steered the company through many deals. tremendous grwoth, the industry faces challenges. the beginning the right talent. >> how do you keep the vibrancy

at a company where, as you say, you have 200,000 employees? and the sustainability afterwards. withmmand, a conversation -- carlosouse re frito? strong global growth around the world. walk us through some bright spots. >> are still we had a bright ye ar. last year we had a bright year. transformational year. nippon yusen on the hotspots for year, pretty much. today.r is important reporter: what is the one that

jumps out to you? africa, asiak at and latin america, those are the three areas that grow very fast. if you look at last year, the asian group revenues are around 7.5%. and the africa revenues are at 6%. those are pretty consistent growth rates. reporter: and in asia, what's driving that? what brand and what market? >> well, china and asia and then we have strong areas, such as india. those are markets that are very important. example.r we are the number one brewer? why? because we operate in the number one market.

so, we have performed throughout the market. reporter: using success in introducing new brands like asia, or is that a place where you invest in existing brands? reporter: well, we have a local brand. brand.al we grew to 17%%. local brands, international brands, and global brands. in asia and all those markets, we have all those brands. ae beautiful about having global brand, you can offer different things.

views are normally core plus, as we call it. 200,000 brands in different markets. attractedmexico has quite a few. carlos: we have been there for four years now. are exceeding capacity. the export side of the business is doing very well. reporter: you have the beer. [laughter] carlos: mexican beers are

attracting excact locations. so, there are a lot of things where mexican beers connect. the beers carry that position in their midns. -- in their minds. reporter: what do you need to do here in the u.s. to boost those brands? carlos: budweiser has been growing everywhere throughout the world. this year will be important for budweiser. we have world cup soccer. and that is the are words that is the year where flood wiser normally grows. -- where budweiser normally grows. so, it's a very strong brand. it carries a lot of the

guidance. freedom, the option to have a better life, sports, music 0-- an americna way of life. es in traveld do well within the united states? looks: yeah, if you do at what we do in the summer, it's something only budweiser can do. it is iconic. we have been in business in the u.s. for more than 60 years because the business started in renting 52. 952.tarted in 1 market invested in the

with innovation. it's a very important market for us, the u.s. market. there more to come in terms of the way you have positioned budweiser? carlos: promotingdweiser renewable electricity. that means that all the budweiser produced in the u.s. is brewed with renewable technology. 2025 we will be 100% from renewable sources. it is our global brand.

about giving access to water. it's something where families day gettinge water to families. we have afforded some of those communities five days of water. we have reached 1 million households. reporter: with craft beer, with a younger beer drinking audience, how does it figure into the global strategy? carlos: it is a great segment. today you go to a restaurant in your city, or any major metropolitan area, you have a wine list and beer list.

10 years ago, that would not have been the case. craft beer helped that. because it is a great trade the consumers to within the world. there's a segment of consumers that is growing. they feel good about paying up for the product and the experience. reporter: why is that? what is drawing them to that? what is it that allows them -- carlos: the middle class is growing. optimism, i think. it.t of people can afford so, why not?

people are -- their taste pallets of becoming more refined, experiences.e therefore, they want different styles offered to them. we are in the business of giving consumers what they want. we want to have 20% of our portfolio offering beers like 2025. today we are at 8%. and we want that to the 20%. there are a lot of consumers out an activeh lifestyle. number oneu.s., the share gainer, now close to three

years, 11 quarters to be precise. it connects to the active lifestyle, the active consumer, zero carbs. it. pay a premium for reporter: right. how do you get to that consumer, segment?ve understanding by what they do. marathons, after triatholons, cycling events -- you have that figure. they don't have energy drinks because they have beer and because they know the process.

there are many opportunities the beer can touch. the beer, can go down in terms and still level touch many consumers. reporter: before we move on, just going back to craft. there is some speculation that craft has peaked a bit. do you think we are there? carlos: craft is still growing in the u.s. you look around the world, craft continues to grow. but at a much lower rate around the world as well. have high margins, or consumers turning up and willing to pay a premium for it. they have a different style, and

they are coming back to beer. reporter: you mentioned this broad optimism on a consumer basis. such anke you sees amazing array of consumers. peoplere places hwere are feeling especially good? countriess, a lot of and regions are growing. in emerging markets, where we have most of our business, the middle class is growing and education is getting better. social media is a big part of that.

