I suppose I should not care. My interest in good beer and industrial brewing simply don't align. Yet reading this stuff in the business section of the Globe and Mail just seems sad:
Mr. Scott says discounting has become a big factor in the Canadian beer market, and this is “a huge challenge for mainstream beers such as Molson Canadian to remain price competitive without devaluing the brand.” He said Mr. Perkins' central assignment is clear: “What is absolutely key is to protect and build the market share for their more profitable brands.” While Coors Light and Molson Canadian spin off significant profits because of the sheer volume of sales, the premium products such as Rickard's and Creemore are potentially even more profitable, Mr. Scott said. These are “relatively underdeveloped,” and face intense competition from imports and microbrewery products, he said.
Now this can be good news. Mr. Beaumont has made me recently want to hunt out a new Molsons Coors product, Creemore Springs Kellerbier. Yet the rest of the article seems to be only about market share, the label that's on the outside and how to trick the consumer rather than by making the best product. To a beer geek this should be a surprise? But could you sell a car or a loaf of bread or a computer by so openly describing a business model that is not about the quality of the product?
Or is that naive? Is big beer so separate from craft beer that how Molson Coors acts is irrelevant?