Second of all, in the markets where SAB is a challenger, the main strategic objective is the increase of the company's market share. The current activity in this sense, with the acquisition of several important brands, seems to have delivered the expected results. As a pointer, it is advisable that the capacities in Central and South Eastern Europe be efficiently used, as these can provide significant scale economies for the company, given the lower overall production costs available in the countries. SAB has already purchased local brands in Romania, Poland, Hungary or the Czech Republic, but, considering the particular efficiency of each of these local brands, the operating capacities can also be used to produce original SAB brands (although in this case, one needs to consider the European market's absorption capacity for foreign brands).
In my opinion, one of the most important components in the company's strategy for the future is represented by the emerging markets, India and China. The main reason for this is the fact that the markets where SAB has a challenger position are, more or less, consolidated markets, markets where positions are less likely to change. The emerging markets, on the other hand, provide excellent opportunities as unexplored markets, markets where competition is still at an incipient...
(South African Breweries p l c) Strategy to be followed Parts of the possible strategy have been discussed earlier and let us seek justification for the strategies that have been talked about. It is clear that SAB has good operating practices and sales as that has enabled to go beyond its original base through acquisition of breweries in Eastern Europe, Asia and Central America during the last few years and operate
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