CASE: Union of

Backus Breweries and

Johnston S.A.A.
COURSE: Securities Market
 Executive Summary
Union of Peruvian Breweries Backus and Johnston S.A.A produces and
markets types, brands, and presentations of beer, to satisfy the
consumer tastes with different , according to the region and
socioeconomic level.
The main object of Backus is constituted by the preparation, packaging,
sale, distribution and any other type of negotiations related to
malted drinks and malts, non-alcoholic beverages and sparkling waters.
Union of Peruvian Breweries Backus and Johnson S.A.A., leading company in the
Peruvian beer market, characterized by constant investments in
infrastructure and cutting-edge technology, which guarantees the quality of our
products and services.
We emphasize the development and training of the individuals who make up
our company, we transform available resources into results of
highly competitive quality.
 Periodicity - History
• 1879:
• The origin of Backusse dates back to the year 1876, the year in which the gentlemen
Jacobo Backus and Howard Johnston, of American nationality, found
an ice factory in the traditional district of Rímac, which turns into
In 1879 at Backus & Johnston Brewery Ltd. In 1890 they transferred the firm to
a society formed in London.
• 1954:
• Backus & Johnston Brewery Ltd. is acquired by entrepreneurs
Peruvians led by Don Ricardo Bentín Mujica, who turns it into
at the Backus & Johnston Brewery S.A., setting an example of
nationalization by private initiative and disseminated shareholding.
• 1993:
• Inauguration of the Ate Plant This important investment allowed for
the installed capacity needed for the expansion of the beer market,
becoming one of the most modern in America.
• 1994:
• National Beer Company S.A. acquires 62%
the common shares of the National Brewery Company S.A. (CNC), its
principal competitor for over a century, in addition to entering the market of
waters and soft drinks of the country.
Periodicity - History
• 1996:
• Creation of the Union of Peruvian Breweries Backus and Johnston
S.A.A. With a vision for the future and seeking to leverage synergies in the
brewing business, in 1996 the shareholders of Backus Brewery and
Johnston S.A., National Beer Company S.A., Northern Brewery
S.A. and Cervecera de Trujillo S.A. decide to merge the companies
by incorporating all of them into Backus which modifies its
naming creating to Union of Peruvian Breweries Backus and Johnston
S.A.A., the most important brewing company in Peru.
• 2000:
• Southern Brewery of Peru S.A. is acquired in the year
In 2000, Compañía Cervecera del Sur del Perú S.A. (Cervesur) became part of
part of the Backus Group, with the aim of consolidating a capable company
to compete effectively in a globalized environment.
• 2002:
• The Bavaria Business Group enters the shareholding of Backus
Strengthening ourselves by making it part of an important transnational company.
America. A process of divestment begins in sectors that do not
it constitutes the 'core business' with the aim of consolidating the business
brewer and beverage, with a view to greater competitiveness.
Periodicity - History
• 2005:
• SABMiller acquires the Bavaria Business Group with the
merger of the Bavaria Business Group and SABMiller plc, company
South African, based in London; we became part of the
second brewing group worldwide, with presence in more than
from 60 countries and with a portfolio of over 170 brands. The Group
Cisneros of Venezuela (Regional Brewery) sold its
shareholding participation in Unión de Cervecerías Peruanas Backus
from Johnston S.A.A. to SABMiller plc.
• 2008:
• Sales record and portfolio brand consolidation
The Backus Group announced in October 2008 a new record in
the annualized sales volume of its beer brands,
reaching a total of 10,028 Hectoliters. This is in addition to the
consolidation of your brand portfolio through a successful
segmentation strategy, positioning and messaging
clearly differentiated for each of their brands.
Directory
Management Plan
 Products
• Cristal: The beer of Peruvians
• Pilsen Callao: Authentic beer, authentic friendship
• Cusqueña: The magic is in the details
• Arequipeña: Flavor with character
• Barena: Enjoy Barena, easy to drink, all the flavor
• Peroni: The Italian style made beer
• PilsenTrujillo:Your beer
• Quara: Flavor inspired by them
• San Juan: Unleash the flavor of the jungle
• San Mateo: Spring mineral water
• Guaraná: Refreshes like no other
• Long live Backus: Experiment
• Saboré: The bubbling fruit flavor
• Maltín Power: Refresh yourself with the power of malt
Backus: brands and
presentations
• Cusqueña: The magic is in the details
• Cusqueña beer offers a pure and refined taste recognized.
internationally that makes us feel proud of the
Peruvian quality products, made with 100%
pure barley and SAAZ hops, the finest in the world.
• Cusqueña makes me proud because it is the best beer
Peruvian, internationally recognized; that's why it is ideal.
for my special moments.
Backus: brands and
presentations
• Cristal: The beer of Peruvians
Cristal is the flavor that unites Peruvians!!! Cristal
values diversity, Peruvian identity, unity, solidarity and
optimism. Crystal is cheerful, with a youthful spirit, with attitude
winner, concerned about her community, sociable and
nice.
• Cheers to being this way!!!
Backus: brands and
presentations
• Pilsen Callao: Authentic beer. Authentic
friendship.
• Born in 1863, Pilsen Callao is the first beer
produced in Peru. It brings us the authentic flavor in its
point, the traditional flavor of beer. Ideal for
share it in trust and relaxed with our
true friends.
• Pilsen Callao is the authentic beer that brings friends together.
really
 3URGXFWV
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Backus: brands and
presentations
• San Mateo: Spring mineral water
• San Mateo is not just water, it is Spring Mineral Water.
packaged at its source, which contributes to the
health and wellbeing, as it not only refreshes but also replenishes
the vital minerals that your body needs and that you lose
due to the intense daily activity.
 Analysis
•
SWOT
STRENGTHS
It is the main national beer producer.
WEAKNESSES
Plant capacity less than that of
• There is a strong horizontal integration and Latin American competitors.
vertical. • High dependence on the domestic market,
• High barriers to entry for newcomers low level of exports
competitors.
• Solid stock support, strengthened with the
acquisition of the shares by the
Bavaria Group.
• Proper management management.
• Brand positioning in the market
local and in Peruvian colonies in countries
foreigners.
• Important knowledge of the industry and of
productive process, constituting a
important learning curve
• Segmentation of your products by niches
of markets

