|Bid||3,451.50 x 0|
|Ask||3,452.50 x 0|
|Day's Range||3,446.00 - 3,479.00|
|52 Week Range||2,513.00 - 3,538.00|
|Beta (3Y Monthly)||0.91|
|PE Ratio (TTM)||26.49|
|Earnings Date||Jul 24, 2019 - Jul 29, 2019|
|Forward Dividend & Yield||0.69 (1.99%)|
|1y Target Est||2,916.05|
Millennial and Gen Z drinkers reveal they are ditching beer for hard seltzers like White Claw, because beer "makes them fat," according to a new survey.
Scotland's Unite union said that 500 workers at Diageo's Cameron Bridge, Leven and Shieldhall sites have voted in support of industrial action, with strikes at the company's distilling and bottling plants now likely to begin in September and go on till November. Members of the union were balloted for strike action after a 2.8% pay raise offer by Diageo was rejected by the union last month. "Unite would urge Diageo to get back round the negotiating table with a new offer which fairly rewards its workers who have earned these massive profits for the company," Unite regional industrial officer Bob MacGregor said.
A European subsidiary of British beverage giant Diageo Plc signed a joint venture deal with state-run Cuba Ron SA on Monday to market Santiago de Cuba Rum, in defiance of U.S. efforts to dissuade investment in the Communist-run country. The new 50-50 venture, Ron Santiago SA, will have exclusive international rights to the premium brand, considered the best by local residents along with Havana Club, which is marketed by French firm Pernod Ricard under a similar arrangement signed in the 1990s. The agreement comes at a time when the United States is ramping up sanctions on Cuba and trying to thwart foreign investment there.
(Bloomberg) -- Diageo Plc, the world’s largest distiller, has noticed that people are drinking less than they used to. To tap into the trend, the company behind bar staples such as Johnnie Walker Scotch whisky is increasing its stake in nonalcoholic distilled spirit brand Seedlip to majority ownership.Seedlip produces clear liquids with a similar mouth feel and complexity to high-end gin -- along with a comparable $35-a-bottle price. The brand was founded by teetotaler Ben Branson to address the challenge of what to drink when laying off the booze.Read this: These Mocktails Are No Shirley TemplesDiageo is keeping Branson onboard “to grow what we believe will be a global drinks giant of the future,” John Kennedy, who runs Diageo’s business in Europe, Turkey and India, said in a statement.The company is making the acquisition via its Distill Ventures arm, which invests in beverage startups, after buying a minority stake in 2016. Financial details were not disclosed.To contact the reporter on this story: Thomas Buckley in London at email@example.comTo contact the editors responsible for this story: Eric Pfanner at firstname.lastname@example.org, John LauermanFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.
The maker of Johnnie Walker whisky and Tanqueray gin bought a 20% stake in the maker of spice-based drinks in 2016 through its venture capital arm Distill Ventures. Diageo uses Distill Ventures to invest in small brands that tap into emerging consumer tastes and trends. Shares of Diageo, which did not disclose the terms of the transaction, were up 1%.
