Anheuser-Busch InBev SA/NV · EURONEXT:ABI
Anheuser-Busch InBev SA/NV — SABMiller — Consumer Analyst Group of Europe (CAGE) 2015
25 slides from Anheuser-Busch InBev SA/NV's conference presentation, Mar 16, 2015
Slide 1: SABMiller plc Consumer Analyst Group of Europe
SABMiller plc Consumer Analyst Group of Europe London 16th March, 2015
Slide 2: Gary Leibowitz, SVP Internal and Investor Engagement
Gary Leibowitz SVP Internal and Investor Engagement 2
Slide 3: Forward looking statements
Forward looking statements This presentation includes „forward-looking statements‟ with respect to certain of SABMiller plc‟s plans, current goals and expectations relating to its future financial condition, performance and results. These statements contain the words “anticipate”, “believe”, “intend
Slide 4: Who we are
Who we are • Total beverage volumes of 321 mhl • Group net producer revenue* of $27 billion and EBITA* of $6.5 billion • 72% of EBITA from developing economies** • Market-leading brands and positions in 22 of our 33 domestic markets*** • Strong cash flow growth from key developed markets • To become
Slide 5: Delivery of a decade of sustained growth
Delivery of a decade of sustained growth F04 index = 100 F04-F14 CAGR 340 12.0% 300 260 9.4% 220 7.0% 180 140 3.5% 100 F'04 F'05 F'06 F'07 F'08 F' 09 F'10 F' 11 F' 12 F'13 F'14 Organic Lager Volume Group Revenue EBITA EPS adjusted Source: SABMiller results F04 = 100, growth – organic constant curren
Slide 6: SABMiller Video one
SABMiller Video one
Slide 7: CAGE speaker
CAGE speaker Alan Clark CEO – SABMiller Group plc © SABMiller 2015 SABM CAGE | March 2015 7
Slide 8: Alan Clark
P — Alan Clark / Chief Executive
Slide 9: A global player with a great footprint for growth
A global player with a great footprint for growth… With advantaged exposure in emerging markets… © SABMiller 2015 9
Slide 10: Capturing long term growth potential
…capturing long term growth potential… Africa upside potential from population dynamics 2015 Annual growth A young and fast growing consumer base % Number of people, millions Male 9.6 70+ 7.4 Female 6.8 65-69 5.8 2.6% Population growth 8.9 60-64 7.9 11.3 55-59 10.2 13.6 50-54 12.8 16.3 45-49 16.0 GD
Slide 11: Long-term PCC potential as markets develop
…and long-term PCC potential as markets develop Growth levers: PCC across Latin America (total Africa Clear beer PCC (total population), l population), l PCC (litres) Global 45 Venezuela 74 Panama 70 Uganda 11 Brazil 67 Mexico 65 Tanzania 9 Colombia 43 Peru 44 Nigeria 8 Ecuador 41 Honduras 15 Africa
Slide 12: Local portfolios and large, powerful brands
…founded in our local portfolios and large, powerful brands Regional brands National leaders © SABMiller 2015 SABM CAGE | March 2015 12
Slide 13: Leveraging growth through retail operations
Leveraging growth through retail operations Operational capabilities driving growth Extending DSD Service leadership and customer satisfaction 100 F15 • Account development 90 • Significant revenue contribution F10 80 • Service quality tracking • 4e retail development program 70 60 Colombia Peru 50
Slide 14: Well positioned portfolios across all alcohol price segments
Well positioned portfolios across all alcohol price segments North America Europe North America Europe International premium spirits Price index: 300+ North America Europe Latin America Asia Imported and Latin America Asia Price index: 150-300 superpremium beer Latin America South Africa Asia Africa
Slide 15: Improving livelihoods and building communities
Improving livelihoods and building communities Prosper A Thriving World A Sociable World A Resilient World A Clean World A Productive World © SABMiller 2015 SABM CAGE | March 2015 15
Slide 16: Our key strategic choices to drive superior long term growth
Our key strategic choices to drive superior long term growth 1. Drive superior topline growth through strengthening our brand portfolios and expanding our beer category 2. Build an organisation to liberate and improve resource, win in market and reduce costs 3. Actively shape our global mix to drive
Slide 17: Strategic choice #1
Strategic choice #1 Sourcing superior growth from five occasions A growth 2 Improving strategy for the premium mix beer category to drive topline 5 growth 4 Extending 1 Romancing Capturing refreshment core lager wine and occasions spirits occasions Ensuring affordability 3 © SABMiller 2015 SABM CAGE
Slide 18: Strategic choice #1: Romancing core lager
Strategic choice #1 Romancing core lager across geographies Hero lager, Nigeria Great Northern, Australia • High quality at a fair price • Easy drinking, clear glass contemporary regional • Consumer insights to develop relevant local leading lager from Queensland. positioning • Emphasis on locally b
Slide 19: Strategic choice #1: Ensuring affordability
Strategic choice #1 Ensuring affordability to drive volume growth and category expansion Africa - Chibuku and Impala Latin America – bulk pack strategy Bulk pack F10 F15 share Colombia - 9% Honduras 7% 19% Salvador 9% 24% • Chibuku provides good quality opaque beer at • Proven affordability (bulk) p
Slide 20: Strategic choice #1: Improving the premium mix
Strategic choice #1 Improving the premium mix Extending refreshment occasions Castle Lite Miller franchise Existing market New market Africa volume (m'hl) 5.5 12% market 3.8 4.5 share in South Africa F13 F14 F15e • Roll out Castle Lite across Africa • Leverage Miller franchise to develop easy-drinki
Slide 21: Strategic choice #1: Extending refreshment occasions
Strategic choice #1 Extending refreshment occasions Flying Fish (Africa) Radlers (Europe) and Crispin (North America) • New flavoured beer subcategory attracting both • Radlers is popular among younger adults male and female consumers • Incremental to our business • New convenience packs driving vol
Slide 22: Strategic choice #1: Capturing wine and spirits occasions
Strategic choice #1 Capturing wine and spirits occasions through innovation • Developing beer offers to expand category into new consumers, needs and occasions • Leveraging craft beers and brand extensions to win in occasions • Key development of “spirit fighters” such as Miller Fortune in US and Ks
Slide 23: Strategic choice #2
Strategic choice #2 Liberate • Building on existing capabilities to deliver continuous cost savings and resources to win efficiencies in market and • Next generation cost savings programme: reduce costs to deliver incremental direct savings rising to approximately US$500m by 31 March 2018 • Key prog
Slide 24: Strategic choice #3
Strategic choice #3 Shape global footprint to contribute to superior growth Coca-Cola Beverages Africa • Bottling operations in 12 high-growth markets • Pro forma annual revenue of US$2.9bn and volume of 729 million unit cases (41 million hectolitres) • Largest Coca-Cola bottler in Africa and 10th l
Slide 25: In summary well placed to drive strong sustainable long-term growth
In summary well placed to drive strong sustainable long-term growth • Unique and advantaged portfolio, assets and capabilities to drive growth: • Increasing exposure to growing soft drinks segment in Africa • Focussed strategy of driving category growth and premiumisation • Leveraging our scale and
SABMiller — Consumer Analyst Group of Europe (CAGE) 2015 on 6ix