OPPORTUNITIES THREATS
• Recovery of purchasing power of the • Smuggling of products through the
population, reflected in the projection of south of Peru
Gross Domestic Product. • Greater penetration of imported products
• Possibility of penetration in markets through retail channels.
externals. • Changes in tax policies. High
• National and Latin American Market with sensitivity to changes in the ISC (Tax
Competence
a
• Participation and competition history:

Year 2000: Held 99% after the successive purchases of CNC (

1994) and Cervesur (2000)
2001: Unique competitors (less than 1% Germany, Mexico,
among others)
2002 valorización $ 1,500 M , ( Bavaria 73.7% ,Cisneros 23.8%,
remains small Peruvian shareholders.
2002 UCPBJ main company of the Group with 82.8% sales and
supplies the northern and central regions of the country. Cervesur with 15.4%
The southern region and San Juan supply the Amazon region with 1.8%.
2003 AMBEV announces its decision to enter the market
Peruvian. With a brewery in Lima operating at 100% efficiency in
2005. With a capacity of 1 million hectoliters of beer per year, which
represents 16% of the national beer market.
Competence
a
• Participation and competition history:

In 2003, facing the threat of an external competitor, it segments its

products according to their market niche, strengthens their
channels, ration expenses.
2003 Backus files a lawsuit against Ambev to prevent
that Indecopi authorizes Ambev to dispose of the containers
of 620 ml beers that Backus uses to package its
products.
2003 Lawsuits in Huachipa are won by AMBEV - Lawyer
Valentín Paniagua.
Since this year 2005, it belongs to the SABMiller Group, the second
global brewing company, present in more than 60
countries.
In 2005, AMBEV launched Brahma, its first beer in the local market.
made in the country.
Competence
a
• Participation and competition history:

