Kearney Says Beer Makers Face Pressure From Shifting Drinking Habits

Consumers are changing how they drink, buy and think about beverages, and that shift is putting new pressure on beer makers as alcohol becomes less of a default choice and more of an option. In a report released Tuesday, the consulting firm Kearney said economic strain, health concerns and changing social habits are pushing shoppers to trade down for routine purchases while still paying more for drinks that promise health, function or a better experience.

The report, called the 2026 Beverage Outlook, said those forces are reshaping demand across the global beverage market and are especially relevant for beer, where low- and no-alcohol products have been gaining ground. Kearney said moderation is no longer limited to younger consumers and is now spreading across age groups and drinking occasions. That trend could continue to pull share away from traditional beer portfolios built around regular alcohol consumption.

“The beverage consumer is no longer predictable,” Aman Husain, Kearney’s global lead for food and beverage, said in the report. He said shoppers are behaving differently depending on the moment, seeking value and efficiency in everyday purchases while paying a premium when health, function or experience matters. That split behavior, he said, is forcing companies to rethink product lines, pricing and how they reach customers.

Michael Ooms, Kearney’s Americas lead for food and beverage, said alcohol is increasingly becoming “a choice rather than a default.” He said that shift is opening space for new formats and competitors while putting pressure on legacy brands. For beer companies, that means more competition from nonalcoholic beers, flavored alternatives and other drinks aimed at consumers who want to cut back without giving up the social ritual of drinking.

Kearney said health-related expectations now run across nearly every beverage category. Lower sugar content, functional ingredients and clear nutrition labels are no longer seen as premium extras but as basic requirements. For beer producers, that raises the stakes for reformulation and product innovation at a time when consumers are also watching prices more closely.

The report also pointed to changes in where and how people buy drinks. Consumers are moving more fluidly among grocery stores, convenience shops, digital platforms, rapid delivery services and bars or restaurants. That channel flexibility is changing the economics of beverage sales and making distribution strategy more important. Beer brands that once relied heavily on one or two channels now have to compete across a wider set of retail settings.

Packaging has become another strategic issue, according to Kearney. The firm said value-oriented packs, smaller portions and sustainability-focused designs are playing a larger role in affordability and brand differentiation. For beer companies, that could mean more emphasis on smaller cans, mixed packs and packaging that signals both value and environmental responsibility.

Kearney said beverage leaders should build portfolios that can serve both budget-conscious shoppers and consumers willing to pay more for premium products. It also urged companies to make health and function part of their core offerings rather than treating them as side projects. For beer makers, the message was clear: the market is shifting toward moderation, flexibility and choice, and companies that do not adapt may find their traditional offerings under growing pressure.