Report and Accounts 1999 / 2000 - Carlsberg Group

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Dec Nov Oct Sep Aug Jul Jun May Apr Mar Feb Jan 2000 Dec Nov Oct 1999 Shareholder Information 19 Development of the Carlsberg B-share compared to the KFX-index and the general index for the period 1.10.1999 - 31.12.2000 200 ● Carlsberg ● KFX ● General index 180 160 140 120 100 80 60 40 20 0 Analysts The institutions below report on the developments in Carlsberg on a current basis: Denmark Broker Name Telephone E-mail Alfred Berg Bank Kitty Bagai +45 33 96 19 26 kitty.bagai@alfredberg.dk Aros Maizels Jesper Breitenstein +45 33 33 48 66 jesper.breitenstein@arosmaizels.com Carnegie Julie Qvist - jquist@carnegie.dk Danske Securities Peter Kondrup +45 33 44 07 30 peter.kondrup@danskesecurities.com Enskilda Securities Hans Gregersen +45 36 97 75 21 hans.gregersen@enskilda.dk Jyske Analyser Jacob Bundgaard +45 89 22 28 61 jb@jyskebank.dk Abroad Company Name Telephone E-mail CAI Cheuvreux Franz Hoyer +44 20 7621 5172 fhoyer@indocdv.com Cazenove & Co Sandy Soames +44 20 7825 9981 wasoames@cazenove.com Cazenove & Co Matthew Webb +44 20 7825 9503 mcwebb@cazenove.com Credit Suisse First Boston Ian Shackleton +44 20 7888 6883 ian.shackleton@csfb.com Fortis Bank Darrell Duthie +31 20 527 2698 darell.duthie@meespierson.com HSBC Investment Bank Plc. Simon Hales +44 20 7336 2643 simon.hales@hsbcib.com Lehman Brothers John Wakely +44 20 7260 2029 jdwakely@lehman.com Merrill Lynch Europe PLC John Beaumont - - Morgan Stanley Dean Witter Alexandra Oldroyd +44 20 7513 6648 alexandra.oldroyd@msdw.com
20 Group Staff Functions Group Staff Functions Development and optimisation of a powerful brand portfolio is becoming increasingly important to Carlsberg. The primary company objective is global growth within the beer business. The efforts to stimulate such growth is portfolio based and focuses on a number of brands that play different roles. Carlsberg’s brand portfolio The Carlsberg brand is the global premium brand, with the specific objective of creating growth on a world-wide basis through a more widespread distribution supported by increased resources for communication and general market cultivation. Regional brands such as Tuborg are developed in the relevant regions around the world, whereas strong local brands such as Tetley’s, Super Bock, Okocim, Falcon, Koff, etc. create the basis for strong local business systems in close contact with local consumer preferences. The Carlsberg brand The Carlsberg brand is one of the company’s most important assets and major resources are spent on strengthening its global position. The global marketing activities have increased significantly in order to strengthen long-term brand equity and improve the consumer’s close relationship with the brand worldwide. The brand achieved overall growth in 2000, experiencing a particularly strong sales development in the UK, Sweden, Portugal, several markets in Asia and the Duty Free trade. Though traditional advertising forms the “backbone” of the brand communication strategy in most key markets, Carlsberg has pursued an active strategy towards developing direct contact and communication with the consumers. Areas such as sport and music have been important components in this connection. Carlsberg continues to participate actively in the international world of football, generating greater brand visibility and at the same time appealing to the hearts of the supporters of prob-
Page 1 and 2: Report and Accounts 1999 / 2000
Page 3 and 4: A Brief Presentation ▲ ▲ A Brie
Page 5 and 6: 2 Letter to the Shareholders Letter
Page 7 and 8: 4 Board of Directors and Executive
Page 9 and 10: 6 Highlights and Key Figures, 5-yea
Page 11 and 12: 8 Report for 1999/2000 Report for 1
Page 13 and 14: 10 Report for 1999/2000 Provisions
Page 15 and 16: 12 Report for 1999/2000 Malaysia: E
Page 17 and 18: 14 Report for 1999/2000 ed a key pa
Page 19 and 20: 16 Management and Corporate Governa
Page 21: 18 Shareholder Information Investor
Page 25 and 26: 22 European Music Awards, the devel
Page 27 and 28: 24 Group Staff Functions the projec
Page 29 and 30: 26 Corporate Strategic Sourcing (CS
Page 31 and 32: 28 Group Staff Functions allocation
Page 33 and 34: 3030 Regional Reports Regional Repo
Page 35 and 36: 32 Regional Reports Finland The Fin
Page 37 and 38: 34 Regional Reports due to the posi
Page 39 and 40: 36 Regional Reports vourably. Today
Page 41 and 42: 38 Regional Reports new joint ventu
Page 43 and 44: 40 Soft Drinks Soft Drinks CCNB In
Page 45 and 46: 4242 The New Carlsberg A/S The New
Page 47 and 48: 4444 The New Carlsberg A/S Carlsber
Page 49 and 50: 46 The New Carlsberg A/S establishm
Page 51 and 52: 48 The New Carlsberg A/S Group Comp
Page 53 and 54: 50 The New Carlsberg A/S 2 3 4 5 Ca
Page 55 and 56: 52 52 The New Carlsberg A/S Carlsbe
Page 57 and 58: 54 The New Carlsberg A/S Carlsberg
Page 60 and 61: Accounts for 1999 / 2000 Accounts f
Page 62 and 63: Financial Review of the Carlsberg G
Page 70 and 71: Accounting Policies 67 running of t
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Profit and Loss Account 1999/00 69
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Balance Sheet 71 Balance Sheet at 3
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Notes to the Accounts 73 Notes to t
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Development in Results by Quarters
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Group Companies 83 Group Companies
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Auditors’ Report 85 Auditors’ R
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Subsidiaries 87 Carlsberg Malawi Br
Page 92 and 93:
▲ ▲ Board of Directors and Exec
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Carlsberg's primary activities are
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Report and Accounts 1999 / 2000 - Carlsberg Group

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