"Brazil is not for beginners," says Didier, President of Heineken

The acquisition of the assets of Kirin-brand owner Schin-will Brazil the largest one-man operation Dutch Heineken''s global, passing the Mexico, who held the post since the purchase of the assets of Femsa''s beer, in 2010. After seven years in the country, the group will double your national market share of breweries, but in industrial terms, the jump will be greater: 12 new factories (today are five) and 10000 employees (as of 2000).
The "digestion" of this structure will include changes in production, distribution and marketing, said Didier Debrosse, President of Heineken Brazil. The following are key excerpts of the interview.
As the purchase fits in the overall strategy of Heineken?
Didier-make more global Heineken was an initiative of Jean-François van Boxmeer (global President of the company). We made key acquisitions in Asia and bought the Femsa, which made the biggest global market, Mexico position which will now for Brazil (after the completion of the deal with Kirin Brazil).
The experience gained in Brazil helped on this acquisition?
Didier-Brazil is not for beginners, especially when abroad look the business environment here, including bureaucracy and concerns about taxes and the legal system. But we feel that we now know the Country. We believe to be able to grow and risking more. Accept this volatile scenario.
As the marks of the Kirin will be '' digested '' by Heineken?
Didier-we have a good portfolio in Brazil, but we can grow in various regions. The Kirin is complementary. In the entry, Schin is strong in the Northeast, where we have little reach. Let''s work the regions, to Schin not overlap the Kaiser and Bavaria, strong in the South and São Paulo. The Schin can help also the Amstel, which is priced a little higher, to grow in the Northeast. Heineken is strong in the premium segment, which can assist the artisanal BadenBaden and Eisenbahn.
What is the importance of new factories for Heineken?
Didier-they are essential. In the beers, the industrial position is important because being close to the customer it means lower costs with logistics-and this is especially important in Brazil. In addition, we will be present in most States that offer tax incentives.
What is the situation of the factories of Brazil Kirin?
Didier-Schincariol invested heavily in factories, and the Kirin did a good job. We have, of course, to make investments. But got good industries, better than the ones we bought from the Kaiser (in 2010, the '' package '' of Femsa).
What will happen to the area of water and soft drinks of the Kirin?
Didier-still no decision taken, we can keep or sell. Does not fit in the global strategy. But brings us more scale in Brazil.
And what about Kirin distributors outside the Heineken deal with Coca-Cola?
Didier-no decision. We have both options. But, as we are now much bigger in Brazil, we will choose the best option thinking in the long term.
Heineken will enter with an aggressive price positioning to gain more market?
Didier-it''s too early to tell. We''re pretty big by buying a huge asset. And it is no secret that, despite everything, this new business needs restructuring.
The new factories will produce Amstel and Heineken?
Didier-Yes, but the case of Amstel is simpler. The case of Heineken is complicated, because the production process requires many tests.
You can introduce more foreign brands in the short term?
Didier-we have to digest this acquisition before. Are 12 factories and 10000 employees. We need a little break.
How to face the market of beer in the country?
Didier-the current situation is complicated, the market fell a little in 2015 and 2016. But Brazil is still "green", with good chance of expansion in the Northeast, where per capita consumption is low. And the premium segment still has a much smaller share than in the rest of the world. It''s an opportunity for us.