input: [0] Change in consumer preferences [1] Consumer tastes and behaviours are constantly evolving, and at an increasingly rapid rate. Competition in the beverage industry is expanding and becoming more fragmented, complex and sophisticated. [2] • Failing to ensure the strength and relevance of our brands with consumers and customers. • Failing to respond in an adequate and timely manner to rapidly changing consumer preferences and behaviours. • Failing to continue to improve our commercial capabilities to deliver brand propositions that meet consumer, shopper and customer needs. [3] Market positions come under pressure, lower top-line growth rates and profitability. [5] Developing strong, relevant brand portfolios that win in the local market. • Constantly raising the profitability of local businesses, sustainably. • Leveraging our skills and global scale. [4] 
output: Ongoing evaluation of our brand portfolios in every market to ensure that they target current and future opportunities for profitable growth. • Building our brand equities through innovation and compelling marketing programmes. • Ensuring we have deep understanding of changing consumer and industry dynamics in key markets, enabling us to respond appropriately to issues which may impact our business performance. • Continued enhancement of the SABMiller Marketing Way which sets out the best-practice approach for our commercial processes. • Focus on monitoring and benchmarking commercial performance and developing the critical commercial capabilities that are required in order to win in local markets.