We spoke with MSM Group VP of Beverage Janelle Koh about the evolution of Mongolia’s beverage sector, building long-term brand value, shaping new consumer experiences, and how adapting global expertise to local market realities is driving the next phase of growth for MSM Group’s beverage business.

You’ve recently taken on the Beverage VP role here in Mongolia, arriving from Singapore in April – what made this move and this market appealing to you?

It has always been a personal goal of mine to take on an overseas posting. I wanted the opportunity not just to work in another country, but to really immerse myself in the culture, understand the people, and experience how a market operates from within.

In my previous role, I covered Southeast Asia in a regional capacity. While that gave me exposure to many different markets, I was often flying in and out on business trips and working through distributors. You can learn a lot that way, but it is very different from actually living in the market, being close to the customers and consumers, and understanding the day-to-day opportunities and challenges.

That was what made the opportunity in Mongolia particularly exciting for me. Mongolia is still a developing and evolving market, especially within the beverage industry. There is a lot of room to grow, introduce new concepts and brands, and shape consumer trends rather than simply follow them.

For me, the opportunity to live here, build the business on the ground, and potentially be a trendsetter in the market was a very exciting challenge – and one that I really wanted to experience.

What is your mandate in this new role – what are you here to build or change?

My mandate is really to take the beverage business to its next stage of growth. We already have a strong portfolio of international brands, so my focus is on making sure we have the right strategy, structure and capabilities to unlock their full potential in Mongolia.

A big part of that is strengthening the fundamentals – having the right brands in the right channels, improving distribution and execution, building stronger partnerships with our customers and brand owners, and developing a team that is commercially driven and understands the market.

At the same time, I want us to be more proactive in shaping the market. Mongolia is still evolving, so there is an opportunity for us to introduce new drinking occasions, experiences and trends rather than simply follow what is already happening.

Ultimately, I would like to build a beverage business that is not only growing in sales, but is recognized as the leading beverage partner in Mongolia – for our consumers, customers and brand partners.

You’ve held roles at Moët Hennessy, Diageo, and DFI across wine, spirits, and beer. How does that combined experience inform your strategy for Mongolia?

My experience across Moët Hennessy, Diageo and DFI has given me the opportunity to look at the beverage industry from very different perspectives – from the brand owner side to the commercial and retail side, and across wine, spirits and beer.

Working with global brand owners taught me the importance of brand building, consumer understanding and protecting the long-term value of a brand. At DFI, I gained a much stronger understanding of the customer and retail perspective – how buyers think, what drives performance at store level, and ultimately what it takes to convert a great brand strategy into actual sales.

I think that combination is particularly valuable in Mongolia. We cannot simply take a strategy that works in Singapore or another developed market and apply it here. We need to understand the local consumer, the maturity of each category, affordability, the different sales channels and how drinking occasions are evolving.

So, my approach is to take the global standards and experience I have gained throughout my career but adapt them to what makes sense locally. For me, it is about building brands for the long term while staying very close to the realities of the Mongolian market.

Having worked both brand-side and retail-side, what’s your read on where Mongolia’s beverage market sits today compared to other markets you’ve worked in?

I would say Mongolia is at a very interesting stage of development. Compared with more mature markets I’ve worked in, like Singapore, there is still a lot of room for the beverage market here to evolve – whether that is in terms of category development, consumer knowledge, drinking occasions, or the overall retail and on-trade experience.

In mature markets, consumers already have a huge amount of choice and are constantly exposed to new brands and trends. In Mongolia, I see an opportunity to help shape those trends. Consumers are becoming more curious and sophisticated, and there is growing interest in international and premium brands, but there is still a lot we can do around education, experience and creating the right occasions for different categories.

What I also find interesting is that Mongolia doesn’t necessarily have to follow the same development path as other markets. We can look at global trends – whether it is premiumization, RTDs, cocktails or more occasion-led consumption – and decide what makes sense for the Mongolian consumer. Globally, RTDs and more occasion-driven consumption are becoming increasingly important, even as the broader alcohol industry faces pressure.

So I see Mongolia as a market that is still developing, but that is exactly what makes it exciting. There is an opportunity not only to grow brands, but to help develop categories and potentially set trends rather than simply follow them

What do you see as the biggest growth opportunity in Mongolia’s beverage sector right now?

I see the biggest opportunity in developing new categories and drinking occasions. Mongolia is still a relatively young and evolving beverage market, so there is significant room to introduce consumers to new brands, categories and ways of enjoying beverages.

Consumers here are increasingly exposed to international trends through travel and social media, and they are becoming more curious and willing to explore. For us, the opportunity is not just premiumisation, but also making our portfolio relevant across different occasions and price points.

I’m particularly excited about areas such as RTDs, wine and premium spirits, but I also think the bigger opportunity is in consumer education and experience. It is not enough to put a bottle on the shelf. We need to create the occasion around it – through tastings, cocktails, food pairing, events and stronger experiences in both retail and on-trade.

