BARTON BEERS, LTD. NEW ASSOCIATE ORIENTATION Corporate Planning Presentation Presented By Bart Zuurdeeg Director, Business Planning February 13, 2007.

BARTON BEERS, LTD.NEW ASSOCIATE ORIENTATION

Corporate Planning Presentation

Presented ByBart Zuurdeeg

Director, Business Planning

February 13, 2007

Corporate Planning Department

100 Years of Service

Jim RyanExecutive Vice President

Corporate Planning18 Years of Service

Jennifer KwongNational Director – Tsingtao

17 Years of Service

Bart ZuurdeegDirector – Business Planning

9 Years of Service

Mark StubenfollDirector, Planning & Analysis

6 Years of Service

Kimberly TwistAdministrative Assistant

15 Years of Service

Mike Walls Manger, Pricing Analysis

3 Years of Serivce

Sheri SoSr. Budget Analyst12 Years of Service

Thu NgoPricing Analysis Assistant

2 Years of Service

Deb Bowman Project / Event Coordinator

2 Years of Service

Matt LaughtonDemand Planner

2 Years of Service

Katie FitzgeraldIndustry Data Analyst

2 Years of Service

Emric SotoWholesaler Administrator

5 Years of Service

Sr. Secretary / Translator Open

Corin InternationalHong Kong

Partner since 1987

Lauren StampsDemand Planning Analyst

7 Years of Service / Rocky Mtn Div.

Kerry Dunleavy Wholesaler Coordinator

New

Financial Planning- Pricing- Budget Management- Division Profitability- Analysis

Special Projects- Industry & Government Affairs- Communication Initiative- Interface with Barton Inc.

Departments

Corporate PlanningCorporate Planning

Tsingtao- Management- Operations- Ensure Long-Term

Partnership

Business Planning- Industry Data- Proprietary Data Collection- Event Planning- Wholesaler Administration- Policies & Procedures

Monarch Import Company

A successful past…a more exciting future!!!

Monarch Import Company

The Exclusive Importer of Tsingtao Beer since 1978.

Barton acquired Monarch in 1987.

Long term agency agreement recently extended through 2011.

Responsible for the management of Tsingtao business in the U.S.

Provide support to all Beers' departments relative to Tsingtao.

Responsible for strategic direction and long-term planning. Now operates under Crown Imports, with no change on

product label

TaiwanTaiwan

50 Breweries & Counting...50 Breweries & Counting...

Hong KongHong Kong

ShenzhenShenzhen

BeijingBeijingQingdaoQingdao

ShanghaiShanghai

TSINGTAO BREWERY GROUP LTD.

Tsingtao Brewery • The Tsingtao Brewery was founded by

German settlers in Qingdao in 1903. Today, it is the largest and most prestigious of more than 400 breweries in China.

• Tsingtao Brewery has 50 plants strategically located throughout China.

• Tsingtao accounts for 50% of total domestic beer and foreign beer exported from China.

• Tsingtao is sold in more than 50 countries in the world.

• Tsingtao is the most recognizable branded consumer product from China.

Significant Milestones• #1 Chinese Beer in the USA

• China: the largest beer production and consumption country in the world

• Asian-American population continues to grow in U.S.

• Pan-Asian restaurant expansion

• Monarch recognized as Brewery’s “Best Business Partner” in 2003

• New 12-Pack NR introduction in 2004

• New Tsingtao Pure Draft introduction in 2006. – 11.2 oz. Bottle– 21.6 oz. Bottle

• One million case goal in 2006.

• Proud sponsor of the Beijing 2008 Olympic Games“The Most Favorite Chinese Beer Brand of Home and

Overseas Consumers.”“Passion, Dreams & Success”

Tsingtao Beer - China's #1 Beer• Tsingtao Lager

– 157 calories per 12-oz. bottle– Packaging:

• 6 pack/12-oz. Bottle • 24 loose/12-oz. Bottle• 21.6-oz. Large Bottle • 12-oz. Can• 12-Pack/12-oz. Bottle