2007 AJE GROUP launches FRANCA to the market

2009 The beer industry was not unaffected by this economic slowdown. In the
In the year, total beer market sales fell by 5% and totaled 11.5.
millions of hectoliters (hl), after growing approximately 16% in 2008.
However, despite the intense competition and the economic environment, Backus
managed to sell 9.4 million hl in the local beer market in 2009,
approximately 33 thousand hl less than in 2008. This meant an increase of
participation increased from 84.5% in 2008 to 88.2% in 2009.
In 2009, AJEPER launched Club in a 650 ml non-returnable packaging.
the brand is sold as an alcoholic beverage and competes in the economy segment.
In 2010, 60.1% of Peruvians prefer Cristal by Backus, followed by Brahma.
with 21.1% and Cusqueña with 16.7%, according to a study by Arellano
Research and Marketing.
In 2010, the risk classifier Apoyo & Asociados grants classification of
Category 1st. (excellent combination of solvency) to its class A, B and shares
investment with a stable outlook.
Competency
a
• Participation and competition history:
January 2011This yearBrahmaconcentra 7.5% of
local market.
2011 market share 90% of the formal market of
alcoholic beverages.
2011 Backus and Johnston will seek to expand into the segments
female and young adults, in addition to continuing to grow in
non-alcoholic malt-based drinks.
2011 Finally, the sector in which the company operates
presents a high potential for growth, in view of the low
per capita consumption in relation to other countries in the region.
Competence
a
• Market share of the most important brands
of beer, to December 2004 (Support) before the admission
from AMBEV:
Competence
a
AMBEV Strategy
Passion for Beer
• Lowest price
• International support
• Huachipa plant and purchase bottlers for
ensure distribution channels
• BRAHMA Launch Party
• Ronaldo in Peru promoting the brand.
• Sponsor of Alianza Lima and Sport Boys
• Advertising Music by Pedro Suarez, participation
in campaigns of recognized national figures.
• Intense advertising campaigns everywhere
media and various events.
Competence
a
• National beer market after the entry of Brahma
(2005)
Competence
a
BACKUS strategy (125 years of passion for Peru and
his people)

• It refers to the history in the country and its 125 years of antiquity.
national origin.
• Golden Spear (unsuccessfully)
• Decide to confront Brahma through Pilsen Callao
• Segment all your brands by placing them in niches
specific.
Competence
a

Brands competing in the beer market

at the end of 2011
Competence
a
Market Share Comparison
2010 - 2011
PERUVIAN BREWERIES UNION BACKUS AND
JOHNSTON S.A.A.

STATE OF SITUATION
FINANCIAL
EXPRESSED IN THOUSANDS OF
SOLES

ACTIVE As of December 31 LIABILITIES AND EQUITY As of December 31

Note 2011 2010 Note 2011 2010

$ S/ S/. S/.

Current Asset Non-current liabilities

Bank loans and leases

Cash and cash equivalents 7 122,594 167,145 financial 15 110,623 231,562

Accounts receivable 8 226,065 198,076 Accounts payable 16 235,550 134,628

Related parties 9 159,619 155,136 Related parties 9 31,005 140,410

other accounts receivable 10 89,100 65,934 Income tax payable 77,084 27,382

Inventories 11 189,698 171,603 Other accounts payable 174 367,006 331,131

Expenses contracted in advance 22,759 10,393 Derivative financial instruments 18 14,661 2,345

809,835 768,287 Provisions 19 105,235 83,428

Non-current assets maintained for the Current portion of profits of the
sale 13-c 26,705 18,180 personal 20 10,488 25,362

Total current assets 836,540 786,467 Total liabilities 951,652 976,248

UNION OF PERUVIAN BREWERIES BACKUS AND JOHNSTON S.A.A.

