of doing good in this world. One quote from the book on this topic really stood out to me: "How many marriages would survive our spouse looking at our phone? Or our boss seeing what's in our email? How many reputations would survive a lawsuit that made it to discovery? If we are inclined to hide it, we probably shouldn't do it. If we dread the publicity, maybe we are not living or doing right. " We should strive for the opposite. We want people to see what we are doing. We want to be the city on a hill. We should be the kind of person [or brand, in this case] who the more they hear about us, the more they respect and admire us." Can your company survive being an "open book" to your buyers and consumers? If not, perhaps it's time to take a look inward. #business #smallbusiness #cpg #retail #ethics #ecrmrangeme ECRM RangeMe

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#FMCG companies aim to divest their way to growth Divesture value has been exceeding acquisitions value for the world largest #CPG players since 2023, and it is likely to continue considering recent announcements (Unilever Ice Cream) & on-going rumors (Kraft Heinz & Oscar Mayer...) Few reasons for this: 1) Pressure is on to get back to mid-term guidance on top-line which is often hard in a post price increase context (>50% of the top 50 listed FMCG companies missed their topline guidance in Q4 2023) while recovering pre-COVID profitability (at end 2023 >70% failed to do so) 2) Divesture is often the fastest/ easiest way to improve organic growth & profitability footprint especially when companies have a large business with much lower growth, much lower profitability & that comes with limited di-synergies in case of carve-out 3) If leverage level for the top 50 FMCG companies is on average at an acceptable level (x2.7 at end 2023 vs. the generally accepted x3 level), some FMCG companies exceeds the threshold (AB InBev, Kraft Heinz, Nestlé, Mondelēz, General Mills, Danone, HEINEKEN, Asahi, CCEP...) 4) At a time top-line growth is becoming tougher, shares buy-backs are increasingly leveraged to drive EPS growth. So the proceeds of divesture can really help there especially for the companies with the most constrained B/S 5) Finally, high ROI M&A remain scarce because of the rarity of quality (mid-size, same categories than acquirer's, strong growth track record, complementary to acquirer's portfolio, scalable growth model that could benefit from GTM synergies) & well-priced assets PE funds & public markets (thru IPOs) will be most often the exit scenarios for those divestures. If large FMCG carve-out assets can sometimes deliver better results under (partial) private ownership (cf. Froneri), not all end up being a success. So caution prevails Exciting times ahead on divesture and M&A front in the FMCG industry in 2024 To read our full perspective: FMCG CEOs: M&A Q1 2024 In Review - A New Bottom & Four Reinforcing Trends 𝗟𝗶𝗻𝗸 𝘁𝗼 𝘁𝗵𝗲 𝗳𝘂𝗹𝗹 𝗽𝘂𝗯𝗹𝗶𝗰𝗮𝘁𝗶𝗼𝗻: https://lnkd.in/efD5RNWX 𝗧𝗼 𝗴𝗲𝘁 𝘁𝗵𝗲 𝗰𝗼𝗿𝗿𝗲𝘀𝗽𝗼𝗻𝗱𝗶𝗻𝗴 𝗱𝗲𝗰𝗸, 𝗽𝗹 𝗹𝗲𝗮𝘃𝗲 𝘆𝗼𝘂𝗿 𝗻𝗮𝗺𝗲 𝗶𝗻 𝗰𝗼𝗺𝗺𝗲𝗻𝘁 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀/ 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #strategy #mergersandacquisitions Frederic Fernandez & Associates

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The Power of a Coach 🧠 Tim Johns <> The CPG View #ecommerce #digital #omnichannel #strategy #cmo #cdo #ceo #cro #leadership #retailecommerceclub #cpg #privateequity #playtowin #pattern #thecpgview

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Yes! Every CPG supplier wants to hear that word when they meet with a retail buyer. But crushing a buyer meeting is not easy, and getting that yes requires a lot of work beforehand, flawless execution during the meeting, and lots of follow up work afterward. During my panel discussion at ECRM's Beauty Sessions in Tucson, I moderated a panel of two superstar suppliers that have gotten to YES many times over the past decade: Osman Mithavayani, Co-Founder of Okay Pure Naturals, and Jack Savdie, SVP of Global Beauty Care. Each of them are ECRM veterans (Osman has been to 75 Sessions ad Jack has been to 21), and has seen tremendous success as a result of their buyer meetngs. Both brands began as small family-owned businesses with a limited number of SKUs, and over the past decade and thousands of buyer meetings have grown into leading brands in their segments. During the discussion, Osman and Jack each share their best practices on preparing for, executing and following up from buyer meetings -- whether at ECRM Sessions or in the buyer's office -- and how to pile up those deals consistently. They share tips from their own experience as well as some pitfalls to avoid along the way. It's a long video, but totally worth it! #smallbusiness #cpg #founder #startup #ecrmrangeme

