Anheuser-busch Inbev Sa/nv · EURONEXT:ABI
Anheuser-busch Inbev Sa/nv — Investor Presentation
25 slides from Anheuser-busch Inbev Sa/nv's investor presentation
Slide 1: VP, National Retail Sales
VP, National Retail Sales
Slide 2: Store: needed to become more customer centric
needed to become more CUSTOMER CENTRIC
Slide 3: Trust content
eTaiier reiarionsnips through Anheuser Busch Ino a
Slide 4: Big Efficient
BIG EFFICIENT #1 Category Of Total Alcohol #2 Category Sales #3 Category Space Inventory Source : Adams Handbook Advance 2010, Source : IRI Cross-Category MULC YTD 9/8/11 2011 Willard Bishop Study and Beer Poll 12mo ending Dec 2010
Slide 5: Retailer strategy winning and losing trends
Winning Losing Winning Winning Losing Strategy Observations trend trend percentage percentage Percentage vs. ROM vs. ROM Category 327 47% 47% +7.1% 53% -4.9% Craft 43 21% 21% +4.9% 79% -4.3% Premium Premium 53 70% 70% +5.3% 30% -0.9% Craft Balanced Balanced approach approach 107 107 93% 92% 92% +8.4
Slide 6: Craft Centric Retailers
+14.4 +12.4 +7.9 +5.1 Craft Balanced Premium Balanced Centric Retailers Centric Retailers Retailers Retailers 327 RMA’s surveyed vs. ROM over 6 months – Supermarkets, C-Stores, Mass March Drug – IRI Latest 26 weeks 6/23/13. Winning is defined as an RMA with Category trends – 1% better than ROM. Domi
Slide 7: All Time High
ALL TIME HIGH $3.0 $2.5 $2.0 $1.5 $1.0 $0.5 $0 in millions Source : IRI MULC Ending 9/9/12
Slide 8: Premium features up 10 years
Premium features down 10 years! Source: Feature vision year to date 2012
Slide 9: Beer vs. Total Store: Traffic Driver, Lower Margins
Lower Traffic Margins Recommendations Driver BEER VS. TOTAL STORE
Slide 10: Retailer performance metrics
Planogram Compliance OOS Reduction Basket Rate of Sale Gross Margin % Clean Store Inventory Reduction Operating Profit Market Share Conversion Revenue Growth Sales per Foot
Slide 11: Contribution, space share and gross margin per foot
Contribution of total retail dollars Space allocation share Gross margin dollars per foot Gross Margin Return on Invested Inventory (GMROII) Days of inventory Logistic savings from DSD Merchandising savings from DSD
Slide 12: Space allocation versus sales
TAI Hvar Ws. Sodee Allocailon = = COLD BEER= = hi ee eee ee
Slide 13: Beer versus other categories
68 69 53 53 21 11 13 18.5 39.62 Total Wine Juice CSD Cereal Paper Beer 14.2 33.33 28.12 29.06 25.87 8.3 2.7 3.1 2.4 Total Wine CSD Cereal Paper Total Wine Juice CSD Cereal Paper Beer Beer SOURCE: 30 store visits; IRI; Kantar; team analysis
Slide 14: Beer has better operating margin than average
Total Format – P&L Beer – P&L Net Sales 100.0% 100.0% COGS 75.0% 84.4% Gross Margin 25.0% 15.6% Labor 11.8% 6.0% Occupancy 2.0% 2.2% Distribution 6.8% 3.0% Other 1.5% 1.2% Operating Profit 3.0% 3.3% Beer has Better Operating Margin than Average Source: McKinsey Consulting and Kantar Retail Analytics
Slide 15: Leveraging POC level data
New retailer segmentation Channel New retailer segmentation Population density Beer Space Quartile Retailers by annual store revenues Clustered retailers by quartiles Compressed clusters to identify the Leveraging POC Level data for 26.1GB 40k of data accounts YBPA = Your Balanced Po
Slide 16: By channel, route to market, population density
BY CHANNEL BY ROUTE TO MARKET BY POPULATION DENSITY Correlation Between Revenue and Population
Slide 17: Old BPA criteria vs. new BPA
Retailer 1 Retailer 1 High end A High end focus focus Retailer 2 Retailer 2 Value B Value Large focus focus Retailer Retailer 3 Retailer 3 Urban C Urban focus focus Retailer 4 Retailer 4 Gourmet Gourmet focus D focus Old BPA Criteria New BPA One set Requirements Four sets None Differentiation By Seg
Slide 18: Space allocation by quartile
Top Quartile Bottom Quartile Top Quartile Bottom Quartile Beer 41.6 Beer 40.4 Beer 36.7 Beer 35.1 Space Space Beer Craft 41.6 5.4 Beer Craft 40.4 6.8 Beer Craft 36.76.5 Beer Craft 35.15.7 Craft 5.4 Craft 6.8 Craft 6.56.9 Craft 5.77.6 Allocation Allocation Import Import Premium + 4.9 4.9 4.2 Import I
Slide 19: Balanced Portfolio
Balanced Po
Slide 20: Savvy supermarket with high market share
‘Supermarket with high market share
Slide 21: Top quartile retailers generate $1.0MM revenue per store
2 3 1 Space Weekly Revenue per Store Rev/Ft SKUs Rev/SKU SKU Density Displays Display Size Linear Ft Features Retailer "X" $400,000 60.0 $6,667 372 $1,075 6.2 5.5 248 0.7 Top Quartile $1,000,000 68.6 $14,577 352 $2,841 5.1 6.5 358 4.9 Quartile 3 $750,000 63.8 $11,755 337 $2,226 5.3 5.6 248 5.2 Quart
Slide 22: Resource Team
Center of Excellence Category PPM Mgmt Revenue Sales Mgmt Resource Team Trade Corporate Marketing Affairs Logistics
Slide 23: Beer sales outpacing total store
Beer sales outpacing Your BPA custom insights JBP framework Total Store and recommendations to close gaps Source: IRI MULC Cross category year to date 2013
Slide 24: Trust content
trust content 2012 Category Captain
Slide 25: Category leadership, revenue management, sales execution, trade marketing
CATEGORY LEADERSHIP REVENUE MANAGEMENT SALES EXECUTION TRADE MARKETING