✓ Next year, Molson Coors is planning to leverage its broad portfolio of brands to strategically meet consumers at every price point
✓ The company is seeing share growth in the on-premise with new opportunities for its alc and non-alc brands
✓ With an increased focus on localized plans, the company plans to increase decision-making agility and move more resources closer to customers
NEW YORK – On stage earlier this week at the Beer Insights Seminar, Molson Coors President of U.S. Sales Brian Feiro spoke to how the company’s vision of returning to growth is “energizing” and laid out how his team will lay the foundation for that ambition in 2026.
Feiro expressed confidence in Molson Coors’ U.S. plans across its broad portfolio, shared more detail on the company’s continued strength in the on-premise, and – in line with perspective from new CEO Rahul Goyal – stressed the importance of investing strongly in local markets.
“New Energy”
Goyal is “bringing new energy” and is able to “move quickly because he knows the business,” Feiro said. He added that the company’s new CEO “wants to make sure that we’re resourcing the front end, that we’re prioritizing our resources closest to the customer.”
While the industry is facing headwinds, Feiro sees the Molson Coors U.S. portfolio as well-positioned to take a step forward in 2026.
“We did see some progression from Q2 to Q3 that we’re happy about,” he said.
And there’s plenty to build on in the U.S.
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Coors Light and Miller Lite: Coors Light and Miller Lite continue to hold the majority of share gains they captured in 2023.
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Coors Banquet: Coors Banquet continues to be a “rocket ship,” as one of the fastest growing brands in the top 15. Molson Coors also plans to increase support for the brand in 2026.
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Blue Moon: While the brand’s turnaround is still in progress, there are plenty of green shoots, including the performance of Blue Moon NA and Blue Moon Extra. Blue Moon Belgian White is also gaining traction in the on-premise, historically a key indicator of performance.
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Peroni: Peroni has grown at a double-digit clip since producing the beer domestically with plans to increase focus and investment in 2026. “We know when we invest in this brand, it grows,” Feiro said.
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Topo Chico Hard: Molson Coors sparked improvement for the Topo Chico Hard lineup during a tough year for flavor by bringing more strategic focus as well as innovation that connected with shoppers. This included Topo Chico Hard Margarita and MAX, Feiro pointed out. Molson Coors will be running that same playbook across its flavor portfolio in 2026.
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Fever-Tree: Fever-Tree has successfully transitioned to the distributor network and is on track for a successful 2025, with an eye toward significant acceleration in 2026. Feiro called out that Fever-Tree “has a ton of runway.”
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Miller High Life and Keystone Light: And in somewhat of a shift, in 2026 Molson Coors plans to selectively increase support for Miller High Life and Keystone Light. And in an environment where consumers are looking for more value, having brands at a range of price points and a variety of packaging options is critical. “Economy is important,” Feiro said.
Winning in the U.S. On-Premise
Feiro said that another reason for confidence is Molson Coors’ strength in the U.S. on-premise.
“The on-premise has been on a journey since COVID,” Feiro said.
And with strong programming and marketing support in the U.S., Molson Coors has been able to capitalize.
Molson Coors is on track to grow total portfolio share in the on-premise for the third straight year, with five of its brands taking share. The company also has the No. 2 and 3 brands in the on-premise, Miller Lite and Coors Light, both of which are growing share. Blue Moon also continues to see improvement in the on-premise.
“The on-premise is a leading indicator on off premise volume, so this gives us reason to believe,” he said.
Thanks to the Fever-Tree acquisition, Molson Coors has also doubled the number of on-premise chain accounts it supports, expanding its reach and creating new cross-selling opportunities for its alc brands.
Another proof point: Molson Coors was ranked the No. 1 supplier earlier this year in the latest CM Profit Group survey, which polls on-premise retailers.
Getting closer to the consumer
Along with a new CEO, Molson Coors plans to drive results by moving more resources closer to consumers and customers – a key lever for commercial success.
Looking ahead to 2026, the company plans to have strong commercial pressure in local markets.
And the way those plans will be built will be different, Feiro acknowledged.
He outlined that, in the U.S., marketing and sales will work collaboratively to build marketing plans based on specific market dynamics and portfolio priorities. On the flip side, local sales teams will have increased accountability for delivering results.
One example of this new approach: In 2026 in the U.S., Molson Coors plans to dedicate funds for teams to tap in order to support emerging opportunities and double down on initiatives that are taking off. This gives teams more flexibility to respond to market dynamics.
“That’s new,” Feiro said.
He adds these plans show how the company is moving with a sense of urgency, by focusing on how it can create value for its customers and consumers. And while these plans are just the beginning, the team is ready to dive in head first and take meaningful actions that set Molson Coors brands up for the next phase.
This article contains forward-looking statements within the meaning of the U.S. federal securities laws – please click here for the full Molson Coors’ forward-looking statement disclaimer.