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市場調査レポート
食品・飲料市場におけるM&A動向：取引の詳細分析と日用消費財に及ぼす影響
M&A Trends in the Food and Drinks Market: In-depth deal analysis and its impact on the FMCG landscape
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Abstract
The global food and beverage industry in 2008 was worth around $5.7 trillion,
a value which is expected to rise to over $7 trillion by 2014. In Europe the
food and beverage industry is the one of the largest manufacturing sectors,
employing over 4m workers and accounting for around $1.4 trillion of total
manufacturing turnover in 2007, while in the US the industry is worth over $1
trillion and growing. Asia-Pacific has also been a success story, with its
active F&B sector providing a vital source of raw materials and low-cost
production, a lucrative arena for global expansion, and a fertile breeding
ground for new companies to challenge the market.
Table of Contents
Executive summary
- Introduction
- M&A trends 2003-2008
- F&B M&A strategies
- Case studies
- Future outlook
Chapter 1 - Introduction
- Scope of report
- Explanation of terms
- Continued challenges for food and drinks
- Economic trends
- Consumer trends
- M&A trends
- The recessionary impact on the retail sector
- Key economic factors
- The F&B industry remains resilient
- Future trends
- Challenges to growth
- Catalysts for recovery
Chapter 2 - M&A trends
- Geographical breakdown of acquiring companies
- Europe continues to dominate acquisitions
- Israel' s resilient economy contributes to overseas market penetration
- The US and China both perform well in 2008
- Geographical breakdown of target companies
- Deal values
- Total M&A values increased in 2008, but average value declined
- Market segments
- The beverage sector is performing better than food in 2008
- Soft drinks dominate the beverage sector while basic foods remain popular
Chapter 3 - F&B M&A strategies
- Strategic influences
- Consumer demands influence M&A strategy
- Innovation as a driver of strategic growth
- The beverage industry exemplifies an innovative approach to M&A
- Emerging countries provide an attractive alternative to stagnant domestic
markets
- Mega-mergers continue as the giants straddle the globe
- Acquisition deals by status
- Mergers are less popular than acquisitions
- Private equity may not suffer as much as expected
- Drivers of strategic activity
- Consolidation
- Strategic growth
- Efficiencies
- Diversification
- Investment/Profit
- Geographical expansion
Chapter 4 - Case studies
- Case Study 1: Kirin Holdings
- Financial overview
- Aggressive strategic expansion strengthens Asian position and accelerates
into Australia
- Moving into Australia through food and dairy acquisitions
- Battling for top spot in the beer market
- Consolidation in the home market
- Strategic goals
- Looking to the future
- Case Study 2: Kraft Foods
- Financial Overview
- Strategy to re-aline and grow through M&A initiatives
- Realignment of core business
- Bid for global dominance
- Looking to the future
- Case Study 3: Scottish & Newcastle/Carlsberg Heineken
- S&N M&A history
- Carlsberg/Heineken acquisition signals the end
- S&N UK
- Case Study 4: Premier Foods
- Financial overview
- Cautionary tale from a market leader crippled by debt
- Looking to the future
Chapter 5 - Future outlook
- Strategies for success
- Cost-containment
- Product innovation
- Price competitiveness
- Variety of product
- Supply chain integration
- Client segmentation and niche markets
- Case study: Danone
- Single-minded focus leads to strategic success
- Future trends
- M&A activity is set to increase
- Hostile takeovers may replace friendly consolidation
- As western markets saturate, growth lies overseas
Appendix
- Research methodology
- Index
List of Figures
- Figure 1.1: Commodity food and beverage index, 2004-2009
- Figure 2.2: Number of M&A deals, food and drinks, 2007-2009 (by deal date)
- Figure 2.3: Top regional locations of acquiring food and drinks companies,
by region, 2007 & 2008
- Figure 2.4: Top 10 locations of food and drinks acquiring companies by
country
- Figure 2.5: Top locations of target companies, by region, 2007 & 2008
- Figure 2.6: Top locations of food and drinks targets, by country, 2007-2008
- Figure 2.7: M&A trends by deal value ($m), 2007 & 2008
- Figure 2.8: Average deal value, ($m), 2007 & 2008
- Figure 2.9: Total value of the Top 10 deals by industry sector, ($), 2007
& 2008
- Figure 2.10: Distribution of beverage deals by market
- Figure 2.11: Distribution of food deals by market
- Figure 3.12: Acquisition deals by status, 2007 & 2008
- Figure 3.13: Key M&A drivers (number of deals), by type, 2007-2008
List of Tables
- Table 1.1: Largest Global Food & Beverage Companies (August 31st 2009)
- Table 2.2: Number of M&A deals, food and drinks, 2007-2008
- Table 2.3: Regional locations of acquiring companies, 2007-2008
- Table 2.4: Top 10 locations of food and drinks acquiring companies by
country, 2007-2008
- Table 2.5: Top locations of target companies by percentage, 2007-2008
- Table 2.6: Top 10 locations of food and drinks target companies, by
country, 2007 & 2008
- Table 3.7: Top 10 deals, ($m), 2008
- Table 3.8: Top 10 deals ($m), 2007
- Table 3.9: Acquisition deals by status (% share), 2007-2008
- Table 3.10: Deals by type, 2007-2008
- Table 3.11: Top Private Equity Deals ($m), 2007
- Table 3.12: Top Private Equity Deals($m), 2008
- Table 4.13: Kirin Holdings financial summary, (JPYm), 2007-2008
- Table 4.14: Kraft Foods financial summary, ($m), 2007-2008
- Table 4.15: Allocation of key S&N brands
- Table 4.16: Premier Foods financial summary, (£m), 2008
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