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Market visit, Carlsberg Danmark
28 June 2012
Market visit
Carlsberg Danmark
28 June 2012
Agenda
Northern Europe
Sr Vice President Jørn Tolstrup Rohde
Carlsberg Danmark
CEO Carsten Hänel (Carlsberg Danmark)
(Lunch)
Marketing
VP Marketing Kirsten Ægidius (Carlsberg Danmark)
Q&A
Brewery intro & tour
VP Production Torsten Steenholt (Carlsberg Danmark)
Market visit, Carlsberg UK - 23 June 2011
Page 1
New Ipad app from Carlsberg IR
•
Quarterly announcements,
presentations, transcripts
•
Annual reports
•
Investor presentations
•
Investor magazine
•
Company announcements
•
Press releases
Market visit, Carlsberg Danmark - 28 June 2012
28 June 2012
Northern Europe
Regional facts & trends
Opportunities & initiatives
Results
Jørn Tolstrup Rohde
Sr. Vice President, Northern Europe
Carlsberg Danmark
Market visit, Carlsberg UK
Danmark
- 23 June
- 282011
June 2012
Page 0
Northern Europe consists of quite diverse markets
Nordics
• Market leader with full beverage portfolio, direct store distribution
• Expand market leadership and develop category
Export and License
• Export and Licens for international premium brands
• Further develop market positions
Baltics
• Market leader, full portfolio, mixed distribution system
• Restore industry profits after financial crisis
Poland
• Market follower, primarily beer, wholesaler distribution
• Premiumise portfolio and grow profitably
Germany
• Market follower, primarily beer, wholesale distribution
• Premiumise portfolio and grow profitably
Page 1
Key market information 2011
Market share
Population
DK
SE
54.4%
31.8%
NO
52.1%
FI
PL
Baltics
DE*
43.5%
5.5
17.7%
92
9.4
51
5.0
49
5.4
16.2%
35-39%
Beer consumption
per capita,
83
92
38.1
6.9
70-95
81.4
106
* German market share refers to Northern Germany. Population
and beer consumption facts are for Germany as a whole
Page 2
Key trends in Northern Europe
Market
Consumers
Customers
Competitors
• Changing beer category dynamics
• Increased taxation and regulation
• Young adults becoming less loyal
• Increasing polarization
• Channel mix changes
• Customer consolidation
• A mix of local, regional, and
international competitors
Page 3
Key opportunities 2013-15
Recruit and
retain
• Iconizing Carlsberg
• Driving both international and local
brands
Excellent
execution
• Improving in-store execution
Continuous
improvements
• Driving a performance culture
Commercial
capabilities
• Increasing field force effectiveness
• Improving efficiencies in all areas
• Strengthening key account and value
management
• Continuing cross border assignments
Page 4
Initiatives to capture opportunities
Drive revenue
growth
Improve
efficiencies
Winning people
Engage with
society
Page 5
Continued investments in the health of
important local brands…
Relaunches
2011-12
Health audits
Actual performance Falcon
Page 63
Font: Verdana. Title: bold, dark green, font size 26. Text: regular or bold, font size 16 or 18, black, dark green or white
60/40 tests
Page 6
Accelerated roll-out of international
premium brands …
2009
Page 7
Accelerated roll-out of international
premium brands …
2012
Page 8
… with a balanced approach on value vs.
