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英博愿景使命，策略及价值观
Now let’s take a look at Interbrew’s strategy for the coming years.
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英博
一级方程式项目
组织变革
2003 - 2004
超级/航行者项目
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新组织架构
蓝图–
确定职位及职责
高官层评估
策略支柱
文化内涵
愿景使命
价值观
知识文化图册
沟通策略
沟通反馈
人员
业绩表现, 行为)
推动变革
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为什么会有“航行者”项目？为什么是现在？
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“航行者”项目的目标是什么？
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“航行者”项目是如何影响英博员工的日常工作的？
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“航行者”项目对我意味着什么？
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员工现在如何参与？如果他们有参与的愿望，他们需要做什么？
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“文化知识图册”在“航行者”项目扮演什么角色？
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什么时候我们可以看到具体的成效？
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愿景使命
通过提供给消费者优秀品牌及体验
与消费者建立起紧密的关系
让人们聚在一起(Come Together)
Our strategy is based on our vision: “Creating enduring bonds with consumers by providing brands and experiences that bring people together.” Capturing more than our fair share of the growth in our industry will require different solutions than those which have historically captured value. That is why Interbrew established this new compelling and single-minded vision for the company. It is based on our determination to place the consumer at the center of everything we do—everywhere.
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四大策略重点
文化价值观
组织运营能力
领导层的承诺
沟通
走到一起
The key strategic pillars that will support our way forward are:
First: winning with consumers via our winning brand portfolio. In 2003 we saw the beginnings of this strategy with organic volume growth ahead of the industry. This growth was the result of both the growth of our global brands as well as the domestic core lagers in the 21 countries in which we operate.
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品牌组合
高质量，多选择地满足不同消费者
拓展品牌组合以吸引消费者
推进全球性的高档品牌
开发可持续发展的当地核心品牌
福佳® - 拉佛®
２００多个当地品牌
First, let me point out that this slide, obviously, does not yet represent AmBev’s fine brands.
Interbrew is convinced that developing our brand portfolio to achieve superior unit volume growth will translate into sustained superior shareholder return over time.
We remain brand portfolio believers. Why? Because not all consumers are alike, and not all consumers want to always drink the same beer or, indeed, the same beverage. It depends on their moods, their attitudes, or the occasion. One brand can’t be all things to all people.
We are confident that a full portfolio of domestic and global brands, targeted to unique segments, is the best way to fully meet consumers’ needs and to maximize value. We are committed to having the brand, the beer or the beverage of choice for those occasions where we choose to win the consumer, placing him or her at the center of our focus.
Our global brands will continue to grow, and our profit mix will improve as these brands take on a more important role. We want to outpace the beer industry’s organic volume growth consistently, over time, and continue growing share at the expense of competitors.
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文化价值观
组织运营能力
领导层的承诺
沟通
四大策略重点
走到一起
The second pillar: Winning at the “point of connection” with superior sales, merchandising and distribution capabilities. Winning at the point of connection focuses on the moment when consumers ultimately choose to purchase or consume our brands. The point-of-connection focus entails building sales & merchandising capabilities, achieving preferred supplier partnerships with customers, and using occasion-based marketing by channel. For example, throughout 2003 we focused on developing new channels and moments of consumption on a worldwide basis. In addition to this, Interbrew is upgrading its sales and merchandising capabilities through its Sales Academy, where we train our best sales people to focus on what really counts—the consumer.
The third pillar: Developing world-class efficiency and operating productivity. World-class efficiency entails optimizing our network of 75 breweries. In 2002 we took the initiative to close a brewery in the Netherlands and to scale down production at our brewery in Manchester in the . This process of examining our industrial operations will continue, and as trade barriers are reduced around the world, we will have the opportunity to revisit our supply-chain strategy and our procurement practices. We want to take advantage of potential production and distribution efficiencies, which will lead to a more integrated business.
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“终端市场”致胜
按市场要求确保营销通路畅通
加强客户关系及消费场所的市场直接接触
加强营销手段以获取更大市场份额
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四大策略重点
文化价值观
组织运营能力
领导层的承诺
沟通
走到一起
The fourth pillar: This is about ensuring through targeted external growth that we can strengthen our positions in developed markets and continue to gain access to high-growth markets. The three acquisitions made in 2003 were very much in line with this strategy. The German and Serbian acquisitions strengthened our position in a developed market, while the Chinese acquisition not only strengthened our position in six key provinces, it also increased our exposure to a high-growth market. We will examine in further detail these acquisitions later in the presentation.
