Mm-hmm

... customers expecting of us.

We do sell to customers that sell to consumers, so what do they expect and need from us? Where are consumers going? How are categories developing? And different shifts, if there's any shifts in taxation or anything regulatory that we need to take in.

So we consider all of that.

Based on that, we do what we call category strategies, that we look beer as one category and say, "Okay, where are people moving? What are the white spaces that we could have?" And then on a, the next level is then allocating those spaces to our brands and be like, "How can we develop the brands?" And then which innovations are then necessary to capture the growth and the spaces that we selected.

That goes into three-year brand plan, one year, and eventually execution.

[laughs]

Uh, but I think it's really about how do we then secure that we're using the strengths.