volume delivering top line result
•
•
Growing net revenue/hl applying key
value management levers
-
Pricing
-
Promotion
-
Assortment
A balanced approach
- Improving net revenue/hl in
balance with market share
Index: 2009 = 100
Volume development
Net revenue development
100
100
103
100
104
108
2009
2010
2011
2009
2010
2011
Page 9
Driving efficiencies in all areas through
cross-market integration
Past
Future
•
Diverse portfolios by market
•
•
High local complexity
Packaging simplification across
markets
•
Low transparency across
markets
•
Reduced regional complexity
•
Transparancy across markets
•
Supply chain by market
•
Integrated supply chain set-up
•
Local procurement
•
Centralised procurement
•
Local innovation
•
Cross market innovation
Page 10
Commercial uplift and efficiency improvement
through cross market packaging platforms
• Assortment and packaging
project is about …
-
… packaging platforms
-
… efficient assortment
-
… sharing innovations
-
… removing complexity
Pain and Tail SKUs
Index: 2009 = 100
Pain
Tail
100
100
68
2009
2011
54
2009
2011
Page 11
Efficiency improvements and cost savings through
brewery and line closures
Number of breweries in Northern Europe
18
2009
14
2011
Number of production lines in Northern Europe
89
71
2009
2011
Page 12
Benchmarking and best practice sharing deliver
results in sales and administration…
Methodology
Results
Better ways of working through…
•
Cost benchmarking
•
Sharing of best practices
•
~10% improvement of sales and
administration OPEX
Page 13
… and have recently been expanded to include the
draught beer equipment and coolers
•
Standardise what equipment gets
installed
•
Use scale advantage when buying
equipment
•
Base cleaning intervals on beer
through-put
•
Secure equipment fit with beer
through put, e.g. adapt number of
taps
Page 14
We invest in developing competencies and
capabilities of our people
•
Performance management
•
Capability building
•
Engagement and
empowerment
•
Winning together through
aligned KPI’s
•
People development
through cross country
exchanges
Page 15
Engaging with society
Improve image of beer category
• Myth busting
• Beer and food
• Engaging people in the world of beer
CSR
• Responsible Drinking — Don’t drink and drive
campaign, Sweden; Preventing sale of beer to
minors at music festivals, Denmark
• Promote waste collection and anti-littering — in
cooperation with Tesco, Poland
• Community Engagement – ‘The Hamburg Way’,
Germany
Manage reputation
• Engagement with key stakeholders — media,
universities, consumer groups, opinion leaders
• Working more closely with brewery associations —
self-regulation, public affairs
Page 16
28 June 2012
Carlsberg Danmark
Who we are
Market dynamics
Performance
Growth agenda
Key initiatives
Carsten Hänel
CEO
Carlsberg
Danmark
Market
Interim visit,
Results:
Carlsberg
9 months
UK -ended
23 June
30 2011
September 2011
Page 0
Who we are
On Trade
Off Trade
Border
Page 1
Denmark – a mature beer market
•
A traditional, mature Northern European
beer market
- Per capita consumption approx. 92
litres, among the highest in Europe
- High level of taxation and regulation
•
Taxation and behavioural regulation
•
Clear opportunities exist in a mature beer
category
- Recruitment to the category
- Premiumisation and value
management
- Innovation
- Execution at point of sale
Page 2
Structural changes drive new oppportunities
• Young adults preferences shifting
• Growing high margin adjacent categories
- Energy +21% vs 2009
- Water +4% vs 2009
•
CSDs
- Growing light segment driven by
health trend and taxation
• On-going channel shift
• Consolidation of small customers
• Urbanisation makes people live and
consume more in cities
•
Execution in winning channels
and segments is key
Page 3
Carlsberg DK market shares
Beer
CSD
Volume
Value
Volume
Value
1%
6%
2%
11%
21%
26%
37%
17%
52%
42%
54%
57%
23%
15%
16%
21%
Carlsberg
Royal Unibrew
B-Brands*
Water
Cider
Still & Carbonated
Volume
Value
Volume
7%
19%
Value
6%
24%
19%
36%
39%
50%
Other
13%
54%
11%
10%
Source: 2011 – DVH + BZ, Nielsen
68%
43%
* Private label, nonadvertised brands, etc.