And, of course, the recent combination with AmBev, establishing InterbrewAmBev as the world’s premier brewer, is completely in line with this fourth pillar. As our CEO, John Brock so aptly put it: “This is a match made in heaven—an opportunity too good to pass up.”
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Cost Saving
Opportunity
Representative
Efficiency
Index
Comp.
Comp.
Interbrew
Comp.
Comp.
Comp.
Comp.
Comp.
“世界级的效率
– 比竞争对手成本低, 效率高”
Let’s look more closely at this.
Interbrew is driving to become more effective than our competitors, and at a lower cost.
Through some recent benchmarking, we know that we are not the best in class in terms of operating productivity. We have not fully integrated our supply chain and logistics across key geographic blocks, we have not optimized and integrated our procurement process, and we have not driven operating productivity to the optimum level across all markets.
This means there is a huge opportunity to deliver value in this area. Or to put it another way, there’s a great deal of low-hanging fruit to be picked. We do have some examples of best practices, with some plants operating better than the best of the rest in the industry. But we also have some examples of operational inefficiency. By transferring knowledge to those breweries which are underperforming, we can help drive significant value.
What does efficiency look like in practice? A more integrated supply chain and manufacturing footprint, reduced costs, improved operating productivity, and much, much more.
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世界级的效率 – 专注于
增强单位资产营利能力
发展世界级的营作生产效率
优化： - 采购系统
- 信息系统
- 营销及市场系统
- 财务系统
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四大策略重点
文化价值观
组织运营能力
领导层的承诺
沟通
走到一起
Finally, supporting these four pillars is the way we differentiate through innovation. Innovation is going to play a significant role in our future, just as it has in our past. In 2003, our spectacular volume growth in Russia, Ukraine and Central Europe was largely due to the introduction of new PET packaging—the same innovative technology, combined with a highly creative and broad relaunch, which has enabled us to stop the long-term decline of OB in South Korea, one of our most important markets.
Going forward, when we speak of innovation, we will not simply be speaking about product or packaging innovation, but about innovation in all we do, across all regions, departments and disciplines of Interbrew.
© 2004 ACNielsen *
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1 of markets or segments in which we compete
增长最快的啤酒市场
全球增长的百分率
英博排名
英特布鲁啤酒市场首二十位
2
2
2
1
3
1
2
3
3
4
2
1
2
1
1
2
1
3
2
2
1
1
1 of markets or segments in which we compete
1
2
2
英博在全球啤酒市场的表现
英博排名
1
This slide illustrates very clearly how targeted external growth has established Interbrew in key beer markets around the world. We are now in the number one or number two position in five of the six fastest-growing markets in the world, and in the number one slot in those provinces of China where you absolutely want to be: the heavily populated and comparatively affluent ones in the East and Southeast of the country.
© 2004 ACNielsen *
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Another country we’ve been focusing on is China, which is the world largest beer market, projected to grow annually from 6-8% over the next few years. Interbrew looks at China as an example of how we have been leveraging longstanding close relationships around the world.
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1998
Jiangsu
74 million inhabitants
While Interbrew has had business dealings in China since 1984, we only entered the market as an operator in 1998, through the acquisition of the Nanjing and Jinling Breweries. In 2002, we successfully turned around our Nanjing operations and regained the number 1 position in, and around, Nanjing, an area as big as all of Belgium.
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November 2002
Zhejiang
47 million inhabitants
Jiangsu
74 million inhabitants
In November 2002, we acquired a 70% stake in the brewing activities of KK Brewery. KK has an 80% market share in the city of Ningbo.
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December 2002
Guangdong
86 million inhabitants
Zhejiang
47 million inhabitants
Jiangsu
74 million inhabitants
Our next action was taking a 24% stake in Zhujiang Brewery, which, with 50% share, is the market leader in Guangdong. These acquisitions are part of a strategy of focusing on the defined geographic area of economic activity, mainly the costal area of China, where Gross Domestic Product (GDP) is 3 times that of the interior regions. Interbrew ended 2002 with interests in a business which has a 12-million hectolitre volume, located in a region with 230 million inhabitants. That represents 7 times the population of Canada, 23 times the population of Belgium and 80% of the population of theUnited States.