• Tsingtao Pure Draft– 138 calories per 11.2-oz. bottle– Packaging

• 6 Pack/11.2–oz. Bottle• 21.6-oz. Large Draft Bottle

Top 20 Brewers of the World

Source: IMPACT DATABANK 2005

Percent ChangeRank Brewer 2004 2005 2004-2005 2004 2005

1 INBEV* 167.6 172.1 2.7% 13.3% 13.3%2 SABMiller 147.3 149.8 1.7% 11.7% 11.6%3 Anheuser-Busch 136.1 148.3 9.0% 10.8% 11.5%4 Heineken 96.0 101.1 5.3% 7.6% 7.8%5 Carlsberg 53.9 58.7 8.9% 4.3% 4.6%6 Scottish Courage 42.9 45.2 5.4% 3.4% 3.5%7 Grupo Modelo 36.5 38.8 6.3% 2.9% 3.0%8 Molson Coors 36.1 36.1 0.0% 2.9% 2.8%9 Baltic Beverages 31.5 35.4 12.4% 2.5% 2.7%10 Tsingtao Brewery Corp. 31.6 34.8 10.1% 2.5% 2.7%11 Snow Breweries 26.7 33.6 25.8% 2.1% 2.6%12 Kirin Brewery 31.8 30.9 -2.8% 2.5% 2.4%13 FEMSA 27.2 27.8 2.2% 2.2% 2.2%14 Beijing Yangjing 24.3 26.8 10.3% 1.2% 2.1%15 Asahi Brewies 26.3 25.4 -3.4% 2.1% 2.0%16 Guinness Brewing 19.4 19.7 1.5% 1.5% 1.5%17 Foster's Brewing Group 15.8 16.0 1.3% 1.3% 1.2%18 San Miguel Group 15.5 15.3 -1.3% 1.2% 1.2%19 Efes Beverage Group 12.3 13.7 11.4% 1.0% 1.1%20 Radeberger Gruppe 11.9 12.0 0.8% 0.9% 0.9%

Market ShareShipmentsMillions of barrel shipments

*Note: INBEV consolidation of Interbrew and AmBev took place in 2004. This chart reflects the Pro-Forma sales of their new combined company.

Top 20 Beer Brands of the WorldPercent Change

Rank Brand Brewer 2004 2005 2004-2005 2004 20051 Bud Light Anheuser-Busch 38.9 39.3 1.0% 3.1% 3.0%2 Budweiser Anheuser-Busch 36.0 34.6 -3.9% 2.9% 2.7%3 Skol InBev 26.5 27.9 5.3% 2.1% 2.2%4 Corona Grupo Modelo 23.5 24.5 4.3% 1.9% 1.9%5 Brahma InBev 17.6 20.6 17.0% 1.4% 1.6%6 Heineken Heineken NV 19.4 20.0 3.1% 1.5% 1.6%7 Miller Lite SABMiller 17.6 18.2 3.4% 1.4% 1.4%8 Coors Light Molson Brewing Co. 16.3 16.5 1.2% 1.3% 1.3%9 Asahi Super Dry Asahi Breweries, Ltd. 16.1 15.0 -6.8% 1.3% 1.2%10 Snow China Resources Snow Breweries9.2 13.5 46.7% 0.7% 1.0%11 Yangjing Beijing Yangjing Beer Group Corp.10.8 11.7 8.3% 0.9% 0.9%12 Tsingtao Tsingtao Brewery Corp. 10.0 11.3 13.0% 0.8% 0.9%13 Polar Cerveceria Polar 11.4 11.0 -3.5% 0.9% 0.9%14 Carlsberg Carlsberg Breweries 9.7 9.7 0.0% 0.8% 0.8%15 Amstel Heineken 9.5 9.7 2.1% 0.8% 0.8%16 Antarctica Pilsen InBev 8.1 9.3 14.8% 0.6% 0.7%17 Guinness Guinness Brewing Worldwide 9.1 9.2 1.1% 0.7% 0.7%18 San Miguel Pale Pilsen San Miguel 9.2 9.1 -1.1% 0.7% 0.7%19 Baltika Baltic Beverages 8.1 9.0 11.1% 0.6% 0.7%20 Stella Artois InBev 8.3 8.4 1.2% 0.7% 0.7%

