ICONISE CARLSBERG  Consumers, Brands  & Innovation SELECTED ACTIONS AND PROGRESS 2013 CONSUMER-RELEVANT INNOVATION A WINNING PORTFOLIO  At Carlsberg, the consumer is at the heart  of every decision we make. We always think  about consumers in the context of needs,  occasions, brands and innovations, and we  are on a journey to continuously sharpen up  our approach to these areas. We are fast at  identifying local best practices and scaling  them across relevant markets.  This strategic lever has three priorities. that our portfolio of international premium  and local power brands matches the needs  and preferences of our local consumers.  Each market must therefore deploy an at- tractive brand portfolio, which allows us to  win across channels and capture a growing  proportion of profit pools. To that effect,  we have developed a number of proprietary  strategic tools to help markets determine  the appropriate positioning and composition  of their portfolios. Carlsberg is the flagship brand of the Group  and “the name above the door”. Thus, it has  a unique role in driving and cementing the  Group culture. From a commercial aspect, the  brand has substantial untapped potential,  and to exploit this potential we will continue  to increase its global availability. We are  also committed to developing and executing  world-class consumer-, shopper- and cus- tomer-relevant brand-building programmes  to support the Carlsberg brand. Alongside the Carlsberg brand, we have a  unique roster of outstanding international  and local brands. We continuously ensure  The Carlsberg Group has always been a  pioneer in beer innovation. Innovations are  important for driving the beer category and  increasing its attractiveness to consumers  and customers. Through superior under- standing of trends and insights from con- sumers, shoppers and customers, we identify  which innovations will deliver top- and  bottom-line growth over time. A combina- tion of Group and local innovations within  beer and adjacent beverage categories is the  key to recruiting and retaining consumers.  Generally, our innovations must be scalable  across the Group in order to meet our ambi- tious innovation goals. In 2013, several Carlsberg brand initiatives  were undertaken. We reiterated our strong  commitment to football with the renewal  of our long-standing football partnership  with UEFA for EURO 2016 and we entered  into three-year partnerships with the Eng- lish Premier League and the Chinese Foot- ball Association Super League. Carlsberg  launched the successful “Poker/Carlsberg  puts friends to the test” viral, which was a social media hit.  Another successful global initiative was  the “Where’s the party?” campaign, which  focused on the nightlife channel, leverag- ing electronic dance music culture and  culminating in a 10,000-spectator concert  with world-renowned DJ Axwell in Stock- holm, Sweden. Further roll-out of our international pre- mium brands was high on the agenda in  2013. In China and India, Tuborg made  good progress in its objective to conquer  the young adult segment through a num- ber of music activation programmes and  increased distribution.  The many innovation initiatives in 2013  included: new flavours, packaging and  marketing campaigns for Somersby, our  cider brand; further expansion of Radler  (juice and beer mix) as an extension of  local power brands in markets such as  Denmark, Poland and Switzerland; and  the launch in France of Tuborg Skøll, a  new generation of beer mixes. 22 Management review STRATEGY Carlsberg Group Annual Report 2013