(Bloomberg) -- From yogurt to beer to the humble diaper, consumer companies are reaping the benefits of pushing premium products that command higher margins and give consumers a greater sense of reward.The strategy was on display this past week, among the busiest in the quarterly earnings calendar, with bellwethers from Nestle SA to Anheuser-Busch InBev NV to Starbucks Corp. releasing their numbers. The overarching theme: sales of higher-end products are outpacing their more utilitarian siblings, and companies are adjusting their portfolios accordingly to join in the rush toward what the industry calls premiumization.“The premiumization trend is very strong and the fastest growth is happening at the higher price points,” said Ivan Menezes, the chief executive officer of drinks giant Diageo Plc, which disposed of more than a dozen of its lower-priced labels like Seagram’s VO whiskey and Myers rum last year to focus on higher-end categories. “Our strategy is all about building our brands and portfolio around this trend of people drinking better, which is very broad based and sustained across geographies.”L’Oreal SA’s proposition that consumers should reach for the top shelf because they’re worth it has long set the tone of self-fulfillment through shopping. But only recently have companies across all industries embraced that mantra, realizing that younger, savvier clients demand more from a product than its immediate utilitarian purpose. Instead, environmentally sound items with a design edge and a product story that resonates with the buyer are moving into focus, and staid lines with little buzz are headed for disposal.Discounting CompetitionPart of the move is born out of pure necessity. Aside from consumer preference for more specialized products, the shift to e-commerce and the rise of discounters has made prices more transparent, making it harder to raise them. Supermarkets, particularly in battleground markets like the U.K. where Brexit is adding extra duress, have also become more aggressive in negotiating with manufacturers and competition has intensified.That pressure is largely absent at the higher end, especially in growth markets like China where consumption comes with an aspirational twist. Diageo’s most premium brands jumped almost 20% over the last year in Asia as Chinese consumers snapped up more deluxe spirits. Anheuser-Busch joined its peers to say premium is a critical component of its strategy amid surging growth at its high-end lines, which includes Stella Artois and Hoegaarden beers.Starbucks has also received a boost from higher prices, including in its two key markets: the U.S. and China. In the most recent quarter, same-stores sales jumped 7% in the U.S. coffee chain’s home market, fueled by an increase in the average amount customers paid.Companies are focusing on higher-end products at a time when economies in Europe are showing signs of sputtering, hoping that the lines’ more stable pricing power will insulate them from a probable downturn. In Germany -- Europe’s biggest economy -- the business outlook for companies tumbled to the lowest level in a decade as the Bundesbank said Europe’s largest economy shrank in the second quarter, adding to signs that the country may be inching toward a recession.‘Very Crowded’“When you look at the mass market, whatever category it is, it’s very crowded and it’s highly promotional and deflationary,” said Robert Waldschmidt, an analyst at Liberum. “It’s going to be difficult in a mass-market big-bucket category to get pricing that’s anything short of inflation matching.”And there’s no product too basic to escape the glare of premiumization. Kimberly-Clark Corp. has come up with Huggies Special Delivery, sold in a striking black box and aimed at millennial moms, in what it calls a "super-premium diaper" that’s softer, made with plant-based materials, and free of parabens and other harsh chemicals."The only way to make premiumization work is if you make products worth more and worth paying that premium for, and that’s what we’re trying to do," CEO Michael Hsu said on the company’s earnings call.The move upmarket means that some products in companies’ portfolios no longer make the cut. While there’s always a market for cheap, simple and basic products, being stuck between budget and premium is a place that consumer companies want to avoid, according Alan Jope, the CEO of Unilever. The company has sold its struggling spreads unit and added fast-growing businesses such as Pukka Herbs tea to its roster of brands to accelerate growth. Other moves include buying Sir Kensington’s, a brand of upmarket ketchup and other dressings, as well as premium ice-creams such the Grom and Talenti lines of gelato.Chinese Demand“In almost every country in the world, we see a bifurcation,” Jope said. “We see a growth at the value-end, and we see growth at the top end.”China, in particular, is a consumer market that’s responding well to the upmarket shift. While food giant Nestle SA noted a slowdown in the broader Chinese food and beverage market in China, premium products like infant nutrition performed well, the Swiss company said. Such lines now make up more than a fifth of total sales, a number that will continue to go rise, the company predicted.“The consumer population out there has very high expectations when it comes to quality, sustainability and taste,” said Nestle CEO Mark Schneider. “And at the same time, they’re also willing to pay for it. That side we feel very good about.”\--With assistance from Craig Giammona and Tiffany Kary.To contact the reporters on this story: Corinne Gretler in Zurich at email@example.com;Thomas Buckley in London at firstname.lastname@example.org;Ellen Milligan in London at email@example.comTo contact the editors responsible for this story: Eric Pfanner at firstname.lastname@example.org, Benedikt KammelFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.