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I'll be at 👉 (https://lnkd.in/geS8v3aq) the NielsenIQ C360 conference in Phoenix - May 13-16 as The CPG Guys. Will you be there as a senior leader to discuss today's important #cpgindustry topics? 1.) Total store optimization in a post pandemic world? 2.) What does today's truly #omnichannel shopper journey look like? Have #retailmedia networks changed full funnel #omnichannelmarketing? 3.) Of course, all about #artificalintelligence 4.) #innovation - most large brands temporarily slowed it down over the pandemic - now its back to the mayhem. Shelf space is not unlimited - who wins, who loses and who doesn't belong on the shelf in the first place. Watch Liz Buchanan (NA, president), Jamie Clarke (NA retail), Andrew Criezis (President, #ecommerce) and so much more.

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Hey CPG Fam– If you know me, you know I love connecting and empowering members of this community. In that spirit, I will be regularly sharing resources and insights that other entrepreneurs have found valuable. My team and I have met with hundreds of CPG leaders to explore the benefits of equipment financing. This topic can be complex, and I've noticed many people share similar questions. Given that, I thought it would be helpful to use this forum to shed light on the ins and outs of equipment financing. I shot the video below during my weekly grocery shopping at Whole Foods Market. Walking through the aisles and seeing our clients' products on the shelves, knowing we played a part in getting them there, is always so rewarding! In this week's video, I discuss the two financing structures we offer (sale leaseback & drawdown funding) using WILDE CHIPS and Om Mushroom Superfood as examples. Check it out and let me know in the comments if you found it beneficial or if you have any other questions I can address. As always, feel free to reach out to me directly if you want to discuss your business needs one-on-one. Stay tuned for more! #CPGCommunity #ConsumerGoods #EquipmentFinancing101 #BusinessGrowth #FinanceSolutions  #IndustryInsights #WholeFoods #ClientSuccess  #FoodIndustry #RetailSuccess #FinanceTips

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For many of us in CPG – there is a reason we wake up every day and commit to the “impossible”. And so the question is asked: Is anything possible? There are many people who will doubt, call you crazy, say it is not possible or say they could never do “that”. For 15 years I have heard this about the pursuit of completing Ironman triathlons. But it cannot and will not stop the fire that burns inside. Last weekend I put my fitness to the test at Ironman Texas. It was 5 years ago that I last swam 2.4 miles, rode 112 and ran a full marathon, much less doing it all in one day. It was 11 years ago that I qualified for the Ironman World Championships. It was 15 years ago that I made a bet of beating 10 hours for a full Ironman. Last weekend it was a goal to qualify once again for the Ironman World Championships and finally crush that 10 hour race on a “fast” course. My fitness was dialed in and I felt confident the goals were attainable. But what a humbling experience it was! Whether it was the 20mph headwinds on the bike for 40 miles, the humidity sucking the energy right out of you or the worldclass competition – reality set in quickly once off my bike that goal 1 was unlikely and by mile 15 on the run, the 10-hour mark was out of reach. The race was executed perfectly – pacing, fuel, mindset – yet still goals were missed. And so it begins again, putting doubts aside, retooling, recommitting and finding the path to success. 3 months until Ironman Lake Placid and another opportunity to accomplish what some deem impossible. Whether it is personal or business, Ironman has it right – Anything IS possible! Back to accomplishing the impossible! Looking at you cleaning aisle…

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Unintended consequences. Coca-Cola Canada Bottling Limited first made a move to from black labels for Coke Zero to a more subtle red label and then added limited editions and extensions like Spiced and Cherry tht also have labels that are only subtly different from its core Coca Cola Original bottle. In this photo from 7-Eleven Canada there are seven types of Coke products supposed to be on the shelf including at least three Coke Zero facings. The staff had loaded the wrong bottles in the Coke Zero spot and none was visible or shoppqble to me on this visit. My preference was Coke Zero but the saw went to Pepsi Zero that was still distinguishable in its black label. Packaging integrations makes sense but the implications need to be taken right down to the point of sale. Is integration worth causing out-of-stocks at retail?