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Guangdong
78 million inhabitants
Zhejiang
47 million inhabitants
Jiangsu
74 million inhabitants
Hunan
90 million inhabitants
Hubei
67 million inhabitants
Shandong
91 million inhabitants
September 2003
Our next action was an agreement reached with the Malaysian Lion Group to become their strategic partner in the Chinese beer market. This partnership strengthens Interbrew’s position in the Guangdong, Zhejiang and Jiangsu provinces, and gives the company access to three additional provinces, Hubei, Hunan and Shandong, with a comprehensive brand portfolio of mainstream lagers, premium brands, and specialty beers.
Most recently, Interbrew’s acquired a 70% controlling interest in the Zhejiang Shiliang Brewery, solidifying our number one position in Zhejiang Province, where the company will have a market share of close to 50%.
Copyright © 2004 InBev All rights reserved
英博文化价值观
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5 大价值观
1, 消费者至上
2, 创新求异
3, 卓越的工作质量
4, 我们对人的承诺
5, 团队合作致胜
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消费者至上
我们所做的每一件事都应以消费者为中心
我们发现并激活消费者的潜在意识，并和我们的客户一道创建持久的品牌
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创新求异
我们发现机会，并采取果断的行动
我们在业务的各个方面，通过创新，追求突破性成果
成长无可取代，我们发挥我们的想象力以追求成长
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卓越的工作质量
我们在提供优秀的产品和服务方面，处于领先地位
质量是以通过我们工作的内容和方式，以及消费者的口碑来衡量
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我们对人的承诺
我们互相尊重，互相信任
我们承诺对人力开发进行投资，推进永无止境的学习，以构造世界级的员工队伍
我们奖励优秀的业绩，及信仰英特布鲁价值观的行为
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团队合作致胜
我们的成功是团队的成功，并为成功而庆祝
我们依重我们全球的强势，分享最佳的经验，并支持团队的决策
我们走到一起，战无不胜
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为什么需要文化知识图册
企业越大,分工就越明确,人们越难了解宏观情况；
一个自上而下沟通的有效工具,帮助人们参与变革, 回答人们常提出的问题:
我们的工作重点是什么?
为什么我们不断变换产品,机制,流程,组织架构等？
体验式活动, 表现力生动,可迅速在整个组织中开展沟通,帮助员工了解公司,并理解新目标,新战略,新理念.
从中收集员工意见,促进工作的改进.
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知识图册沟通的重要性
帮助全员参与变革
由全球英博公司不同地域,不同公司的22名经理参与开发
开发过程中已考虑各国文化及语言差异，
沟通工作坊由各地分公司组织安排，工作坊中可达到：
更好地了解英博集团
回顾并确保对公司的愿景，策略，及价值观的理解
获得启迪并将之运用于今后的工作中
相互学习，分享经验
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知识图册的开发及全球推行计划
整过过程包括三个步骤，这样保证了一个快速而优秀的开发，并且将更好地在整个组织中推行。
内容 /
信息
知识图册的开发
推广
1-2 个月
确定目标
组成项目组
同意各细节及内容
内容开发
最高领导层回顾
柏林会议 (反馈/试推行)
挑选各国联络人 - EBM 10/30/03
确定各国主要培训师 – 各国管委会 11/30/03
全球培训培训师工作坊 – 1月/04
各国培训师挑选- 1-2月/04
组织培训活动 2-6月/04
月进程报告
跟进计划
2- 3 个月
2004年六月完成
阶段 1 – 8-10月/03.
阶段 2 -10-11月/03
阶段 3 – 1-6月/2004
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Next part – Facilitation skills
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下一步安排
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培训师
学员
环境
技巧
材料
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各培训师的角色与职责
在回顾知识图册内容的同时,加入具有当地特色的重要信息
通过提问,分享,互动的模式带领参与者按时间计划讨论所有图片,帮助员工理解核心价值观与策略究竟对他们的日常工作有何影响
从 a,本地层面
b,全球层面
传达/阐明有关英博的关键信息,流程,构架等方面的背景资料
发起和带动参与者在具体问题上的讨论，以加强他们的意识,增加他们的认知
控制会议进程,创造讨论,分享氛围,一般控制在3小时左右.