STATEMENT OF RESULTS

Notes As of December 31

2011 2010

S/. S/

Net sales 5 3,005,569 2,591,358

Other operating income 5 80,746 85,365

Total gross income 3,086,315 2,676,723

Cost of Sales 23 (866,410) (847,902)

Gross profit 2,219,905 1,828,821

Selling expenses 23 (896,781) (840,650)

Administrative expenses 23 (365,446) (347,926)

Other income 24 28,597 21,642

UNION OF PERUVIAN BREWERIES BACKUS AND JOHNSTON S.A.A.

STATEMENT OF FINANCIAL POSITION

EXPRESSED IN THOUSANDS OF SOLES

ACTIVE On December 31

Note 2011 2010

S/. S/

Current Asset
Cash and cash equivalents 7 122,594 3.64 167,145 5.05
Accounts receivable 8 226,065 6.70 198,076 5.98
Related parties 9 159,619 4.73 155,136 4.69
other accounts receivable 10 89,100 2.64 65,934 1.99
Stocks 11 189,698 5.63 171,603 5.18

Expenses contracted in advance 22,759 0.67 10,393 0.31

809,835 24.02 768,287 23.21

Non-current assets held for
sale 13-c 26,705 0.79 18,180 0.55

Totalcurrentassets 836,540 24.81 786,467 23.76

Non-current asset
LIABILITIES AND EQUITY As of December 31

Note 2011 2010

S/. S/.

Non-current liabilities
Bank loans and financial leases 15 110,623 8.14 231,562 17.33
Accounts payable commercial 16 235,550 17.33 134,628 10.07
Related parties 9 31,005 2.28 140,410 10.51

Income tax payable 77,084 5.67 27,382 2.05

Other accounts payable 174 367,006 26.99 331,131 24.78
Derivative financial instruments 18 14,661 1.08 2,345 0.18
Provisions 19 105,235 7.74 83,428 6.24
Current benefits of staff 20 10,488 0.77 25,362 1.90

Total current liabilities 951,652 70.00 976,248 73.06

Non-current liabilities
Bank loans and financial leases 15 0 0.00 626 0.05
Other long-term payables 17 144,224 10.61 112,337 8.41
Staff benefits 20 33,033 2.43 25,184 1.88

Deferred revenues 0 0.00 0 0.00

Deferred tax liability 21 230,680 16.97 221,920 16.61

Total non-current liabilities 407,937 30.00 360,067 26.94

Total Pasivo 1,359,589 100% 1,336,315 100%

Net worth 22
UNION OF PERUVIAN BREWERIES BACKUS AND JOHNSTON
S.A.A.

STATEMENT OF INCOME

Notes As of December 31

2011 2010

$ S/

Net sales 5 3,005,569 2,591,358

Other operating income 5 80,746 85,365

Total gross income 3,086,315 100% 2,676,723 100%

Cost of Sales 23 (866,410) 28.07 (847,902) 27.47

Gross profit 2,219,905 71.93 1,828,821 59.26

Selling expenses 23 (896,781) 29.06 (840,650) 27.24

Administrative expenses 23 365,446 11.84 (347,926) 11.27
Other income 24 28,597 0.93 21,642 0.70
Other expenses 24 (19,261) 0.62 (21,327) 0.69
Net loss on sale of investments in
subsidiaries 12 (5,752) 0.19 0 0.00

Total operating expenses (1,258,643) 40.78 (1,188,261) 38.50

Operating Utility 961,262 31.15 640,560 20.75

UNION OF PERUVIAN BREWERIES BACKUS AND JOHNSTON S.A.A.