Diageo reported pre-exceptional earnings per share of 130.8 pence, beating company supplied estimates of 128.8 pence, saying results were also helped by an improved price mix and cost controls. Diageo has been restructuring in recent years to improve performance and streamline its portfolio, while trying to bulk up on newer, hipper brands. The maker of Johnnie Walker scotch whisky, Smirnoff vodka and Guinness stout said operating profit rose 10% to 4 billion pounds ($5 billion) for the year ended June 30.
Talks over pay between Diageo Plc and two of its biggest Scottish unions fell apart on Wednesday, threatening the production of some the region's most popular whiskies. Members of Scotland's Unite and GMB unions, who make up more than half of Diageo's 3,500 Scottish workforce, will ballot workers for strike action after rejecting on Wednesday an offer to increase pay by 2.8%. Last week, the unions rejected a 2.5% pay raise.
(Bloomberg Opinion) -- Since the U.K. decided more than three years ago to leave the European Union, the nation's savviest investors have succeeded by putting their money where Brexit matters least.Uncertainty about the date of Britain’s departure (now pushed back to Oct. 31) and the terms of the divorce has meant purging the U.K. from their holdings or limiting them to investments traditionally impervious to man-made and natural disasters. Over 38 months, British sterling depreciated 16 percent, the worst shrinkage for any similar period in 8 years. The pound remains the poorest performer in the actively-traded foreign exchange market and inferior to the No. 3 euro.Europe's strongest major economy in the 21st century became a shadow of its former self, reversing two decades preceding the June 23, 2016 referendum when the U.K. outperformed the European Union in growth and investment. London's stock and bond markets similarly languished as laggards to world benchmarks, after beating them consistently in the 20 years prior to the decision to leave the EU, according to data compiled by Bloomberg.“If I give myself some credit, I would say that we acted reasonably fast liquidating U.K. shares” in 2016, said Ben Rogoff, whose Polar Capital Technology Trust PLC has been the most consistent winner out of the 212 British global funds with at least 1 billion pounds this year and during the past three years. His team's 114 percent total return (income plus appreciation) was 22 percentage points better than the Dow Jones World Technology Index, mostly because 68% of the fund is invested in the U.S., two-thirds of that in California companies, according to data compiled by Bloomberg. “It's all about the Internet and where do you get exposed to the Internet? The U.S. and China,” Rogoff said last month during an interview at Bloomberg in London.While Rogoff reduced his holdings of three California tech powers during the past year — Cupertino-based Apple Inc., Menlo Park-based Facebook and Santa Clara-based Advanced Micro Devices — he acquired more shares in Shenzhen-based Tencent Holdings Ltd., Hangzhou-based Alibaba Group Holding Ltd., South Korea's Samsung Electronics Co. and Tokyo-based Yahoo Japan Corp., according to data compiled by Bloomberg.The 46-year-old graduate of St. Catherine's College, Oxford, became the lead manager of the trust in 2006, “and at that time,” he said, “the U.K. weighting might have been 5% to 10%, so if you had already been backing away to the door, it's a lot easier to escape than if you built a career around being an expert in U.K. equities.” Since the Brexit referendum, he said, “There's just been a complete buyers' strike of U.K. equities.”Proof of such disdain comes with the crisis this year at the LF Woodford Equity Income Fund, Britain's most-prized investment when it was launched by star money manager Neil Woodford in 2014. The celebrated stock picker became even more prominent with his contrarian bullish stance on Brexit. The fund plummeted 31% during the past two years by holding a combination of large and small U.K. companies and has frozen redemptions indefinitely.“It's symptomatic of a broader problem,” Bank of England Governor Mark Carney told reporters earlier this month. “Our sense is that the financial-stability risks are increasing.”One U.K. investor who’s successfully resisted the trend away from domestic stocks is Nick Train, who manages Finsbury Growth & Income Trust. It returned 61% the past three years — more than twice the FTSE All-Share Index benchmark — as the most consistent one- and three-year performer among the 129 U.K.