Market ShareShipments

Source: IMPACT DATABANK 2005

Millions of barrel shipments

BEERS DIVISION

Business & Pricing Analysis

Mark StubenfollDirector, Planning & Analysis

BARTON BEERSNEW EMPLOYEE

ORIENTATION

Business & Pricing

Analysis

Pricing/Profitability

Analysis

Budget Management

Promotion Payments

Business & Pricing Analysis

Business & Pricing Analysis

• Pricing Analysis / proposed FOB and promotion changes

• Pre/Post Promotion Analysis • New Product Financial Analysis • Price Change Communication

– Wholesaler – FOB Changes– Barton Internal – Price Promotion, Marketing Fee

Changes

• Ad Hoc Analyses

Pricing/Profitability

Analysis

Primary Contact –Mike Walls

Business & Pricing Analysis• Primary interface with Finance• Coordinate Development / Maintenance of following

budgets: Crown Tactical Fund Budgets Sell Expense Budgets Capital Expenditure Budgets Price Promotion Budgets

• Complete Financial Scenarios for Budget Justification• Resource for Division Profitability Statement /

Budgets• Track Budget to actual performance with respect to

Key Performance Indicators• Develop Long Term Strategic Plan

Budget Manageme

nt

Primary Contact – Sheri So

Business & Pricing Analysis

• Coordinate Price Promotion set up

• Process all Price Promotion Changes

• Responsible for payment of Price Promotions

• Provide internal and external customer service with respect to price promotions

Promotion

Payments

Primary Contact – Thu Ngo

Key Reports / Forms – (see Appendix)

• Selling Expense Statement

• CTF Report

• Price Promotion Calendar

• Price Promotion Drop / Add Form

• Promotions to be Paid-”Proof” Report

• Promotions Approved/Adjustment Form

• Reimbursement Summary Report

Appendix

Selling Expense Statement

CTF Report

Price Promotion Calendar

Price Promotion Drop / Add FormBARTON BEERS

(EXPLANATION MUST BE PROVIDED)

DATE:

DIVISION:

REGION:

STATE / MARKET:

DRIVE # SERIES # BRAND / PACKAGE BEGIN DATE END DATECOST PER

CASE VOLUMETOTAL DRIVE

COSTDRP / SPR /

RMS / ED / PA ADD / DELETEPROMO CHAIN PTR PER CASE

F/L PTR PER CASE

-

-

-

-

-

-

-

-

-

-

-

-

NET IMPACT -$

EXPLANATION OF DRIVE CHANGES

DIVISION MANAGER APPROVAL Date:

NATIONAL SALES APPROVAL Date:

SALES PLANNING & ANALYSIS / ADMINISTRATION APPROVAL Date:

PLANNING& ANALYSIS ONLY PERFORMANCE SIGNOFF

UPDATED PMS

UPDATED CALENDAR

PRICE PROMOTION DROP/ADD FORM

* FOR NEW PACKAGES

ONLY

Promotions to be Paid

Price Promotion Approval / Adjustment Form

Price Promotion Approval/Adjustment Form

Date: PLEASE EMAIL COMPLETED FORM TO THU NGO WITHIN 2 BUSINESS DAYS OF RECEIPT OF THE PROMOS TO BE PAID - PROOF REPORT

Division:Period: Purpose:To provide documentation and approval of the proposed Division level adjustments to the price promotions to be paid - proof report. Instructions:Enter Date, Division, and Period above. Once you receive your promotions to be paid proof report, please thoroughly review it and utilize this form to submit adjustments / corrections.Per the example below in green, enter the wholesaler name, ship to, and promotion number to be changed. Next, enter the reported rate per unit and volume as they appear on the report. The total dollar amount auto calculates.Next, enter the correct rate per unit and volume. The revised total and dollar impact of the change automatically calculates. Please enter comments explaining the change. Comments are required.Please complete form electronically and type in the Division Manager's name to serve as approval if approved by the Division Manager. Once complete, email to corporate for final approval The example line in green cannot be overwritten.Note: You only have to enter changes on this report. If there are no corrections necessary for the above Division, please check here. All approvals are still required.

Requested Changes:

DP&A Initials

Reported Rate Per Unit Reported Volume

Requested Rate Per Unit

Requested Volume

Phoenix Bev Co. 110425 50000055 1.00$ 75 75.00$ 1.00$ 83$ 83.00$ 8.00$ -$ -$ -$

-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

Total dollar impact of changes: -$ Approval: (calculation excludes example line)Division Manager Signature: Date:

Date:

Explanation

Wholesaler incorrectly reported depletions. - EXAMPLE

Enter Information From Proof Report

Ship To # Promotion #

Enter Changes Here(Please Enter Both!)