STATEMENT OF FINANCIAL POSITION

EXPRESSED IN THOUSANDS OF SOLES

ACTIVE As of December 31

Note 2010 2011 Variac Variac

S/. S/. $ %

Current Asset

Cash and cash equivalents 7 167,145 122,594 -44,551 -26.65

Trade receivables 8 198,076 226,065 27,989 14.13

Related parties 9 155,136 159,619 4,483 2.89

other accounts receivable 10 65,934 89,100 23,166 35.14

Stocks 11 171,603 189,698 18,095 10.54

Expenses contracted in advance 10,393 22,759 12,366 118.98

768,287 809,835
Non-current assets held for the
sale 13-c 18,180 26,705 8,525 46.89

Total current assets 786,467 836,540 50,073 6.37

LIABILITIES AND EQUITY On December 31

Note 2010 2011 Variac Variac

S/ S/ S/. %

Non-current liabilities

Bank loans and financial leasing 15 231,562 110,623 -120,939 -52.23

Accounts payable 16 134,628 235,550 100,922 74.96

Related parties 9 140,410 31,005 -109,405 -77.92

Income tax payable 27,382 77,084 49,702 181.51

Other accounts payable 174 331,131 367,006 35,875 10.83

Derivatives financial instruments 18 2,345 14,661 12,316 525.20

Provisions 19 83,428 105,235 21,807 26.14

Current benefits of staff 20 25,362 10,488 -14,874 -58.65

Total current liabilities 976,248 951,652 -24,596 -2.52

Non-current liabilities

Bank loans and financial leases 15 626 0 -626 -100.00

Other long-term accounts payable 17 112,337 144,224 31,887 28.39

Beneficios del personal 20 25,184 33,033 7,849 31.17

UNION OF PERUVIAN BREWERIES BACKUS AND JOHNSTON S.A.A.

STATEMENT OF RESULTS

Notes As of December 31

2010 2011

S/. S/

Net sales 5 2,591,358 3,005,569 414,211 15.98

Other operating income 5 85,365 80,746 -4,619 -5.41

Total gross income 2,676,723 3,086,315 409,592 15.30

Cost of Sales 23 (847,902) (866,410) -18,508 2.18

Gross Profit 1,828,821 2,219,905 391,084 21.38

Selling expenses 23 (840,650) (896,781) -56,131 6.68

Administration expenses 23 (347,926) (365,446) -17,520 5.04

Other income 24 21,642 28,597 6,955 32.14

Otros gastos 24 (21,327) (19,261) 2,066 -9.69

SALES
INFORMATION BY SEGMENTS:
The Executive Committee is the main body responsible for decision-making within the Group. Management has
determined a single reportable operating segment, the segment of beers and soft drinks.
The other business segment corresponds to the transportation service and others.
The Executive Committee considers the business from both a geographical perspective and by type of
product.
The revenues by product and geographic area are presented below:
Sales

Sales Participation Comparative of

Beer 2010 - 2011
Market risks:
Exchange Rate Risks - The group's activities and its debt in foreign currency
foreign exposure to the resulting exchange rate risk from the exposure of several
monedas, principalmente el dólar estadounidense y euros.
The group maintains the following assets and liabilities in foreign currency:
Liquidity Risks:
The finance department supervises the cash flow projections made on the
liquidity requirements of the Group to ensure that there is enough cash to reach
operational needs, maintaining sufficient margin for the lines of
credit.
These projections take into account the debt financing plans and
compliance with the financial ratio objectives of the statement of financial position.
The cash surpluses and balances above what is required for management of
working capital is invested in current accounts that generate interest and deposits
on credit, choosing instruments with appropriate maturities or sufficient liquidity.
REAL ESTATE, MACHINERY AND EQUIPMENT
BANK LOANS AND
FINANCIAL LEASING

Bank loans
 BANK LOANS AND
FINANCIAL LEASING

Financial leasing
 GOOD GOVERNMENT
• CORPORATE
The Committee, whose main objective is to recommend to
Directory, systems for adoption, monitoring
and improvement of good governance practices
the company's corporate, by the end of 2011, was
integrated by:
President: Dr. Francisco Mujica Serelle Director
Independent