Page 4
Drivers of EBIT growth…
…moving to a scale
brewery set-up
…restructuring of
route-to-market and
sales org. set-up
…moving to two
national terminals
set-up
Page 5
Our journey to sustain growth
•
Consumer and customer driven business
•
Strong brand mindsets
•
Best-in-class execution to win point of sale
Page 6
EBIT
Page 7
NET SALES
MARKET SHARES
Key drivers of 3*growth
Grow and iconize
core brands
Grow & innovate in core
categories & segments
Win in growing channels
Win point of sale
Drive continuous improvement
Winning people
Page 8
Grow and iconize core brands
All core brands are growing volume and value shares
2010
Volume share
Grøn Tuborg
Carlsberg Pilsner
Tuborg Classic
Value share
26.9
26.4
12.1
11.9
4.7
3.9
MyCoke
43.1
33.0
2011
26.6
Grøn Tuborg
Carlsberg Pilsner
Tuborg Classic
MyCoke
12.4
27.2
12.3
4.0
4.9
33.5
44.1
Source: Nielsen DVH + Conv. 2010 and 2011 FY
Page 9
What we do in growing channels in off-trade
Discounters
Border trade
Page 10
What we do to grow in on-trade
Page 11
Win point of sale
Improving field execution…
Product
Price
Place
Model outlets
Promotion
Evaluation
Capabilities
Monitoring
Execution
Page 12
Win point of sale
…through digital solutions
Product
Price
Placement
Model outlets
Promotion
Evaluation
Speeding up the way from plans to instore execution
with the use of digital solutions…
Monitoring
WWW.ELEFANTPORTEN.DK
Page 13
Win point of sale
Smarter execution with customers: elefantporten.dk
•
Based on proven UK concept
•
Concept development through workshop
with key customers, interviews and
meetings
•
Online shopping (products, POS, etc.)
•
Additional services
Info
Promotions
Event calendar
Volume stats
Recommendations to customers
through model outlets
Sales increasing programmes
Etc.
Page 14
Win point of sale
Executing value management tools in the
market place
PRICING
Market share
Net sales/litre
&
2012
13
14
2015
PROMOTION
2012
13
14
2015
• Right packs at the right price points
• New beer packaging capabilities and CSD
canning line has increased flexibility to
vary pack sizes in multipacks
• Right balance between volume and value
promotions
• New multipack formats to differentiate
promotions across channels to meet
consumer preferences at point of sale
ASSORTMENT
• Reduce complexity of portfolio and increase
rotation for best performing SKUs
• Clear shelf space in store
• Flexible around promotion vs normal sales
vs everyday-value-prices
Page 15
More initiatives in the pipeline to continue our
strong performance
Integrated Supply Chain
• Utilise capacity & capabilities in
Fredericia
• Increase flexibility to meet demand
for innovations
• Benefit from a more integrated and
flexible supply chain
• Customer focused supply chain
National automatic
packaging setup
• Only one stock keeping warehouse
• Less manual picking
• Less manning resources
• Handling of complex packaging
types
• Built on proven concept already in
place in Norway and Finland
Extra can capacitcy and
flexilibity
Sales/Marketing/Admin.
efficiencies
• Meet increased consumer demand
and changing sales mix
• Back-office efficiencies
• Multi-pack shrink wrap & sleek can
opportunities
• Lean processes
• Sales force optimisation
• Minimise resource waste
Page 16
Winning people
We succeed with winning people
140 Managers
50 Specialists
GREENHOUSE
Summary
Grow and iconize
core brands
Grow & innovate in core
categories & segments
Win point of sale
Winning people
Page 18
28 June 2012
Marketing
Consumer dynamics
Key growth drivers:
1. Innovation
2. Recruitment
3. Strengthen brand image
through 360 degree campaigns
4. Execution
Kirsten Ægidius
VP Marketing
Carlsberg
Danmark
Interim visit,
Market
Results:
Carlsberg
9 months
UK -ended
23 June
30 2011
September 2011
Page 1
Consumer dynamics
•
Beer accounts for approx. 38% of all
alcohol*
•
Largest alcoholic drinking situations
- Relaxation
- With everyday food
- Party out
•
92% of all adults drink beer
•
75% of all adult women drink beer
•
Consumer habits are changing towards
- Urbanization, which makes people
live and consume more in cities
- Increased focus on health & CSR
* Measured as pure alcohol. Sources: Told og Skat, GfK, Marketing Clinic &
CANEDEAN Market Insights
Page 2
We are positioning our brands to cover all key
consumer segments
Modern
The outgoing
and spontaneous
woman
The social climbers
(self promoting / style)
The modern partriarch
(Party / confidant)
The responsible and
established family
(Party
/ social)free and single
Young,
(Quality & taste)
(Individualism/courage)
The anonymous
single parent
(Party / social initiater) Young at heart
Traditional
(cosiness w/ friends /
especially out)
Young
Highest monthly cons.
The stable patriarch
The traditionalists
Medium monthly cons.
Lowest monthly cons.
