- What City People Found Out
Harp Lager beer was once a household name in Nigeria, a pale, easy-drinking lager that carried the Guinness stable’s strength into the lager market. Launched globally by Guinness in 1960 and introduced in Nigeria in the 1970s, Harp rode decades of brewery expansion and was brewed at Guinness’s Ogba (Lagos) plant that was, for years, known locally as the Harp Brewery. At its peak, Harp was not just another drink; it was a brand that defined evenings in bars, filled crates in beer parlours, and stood proudly alongside Star, Gulder, and Guinness Stout.
Harp had a refreshing crispness that appealed to those who wanted a lighter option compared to stout, and it became the choice of many working-class Nigerians who found it affordable and satisfying. But over time, the bottles and crates that once filled local joints became rare, and eventually production was halted. The brand faded quietly, leaving behind nostalgia and questions about how such a popular product could vanish.
Internationally, the Harp brand dates to 1960 as Guinness’s response to rising appetite for continental lager, and its introduction into Nigeria in 1974 made it one of the earliest modern lager offerings by a foreign brewery in the country. Harp was positioned to compete head-on with Nigerian Breweries’ dominance and soon became an established Guinness-owned lager brand, widely sold across the country and often associated with the Ogba production line. At one point, Harp enjoyed aggressive marketing campaigns, sports sponsorships, and catchy adverts that tied the drink to enjoyment, relaxation, and camaraderie. In the 1980s and 1990s, Harp was the pride of Guinness Nigeria’s lager portfolio, competing strongly with Star Lager and Gulder.
However, a combination of market, strategic, and economic factors explains Harp’s disappearance from store fridges. Distributors and industry insiders pointed to falling Harp volumes, with double-digit declines reported before production stopped. The beer was no longer moving in sufficient quantities to justify brewing. By around 2019, Harp’s sales had dropped drastically, and the company quietly halted production. Guinness Nigeria said brand portfolio decisions are guided by a strategy to optimise value and invest in categories delivering better returns, such as Guinness stout, ready-to-drink beverages, bitters, and spirits. With sales underperforming, Harp became too costly to sustain in a competitive market where newer, cheaper brands were taking over.
The rise of rival brewers played a crucial role in Harp’s downfall. Nigerian Breweries and International Breweries, with the backing of Heineken and AB InBev, pursued aggressive marketing of regional champion brands such as Trophy, Hero, Goldberg, and Life. These beers were priced to fit the pockets of everyday Nigerians and marketed with strong cultural and regional appeal. For example, Hero became known as the “Oh Mpa” beer in the Southeast, Goldberg dominated the Southwest, and Life Lager spread across the East. Trophy, dubbed “Honourable,” captured much of the Southwest. With consumer purchasing power falling due to inflation and economic hardship, many Nigerians shifted to these affordable alternatives. “Customers now ask for Hero and Trophy more than Harp. Even when Harp was still in the market, its sales had dropped sharply,” said a distributor in Onitsha.
Retail workers and bar owners also noticed the trend. A bar owner in Surulere recalled, “Harp used to move fast in the evenings, especially with the older crowd, but by the late 2010s, people preferred Goldberg or Trophy because they were cheaper and everywhere. I had empty Harp crates sitting for months.” Another retailer added, “The company should have at least helped us with the crates; some of us lost money when Harp stopped.” The shift in consumer habits was not just about price; it was also about marketing. While Harp’s adverts became fewer and less visible, rivals invested heavily in music shows, regional festivals, and grassroots events. This made their beers more relatable to young Nigerians.
Marketers who once worked with Guinness admitted that Harp was not supported strongly in its final years. “It was a brand with history, but the numbers did not justify the cost anymore. Consumers had already shifted to cheaper lagers. Guinness stout was still strong, but Harp was fading, and the company had to focus its energy on what worked,” said one former marketer. Guinness Nigeria’s corporate relations team confirmed that the decision to discontinue Harp was strategic, framed as an effort to optimise value, redirect resources to growth areas, and maintain profitability in an increasingly tough Nigerian market.
The reactions among consumers were mixed. Older drinkers who grew up with Harp missed it dearly. “Harp had a taste you couldn’t get elsewhere,” said a middle-aged consumer in Enugu. “I still miss it when I go out for drinks.” Another consumer in Port Harcourt said, “When I see the Harp logo on old crates, it brings back memories. That beer was part of our youth.” However, younger Nigerians seemed indifferent, with many already accustomed to Hero, Trophy, and Goldberg. “As long as I get something cold and cheap, I don’t mind what brand it is,” said a 25-year-old in Lagos.
Industry data supports the shift. Nigerian Breweries, with its wide range of regional lagers, dominates the Nigerian beer market with a reported 60% share in recent years, while Guinness Nigeria’s share has been far smaller, often below 20%. The gap widened as Guinness focused on stout and spirits, leaving lager dominance to rivals. Hero Lager grew so strong that it became one of the best-selling beers in Eastern Nigeria, while Trophy reportedly overtook many national brands in the Southwest. Life Lager became a cultural identity for many in the East, and Goldberg tied itself strongly to Yoruba traditions. These brands filled the space Harp once occupied, making its absence less noticeable for many consumers.
The broader corporate picture also played a part. Global brewers like Diageo, which owned Guinness, reassessed their portfolios in Nigeria due to economic headwinds. In 2024, Diageo sold its controlling stake in Guinness Nigeria to Tolaram, reflecting a shift in strategy and financial pressures. These moves signaled that heritage brands like Harp, which no longer aligned with growth targets, would be dropped. Analysts point out that heritage beers often face extinction when they no longer resonate with younger generations or deliver returns.
Harp’s fade from Nigeria was not sudden or caused by scandal; it was the result of slow market erosion, changing consumer budgets, weak marketing support, and corporate strategy. For some, its disappearance is a small cultural loss, a reminder of how quickly market forces can erase beloved brands. For others, it was simply a commercial reality. “Times have changed,” said a bar manager in Ibadan. “People drink what they can afford and what they see on the shelves. Harp just didn’t keep up.”
If Harp is ever to return, it would require a new strategy, perhaps regional positioning, aggressive grassroots marketing, or a reformulation to match today’s tastes and price points. But for now, Harp remains a memory, a once-loved lager that faded quietly as other brands took its place in Nigeria’s ever-competitive beer market.
By Benprince Ezeh
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