Welcome to the Anheuser-Busch InBev's third quarter 2018 earnings conference call and webcast. Hosting the call today from AB InBev are Mr. Carlos Brito, Chief Executive Officer, and Mr. Felipe Dutra, Chief Financial and Technology Officer. To access the slides accompanying today's call, please visit AB InBev's website at www.ab-inbev.com and click on the Investors tab and in the Reports and Filings page. Today's webcast will be available for on-demand playback later today. At this time, all participants have been placed on listen-only mode, and the floor will be open for your questions following the presentation. If you would like to ask a question at that time, please press star one on your touch-tone phone. If at any point your question has been answered, you may remove yourself from the queue by pressing the pound key. If you should require operator assistance, please press star zero.
Some of the information provided during the conference call may contain statements of future expectations and other forward-looking statements. These expectations are based on management's current views and assumptions and involve known and unknown risks and uncertainties. It is possible that AB InBev's actual results and financial condition may differ, possibly materially, from the anticipated results and financial condition indicated in the forward-looking statements. For a discussion of some of the risks and important factors that could affect AB InBev's future results, see risk factors in the company's latest annual report on Form 20-F filed with the Securities and Exchange Commission on March 19th, 2018. AB InBev assumes no obligation to update or revise any forward-looking information provided during the conference call and shall not be liable for any action taken in reliance upon such information. It is now my pleasure to turn the floor over to Mr. Carlos Brito.
Sir, you may begin.
Well, thank you, Christie. Good morning, good afternoon, everyone, and welcome to our third quarter and nine months 2018 earnings call. Today, I'd like to tell you about the results and highlights of our third quarter 2018 performance. Next, I'll spend a few minutes covering our U.S. strategy. It has seen a refresh earlier this year, and we're excited about the initial results. I'll then hand over to Felipe to discuss our financials before opening up for Q&A. Let's start with the highlights. Our revenues grew 4.5%, with beer volume growth of 0.5% despite macroeconomic headwinds across some emerging markets such as Brazil, Argentina, and South Africa. We continue to leverage the intellectual synergies gained from our combination with SAB as we employ the Category Expansion Framework and market maturity models across our footprint.
Premiumization initiatives were led by our global brand portfolio, which continues to achieve double-digit revenue growth outside of their brands' home markets. We also continue to expand our portfolio of affordable options in low and middle maturity markets. This quarter, a prime example is the launch of a cassava-based beer called Nossa in the northeast region of Brazil, which was created by leveraging the best practice from some of our other markets. With respect to our Better World agenda, in August, we launched our 100+ Accelerator to help achieve our 2025 sustainability goals. This will be an annual program designed to tackle specific challenges related to sustainability. Topline growth contributed to EBITDA growth acceleration to 7.5%, and we continue to expand our margins despite an increase in year-over-year commodity prices. Let me now tell you more about the results of the quarter.
Our revenue in the third quarter grew by 4.5%, with revenue per capita growth of 4.2% and off 4.4% on a constant geographic basis. Good growth was led by China, Mexico, and Western Europe. Our global brand portfolio of Budweiser, Stella Artois, and Corona continued to grow faster than our total portfolio, with revenue growth of 7.7% and 10.6% outside of the brands' home markets. I'll share more details on their performance in just a few minutes. Our volume grew by 0.2%, with own beer volumes up 0.5%, partially offset by declines in our non-beer business of 2.4%, driven primarily by Brazil due to a weak industry. Beer volume growth was supported by many of our Africa markets as well as Mexico and Western Europe, partially offset by Brazil, Argentina, and South Africa. Our global EBITDA increased by 7.5%, with margin expansion of 116 basis points to 40.3%.
This was driven by healthy top-line growth, cost efficiencies, and synergy captured, partially offset by an increase in year-over-year commodity prices. Our normalized EPS decreased from $1.38, $0.31 in the third quarter of 2017 to $0.82 this quarter. Excluding the impact of mark-to-market losses linked to the hedging of our share-based payment programs and the impact of hyperinflation in Argentina, our underlying EPS was $1.16 this quarter, compared to $1.19 in the third quarter of last year. For more details on the impact of hyperinflation accounting in Argentina, please see or refer to page 13 of this morning's press release. Finally, the board has approved an interim dividend of EUR 0.80 per share for the fiscal year 2018. Felipe will discuss this in more detail later in this call.