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Global beverage alcohol 🍷🍸🍺 market set for moderate recovery in 2025, while challenges persist in 2024 IWSR data shows that India, China and the US will be key value growth drivers, adding US$30bn in incremental value by 2028; brand owners will have to navigate an increasingly complex macroeconomic and regulatory landscape. Following declines in 2023 and continued challenges in 2024, global beverage alcohol is expected to begin its recovery in 2025, according to comprehensive new data and forecasts from IWSR, the global authority on beverage alcohol data and intelligence. For the first time in nearly 30 years, IWSR recorded a decline (-2% in 2023) in the volume of spirits sold in the key US market. Meanwhile, global total beverage alcohol (TBA) declined -1% by volume and rose +2% by value (US$, variable exchange rate) in 2023. Excluding national spirits such as baijiu and shochu, global volumes were down -1% and value increased by +3%. While some more positive signs are starting to emerge in 2024, the global TBA market remains subdued after several years of above-trend growth, with challenges expected to continue until 2025 as household spending rebalances after strong inflationary pressures of the past 2 years. TBA volumes are expected to edge up by only +0.4% this year. Growth opportunities 💡 ✨️ are in RTD formats, premix cocktails, premiumisation, zero alcohol and signs of a (slight) rebound for the beer 🍺 segment. For any alcohol beverages manufacturer or brandowner looking to create the next great tasting innovative 💡 alcohol or zero alcohol 🍸 beverage, please do get in touch the team at Kerry is here to help. #alcohol #beer #wine #spirts #rtd #zeroalcohol #taste Lars Jensen Paul Villis Carol Dunne Jean Noel Ortal Kristof König Jean-Philippe Delforge Linda Chatton David Deeley Brian Short Thomas Hahlin Ahlinder John Savage Sheelagh Pentony Virginia Traldi Nina Riggins Elizabeth Horvath Travis Ralph Chantal Drolet Marc LEJEUNE Farrah Gilsenan Michel Aubanel Gilles Halotel Bourcard Nesin Jim Watson Francois Sonneville Stephen Rannekleiv John Craven Bryan Roth

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Yesterday, Walmart announced killer Q1 results with same-store sales up 3.8%. I had to tilt my head up 7% to watch the stock price jump. Their CEO, Doug McMillon, clarified right off the bat that the growth is not driven by inflation-fueled price increases (unlike CPG companies) but through volume growth. In fact, prices were not only not up, but down 25% compared to traditional supermarkets (Evermore IRI), all while expanding the margins. How is it possible that while CPGs have managed to take 15 years of price increase in the last 3 years, Walmart can still lower prices AND increase margins simultaneously? Using the customer value driver framework, I dove into their earnings report. 1. Household penetration: They increased household penetration and traffic by adding new shoppers. Walmart is known for its tagline "save money, live better,” which appeals to lower-income shoppers. However, their investments in omnichannel commerce are evolving their value proposition to value + flexibility + convenience, attracting higher income customers (>$100,000 p.a.). 2. Shopping frequency: They boosted shopping frequency by investing in the paid loyalty program Walmart Plus, which grew double-digits as members engaged more frequently and spent more than other customers. 3. Shopper conversion rates: Through the levers of merchandising excellence below, they increased shopper conversion rates. a) Assortment: Thanks to their investments in the Walmart Marketplace, they increased their product assortment beyond physical constraints and company boundaries. b) Availability: Through superior inventory management practices, they increased availability and lowered markdowns. c) Prices: They lowered prices through cross-subsidization from their higher margin retail media business and by increasing their presence in private label brands (introducing Better Goods). d) Experience: Finally, through frictionless experience, they drove higher conversion. E.g., they quoted an example of how they launched a new service enabling customers to order from an extended assortment of nearly 40,000 tires on their marketplace and have them installed at one of their 2,300 Auto Care centers and stores in the U.S. 4. Basket size: While the average basket size remained flat, they are investing in Gen AI powered solution-oriented product search (e.g., search birthday planning, you will get suggestions like cake, candle, knife, lighter, etc.). I believe this should be an area attracting more investments in analytics. 5. Margin improvement: A third of their operating margin improvement (~$300M) came from newer revenue-earning services like loyalty (Plus), retail media advertising (Connect), and data products (Luminate). Also, eCommerce growth added 12.5% to incremental margins as it became more profitable. On which of the above parameters can Walmart do better? Chime in with your views

