The Best Beer Company in a Better World - Anheuser-Busch InBev

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14 | Annual Report 2008 The Brands that Define us The Brands that define us World-class marketing capability Our company is and always will be a sales-driven organization. However, in 2008, the first of many new steps were taken to ensure we become a truly consumer-centric company. As a relative newcomer to the world’s top five consumer product companies, Anheuser-Busch InBev needs to continue to build a truly world class marketing capability, to create sustainable shareholder value. We continuously search and reapply global best practices, both internally and externally. We adjust everything to our needs, quantify where possible to track clear progress, and implement globally with characteristic Anheuser-Busch InBev speed and discipline.
Fewer bigger bets We know focus works. This is why we have rigorously reinforced our focus brands strategy. Focus brands are those in which we invest most of our marketing money. Out of nearly 300 brands, and following a bottom-up exercise in all key countries, we are prioritizing a small group with greater growth potential within each relevant consumer segment. These focus brands, including our three global brands, key multi-country brands, and selected ‘local jewels’, account for two-thirds of our total volume. One way of marketing - globally In 2008 we created and successfully implemented one marketing language. We have given it a comprehensive definition, including metrics within our World Class Commercial Program (WCCP), shared by both the marketing and sales functions. For each country we translated our marketing ability into an objectively quantifiable component of our target setting and performance culture, allowing for cross-country comparison, best practice sharing, and targeted training and development. This integrated way of marketing has been shared from senior management through to brand management, aligning the entire company. As we integrate Anheuser-Busch and InBev, we will further upgrade this language and its tools, leveraging the best of both. Addressing global trends with global brands Our global brands have had a good year. Particularly in the more developed markets this achievement was the result of the focus placed on the brands that are able to address changing tastes globally. While our ‘local jewels’ remain the backbone of our company and capture local needs very well, there is a growing and very vibrant group of consumers who are behaving more and more like global citizens, with shared tastes and values. Innovation and renovation Strong brands, whether local or global ones, depend on a constant stream of innovation. Our pipelines for new variants, new packaging, and new equipment solutions are now well filled for the future. However, equally important for strong brands is the ability to renovate their core. The core variants need to stay relevant and vibrant to remain appealing to new generations of beer lovers. Systematically, we therefore measure marketing elements like packaging and labels. As necessary, and after solid testing, we carefully evolve them. Within the new ‘one way of marketing’ we have created one global way to manage our innovation and renovation pipeline. 2008 saw new brands and varieties creating a wave of success, with innovations such as Stella Artois 4% (U.K.), Stella Artois Légère (Canada), Quilmes Red (Argentina), Jupiler Tauro (Belgium), Chernigivske non-alcoholic (Ukraine) and Brahma Fresh (Brazil). By the end of 2008, in partnership with Philips, we have sold a total of about 600,000 ‘PerfectDraft’ dispensers, in five European countries, with mini-keg sales for home use reaching a record high. Renovation examples include Skol in Brazil, Jupiler in Belgium, and Stella Artois and Beck’s globally. Responsible Cool In our journey to achieve our dream of becoming the Best Beer Company in a Better World, we must do our utmost to encourage responsible drinking. In 2008, together with public and private partners from different backgrounds and geographies, we leveraged our leading brands to encourage the right consumption behavior; regular, but moderate and with a full understanding of the negative personal and social consequences of excessive drinking. As an industry leader, we need to convince young adults of legal drinking age that ‘Responsible Cool’ is the new cool. ‘Anheuser-Busch InBev’s unique brands are a testimony to our deep brewing heritage and global passion for beer. There is an old word that captures our passion for beer culture and friendship perfectly: Zythology. It is to beer what Oenology is to wine. What could the world look like with a bit more Zythology?’ Externally, we are seeing breakthroughs, particularly in the U.S. where Stella Artois is being showcased as a perfect accompaniment to haute cuisine at some of the most high profile gastronomic events in the country. Internally, 2008 saw the launch of the ‘I Love Anheuser-Busch InBev Beers’ program, inspiring employees to become true Zythologists, or beer connoisseurs; to appreciate the fine art of brewing, to gain a better understanding of the process as well as the ingredients, food pairing and the role of beer in gastronomy and culture at large, and to understand how to enjoy beer responsibly. Chief Marketing Officer
Page 1 and 2: Our dream is to become The Best Bee
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Page 21 and 22: Stella Artois Légère In 2008, we
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128 | Annual Report 2008 Corporate
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Contacts Registered office Anheuser
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