Older
Page 3
And we focus on continuously having a good
understanding of the different consumer
types, ie the ’young, free & single’ consumer
Repertoire
Beer
29%
Redwine
Drinks ...
16%
10%
White / sparkling wine
9%
Liquor
19%
Cider
17%
16%
Alcopops
13%
... of all alcohol
... of all beer
(99%)
Age: 20-25 years old
Demographics
... in % af total # of units
” My friends usually
follow my ideas about
what to do when we're
together”
Lifestyle
” Life is lived best when it is
unpredictable”
Page 4
Creating value growth on beer through
premiumising core brands is top priority
Carlsberg total market share 54%
Super
premium 11%
Carlsberg
strong beer
Premium 21%
Mainstream 43%
Key growth drivers
1. Drive innovation agenda
creating excitement &
exceeding consumer
expectations
2. Recruitment of young adults
3. Strengthen brand image
through 360 degree campaigns
4. Focus on execution at point of
sale
Discount incl.
private label 25%
Segment’s share of total beer
Carlsberg Danmark’s share of segment
Source: 2011 Segment share & Carlsberg Danmark value share, T. Trade, Nielsen
Page 5
Key growth drivers:
1. Innovation is key
Net sales
Tactical
Strategic
Core
Time
Page 6
Driving growth in high margin adjacencies,
such as cider with Somersby
•
Building high value cider category from 2008 onwards
•
Consumers prepared to pay x3 vs beer
•
Continuous innovation required to maintain consumer interest
2008
2009
2010
Logo turns blue
when can is cold
2011
2012
Page 7
2012 innovation: Garage
Concept
• Garage Hard Lemonade - a crispy,
refreshing alcoholic beverage with a
balance of bitter and sweet
1. TV, Out-door & Cinema
TV, out-door & cinema to
quickly build awareness
Target group
• Men 18-30 years old
4. In-store
On- & Off-trade POS package
In-store sampling during
launch to secure trial
2. Digital
Facebook /on-line
activation to
create involvement
3. Events
Roskilde festival bar, Jomfru Ane Gade super event, etc.
Page 8
Key growth driver:
2. Recruiting young adults
Page 9
Tuborg is our leading brand with strong
ownership of music properties & party occasion
1. Converting traditional sales
people to sales promoters +
flexible promotion staff initiating
2,000 parties every year
6. Engaging Young Adults through
social media (facebook, apps)
2. Music sponsorship activation
Festivals, Truck Tour, Green Concert
Recruiting Young Adults
through 360 degree
activation
5. Traffic program traditional bars;
Young search for authenticity
3. ATL activation
Outdoor, print, TVC, Radio
4. Recruitment Events; Music &
Dance; Dancers and DJ’s
Digital media is key –
Overview 2012 initiatives
2011 key facts
•
7 brand sites on Facebook
•
230,000 Danish fans on
our Facebook sites
•
+33m exposures of
messages by end 2011
•
+67,000 comments by
fans by end 2011
•
Several hundred fan
controlled sites use our
brand site identities
360o
integration
Page 11
Digital media case –
Tuborg Christmas brew 2011
•
Objective
- Drive relevance & engagement through social
media/mobile App
•
App Campaign
- App with branded game: Play ”The Gift Game” and win
DKK 30,000
•
Drivers
- QR codes on packaging and viral spread on facebook
- Mobile and Faceboo connected to drive traffic across
platforms
•
Results
- 52,933 active players, 1.8m dice rolls in game and
more than 2.2m ”interactions” with players
- 21,000 new fans on facebook witin the first week,
making the page the 2nd fastest growing page in DK
Page 12
Key growth driver:
3. Iconize Core Brand, Carlsberg, through 360 degree
campaigns - Carlsberg Danmark’s largest Euro
activation
Iconize Carlsberg through 360 degree Euro
activation
EVENTS
MEDIA
PACKAGING
TAILORMADES
MAN OF
THE MATCH
MERCHANDISE
CONSUMER
COMPETITIONS
PARTNERSHIPS
APP
Page 14
Unique Euro packaging
Page 15
Sponsorship activation across 7 months
Focus on consumers throughout the period
Focus on
supporting
the team
Focus on
winning tickets
Pre-EURO
Dec-March
April
EURO
May
June
On Trade
Off Trade Big Bet
Packaging
Media
Page 16
Pre-EURO campaign:
Win a trip to DK-Portugal match
TV
Outdoor
1 day
2 airplanes
313 fans & lots of
ice cold
Carlsberg
Football
App
Facebook
Page 17
Pre-EURO in-store execution
Page 18
EURO in June
Page 19
Tailormade campaigns with all key customers
Man of the match
Page 20
On-trade activation