-based funds investing mostly in domestic stocks or bonds, according to data compiled by Bloomberg. Unlike Woodford, who doubled down on the British economy writ large, Train, a 60-year-old graduate of Queen’s College, Oxford, dramatically increased his holdings in consumer staples. These are the companies that make such essentials as food, beverages and household goods and can resist business cycles because their products always are in demand.Train, who declined to be interviewed, increased the consumer staples weighting relative to the benchmark to 27% from 23% in 2015 and he enhanced his holdings of Deerfield, Illinois-based Mondelez International Inc., which manufactures and markets packaged food products, and London-based Diageo PLC, the world's largest producer of spirits and beer, according to data compiled by Bloomberg.That's likely to be a safe bet as no one is counting on the British economy rebounding significantly from near the bottom of the EU while the uncertainty created by Brexit persists. “If you take a long view, then this may well be a great time to be investing in U.K. equity,” said Rogoff. “Thankfully, I don't have to make that binary call because there are very few U.K. companies I'm frankly interested in.”(Corrects location of Tencent Holdings headquarters in fifth paragraph of article published July 16.)\--With assistance from Shin Pei, Richard Dunsford-White, Kateryna Hrynchak and Suzy Waite.To contact the author of this story: Matthew A. Winkler at email@example.comTo contact the editor responsible for this story: Jonathan Landman at firstname.lastname@example.orgThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Matthew A. Winkler is a Bloomberg Opinion columnist. He is the editor-in-chief emeritus of Bloomberg News.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.
(Bloomberg) -- The advertising industry’s annual gathering on the French Riviera has become a recurring cycle of contrition from technology giants and admonishment from the Mad Men. In 2017, it was YouTube apologizing for ads appearing next to jihadist terror videos. In 2018 came Facebook Inc.’s mea culpa for a data privacy scandal. This year, Facebook regretted live-streaming a mass shooting in New Zealand and YouTube battles the spread of hate speech.All the while, the marketing money continues to flow. Facebook and Google’s advertising sales grew 38% and 22%, respectively, in 2018, and both dominated the beach front in Cannes again this year with showy largess. Google served up grape smoothies, gingerbread ice cream and live tunes from synth-pop duo Pet Shop Boys and electro outfit Justice. Facebook held panels with Grammy-winning singer-songwriter John Legend and style icon Jenna Lyons, while Chief Operating Officer Sheryl Sandberg hosted some of the biggest advertisers by the shore.But the recurring scandals hitting the tech giants have created a dilemma for chief marketing officers. Do they take a principled stand and move their ad dollars elsewhere, sticking to more traditional media like TV and newspapers but missing out on the global reach and hyper-specific targeting of consumers that the platforms afford? Or do they accept the risk of being drawn into future hate speech and toxic content controversies, if it means they can keep growing sales? The consensus in Cannes this year from advertisers: let’s ride it out.“Every once in a while there’s going to be a screw-up and unfortunately the screw-ups are pretty big,’’ said Michael Roth, chairman and chief executive officer of the Interpublic Group of Cos., the world’s fourth-largest advertising company by revenue. “The thing is, it still works.”Unlike the past, when adverts were confined to spaces curated by professionals, such as TV commercial breaks, radio programs or billboards, chief marketing officers are opting to get comfortable with the daily risks of placing their products alongside non-vetted, user-generated content.In Cannes, Facebook and Google both stressed their latest efforts to keep their platforms safe, from investing in machine learning that spots offending material before it’s uploaded to hiring more humans to oversee posts. But each conceded they’ll never keep all the objectionable material at bay. Sandberg said Facebook had a ‘Herculean’ task on its hands and that generally, all technologies can be used for both bad and good.