This 2006 edition of the malt whisky report has been written by Dave Broom and provides malt whisky estimates by total volume for the major markets from 2000 to 2011. It examines the current state of play within the malt whisky category and discusses how distillers and brand owners are facing up to the next step-change in malt's evolution; from sector to category and from product to brand. The report looks at the dilemma faced by brands in the UK where supermarkets rather than brand owners have dictated marketing strategies.

The author spoke with over 20 leading industry executives in producing this report. The extracts of their interviews provide unique viewpoints on the state of the industry, including executive commentary.

Malt whisky has been the most robust sector within Scotch whisky for over a decade and although it still makes up a small percentage of overall Scotch volumes (a maximum of 10% volume overall) its share of voice is considerably higher. Neil Macdonald, malts marketing director at Chivas Bros: "The UK is undoubtedly competitive and we have to fight for space but I do think we have turned a corner and, although price promotion is inevitable, we are trying to wean consumers away from it. We have managed to move The Glenlivet pricing up and, since the breaking of the GBP20 barrier, the category appears to have moved up. Certainly, GBP22.99 is a better position to be in than GBP19.99."

Market coverage includes the major markets of France, US, UK, other markets including: Spain, Italy, Nordic Markets and Japan, and emerging markets: Taiwan, China and India.

Chapter one discusses the states of the markets in the United Kingdom, United States and France. It highlights where companies are cautious and what gives greater optimism. The top ten brands for each country are given as are total volume sales for 2000 - 2004. This chapter also includes other markets covering: Spain, Italy, Nordic Markets and Japan and emerging markets: Taiwan, China and India.

Malt is at a crossroads, the niche is becoming a category in its own right. The component parts are at a crossroads too, shifting from products to brands. Products exist but brands want consumers to love them; they need to seduce the consumer. The success or failure of each brand lies in the effectiveness of this seduction. There is a need, therefore, for differentiation. The days of malt simply being a well-crafted product have passed. If all malt is equally well made, then each brand needs to find its own way of attracting possible purchasers.

The second chapter highlights the concept of luxury and consumers. Luxury is a buzzword among marketing people these days and it makes commercial sense for a category such as malt to disassociate itself from being a value-for-money commodity and appeal, instead, to the growing numbers of luxury consumers. As brands have evolved, the balance between brand owner and consumer has shifted. But who are these malt drinkers? Can there be such a thing as a global malt brand? The industry is entering an interesting phase in its evolution.

There is little to suggest that malt will not continue to grow robustly globally. There is momentum behind the category, consumer awareness is increasing, there is a general trend to premium products and, most importantly, investment is being put behind the brands. All of these point to a category which will continue in rude health. Taking a number of statistical reviews into consideration, we estimate that malt will put on 6% growth per annum for the next five years. This level of growth, however, will not be seen across all markets.

Covering the market forecasts for France, US, UK, Italy, Spain, Taiwan, Japan and the rest of the world (which includes, Germany, Sweden). It also covers the emerging markets: Russia, China, India and Brazil. The chapter highlights which brands will grow as well as providing malt whisky total volume for the major markets (France, US, UK, Italy, Spain Taiwan, Germany, Japan and Sweden) from 2000 to 2011.

For more information visit http://www.researchandmarkets.com/reports/c37439

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