In the U.S., our commercial strategy continues to gain momentum, which I'll expand upon shortly. Our estimated market share declined by 50 basis points in the third quarter and by 45 basis points year-to-date, which represents an improvement in our market share loss trend of 30 basis points versus last year. Our above premium portfolio performed well once again, with Michelob Ultra and our regional craft portfolio both contributing to grow by double digits. This is the 14th consecutive quarter that the Michelob Ultra family is the top share gainer in the U.S. In addition, our above premium innovations outperformed the market, with Bud Light Orange, Michelob Ultra Pure Gold, and the Budweiser Reserve Collection among the top share gainers in the U.S. this year. The premium and premium light segments remain under pressure as consumers trade up to higher price tiers.
Budweiser and Bud Light are performing better within their segments than prior year trends. Mexico delivered another solid quarter with high single-digit revenue growth. The Category Expansion Framework has enabled us to sharpen the positioning of our brands, especially in the core segment, through increased differentiation of our classic lager and easy drinking portfolio. Revenue growth also benefited from continued momentum in our premium portfolio, led by Michelob Ultra and Stella Artois, which combined grew by double digits. In Colombia, we're focused on growing the beer category through premiumization initiatives, coupled with elevating and differentiating the core portfolio. Our global brand portfolio continues to lead the premiumization effort, with volumes almost doubling so far this year, led by an especially strong performance from Budweiser.
Our local brands continue to perform well, especially Águila, which grew volumes by more than 50% following a successful FIFA World Cup activation that continued throughout the summer. The beer industry in Brazil declined by approximately 2.5% as the consumer environment remains challenging. We slightly underperformed the industry, with beer volumes down by 3.1%, following our annual price adjustment during the quarter. Following a price increase, a temporary decline in market share is typical as the market takes time to adjust. Premiumization remains a growing trend, with global brands growing 40%, led by Corona, which grew 75% this quarter. We also continue to apply the learnings from the Category Expansion Framework to drive our affordability initiatives in the less mature regions of Brazil.
We launched a new brand called Nossa in the state of Pernambuco in the northeast, brewed with cassava produced by local farmers, which supports the development of the local economy and offers an affordable price point to consumers, all while delivering a healthy margin. South Africa had a challenging quarter as consumer disposable income remains under pressure and we faced out-of-stock issues related to supply constraints. Our revenue declined by mid-single digits, with both volume and revenue per hectoliter down by low single digits. On a positive note, we continued to gain market share in the premium and super premium segment in the third quarter, leading to an estimated segment market share of 24% in August, up from low single digits less than two years ago. Our business in China has continued its strong growth momentum into the third quarter.
Budweiser performed very well, with volume growth of mid-single digits as it continues to increase its rate of sales in more regions of the country. Our super premium portfolio continues to grow double digits off a meaningful base led by Corona. For further details on each region's individual performance, we encourage you to refer to the earnings press release we published earlier today. Our global brands had another strong quarter, with total revenue growth of 7.7% and 10.6% outside of their home markets. Budweiser delivered 9.3% revenue growth outside of the U.S., with sustained momentum from its global sponsorship of the FIFA World Cup. Additionally, strong growth in new markets such as Colombia, Nigeria, and South Africa contributed meaningfully to this performance. We once again successfully activated Tomorrowland, the world's largest music festival, which included a bespoke Budweiser stage this year.
Stella Artois grew revenues by 5.7%, driven by both established and expansion markets. We successfully launched a new brand campaign, Joie de Bière, across 50 markets to inspire people to bring enjoyment to every day. Corona revenues were up by more than 10% total and by 18% outside of Mexico. Our Corona Sunsets franchise continues to grow, and its self-funding model has changed the way we operate our experiential events around the world. Additionally, Corona Ligera, which launched earlier this year in Australia, has become the number 1 premium international mid-strength beer in the country, further supporting our goal to have 20% of our beer volume in low-alcohol beers, or NABLAB as we call it, by 2025 as part of our Better World Agenda. Earlier this year, we announced our ambitious 2025 sustainability goals as part of our Dream to Bring People Together for a Better World.