负责收集/归纳各工作坊的反馈意见, 想法，建议等，并将之递交给各公司联络人
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培训师应具备的心态
我是和成人打交道,他们有能力独立地组织自己
每个人都要对研讨的内容/成绩负责
我有责任通过有效的指导使参与者从最大程度上获得知识
在和同事的共同努力下,我有能力组织一次成功的研讨活动
我希望大家在研讨中踊跃发言
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培训师应确保:
严守设计的结构和时间安排
最后有充裕的时间安排反馈部分
参与者可活动自如,
小组成员能轻松地跟上讨论进度
每个人都有发言机会,并且每个人都能理解
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与另一个培训师合作
事先确定各自负责的内容/分工
相互帮助,相互补充,别互挖墙脚
事前确定所需的信号
时时邀请合作者补充
相互信任,别肆意打断或插入
课后给出反馈
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培训前的准备工作
学员分析
准备好培训材料(包括培训师材料及学员材料)
保持培训师良好状态
行政方面的检查-教室布置,器材,餐食等
回顾培训内容及培训重点
彩排
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学员分析
学员组成
关系
知识及能力层次
他们的需求
他们的文化背景
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培训中切记:
准时开始
确定规矩,及行政安排
有活力
别为一些小失误而道歉 – 继续进行
寻找友好的面容
控制时间
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各公司联络人的角色与职责
与培训师一道作出各公司的宣传推广计划, 每个工作坊不超过２０人; 最好是跨部门
与培训师一道将各地特色注入地图之中,
负责向培训师收集各工作坊的反馈意见，并将这些反馈意见向当地公司总经理/全国联络人转达，并转化为行动计划．
负责在工作坊最后收集员工承诺卡并将之寄给比利时总部
公司联络人在推广期内应将反馈意见及月进展报告交给全国联络人,再有全国联络人上报比利时总部
可在公司Supervoyager 杂志上投递文章，报道各公司活动情况，活动心得等．
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意见反馈及跟进程序
当地培训师
当地联络人／各公司HR总监／经理
全国联络人／曾松柏
全球联络人/Susan Laberee
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第一阶段 - 时刻表
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Welcome to Voyager
This is the first issue of the Voyager Newsletter, an electronic publication which will keep you informed about Voyager as this holistic program is rolled out. We have also created a new web site, where you can find current information about the program as well as past articles. There is also a Who's Who on the Voyager team, and a section for frequently asked questions (Q & As).
As Interbrew looks to the future, we need to focus on our new vision: creating enduring bonds with customers by providing the brands and experiences that bring people together. By coming together and aligning ourselves, we can leverage our global strength and local relationships to capture a greater share of value.
No one is more committed to Voyager and the success of our vision than John Brock, our CEO. Click here to get John's view on this company-wide journey we are undertaking. LATEST UPDATES Going on board with the Insight Map
In order to better understand Voyager, which encompasses a vast array of projects that will ultimately affect everyone, and to engage all our employees in a fruitful dialogue, we have developed an effective learning tool called the Insight Map. …
Now let’s take a look at Interbrew’s strategy for the coming years.
Our strategy is based on our vision: “Creating enduring bonds with consumers by providing brands and experiences that bring people together.” Capturing more than our fair share of the growth in our industry will require different solutions than those which have historically captured value. That is why Interbrew established this new compelling and single-minded vision for the company. It is based on our determination to place the consumer at the center of everything we do—everywhere.
The key strategic pillars that will support our way forward are:
First: winning with consumers via our winning brand portfolio. In 2003 we saw the beginnings of this strategy with organic volume growth ahead of the industry. This growth was the result of both the growth of our global brands as well as the domestic core lagers in the 21 countries in which we operate.
First, let me point out that this slide, obviously, does not yet represent AmBev’s fine brands.
Interbrew is convinced that developing our brand portfolio to achieve superior unit volume growth will translate into sustained superior shareholder return over time.
We remain brand portfolio believers. Why? Because not all consumers are alike, and not all consumers want to always drink the same beer or, indeed, the same beverage. It depends on their moods, their attitudes, or the occasion. One brand can’t be all things to all people.
We are confident that a full portfolio of domestic and global brands, targeted to unique segments, is the best way to fully meet consumers’ needs and to maximize value. We are committed to having the brand, the beer or the beverage of choice for those occasions where we choose to win the consumer, placing him or her at the center of our focus.
Our global brands will continue to grow, and our profit mix will improve as these brands take on a more important role. We want to outpace the beer industry’s organic volume growth consistently, over time, and continue growing share at the expense of competitors.
The second pillar: Winning at the “point of connection” with superior sales, merchandising and distribution capabilities. Winning at the point of connection focuses on the moment when consumers ultimately choose to purchase or consume our brands. The point-of-connection focus entails building sales & merchandising capabilities, achieving preferred supplier partnerships with customers, and using occasion-based marketing by channel. For example, throughout 2003 we focused on developing new channels and moments of consumption on a worldwide basis. In addition to this, Interbrew is upgrading its sales and merchandising capabilities through its Sales Academy, where we train our best sales people to focus on what really counts—the consumer.
