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Forward looking statements This presentation includes ‘forward-looking statements’ with respect to certain of <strong>SABMiller</strong> plc’s plans, current goals and expectations relating to its future financial condition, performance and results. These statements contain the words “anticipate”, “believe”, “intend”, “estimate”, “expect” and words of similar meaning. All statements other than statements of historical facts included in this presentation, including, without limitation, those regarding the Company’s financial position, business strategy, plans and objectives of management for future operations (including development plans and objectives relating to the Company’s products and services) are forward-looking statements. Such forward-looking statements involve known and unknown risks, uncertainties and other important factors that could cause the actual results, performance or achievements of the Company to be materially different from future results, performance or achievements expressed or implied by such forward-looking statements. Such forward-looking statements are based on numerous assumptions regarding the Company’s present and future business strategies and the environment in which the Company will operate in the future. These forward-looking statements speak only as at the date of this document. The Company expressly disclaims any obligation or undertaking to disseminate any updates or revisions to any forward-looking statements contained herein to reflect any change in the Company’s expectations with regard thereto or any change in events, conditions or circumstances on which any such statement is based. The past business and financial performance of <strong>SABMiller</strong> plc is not to be relied on as an indication of its future performance. All references to “EBITA” in this presentation refer to earnings before interest, tax, amortisation of intangible assets (excluding software) and exceptional items. Also includes the Group’s share of associates’ and joint ventures’ EBITA on the same basis. All references to “organic” mean as adjusted to exclude the impact of acquisitions and disposals, while all references to “constant currency” mean as adjusted to exclude the impact of movements in foreign currency exchange rates in the translation of our results. References to “underlying” mean in organic, constant currency.
Nick Fell Global Marketing Director SAB Miller Plc Chris Taylor Global Brands Director SAB Miller Plc Charlie Hiscocks Director for Integrated Activation SAB Miller Plc Randy Ransom Commercial SVP Latin America Andy England CMO MillerCoors Dave Carruthers Marketing Director Africa
Page 1: Marketing at SABMiller Plc Investor
Page 7 and 8: Beer has always been passionately l
Page 9 and 10: SABMiller’s advantaged position D
Page 11 and 12: A global discipline to dig deep loc
Page 13 and 14: ..with segmentation delivering acti
Page 15 and 16: Mainstream The Core of our Portfoli
Page 17 and 18: …leading to deep local insights i
Page 19 and 20: Mainstream brands as the foundation
Page 21 and 22: Differentiating mainstream brands
Page 23 and 24: Differentiating mainstream brands P
Page 25 and 26: MillerCoors has successfully used p
Page 27: Bringing taste to life for Miller L
Page 30 and 31: Global premium markets 2010 global
Page 32 and 33: Bespoke premium approach to every m
Page 34 and 35: Global brand iconography
Page 36 and 37: Case study Peroni Nastro Azzurro in
Page 38 and 39: Results Peroni Nastro Azzurro is on
Page 40 and 41: Regional leverage driving growth 23
Page 42 and 43: Local premium delivering to portfol
Page 44: 10th & Blake: Great Beers Blue Moon
Page 47 and 48: Expanding Categories
Page 49 and 50: Example: defining expansion opportu
Page 51 and 52: Capturing more consumers from other
Page 53:
Sizing the opportunity in Africa Ch
Page 58 and 59:
Driving growth by “halving” the
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‘You have got it the wrong way ro
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Cuts through • Stands out from th
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The extra cold feeling in every bot
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The innovative ‘Just Add Ice’ p
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VT Castle Lite - Vanilla Ice
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440ml Can Launch Driving trade-up a
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Page 79 and 80:
Castle Lite performance overview MA
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“Kozel rewards honest work” Dip
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Intrinsic communication Kozlovna
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PET Display visualisation
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MillerCoors: The Opportunity Key Ac
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MillerCoors: The Solution The Mille
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Sell Category Management MillerCoor
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Sell Category Management Space Asso
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Execute B.E.E.R The B.E.E.R. capabi
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MillerCoors case study: Kroger Insi
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MillerCoors case study: Buffalo Wil
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Retailer execution in Africa - keep
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Uganda outlets Before After
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Uganda outlets Before After
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Global and regional analytical tool
Page 113 and 114:
Revenue management in Africa Price
Page 115 and 116:
PRGM in Latin America Changing the
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Marketing Way Training Kit “PATRI
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Option A impact - decrease general
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Option C impact: new pack launch, b
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What we hope you heard today 1. Bei
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Marketing at SABMiller Plc Investor
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category - SABMiller

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