Mr. Carlos Bentín Remy Director

Independent

Mr. Felipe Osterling Parodi Director

PROGRAMS OF
SOCIAL INVESTMENT
CORPORATE
• They mainly seek to benefit
to the communities in which
operated, through promotion
and development of activities
framed within their
Development strategy
Sustainable.
 PROGRESSING
TOGETHER
Entrepreneur Development Program of the
micro, small and medium-sized enterprise
linked to the agricultural and services sectors
marketing and tourism of the areas
geographical influences of companies
from the Backus group:
• Development Program
Service Providers and Clients
• Development Program
Farmers
• Programa de Desarrollo de Artesanos
 VIRTUAL SCHOOL
BACKUS
The purpose is to contribute to the quality of the
Peruvian education, developing
competencies and skills of teachers
through virtual programs of
training; promoting learning
collaborative and promoting the use of the
new technologies in your practice
pedagogical.
[Link]
 TEMPLE OF THE MOON

It is part of the archaeological projects

promoted by Backus through support for
the excavation, conservation, and works
tourist use, as well as to the strengthening of
microenterprise capabilities and
productive of the local community.
DEVELOPMENT
SUSTAINABLE
• Fifth pillar of your model of
management that ensures the
sustained growth of its
business and the return for its
Stakeholders (shareholders,
consumers, customers and the
communities where they operate.
DEVELOPMENT
SUSTAINABLE
It has 10 priorities:
Thematic Lines: 'Discouraging'
• Excessive consumption of beverages
alcoholic drinks,
• Drinking and driving.
• The consumption among minors.
Lines of Action:
• Public Commitment: Communications
commercials.
• Advertising campaigns.
• Educational campaigns with groups
Discourage consumption
specific.
irresponsible
Key areas:
• Water use of the plant.
• Availability and quality of water.
What are they doing?
• Waste Treatment Plant
industrial fluids: Motupe, Pucallpa,
Sister and Ate.
• Reduction of water consumption of
Reduce the 1995 to 2009 from 10 to 4.47 hl.
water consumption
DEVELOPMENT Áreas claves:
• Calculate the carbon dioxide emissions
Sustainable • carbon.
Energy efficiency in the plant.
• Abandon fossil fuels based on
carbon.
What are they doing?
• Ate Plant has facilities,
equipment and machines powered by natural gas.
• Plants Ate, Motupe and San Juan are
installed Recovery Plants of
C02, eliminating the need for purchase.
Reduce our footprint •Key
Environmentally friendly transport fleet
areas:
of energy and carbon • environment..
Increase of recycled material in
• The planting project was initiated.
packaging.
• trees.
Packaging designs that enable
reuse or recycling.
What are they doing?
• Glass recycling: 90% sale is
returnable.
• Plastic box injection plant 'In
House.
Reduce, reuse and • PET Recycling: Program 'Recycling to
recycle packaging "help" with Asbega, for the benefit of
DEVELOPMENT
Sustainable Areas
•
of focus:
Segregation and classification of
waste.
• Waste disposal.
• Certified contractors for the
waste removal.
What are they doing?
• We carry out waste segregation and
we reuse.
• Mash and yeast.
"0" waste in • Management of hazardous waste.
our operations Areas of Focus:
• Compliance with the Principles of
Responsible Supply (PAR).
What are they doing?
• Supplier development.
• Dissemination of its management model,
good practices and development
sustainable.
• Ethical policy and ethical line.
Business development and • Suppliers must commit
manage your value chain with the compliance of the PAR.
DEVELOPMENT
SUSTAINABLE
We support:
• The principles of the Declaration
Universal Declaration of Human Rights
(UDHR).
• The OECD guidelines for the
Multinational Companies.
• The Tripartite Declaration of Principles
of the International Organization of
Work in relation to businesses
Multinationals and Social Policy.
Respect the rights • The Fundamental Conventions of the ILO.
humans. Focus Areas:
• National
Education: Teacher training -
Backus Virtual School.
Promotion and generation of employment
linked to the productive chain and to the
communities.
• Regional
Specific needs of the
Benefit with our area communities where they are present
of influence. with productive plants.
DEVELOPMENT
SUSTAINABLE
What are they doing?
• Design and implement a program
internal awareness, information
and education for the collaborators,
spouses and dependents.
• Offer the worker the possibility of
opt for the HIV screening test.
• Periodically review the statistics
nationals to evaluate possible
Contribute with the complementary actions.
reduction of impact What are they doing?
• Reportar públicamente, de manera
timely, accurate, and honest the
sustainable development priorities.
• Communicate the commitments clearly
continues and proactive to the
investors, NGOs, politicians, and others
stakeholders.
• Report the progress through
public documents like the Memory
Transparent and ethical in the Annual Development Report
management of your business
Sustainable, and through the website.
GROUP
The company is part of the economic group SABMiller,
ECONOMIC
whose
the main activity is beer production.

