The 40pc leap in capacity at the Doom Bar brewery and the 2014/5 Cask Report

One of the items of news that may have shot by you recently is that Molson Coors is pumping enough money into the Cornish economy to boost capacity at Sharp’s brewery to a potential 350,000 barrels a year of Doom Bar ale, a 40% expansion. There is no guarantee it will be able to shift that amount of what is already the UK’s biggest-selling cask ale, of course. But if it did, that would mean Doom Bar had become a brand one tenth the size of Carling lager. That might not sound much, but blimey, there’s not been a cask ale brand with that kind of clout in the market for decades.

It would be fascinating to know what all those drinkers of more than a million pints of Doom Bar a week  think the beer actually is: do they believe they are drinking “craft beer”? Do they know it actually comes from one of the biggest brewers in the country?

It’s also an interesting question as to whether any other cask ale brand, even with the weight of Molson Coors behind it, could ever have contemplated looking at potential sales that recall the heyday of Draught Bass, even in an era when cask ale drinkers may be entitled to feel more optimistic than they have been able to be for almost two decades. Has Doom Bar’s popularity any connection with it coming from the village of Rock, described by the Daily Telegraph as “the Kensington of Cornwall”, populated during the summer by affluent teenagers staying at their friends’ multi-million-pound holiday homes, and surrounded by expensive Michelin-starred restaurants owned by big-name chefs? Plenty of Rock’s affluent young visitors will be drinking in the Mariners, the pub owned jointly by Sharp’s and the celebrity chef Nathan Outlaw, and Doom Bar is likely to be the tipple for many. Does that at all put a halo on the beer that helps it rise to sales levels effectively unheard of for a single cask beer brand?

Cruikshank's draymen

Draymen, by George Cruikshank. Note the chequers on the doorpost, an indicator of a public house.

Well, probably not, but it is certainly the case that you are indeed much more likely to find the young and affluent drinkers who flock to Rock to meet mates (and mate) drinking cask ale than you would have even ten years ago. As the latest Cask Report revealed, a third of all 18-34 year-olds have tried cask. And it’s not that they have tried it and walked away back to Carling or Peroni vowing “never again” – of all those who have ever tried real ale, 86% still drink it to some extent. Nor is it just young men trying out real ale. A third of all female alcohol drinkers have tried cask – and, again, 75% of women who have tried cask still drink it.

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What it means now it’s Miller Time at Meantime

Alastair Hook, left, and Nick Miller

The news that Meantime Brewing Company has appointed Nick Miller, former managing director at SAB Miller UK’s operating company, Miller Brands, as its new chief executive is the most significant event in the UK brewing industry this year.

(Incidentally, I love the iconography of the photo of Nick and Alastair Hook, Meantime’s founder and brewmaster: “We’re not suits, but we’re still serious working dudes who love beer …”)

Don’t, please, lazily assume this means SAB Miller will be acquiring Meantime, the way Molson Coors bought Sharp’s back in February. Meantime is a company with ambitions: it has already announced that it wants to increase production fourfold at its new brewery in Greenwich, south-east London from 25,000 hectolitres a year to 100,000hl in the next five years – that’s a little over 60,000 barrels a year, UK, for the non-metric, about as much as a medium-sized family brewer such as Hall and Woodhouse produces.

If you brew it, they won’t necessarily come, though: hence the appointment of Mr Miller. He is, as far as I can find out, the first real sales and marketing heavyweight ever to join a UK craft brewer. He had 20 years of experience in sales, strategic projects and marketing with Coors UK (formerly Bass), where he was director of sales, before he joined Miller Brands as sales director in 2005. His new employer boasted then that Miller had “a history of consistently delivering improved customer relations, sales and profit”, and he rose to be MD at Miller Brands in 2008.

He certainly seems to know how to sell beer, even in a recession. For example, Miller Brands saw UK sales of Peroni rise 29 per cent in the 12 months to the end of April, 2010. And if you think: “Peroni – pfff”, you’ll probably be surprised to learn that UK sales of the Italian lager are equal to more than 300,000 barrels a year, about as much as Fuller, Smith & Turner’s entire output. It’s the number one “world beer” brand in the UK on-trade and number two in the off-trade.

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