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CPG Is Constantly Changing - Except When It's Not (part 19 in a series) Why Are 75% of Your Trade Promotion $'s Going to Increasing Others' Profitability? Seems crazy, no? Isn't the role of trade promotion in CPG rather simple when you break it down? Isn't it to get consumers to look at your brand, try your brand and keep putting more of your brand in their shopping carts, their cars, their homes and eventually their stomachs. You're spending a lot of $ to do this to, right? Look at the last invoice you sent out and what you got back - most of that difference (deduction) is trade promotion. Now, look at the difference between your list price and your net price on the invoice going out. There might be a 15% difference on a lot of them. Now add the two together - probably well over 25%. What are you getting for this? No, in real results. By retailer. If you're like most, 15% of this 25% you are spending on trade is for OI's. Recognize 15% once a quarter is pretty much 15% on everything - analyze it. What are you getting for it? No, not in 'soft' benefits - this is business. In real extra cases. With details. I'd challenge any brand or broker to challenge this will real facts and feel very confident >90% cannot do this. Next, look at all the fees and other charges that are related to scans, MCB's, etc. It's significant. Probably over 5%. Well, just with that, we're at 75% of your trade promotion budget - that's close to 20% of your gross revenue - you could probably use this for other brand building activities, no? Maybe to get consumers to look at your brand, try your brand and keep putting more of your brand in their shopping carts, their cars, their homes and eventually their stomachs. Seems crazy, huh? Let's develop some objectives, a strategy and a process to address this - quickly and painlessly - before 2025 planning hits. We'd look forward to assisting. __________________________________________________________________________________ For more information visit us at www.schroedercpg.com, contact me at fred@schroedercpg.com or just send me a DM - why wait?

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Occasion based marketing for beverages is not a new phenominum. We just have to go back over the catalogue of historic Coca Cola ads to see how leveraging occasions has been used for decades to drive increased sales and margins for all members of the Coca Cola value chain.  “Refreshment on the Go”, “Stock Up for the holidays”, “makes food taste better”, “easy hospitality”, “Refreshing vacations” are just of few of Coca Cola’s occasion based propositions. It’s been the Coca Cola way for generations, and the basic principles from yesteryear, are still applied today. In fact, for the Coca Cola system, Occasions sit at the heart of their marketing DNA. They call it the OBPPC (Occasion, Brand, Pack, Price, Channel) process and it’s a critical element of their overall marketing. Coca Cola ensures that for each occasion, they clearly define the optimal brands to be sold, in the most appropriate packages, at the right prices, in the target channels to sell more products, at higher prices. They use occasions to pro-actively change the market dynamics in their favour by shifting the demand curve for beverages rather than simply moving along it to where the market takes them. DM me to learn more about how you can use Growth Scope to unlock your liquor market growth agenda by unlocking consumption occasions.

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CPG Is Constantly Changing - Except When It's Not (part 19 in a series) Why Are 75% of Your Trade Promotion $'s Going to Increased Others' Profitability? Seems crazy, no? Isn't the role of trade promotion in CPG rather simple when you break it down? Isn't it to get consumers to look at your brand, try your brand and keep putting more of your brand in their shopping carts, their cars, their homes and eventually their stomachs. You're spending a lot of $ to do this to, right? Look at the last invoice you sent out and what you got back - most of that difference (deduction) is trade promotion. Now, look at the difference between your list price and your net price on the invoice going out. There might be a 15% difference on a lot of them. Now add the two together - probably well over 25%. What are you getting for this? No, in real results. By retailer. If you're like most, 15% of this 25% you are spending on trade is for OI's. Recognize 15% once a quarter is pretty much 15% on everything - analyze it. What are you getting for it? No, not in 'soft' benefits - this is business. In real extra cases. With details. I'd challenge any brand or broker to challenge this will real facts and feel very confident >90% cannot do this. Next, look at all the fees and other charges that are related to scans, MCB's, etc. It's significant. Probably over 5%. Well, just with that, we're at 75% of your trade promotion budget - that's close to 20% of your gross revenue - you could probably use this for other brand building activities, no? Maybe to get consumers to look at your brand, try your brand and keep putting more of your brand in their shopping carts, their cars, their homes and eventually their stomachs. Seems crazy, huh? Let's develop some objectives, a strategy and a process to address this - quickly and painlessly - before 2025 planning hits. We'd look forward to assisting. __________________________________________________________________________________ For more information visit us at www.schroedercpg.com, contact me at fred@schroedercpg.com or just send me a DM - why wait?