Company name Object

SABMiller plc Financial Corporation and Holding.
SABMiller Latin American
Ltd. Investor.
Bavaria S.A. Preparation, bottling and
marketing of beer and
soft drinks
Racetrack Peru S.R.L. Holding.
San Juan Brewery S.A. Production and marketing of
beer, drinks, waters and juices.
Transportes77S.A. Transport services and
vehicle maintenance.
Oriente Shipping S.A.C. River and land transport.
Packaging Industries
S.A. Manufacturing of products from
plastic and label printing.
Agro Inversiones S.A. Marketing, distribution and
malted barley production,
SOCIAL CAPITAL AND
CLASS, NUMBER AND VALUE OF SHARES
SHARE STRUCTURE
SHAREHOLDER COMPOSITION
QUOTATION SUMMARY OF THE
BACKUS SHARES AS OF 08.06.12
QUOTATIONS FROM 26.06 TO 06.08 OF 2012
BACKUS STOCK QUOTATIONS
LAST 5 DAYS
QUOTATIONS OF BACKUS SHARES
LAST MONTH
QUOTATIONS OF BACKUS SHARES
LAST 6 MONTHS
QUOTATIONS OF BACKUS SHARES
LAST YEAR 2011-2012
QUOTATIONS OF BACKUS SHARES
LAST 2 YEARS
 Projects
Portfolio development and brand growth
The goal is for the products to be the first choice of
consumption for customers.
• will ensure the presence of the brands at the point of sale and
the inclusion of minor consumers will take place
resources with a relevant offer.
• The premium segment will be strengthened.
• To expand the potential market, we will remain focused on
the fight against informality in the national industry of
drinks.
Point of sale development
• The goal is the consolidation of the New Service Model,
such a way that the needs of the retailer, buyer and
consumer shall be covered.
Human resource development
• In order to ensure the sustainability of the business, the
gestión del talento será una meta importante, de tal forma
 Projects
Cost control
• The best practices within SABMiller will be used to
capture opportunities for improvement in cost control.
Sustainable development
• Efforts will be made to consolidate the reputation and positioning.
de Backus as a leading company in Peru, integrating the
environmental and social issues to the business, with a view to protecting
the license to operate.
• Actions related to sustainable management will be carried out.
water, the reduction of greenhouse gas emissions,
developing watershed management projects and
reforestation.
• Regarding corporate social investment actions, it
will continue with the implementation of programs that
contribute to capacity building and development
regional and national, including education programs.
Production process:
Alcoholic beverages
• Grain storage
• Extraction and treatment
of water
• Milling
• Cooking
• Wort Cooling
Fermentation and
Ripening
• Filtration
• Packaging
• Distribution
THANK YOU ...