Mission and Strategy

Winning with Consumers through Our Strong 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 strong brand portfolio. Out of well over 200 brands, we prioritize a small group of Focus Brands - the brands we believe will most effectively build deep connections with consumers.

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.

Winning at the Point of Connection

Our goal is to deliver volume growth in excess of market growth through brand strength, continued premiumization of our brand portfolio, and sales and marketing investment. We aim to grow revenue ahead of volume growth. We intend to further strengthen brand innovation in order to stay ahead of market trends and maintain consumer appeal.

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

We seek to continue to drive external growth opportunities through selected acquisitions, with the integration of Anheuser-Busch being the key focus in the medium term. Our management has repeatedly demonstrated its ability to successfully integrate acquisitions and drive revenue growth ahead of our competitors. External growth will remain a cornerstone of our strategic focus.

Critical Implementation Factors
of Our Strategy

We have identified certain key tools which we believe will enable us to implement our corporate strategy, including:

• An open innovation policy on all levels, aimed at revitalizing the beer category and increasing our market share.
• A strong company culture, investing in people and maintaining a strong target-related compensation structure.
• Best-in-class financial discipline spread throughout the whole organization.