$ Impact of ChangeWholesaler Name Total Revised Total

Reimbursement Summary Report

BARTON BEERSNEW ASSOCIATE

ORIENTATION

BUSINESS PLANNING

Presented ByBart Zuurdeeg

November 2006

Business Planning Department

Bart ZuurdeegDirector Business Planning

Matt LaughtonDemand Planner

Deb BowmanProject / Event Coordinator

Emric SotoWholesaler Administrator

Katie FitzgeraldIndustry Data Analyst

Kerry DunleavyWholesaler Coordinator

Lauren StampsDemand Planning Analyst

OpenVIP Coordinator

Business PlanningAreas of Responsibility

I. Industry Data/Resources Bart Zuurdeeg Impact Databank Katie Fitzgerald The Beer Institute Beer Marketers Insights

II. Meeting Planning Bart Zuurdeeg National Sales Meeting Deb Bowman Wholesaler Planning Meetings NBWA Convention & Party Division Managers Planning Meetings Supplier Review Meetings Wholesaler Council Meetings

Business PlanningAreas of Responsibility

III. Depletion Collection & Analysis Bart Zuurdeeg Axces Katie

Fitzgerald Monthly Depletions & Inventory Select Chains

VIP Daily Depletions, Inventory & Pricing Weekly Reporting TD Linx Supported

Training & Support

IV. Wholesaler Change Process Emric Soto Buy/Sell Transactions Kerry

Dunleavy Wholesaler Information Changes New Contract Mailing

Business PlanningAreas of Responsibility

V. Expense Reports Emric Soto Tracking Kerry Dunleavy Review & Reconciliation

VI. Demand Planning Matt Laughton Forecast Depletions 4 months out Lauren Stamps Pilot with 10 South Pacific Wholesalers High Level forecasts provided to Supply Chain to assist in

ordering process

Depletions Collection & Analysis

Sales &

Marketing

Analysis &

Reporting

Tools

Data warehouse developed by Constellation that integrates all internal sales data into one source.

Beer, Spirits, and Wine data is integrated together within the warehouse.

=

SMART Components

• Data Warehouse – The source for all of Constellation’s Internal Data

• VIP – The company that collects retail level depletions, pricing and wholesaler inventory from our distribution network.

• TD Linx – The company that classifies all of our retail accounts into the proper premise, channel, & Chain group.

• Axces – The company that collects monthly depletions and inventory from our non-VIP reporting wholesalers.

• Cognos PowerPlay – The software we use as our Field Sales Reporting Tool to access and analyze our business.

• Cognos Upfront – The portal that houses our Cognos Cubes, canned reports, and all personal custom reports

SMART Cubes

1. Depletions by Wholesaler Cube• Retail account data by wholesaler• Used primarily by the Sales Divisions

2. Depletions by Ultimate Parent Cube• Retail account data by Chain Ownership, e.g., Brinker, Albertsons Parent• Used by National Accounts

3. Depletions by Concept Owner Cube• Retail account data by chain banner, e.g., Chilis, Jewel• Used by National Accounts

4. Volume Cube• Wholesaler level data only• Contains depletions, orders, inventory, billings, pricing, plan and forecast

information• Used by corporate and division offices for monthly reporting and tracking vs. plan• Used by Supply Chain to manage Inventory on a weekly basis

Benefits of SMART

• One source for all data

• Faster and more reliable server

• Higher and Cleaner levels of TD Linx Data (Trade Classifications)- Over 98% of volume and accounts classified

• Incorporates non-VIP wholesalers into cubes

• Access to Depletions, Inventory, Billings, Pricing, Plan and Forecast Information all from the same cube

• More accurate information!

Uses of SMART

• Track Wholesaler Distribution

• Identify Sales Opportunities / Gaps

• New Product Tracking

• Mid & Post Program Reviews

• Manage Wholesaler Inventory More Frequently • Analyze Class of Trade trends and CTV

•Track Off and On Premise chains and accounts