Mission and Strategy

Winning with Consumers via our Winning Brand Portfolio

Consumers come first at Anheuser-Busch InBev. Our promise is to create enduring bonds with consumers so that they enjoy our brands time and again. One way we will realize this is through our superior brand porfolio. Out of nearly 300 brands, we are prioritizing a small group of focus brands – the brands we believe will most effectively build deep connections with consumers.

Winning at the Point of Connection

This is the moment when consumers ultimately choose to purchase or consume our brands. By utilizing capabilities in sales, merchandising and distribution we will win over the consumer at the point of connection. This entails building sales and merchandising capabilities, achieving preferred supplier partnerships with customers, and consistently building the equity of our brands.

World-class efficiency

World-class efficiency drives every part of our business, wherever we do business, and whatever the wider economic circumstances. We are focusing on a range of initiatives including our Voyager Plant Optimization program, which is bringing about a real step-change in brewery performance. It also entails raising the status of our procurement processes to maximize purchasing power, helping us gain the best results when we are purchasing a range of goods and services. We are also optimizing our network of breweries and sharing best practices, to leverage our learnings and drive continuous improvements.

Zero-Based Budgeting is a crucial element of World-class efficiency, and one of the tools which helps us prioritize and control costs. It has been implemented in all Zones and has reached a high level of maturity in most. The concept is simple; implementing it is much more difficult, but for Anheuser-Busch InBev employees, Zero-Based Budgeting has become a way of life.

Targeted external growth

The goal of targeted external growth is to strengthen our positions in developed markets, and continue to maximize opportunities in high-growth markets. Our recent acquisitions are very much in line with this strategy, for example, the acquisition of Fujian Sedrin in China and Lakeport in Canada.

Critical enablers

Enabled by Innovation

Underpinning these four pillars is innovation. We seek to combine technological know-how, with unparalleled market understanding, to develop a healthy innovation pipeline. A good example of our innovation delivering exciting choices for consumers is PerfectDraft®: a system which combines a high-quality appliance and consumer-preferred beer brands in light metal kegs, delivering the great taste and experience of draught beer in the comfort of one's own home.

Enabled by People/Culture

At Anheuser-Busch InBev, our people lead the way, representing our most important competitive advantage. Great people are behind everything we do, and we believe great people build great companies. Our culture is one of ownership, disciplined execution and focus on results. We believe our people will make better decisions if they think and act like owners, and our teams are focused on the basis of stretched but achievable targets. Our target setting and cascading system together with our compensation model are also built on the principles of ownership.

Enabled by Financial Discipline

Financial discipline underpins the SuperVoyager strategy, ensuring that we have the right metrics, with the right focus on tracking performance, whilst effectively managing the use of resources such as invested capital and capital structure.