Ultimately, I think the companies that will win here are those that help develop the market rather than simply compete for existing consumption. That is where I see the biggest opportunity for us.

Are there particular categories, wine, premium spirits, craft beer, you believe are underserved or ready to take off here?

I think there are a few categories with significant potential, but wine is one that I find particularly interesting. Compared with more mature markets, wine knowledge and consumption occasions are still developing here. That creates an opportunity not just to sell more wine, but to educate consumers, helping them understand different varietals, regions, food pairings and occasions. We are already seeing more interest in wine and Champagne, particularly as the restaurant and lifestyle scene in Ulaanbaatar develops.

How do global trends like premiumization or low/no-alcohol drinks apply to the Mongolian market, and how soon do you expect to see them here?

Global trends definitely influence Mongolia, but I think the timing and the way they develop here will be different from more mature markets.

Premiumization is already happening. We are seeing consumers becoming more knowledgeable and selective about what they drink. They may drink less frequently, but for certain occasions they are willing to choose something better — whether that is a premium whisky, Champagne, wine or a more premium beer. For me, premiumization is not simply about selling a more expensive bottle; it is about creating the experience, education and occasion that gives consumers a reason to trade up.”

“Low- and no-alcohol is interesting because globally we are seeing a significant shift towards moderation, particularly among younger adult consumers. Non-alcoholic beverages are growing faster than traditional alcohol in many mature markets. In Mongolia, I think we are still at an earlier stage. There is already a market for non-alcoholic beer, but I don’t expect the broader low/no trend to develop at exactly the same pace as Singapore, Europe or other mature markets.

However, with younger consumers being more internationally connected and increasingly conscious about lifestyle and wellness, I believe it will come. Our role is to watch these global trends closely, understand when the Mongolian consumer is ready, and introduce them in a way that is relevant locally.

That is one of the advantages of being in a developing market — we can learn from what has happened elsewhere, but we don’t have to copy it. We can decide what makes sense for Mongolia and potentially help shape how that trend develops here.

What investments or initiatives can consumers and partners expect to see from you/your company in the near term?

In the near term, our focus is on bringing our brands closer to consumers through tastings, events, food pairings, cocktail experiences and new product introductions.

For our partners, we’re strengthening the fundamentals – distribution, visibility, in-store execution and closer collaboration to grow the categories together.

We’ll also continue exploring emerging opportunities such as RTDs and new beverage trends. Ultimately, it’s not just about bringing more products into Mongolia; it’s about building the market through our people, partners and consumer experiences for long-term growth.

How is MSM Beverage positioned to capitalize on the growth of Mongolia’s beverage market?

I think MSM is very well positioned because we already have the key fundamentals in place, a strong portfolio of international brands, an established distribution network, and strong relationships with our customers and partners.

Our advantage is also the breadth of our portfolio across different beverage categories, which allows us to respond as consumer preferences evolve.

For me, the next step is to build on these strengths, sharpen our execution, and combine global brand expertise with strong local market understanding. We don’t just want to participate in Mongolia’s beverage growth, we want to help shape and lead it.

And from a partner’s perspective — retailers, distributors, suppliers — what makes MSM the company work with, and what would you say differentiates it from others in the market?

I think what differentiates MSM is that we see ourselves as more than just a distributor, we want to be a long-term business partner.

We have strong infrastructure, market reach and experience, but more importantly, we invest in building brands and businesses together with our partners. Whether you are a retailer, supplier or brand owner, our focus is on understanding your objectives and finding ways to grow together.

Trust and execution are also very important to us. We want our partners to know that when we make a commitment, we follow through.

Ultimately, I want MSM to be known as the partner that understands Mongolia, delivers consistently, and builds brands for the long term.

As a newcomer to Mongolia, what has struck you most so far about the market, the culture, or Mongolian consumers?

What has struck me most is the contrast between strong tradition and how quickly the market is modernizing. Mongolians are very proud of their culture and heritage, but at the same time, especially in Ulaanbaatar, consumers are very connected to international trends and curious about new brands and experiences.

I’ve also been impressed by how warm and welcoming people have been. From a business perspective, relationships and trust are extremely important here, and that is something I really appreciate.

As a newcomer, I’m still learning every day, but that is also what makes being here so exciting. There is a strong local identity, but also a real openness to new ideas, and I think that creates a lot of opportunity for us.

What message would you like to share with Mongolian consumers, retailers, or industry partners as you begin this role?

My message would be that I’m very excited to be here, and I’m here to listen, learn and build together.

To our consumers, I hope we can continue bringing exciting brands, new experiences and more opportunities to discover and enjoy the world of beverages responsibly.

To our customers and partners, I want MSM to be a company that you can trust and grow with. I believe the best results come from strong, long-term partnerships, and I’m looking forward to working closely together to develop the market.

Mongolia has a lot of potential, and I’m genuinely excited to be part of its next stage of growth.