InBev. Morgan Stanley conference November 2006

Transcription

1 InBev Morgan Stanley conference November

2 InBev a True Global Company Healthy balance of emerging and developed markets Leading presence in the fastest-growing markets Number one or two position in more than 20 key markets more than any other brewer The opportunity for synergies driven by procurement, best practices and cross-licensing 2

3 Privileged exposure to attractive markets 2006 YTD volume profile reflects presence in high growth regions Western Europe 16% Highest-Growth Beer Markets Absolute Volume Growth in Mio Hl ( forecast) China Latin America 45% North America 6% Global Export & Holding Companies 1% Russia Brazil Asia Pacific 13% US Ukraine Central & Eastern Europe 19% 1 Refers to US imports market and leading positions in key markets highlights source of continued growth 3

4 With Clear Long Term Goals... Organic beer volume growth ahead of the industry Revenues growth ahead of volumes Costs moving below inflation Leading to Significant EBITDA Margin Expansion 31,4% 31,2% 30,2% 29,5% 27,9% 34,1% 23,8% 1Q05 2Q05 3Q05 4Q05 1Q06 2Q06 3Q06 4

5 Healthy Top Line Growth +4,1% +6,1% +7,2% +6,3% +6,0% +8,4% +5,0% +7,0% +7,8% +8,3% +6,2% +5,9% +7,1% +5,4% 1Q05 2Q05 3Q05 4Q05 1Q06 2Q06 3Q06 Volumes Revenues...and Strong Cost Management -0,4% +7,3% +9,5% +0,9% +4,3% +2,6% +5,2% +2,1% -3,7% -3,6% -1,2% -2,8% -2,0% -2,7% 1Q05 2Q05 3Q05 4Q05 1Q06 2Q06 3Q06 COS/HL Operating Expenses 5 All Percentages are shown in organic terms

6 Supported by a well defined strategy... Strategic Pillars and Enablers Winning Brand Winning at the World Class Mergers & Acquisitions 6

7 Strategic Pillars and Enablers Winning Brand Winning Brand Winning at the World Class External Growth Consumer-centric Create enduring bonds Strengthen global brand portfolio Values-based brands approach Global and Strong local Brands 7

8 Winning at the Winning Brand Strategic Pillars and Enablers Winning at the World Class External Growth Deliver top quality consumer experience Develop superior capabilities in sales, merchandising and distribution Create strongest appeal where we connect with consumers 8

9 VPO is the InBev way to run our breweries Optimize network of breweries Maximize procurement processes Ensure best practices implemented Winning Brand Strategic Pillars and Enablers Winning at the World Class External Growth Performance Supply Chain is a primary source of competitive advantage Best-in-class benchmark Fundamentals Stability Implementation Phase Sustainability Continuous Improvement Sustainability Phase World-Class Vision 9

10 Strategic Pillars and Enablers Zero Based Budgeting Winning Brand Winning at the World Class External Growth Year 1: Implementation Year 2: Stability Year 3: Sustainability Year 4: World Class Vision Process Visibility and standardization Policies implementation Budget Process Basic Tracking & Monitoring T&M improvement: Basic analysis Data Quality improvement Processes & System knowledge improvement Disciplined and structured T&M: Consistent Analysis Improvement of cost drivers understanding Best Practices sharing Deep understanding of cost drivers Innovative cost savings initiatives Mindset Knowledge Understand Discipline Understand Discipline Embrace Live WE NA 10 CEE Korea HQ

11 Strategic Pillars and Enablers External Growth Winning Brand Winning at the World Class External Growth Strengthen existing positions Tinkoff Fujian Sedrin Quinsa Divest non-core positions German soft drinks bottler Damm minority stake Rolling Rock Strict decision criteria to ensure value creation 11

12 Strategic Pillars and Enablers Winning Brand Winning at the World Class External Growth Beck s Level 7 and Chilled Orange 0,33 l ret. bottle as per July 2006 PerfectDraft as per Dec Beck s Green Lemon 0,33 l ret. bottle as per May 2005 New crate 1998 Beck s Gold 0,5 l ret. Bottle as per May 2005 Beck s Gold February

13 Strategic Pillars and Enablers People, Culture and Winning Brand Winning at the World Class External Growth Right people in the right jobs Meritocracy Stretched but achievable targets Reward as owners for outstanding results 13

14 Find out more at 14