For decades, South Africa’s spirits industry has been dominated by global conglomerates, with local suppliers often playing a secondary role in a market shaped by multinational giants. But in 2024, Edward Snell & Co. upended that narrative, securing the top spot as South Africa’s leading spirits supplier in the Advantage “Voice of Retailers” Report. What does this mean for the liquor business, and more broadly, for the economic landscape of local brands facing off against global players?
Edward Snell’s rise isn’t just a business success story — it’s a reflection of how local companies can thrive in an era where supply chain volatility, shifting consumer preferences, and economic pressures demand more than just strong branding. It’s about adaptability, relationships, and strategic execution in a market where trust between suppliers and retailers often determines who wins and who fades into the background.
A playbook for thriving in a competitive market
Edward Snell didn’t just beat out competitors; it outperformed 20 of the biggest names in liquor supply. The annual survey, which compiles insights from 22 major retailers — including wholesalers and distributor groups — measures key metrics like execution, reputation, vision, and overall partnership quality. For a local brand to score highest in ‘Overall Performance’ speaks to something deeper than just good distribution; it signals a shift in the industry’s power dynamics.
“At Edward Snell, we believe in pursuing greatness for good — through focusing our efforts on leaving our industry, country, and world better than what we found it,” says Karin Krause Wessels, the company’s Managing Director. It’s a lofty ambition, but one that retailers seem to believe in. Retailers surveyed noted the company’s deep engagement, adaptability, and ability to navigate an industry fraught with challenges.
What retailers really value
The Advantage report isn’t just a ranking — it’s a reflection of what retailers value most in a supplier. In a sector where supply chain disruptions, regulatory hurdles, and consumer shifts can make or break a company, Edward Snell’s success signals a key lesson: execution matters. One national retailer shared, “Our supplier relationships are key to our success, and Edward Snell makes a genuine effort to understand our business and align with our needs.” Another independent retailer highlighted the company’s ability to balance consistency with market responsiveness: “They understand both the industry’s challenges and our specific business needs, making them a valuable partner.”
This is where the company’s advantage becomes clear. While many multinational brands operate with global strategies that don’t always translate to local markets, Edward Snell has focused on agility — offering the kind of strategic alignment that retailers need in an unpredictable economy.
The bigger picture: What this means for South Africa’s business landscape
Edward Snell’s success isn’t just about liquor. It represents a broader trend in South Africa’s business environment, where homegrown companies are proving that they can compete with and even outperform global brands. The liquor industry, like many others, has long been dominated by foreign investment and multinational supply chains. But with economic pressures mounting and consumer preferences shifting, local businesses that prioritise strategic partnerships and operational excellence are emerging as key players.
Edward Snell ranked third in the overall liquor category, which includes beer and wine suppliers—another sign that South Africa’s local industry is finding its footing against international competition. The company’s trajectory offers a case study in what it takes to win in a high-stakes market: not just strong branding, but deep engagement, consistency, and a willingness to adapt to retailer and consumer needs alike.
As South Africa’s spirits industry evolves, Edward Snell’s recognition as the top supplier is more than just an award — it’s proof that local brands, when built on strategic vision and trust, can set new standards in industries long controlled by global corporations. And if Edward Snell’s story is any indication, the next big disruptor may not be a foreign entity at all — it may already be here, waiting for its moment.