“Bad actors are smart and find ways to circumvent our policies and brush right against where the new line has been drawn,’’ said Cecile Frot-Coutaz, YouTube’s head of Europe, Middle East and Africa. “It’s that delicate balance of keeping the openness but protecting our users and advertisers.”YouTube’s latest controversy is how it keeps its service safe for children, after predators were found to be leaving pedophile comments on videos featuring kids. YouTube has previously come under fire for allowing fake or misleading content to flourish on its platform, and not removing videos with homophobic and racist remarks.Pressure isn’t just building from marketers, but also from other platforms touting their wares in Cannes to lure spending. Amazon.com Inc. hosted meetings in a top-floor suite at the five-star Carlton hotel with spectacular views over the Mediterranean, showing brands how they can advertise in Amazon search results and grow sales through its Alexa smart speaker. Snap Inc. entertained guests in a contemporary art museum, handing out rainbow-colored flip-flops. Music streamer Spotify Technology SA and Walt Disney Co.’s Hulu brought in Grammy-nominee Ciara for a VIP party at a hillside villa.Advertisers’ latest initiative to tackle the issue of safety online is a so-called ‘Global Alliance for Responsible Media’ that includes brands, ad agencies and platforms. Yet pushed at the partnership’s launch on specific measures they’d like to see, marketers from consumer-goods giant Unilever, confectionery manufacturer Mars Inc. and drinks-maker Diageo Plc weren’t forthcoming.Yannick Bollore, CEO of ad giant Havas, called it “unthinkable” not to advertise on social platforms, because that’s where consumers spend most of their time.“But we need to guarantee to our clients that we can find a positive environment,” he said in an interview in Cannes.His counterpart at WPP, Mark Read, went furthest in publicly suggesting changes that might be needed, mooting moderation of content in certain categories or limiting what can be posted from new accounts.“We need to think about the design of the platforms,” Read said, whose London-based advertising group spends billions of dollars of client money with Facebook and Google. “Clearly they haven’t done enough.”Marketers are making investment decisions at a time when the average tenure of a chief marketing officer, or CMO, is a mere 43 months, or less than half of that of a CEO, according to research by headhunters Spencer Stuart. Their short shelf-life shows the scrutiny they’re under from their boards, said Michael Kassan, founder of MediaLink, which advises the world’s most influential marketers and media companies.“The easiest way to talk is with your cheque book,” Kassan said. “But the pressure on a CMO to deliver results is intense.”And even if marketers wanted to force change through financial pressure, it’s not clear it would work. The tech giants have built a base of millions of small- and medium-sized businesses that advertise using their tools, which limits the leverage of any particular brand, said Pedro Earp, chief marketing officer of beer-maker Anheuser-Busch InBev NV.“Some of these issues are complicated and aren’t solvable like that,” Earp said, who sits on Facebook’s client council which consults on how to improve the platform for advertisers. “It’s been a constructive dialog.”But so long as Facebook and Google continue to offer marketers an unparalleled ability to reach consumers and ease of use, they’ll keep dominating the industry, said Wenda Harris Millard, vice president at MediaLink and based in London.“For advertisers it’s kind of like, ‘Do I press the F button or the G button?”’ she said. “It’s hard to stop all this.”To contact the reporters on this story: Joe Mayes in London at email@example.com;Angelina Rascouet in Paris at firstname.lastname@example.orgTo contact the editors responsible for this story: Rebecca Penty at email@example.com, Benedikt KammelFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.
Today, we'll introduce the concept of the P/E ratio for those who are learning about investing. To keep it practical...
London's FTSE 100 shed losses to bag gains as investors flocked to defensive stocks after an exchange of trade threats between the U.S. and China stoked fears of a slide into recession, while a profit warning sent builder Kier to its lowest in two decades. The main FTSE 100 index ended 0.3% higher, after earlier hitting its lowest level since March 8, while the midcap index lost 0.5%.
London's FTSE 100 fell almost 1% on Friday after U.S. President Donald Trump's threat of tariffs on Mexico and disappointing manufacturing data from China stoked global downturn fears. The main index hit a more than two-and-a-half month low, while the mid-cap FTSE 250 fell 0.7%, with both recording their first monthly falls this year. Data on Friday showed China's factory activity shrank more than expected in May, another of the economic ramifications of the Sino-U.S. trade dispute.
London's top share index rose on Thursday as the pound slipped on concerns that outgoing Prime Minister Theresa May's successor might push for a hard Brexit, helping more internationally focused stocks gain. The FTSE 100, whose components earn a large chunk of their revenue from outside the UK, rose 0.5%.