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This week in 1999, INSIGHTS wondered what happened to distribs being "independent businessmen" after reading extraordinary news release from UDV North America (distiller that also owned Guinness). UDV blasted its wine and spirits distribs as co announced it was raising price to distribs to fund a mktg program "in an effort to alleviate an expected decline in wine and spirits consumption stemming from recent price increases imposed by Illinois wine and spirits distributors." Went so far as to say price hike shouldn't affect consumers, that in fact there's "no reason" increase should be passed on. This week in 2002, prexy August Busch IV placed more of his personal stamp on organization as co announced several personnel changes. "We will consolidate within the sales department under the leadership of Mike Owens," August wrote distribs, "to help in our efforts to innovate and evolve to a 'seamless selling' organization." Under reorg, branches and retail mktg would report to sales veep Mike. And as Mike consolidated power, a bunch more changes: 3 of 9 region veeps were changed, a new veep position was created to oversee 9 regions that also reported to Mike, a new veep position "responsible for coordinating and managing our Retail Shelf Management efforts" and more. "Key initiatives," according to memo: "more consistency"; "address space&hellip;#1 retail opportunity"; "improve key account selling efforts," etc. This flurry of changes became public when August IV sent out brief message announcing departure of well-regarded veep Mike Brooks (former sales veep who most recently ran branches).This week in 2003, INSIGHTS reported that consultant Mark Rodman, never known for understatement, pushed further than ever in speech to Missouri distribs. He declared: "Without strong medicine&hellip; the mandatory 3-tier system as we know it today is dead." In Mark's vision "global drinks giants" and "power retailers" were advancing their plans to devise a "uniform" and "borderless" system that allow them "to structure their distribution at their will." Distribs, insofar as they continue to exist at all, would have less independence and make less money. "Is he alarmist, ahead of the curve, or both?" wondered INSIGHTS.This week in 2004, Costco used a new book by economics prof Douglas Whitman titled "Strange Brew" as its latest weapon to hammer 3-tier system. Whitman didn't like the middle tier much and was especially harsh against franchise laws that protected distribs. He concluded: "The existence of monopoly protection laws represents the victory of special interest legislation. Consumers of alcohol do not benefit, and the benefits to the general public are questionable at best. The only clear beneficiaries are the alcohol wholesalers." Costco quoted book at beginning of its legal response to Washington regulators and distrib assn motions to dismiss Costco case to circumvent the middle tier in fed ct. Predictably, Costco blasted their legal arguments, asked judge to keep case alive. "Strange Brew" was published by think tank Independent Institute. Of course, Costco's lawsuit was unsuccessful.This week in 2005, INSIGHTS reported on efforts by Diageo and AB to pump up the RTD category, while AdAge made it clear it wasn't a fan of the category. "I don't think we'll ever be able to replicate the success of Smirnoff Ice," Diageo finance director Nick Rose told Reuters as it reported "a range" of new ready-to-drink products slated to appear in US over next 6-9 mos. "However, we believe we can get the RTD category moving again in the US," he added. Meanwhile, AB's "unprecedented new product binge with sweet fruit flavored alcoholic beverages" was subject of skeptical AdAge piece. "Fruity drinks practically invite criticism from watchdog groups," mag wrote, adding "most" new products "fail." Mentioned 3 Blueberry offerings (a beer, an FMB and a still drink made with grain), Peels (alcoholic fruit juice), Spykes (12% alcohol shooters) as well as more well-publicized Tilt, Natty Up.This week in 2006, Heineken USA execs were happy with direction of biz. It may be "a bit early to cry victory" with Heineken Premium Light out just 6 mos, Heineken ceo Jean-Francois van Boxmeer said as he shared that HPL was 50% ahead of plan. Not only had Heineken raised goal from 4.7 mil cases to over 7 mil cases for HPL that year, but bigger-than-expected volume pop helped reduce EBIT hit in US by 28%, from $32 mil to $23 mil. That wasn't all. Sales-to-retailers for HUSA's Dutch brands in US were up 15% in 1st half, with Heineken up 8% (it gained in all regions, including Northeast). FEMSA brands were up 17%, including 27% jump for Dos Equis. Only soft spot: Amstel Light was down 6%. Worldwide, Heineken's volume and rev growth was up 6-7% organically, almost double that including acquisitions.This week in 2015, MillerCoors announced a tough decision made by new ceo Gavin Hattersley. "Today we made the difficult decision to close our brewery in Eden, NC," said chief integrated supply chain officer Fernando Palacios. MC aimed to "optimize our brewery footprint and streamline operations for greater efficiency" across remaining breweries, he added. MC had lost almost 10 mil bbs since JV formed and "continued volume declines are expected each of the next few years." Volume decline had resulted in MC breweries operating at an "increasingly inefficient capacity." There's "significant overlap in distribution between Eden and the Shenandoah, VA brewery," Fernando pointed out, which is just 200 miles away. Eden volume, 7.1 mil bbs in 2014, would be "transitioned" to Shenandoah VA, Trenton OH, Ft Worth TX, Albany GA, and Milwaukee plants.

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