Name: AB InBev CMO Details the Unified Marketing Strategy Behind Its Historic Cannes Wins
Uploaded: 2026-06-22T19:30:00Z
Duration: 8 min 32 s

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Chief Marketing Officer Marcel Marcondes discussed how AB InBev balances a unified global process with local market execution across its portfolio of 500 brands. Following the company's third win as Creative Marketer of the Year in 2026, Marcondes emphasized that his priority remains driving tangible business value rather than building a personal legacy. (Marcel Marcondes is a member of the WSJ Leadership Institute's CMO Council) Photo: WSJ Leadership Institute

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Chief Marketing Officer Marcel Marcondes discussed how AB InBev balances a unified global process with local market execution across its portfolio of 500 brands. Following the company's third win as Creative Marketer of the Year in 2026, Marcondes emphasized that his priority remains driving tangible business value rather than building a personal legacy. (Marcel Marcondes is a member of the WSJ Leadership Institute's CMO Council)

AB InBev CMO Details the Unified Marketing Strategy Behind Its Historic Cannes Wins

So, we have with us Marcel Marcondes. He has a lot of interesting things happening. He's the CMO at AB InBev, which has a lot of brands you know. So, Marcel, welcome.

Thank you very much.

This is a historic Cannes for you.

Yes, it is. We've been honored as the Creative Marketers of the Year in 2026, and that represents winning it for three times in the last five years. So it's a-

Are you the first to win that?

Yes, we're the very first company to win it three times.

Yeah. That's amazing.

That's amazing.

And I think one of the things that's interesting is that you manage a portfolio of brands, so not just one brand.

True.

A house of brands. How do you get all your marketers globally to have that kind of creative vision?

That's the key question. Exactly because we have 500 brands and we operate in more than 50 countries, we spent a lot of efforts and time building what we call the one ABI way of marketing, which is exactly the set of tools, processes that we use to operate with any brand, everywhere, all over the world. We've been training more than 2,000 of our commercial leaders on that process. So we can have a standard to operate as an organization and we can behave the same way in different places.

What was the messy parts of getting everybody into that journey? Because as somebody who ran a global brand at Hyatt with a house of brands, I know that's not easy. So what was the secret?

The secret, I always believe it's to find a balance between being global and being local because you need to avoid that effect of here things are different. And on the other hand, you also need to avoid like trying to believe in a one-size-fits-all sort of solution. So what we have is the same process everywhere, but the outcome of the process varies on a market-by-market basis. So we have the best of having a standardized approach and also the best of a local touch and the local outcomes. I think this is the magic that our system allows to.

So, you actually are a first time jury member for an award that is a first ever, and I think it sort of connects, right, this award and also what you've actually done at AB InBev. Am I right about that?

I would say so. I think that's what Simon told me when he gave me a call to invite me to be the jury president. So I would say it's right.

And so, I know that there's breaking news. Why don't you tell us about that process?

So first, that's a very special category because it focuses on the input, not the output, which is-

So, internal?

Yeah. Which is what we're used to. So basically it asks for a lot. This is why it's very special. Basically, there are four elements. One is to have proven, strong creative capabilities. That can lead into great creative work. That can lead into commercial results, and last, but never least, for a sustainable amount of time, especially if it goes beyond geographies and brands. So four big dimensions. This is why it's so tough, as a category, it's very special. And the jury voted ABI as the Grand Prix for that category. So I was not in the room when that happened. We have to leave the room whenever we have any kind of interest in the discussion, but we're also very pleased to see that the jury decided ABI would be the best representation on that category exactly on its first year.

Were you surprised?

I would say we were confident. If I'm being very honest, I thought that the fact that I was the jury president would make it more complicated because it's not easy to handle the situation. But I think the jury was very mature, and since the very beginning we, said, "Our job here is to represent the industry and to send the industry a message. So we need to forget our badges and just have the most straightforward, honest, and focused discussion we can have." So, I mean, I understand. I think we've been working for this for almost 10 years, so we're honored, we're humbled with the recognition. But I have to say, in the end, given the quality of the other entries and the other companies and the other brands at stake, I was positively surprised and very excited.

When you took the CMO job, did you think this would be your legacy?

No, because also, to be very honest, I never thought about our legacy. I think this is... I think egos are very complicated in the industry. I think this is probably one of the biggest enemies we have in the world as it is today. So I've always tried to find a way to add value to the business. For me, it's all about extracting the best out of people because this is a human business, in the direction of adding value to the business and to consumers. And this is when the magic happens. Then whether there will be legacy or not, so and so forth, it's for others to judge. But my mindset has never been focused on a legacy.

So, you brought up the human part, and I'm curious, how are you guys integrating AI into a company that really is very much about in real life?

That's a very good question, and I think the most straightforward answer that I can give you is to have a philosophy about that, which is maybe a sandwich approach. It's human, technology, human, so technology is at the middle. I think AI is amazing. We should embrace it full force, but we need to make sure that there's humans at the beginning and humans at the end. Technology is an enabler. I think the big trap that we fall into because there's so much hype about it is to start to believe the technology is the end game. For a brewer, we brew beers. For us, it is not the end game, right? It needs to be right in the middle. This is why the sandwich, humans, tech, humans. And this is how I think we've been making very good progress. For example, we have Bs, which is our B2B business. We drive a lot of AI-driven personalization to clients with sales algorithms and content personalization and so on so forth. And 75% of all of our revenues, as an organization, they flow through digital channels already. I think this is something that people are not aware of. And this is fully AI operated. We also have direct to consumers operations in many countries. And we have two times better results whenever we apply AI because it's much cheaper, faster, and effective, the personalization and scale approach, but it's always led by humans, and humans are in the end to make sure that there's a clear objective being achieved, that there's intentionality in the beginning, and that the outcome addresses the objective. Otherwise, we can take weird routes.

Has it been hard to get, you know, the talent, the people to adopt it?

I think it's a process, right? As everything that is new, it's a process. I would say that the biggest learnings that we've had at the beginning of our journey were in the direction of not trying too hard. I think we were trying to do way too many things before we really understood which would be the areas where AI could add the most amount of value. And so as we learned from that first phase, then the second phase was all about narrowing the amount of initiatives that we drive so that we can have bigger impacts. And this makes everything more mature and then people engage more because we can go deeper. At the beginning it was pretty much about experimentation. I think it's normal, but it's important that we mature and progress over time.

So, one of the other things that's new at Cannes is the creator track. How do you guys think about the creator marketplace?

Wow. I think it's here to stay because it's all about whatever consumers respect and listen to. And consumers listen a lot to creators. It's interesting because there's a lot going on in the world, and this makes people question some channels and some forms of communication. And then it's interesting to see this trend when from consumer's eyes, whenever there's a regular citizen delivering a piece of content that comes together with a lot of credibility. So we need to be where consumers are, we need to listen to them. And if they're listening to creators, so be it. So it's a new stream in the industry, which should be welcome and well-addressed, well-used.