To help us identify new partners in this effort, we created the 100+ Accelerator. The program launched in August with 10 challenges focused on farmer productivity, product upcycling, responsible sourcing, water stewardship, green logistics, and more. We received more than 600 submissions from around the globe and selected 21 startups to pitch their solutions to our company leaders as well as an external audience for potential partnership and funding. Moreover, we see an opportunity to invest in some of these startups through ZX Ventures, and we look forward to making 100+ Accelerator an annual program. I would like to shift gears and tell you more about the exciting work we're doing in the U.S. market.
As we have been operating in the U.S. for now close to a decade, we took a fresh look at our strategy this year, starting with an in-depth review of our past performance and of the gaps and opportunities that exist in the U.S. market. While we have leveraged our core strengths over the past 10 years to consistently deliver strong EBITDA and strong cash flow performances, our top line has been below our expectations. In the U.S., we're facing a shrinking beer industry as beer loses share to wine and spirits. Major consumer trends such as premiumization, health, and wellness, along with demographic changes in the population, are causing a segment mix shift within beer. While our above-premium brands are accelerating growth and gaining share at a rapid pace, our portfolio in the U.S. is too heavily weighted to segments in the industry that are under pressure.
As a result, despite delivering a positive share of segment performance, we have not yet been able to fully offset the negative impact of the segment mix shift, resulting in an overall loss of market share. As a first step in our path to revert to strengths, we mapped our brands using the Category Expansion Framework. This allowed us to understand where we are well-positioned with our uniquely strong brand portfolio, while also identifying key white spaces and opportunities for growth. As a result, we refreshed our commercial strategy this year, which is built upon five strategic pillars. First, we need to continue to build winning brands that have a relevant, unique, and differentiated position, create authentic connections, and inspire long-term loyalty with consumers. Second, we must lead the trade up, offering consumers a portfolio of high-end choices that are aligned to the growing premiumization trend in the industry.
Third, we must stabilize the share of segment performance of our mainstream brands, such as Budweiser and Bud Light, as mainstream lagers are the entry point for the beer category, as such, play a meaningful role in delivering our strategy. Fourth, the beyond beer segment represents a significant opportunity for growth, requiring us to sustain a robust innovation pipeline that anticipates and fulfills evolving and fast-changing consumer preferences. Last, but surely not least, we must lead category growth with unique and winning propositions that bring consumers back to the beer category. The success of our strategy relies on knowing our consumer and taking a more local approach to our commercial execution. We're leveraging data analytics to derive meaningful consumer insights to stay ahead of the curve.
We're also applying these analytics at a more local level, given the complexity of the U.S., while giving our regional teams the autonomy to leverage market-specific knowledge to ensure maximum effectiveness of our strategy. We have started to execute against this strategy in 2018 and are already seeing early signs of success. With our mainstream brands, Budweiser and Bud Light, we've delivered successful commercial initiatives such as our hyperlocal NFL activations in Cleveland and Philadelphia, which generated over 2 billion earned media impressions combined. In the third quarter 2018, both Budweiser and Bud Light grew penetration, while we recognize we still have work to do in this space, we believe we're moving in the right direction. Michelob ULTRA continues to shine, now the fifth-largest brand in the U.S., and consistently growing double digits as it capitalizes on growing health and wellness trends.
However, the brand still underindex in major beer states such as California and New York, representing a significant opportunity for additional growth. We'll continue to support this brand to maximize its tremendous potential. 2018 has been a year for innovation in the U.S., with three very successful launches. Bud Light Orange, brewed with real orange peels, Michelob ULTRA Pure Gold, brewed with organic grains, and the limited edition Budweiser Reserve series. These innovations are driving incremental growth to our portfolio, with all three making it to the top 15 share gainers in the U.S. year to date and incremental growth to the category as we respond to evolving consumer needs.
Overall, while we're seeing encouraging signs, we acknowledge there is still work to be done, but we believe we have the right strategy, the right portfolio, and more importantly, the right people in place to achieve our goal of sustainable top-line growth in the U.S. I would now like to hand it over to Felipe, who will take you through more details on our financial results for the quarter. Felipe?