Page 21
Events & partnerships
Page 22
Effective expansion of 1664, utilising Group
insights & communication platform
1664 - Strong growth in DK
Sales index: 2009 = 100
294
187
100
2009
2010
2011
Page 24
Key Growth Driver:
4. Execution at point of sale
M.I.T. - Market Impact Team
•
Execution across
- 1,500 retail stores
- 1,000 on-trade outlets
Page 25
J-Day execution
Page 26
28 June 2012
Fredericia Brewery
Facts
Efficiencies
Torsten Steenholt
VP Production
Carlsberg
Danmark
Interim
MarketResults:
visit, Carlsberg
9 monthsUK
ended
- 2330June
September
2011 2011
Page
Page1 1
Fredericia brewery
Page 2
Fredericia Brewery - facts
•
~ 850 employees
•
Size of site: 890,000 m2 (~108 football fields)
•
Since 2008: Capex of ~ € 150m (expansion and
increased flexibility)
•
We produce
-
>3 m.hl beer per year
-
>2 m.hl carbonated soft drinks per year
-
Coca-Cola products on license from The
Coca-Cola Company
•
11 packaging lines
•
A fully automated high bay warehouse with
70,000 pallet spaces
•
272 monorail trolleys connecting production
lines with logistic warehouse facilities
Page 3
Focus on utilities and CSR
Group-wide Lean Utilities programme
•
-
Significant improvement in water
and energy consumption
Electricity consumption reduced by 18%
from 2009 to 2011
•
Energy (kWh/hl)
20
18
16
14
12
10
2006
2007
Electricity (kWh/hl)
2008
2009
2010
2011
2010
2011
SC Water (hl/hl)
10
5
9
4
8
3
7
2
6
1
5
0
2006
2007
2008
2009
2010
2011
2006
2007
2008
2009
Page 4
Disclaimer
Forward-looking statements
This presentation contains forward-looking statements, including statements about the
Group’s sales, revenues, earnings, spending, margins, cash flow, inventory, products,
actions, plans, strategies, objectives and guidance with respect to the Group's future
operating results. Forward-looking statements include, without limitation, any statement
that may predict, forecast, indicate or imply future results, performance or achievements,
and may contain the words "believe", "anticipate", "expect", "estimate", "intend", "plan",
"project", "will be", "will continue", "will result", "could", "may", "might", or any variations
of such words or other words with similar meanings. Any such statements are subject to
risks and uncertainties that could cause the Group's actual results to differ materially from
the results discussed in such forward-looking statements. Prospective information is based
on management’s then current expectations or forecasts. Such information is subject to
the risk that such expectations or forecasts, or the assumptions underlying such
expectations or forecasts, may change. The Group assumes no obligation to update any
such forward-looking statements to reflect actual results, changes in assumptions or
changes in other factors affecting such forward-looking statements.
Some important risk factors that could cause the Group's actual results to differ materially
from those expressed in its forward-looking statements include, but are not limited to:
economic and political uncertainty (including interest rates and exchange rates), financial
and regulatory developments, demand for the Group's products, increasing industry
consolidation, competition from other breweries, the availability and pricing of raw
materials and packaging materials, cost of energy, production and distribution related
issues, information technology failures, breach or unexpected termination of contracts,
price reductions resulting from market driven price reductions, market acceptance of new
products, changes in consumer preferences, launches of rival products, stipulation of
market value in the opening balance sheet of acquired entities, litigation, environmental
issues and other unforeseen factors. New risk factors can arise, and it may not be possible
for management to predict all such risk factors, nor to assess the impact of all such risk
factors on the Group's business or the extent to which any individual risk factor, or
combination of factors, may cause results to differ materially from those contained in any
forward-looking statement. Accordingly, forward-looking statements should not be relied
on as a prediction of actual results.

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