The three key strategies for Interbrew relied on brands, operations, and market, “sides of the Interbrew triangle.” Their aim was to consolidate its positions in mature markets and improve margins through higher volumes of premium and specialty brands.
For operations strategy, they cross-fertilized the best practices between sites, with aims to narrow down to the best to lower production cost. Furthermore, Interbrew closed down breweries in mature markets and increased optimum usage out of the areas that were still growing. Strategic sourcing also took place by narrowing down to their best supplier to save cost. They also believe that the improvements can rely on motivating the employees rather than technical performance.
In market strategy, it involved increasing volume and lessening its dependence on Belgium and Canada. Implementation of strong market platform took place to support the brand. In addition, decentralization took place, where individual country team members managed their own areas to achieve accelerated success. In their mature markets, they focused on improving margins by greater efficiencies in production, distribution, and marketing. In addition they tried to shift the market trends towards premium specialty products. In growing markets they built significant positions in the markets that had long-term volume growth potential by more acquisitions and joint ventures.