sometimes we hit a bump and there's a crisis. com again, those trends e back up again. those are what we call unstoppable trends. that is why we think our category is so great. beer is growing around the world. weerms of possibilties, have global brands, local brands , styles, local pairings, many things beer is suited for. francine: this new company is audacious. was her appetite do you have going forward? carlos: this combination has made many amazing opportunities

for us.

reporter: we talked about 2017 being year one of this new audacioust being an merging of companies. first, this combination has made opportunities for us. complementaries. about footprints. able to see a wealth of

knowledge. time wehe first were able to learn a lot from our new colleagues. something we were able to learn from is called the category extension model. ofething about this idea consumer trends, where you are and where you are headed three to five years from now. consumerst for which areas you will grow. location.ooking at the then, you start looking at what is around there, something called near beer. cider, for example ofy can appear to extensions beer. knowledge lot of

that is at our disposal. reporter: sorry to interrupt, but as you share those ideas, does that make you say, there are things we should buy? or are you in a build mode? people,: 99% of including myself, we have amazingly talented people and scale. thisve everything and category of framework, global brands -- we have all of these things that we put to work together. tehre's -- there is organic world for a long time. on the other hand, there are four or five guys that are looking for opportunities. the business is going in an

organic fashion. taht is what we do for business. reporter: are these four or five guys knocking on your door? reporter: they knock on my door sometimes. side ofraft business, we try to anticipate craft business. we take craft to another country. the big things, they don't happen everyday organics is on growth. reporter: from a global-economic perspective, we are in a time

where global trade is on the top of mind. you heard about tariffs in the u.s. how does that play through to your business. carlos: we try to think always of our consumers. we try to think if this or that approach is better for the consumers. consumersut tarifs on effectu.s., that will the beer. when you put tariffs on alu 3%um, that represents 2% or structure. you have 2% inflation in the u.s. that would be important for our

consumers. we are trying to do what is best for our consumers. reporter: that was a big wrist you took -- a big risk you took, joining this nation company done in brazil. carlos: for sure, because i chose the people's culture before anything else. ♪

reporter: i understand you are going back to make a speech at stanford, where you went to business school. you were recruited out of business school, right? carlos: actually, yeah. scholarship, which made it viable for me to go to business school.

when i graduated, i went to work with him and his partners. 1989, that started the european company that came from belgium. there were 1600 years of history, 1988. we accomplished that together and start expanding more and more. jason: that was a big risk you took, right? to join this nascient company, brazil.this company in what will your message be, as you look back to 1989? jason: i am a very humble person, so i hope i will be able to craft a message that people think is interesting. but it is true. i chose a different culture before anything else. it is true, the offer i had from

georgia to come back to brazil at the time was 20% of the highest offer i had in terms of the highest offer i had. less? so, 80% carlos: 80%, but what i saw there in two weeks, i had the opportunity to get to know them. 1987.e to stanford in i said, i want to be part of this group, and if i have to have an 80% cut, i will do that. different fromng the other companies i have worked with before. it is fast, young people, ideas. it is about no shortcuts. at the end of the day, it's a business to last. that's what was so exciting.

how do you keep that fiber and see at a company where, as you say, you have 200,000 clients? how do you keep that going? carlos: i always say that the best-kept secret is our website. we give people a bigger thing then they think they can handle, a bigger bone than they can chew. it seems to attract people by having a honest, open environment where opportunities come faster than a traditional company. this is part of our lives. mayo's care about the short-term and long-term. care about the short-term and the long-term. this is an environmental where people think every day, this is our company and every decision i make here, i will be here 10-15 again, thesew full

are things we can look back and be proud of. and say, i was part of that. ♪

reporter: the ceo to the made changes to get the company back on track a manage the changes to obama care. tosat beside donald trump