The third pillar: Developing world-class efficiency and operating productivity. World-class efficiency entails optimizing our network of 75 breweries. In 2002 we took the initiative to close a brewery in the Netherlands and to scale down production at our brewery in Manchester in the . This process of examining our industrial operations will continue, and as trade barriers are reduced around the world, we will have the opportunity to revisit our supply-chain strategy and our procurement practices. We want to take advantage of potential production and distribution efficiencies, which will lead to a more integrated business.
The fourth pillar: This is about ensuring through targeted external growth that we can strengthen our positions in developed markets and continue to gain access to high-growth markets. The three acquisitions made in 2003 were very much in line with this strategy. The German and Serbian acquisitions strengthened our position in a developed market, while the Chinese acquisition not only strengthened our position in six key provinces, it also increased our exposure to a high-growth market. We will examine in further detail these acquisitions later in the presentation.
And, of course, the recent combination with AmBev, establishing InterbrewAmBev as the world’s premier brewer, is completely in line with this fourth pillar. As our CEO, John Brock so aptly put it: “This is a match made in heaven—an opportunity too good to pass up.”
Let’s look more closely at this.
Interbrew is driving to become more effective than our competitors, and at a lower cost.
Through some recent benchmarking, we know that we are not the best in class in terms of operating productivity. We have not fully integrated our supply chain and logistics across key geographic blocks, we have not optimized and integrated our procurement process, and we have not driven operating productivity to the optimum level across all markets.
This means there is a huge opportunity to deliver value in this area. Or to put it another way, there’s a great deal of low-hanging fruit to be picked. We do have some examples of best practices, with some plants operating better than the best of the rest in the industry. But we also have some examples of operational inefficiency. By transferring knowledge to those breweries which are underperforming, we can help drive significant value.
What does efficiency look like in practice? A more integrated supply chain and manufacturing footprint, reduced costs, improved operating productivity, and much, much more.
Finally, supporting these four pillars is the way we differentiate through innovation. Innovation is going to play a significant role in our future, just as it has in our past. In 2003, our spectacular volume growth in Russia, Ukraine and Central Europe was largely due to the introduction of new PET packaging—the same innovative technology, combined with a highly creative and broad relaunch, which has enabled us to stop the long-term decline of OB in South Korea, one of our most important markets.
Going forward, when we speak of innovation, we will not simply be speaking about product or packaging innovation, but about innovation in all we do, across all regions, departments and disciplines of Interbrew.
This slide illustrates very clearly how targeted external growth has established Interbrew in key beer markets around the world. We are now in the number one or number two position in five of the six fastest-growing markets in the world, and in the number one slot in those provinces of China where you absolutely want to be: the heavily populated and comparatively affluent ones in the East and Southeast of the country.
Another country we’ve been focusing on is China, which is the world largest beer market, projected to grow annually from 6-8% over the next few years. Interbrew looks at China as an example of how we have been leveraging longstanding close relationships around the world.
While Interbrew has had business dealings in China since 1984, we only entered the market as an operator in 1998, through the acquisition of the Nanjing and Jinling Breweries. In 2002, we successfully turned around our Nanjing operations and regained the number 1 position in, and around, Nanjing, an area as big as all of Belgium.
In November 2002, we acquired a 70% stake in the brewing activities of KK Brewery. KK has an 80% market share in the city of Ningbo.
Our next action was taking a 24% stake in Zhujiang Brewery, which, with 50% share, is the market leader in Guangdong. These acquisitions are part of a strategy of focusing on the defined geographic area of economic activity, mainly the costal area of China, where Gross Domestic Product (GDP) is 3 times that of the interior regions. Interbrew ended 2002 with interests in a business which has a 12-million hectolitre volume, located in a region with 230 million inhabitants. That represents 7 times the population of Canada, 23 times the population of Belgium and 80% of the population of theUnited States.
Our next action was an agreement reached with the Malaysian Lion Group to become their strategic partner in the Chinese beer market. This partnership strengthens Interbrew’s position in the Guangdong, Zhejiang and Jiangsu provinces, and gives the company access to three additional provinces, Hubei, Hunan and Shandong, with a comprehensive brand portfolio of mainstream lagers, premium brands, and specialty beers.
Most recently, Interbrew’s acquired a 70% controlling interest in the Zhejiang Shiliang Brewery, solidifying our number one position in Zhejiang Province, where the company will have a market share of close to 50%.