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CPG Is Constantly Changing - Except When It's Not (part 19 in a series) Why Are 75% of Your Trade Promotion $'s Going to Increased Others' Profitability? Seems crazy, no? Isn't the role of trade promotion in CPG rather simple when you break it down? Isn't it to get consumers to look at your brand, try your brand and keep putting more of your brand in their shopping carts, their cars, their homes and eventually their stomachs. You're spending a lot of $ to do this to, right? Look at the last invoice you sent out and what you got back - most of that difference (deduction) is trade promotion. Now, look at the difference between your list price and your net price on the invoice going out. There might be a 15% difference on a lot of them. Now add the two together - probably well over 25%. What are you getting for this? No, in real results. By retailer. If you're like most, 15% of this 25% you are spending on trade is for OI's. Recognize 15% once a quarter is pretty much 15% on everything - analyze it. What are you getting for it? No, not in 'soft' benefits - this is business. In real extra cases. With details. I'd challenge any brand or broker to challenge this will real facts and feel very confident >90% cannot do this. Next, look at all the fees and other charges that are related to scans, MCB's, etc. It's significant. Probably over 5%. Well, just with that, we're at 75% of your trade promotion budget - that's close to 20% of your gross revenue - you could probably use this for other brand building activities, no? Maybe to get consumers to look at your brand, try your brand and keep putting more of your brand in their shopping carts, their cars, their homes and eventually their stomachs. Seems crazy, huh? Let's develop some objectives, a strategy and a process to address this - quickly and painlessly - before 2025 planning hits. We'd look forward to assisting. __________________________________________________________________________________ For more information visit us at www.schroedercpg.com, contact me at fred@schroedercpg.com or just send me a DM - why wait? Schroeder & Associatesschroedercpg.com • 1 min read

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“LET THEM EAT CAKE” ... FRENCH QUEEN MARIE ANTOINETTE ADDRESSING THE PEASANTS. How stupid can a company CEO like Kellogg’s CEO Gary Pilnick get? The answer is … pretty stupid. Instead of commenting on CNBC and CNN that poor or cash-strapped families should eat cereal for dinner because it’s cheaper than a regular dinner, he should stick to his primary financial duties as CEO and leave consumer marketing and advertising in the hands of his CMO (Chief Marketing Officer) and advertising agencies. No parent is going to serve their kids Corn Flakes, Rice Krispies, Frosted Flakes, or Fruit Loops for dinner when they presumably just ate the same thing for breakfast that morning. Moreover, the nutritional value of most RTE breakfast cereals per se is next to ZERO. As an adult, I personally and occasionally eat a VERY BIG bowl of Kellogg’s Corn Flakes or General Mills' Cheerios for dinner because I really like them with whole milk, but that’s only when I want to eat a light meal at the end of a long, hard, and late day. Finally, as a CPG brand marketing expert, I’ll say … I can’t imagine a top-shelf company such as Kellogg ever running any significant consumer advertising with such a stupid and insulting message like this, i.e., “Let them eat cake”. 😎           https://lnkd.in/efcuZ8dg.  

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Ad Age rounded up the top summer 2024 beverage alcohol trends, one of which being around the continued interest in low- and no- alcohol beverages.   At EIGHT Brewing Co., we've been all about a lower alcohol offering that complements your life without compromise since day one. With only 4% ABV, our low carb, low cal light lager is the perfect option, not only for the summer but every season.   I'm curious to watch the wider trend as it plays out across both the alcohol and traditional beverage categories. As and since we launched, we've watched more players roll out lower alc. / lower calorie offerings across wine, beer and spirits in an effort to continue to meet ever-evolving drinkers where they are. It will be interesting to see if this is a lasting trend and shift in consumer preferences, a passing phase, or the growth of a niche consumer that was previously overlooked.   To read the full piece, click the link below: https://lnkd.in/gmp6SVra

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