Thank you, Benito. Good morning, good afternoon, everyone. In the third quarter, we delivered just under $230 million of synergies, bringing the total synergies captured to date to more than $2.7 billion. Our total synergy guidance remains at $3.2 billion, to be delivered within the four-year period following the close of the combination. As a reminder, these synergies do not include any top-line or working capital synergies. We continue to expect the synergy captured to require approximately $1 billion of one-off cash costs to be incurred in the first three years after closing, and of which $778 million has been spent to date.
Net finance costs in the quarter were $1.787 billion compared to $1.135 billion in the third quarter of last year. The increase was due entirely to a negative swing of $856 million from mark-to-market losses linked to the hedging of our share-based payment programs, which were $616 million in the quarter, compared to a gain of $240 million in the third quarter of last year. We saw year-over-year savings in all other components of the net finance costs. Our normalized effective tax rate for the third quarter was 25.3%, up from 16.7% in the third quarter of 2017, and bringing our year-to-date tax rate to 26%. Excluding the impact of the gains and losses related to the hedging of our share-based payment programs, our effective tax rate this quarter was 20.3%, bringing our year-to-date tax rate to 23.5%.
Our effective tax rate guidance for the full year 2018 remains in the range of 24%-26%. This excludes the impact of any future gains and losses related to the hedging of our share-based payment programs. Moving on now to earnings per share. Our underlying EPS this quarter, defined as our normalized EPS, excluding the impact of mark-to-market relating to our share-based payment programs and hyperinflation adjustment in Argentina, decreased this quarter by $0.03 from $1.19 to $1.16. The decrease was driven by lower EPS and higher income tax, partially offset by lower net finance costs and income from associates and non-controlling interests. Our capital allocation priorities remain unchanged. Our optimal capital structure remains a net debt to EBITDA ratio of around two times.
The first priority for the use of cash is to invest behind our brands and to take full advantage of the organic growth opportunities in our business. Second, the leveraging to around two times net debt to EBITDA ratio remains our commitment, and we will prioritize debt repayment in order to meet this objective. Third, with respect to M&A, we will always be ready to look at opportunities when and if they arise, subject to our strict financial discipline and the leveraging commitment. Our fourth priority is returning excess cash to shareholders in the form of dividend and share buybacks. Consistent with these longstanding capital allocation priorities, and in light of recent currency volatility, we are rebasing our dividend payout to accelerate the leveraging towards our optimal capital structure of around two times, while continuing to prioritize investment in organic growth opportunities and creating greater financial flexibility.
The board has approved an interim dividend of EUR 0.80 per share for the fiscal year 2018, and intends to propose a final dividend of EUR 1 per share for the fiscal year 2018 to be paid in May 2019, subject to the approval at the annual shareholders' meeting. This would result in a total dividend payment for the fiscal year 2018 of EUR 1.80 per share. Following this rebase of 50%, we expect dividends to be a growing flow over time, in line with the non-cyclical nature of our business. Growth in the short term is expected to be modest, given the importance of the deleveraging. The rebase of the dividend will release roughly EUR 4 billion of additional cash per year to accelerate the deleveraging, which is expected to maximize our total enterprise value as a result of lower cost of capital.
Approximately 90% of the capital structure optimization value is expected to be captured in the early stages of deleveraging to around 3 times net debt to EBITDA, benefiting both debt and equity holders. With that, I will hand back to Christie to begin the Q&A section. Thank you.
Thank you. The floor is now open for questions. In the interest of time, we will limit participants to 2 questions. Again, if you have a question or comment, please press *1 on your touch-tone phone. If at any point your question has been answered, you may remove yourself from the queue by pressing the # key. We do ask that while you pose your question, you pick up your handset to provide optimal sound quality. Thank you. Our first question is coming from Olivier Nicolai of Morgan Stanley.
Hi, Brito and Felipe. Just 1 question, 1 follow-up. First of all, you mentioned an acceleration in growth for the rest of the year. Will it come from an underlying improvement of your business, so should we see better volume growth, or are you expecting more cost savings in Q4? Just on Brazil and South Africa, if you could go back to these 2 markets, could you add more details on the market share dynamic in the premium segment in those 2 markets? Are your share gains actually coming from distribution gain, or is it just like for like? Thank you.
Which markets, Olivier?
Brazil and South Africa.
Brazil and South Africa. In terms of your first question about the acceleration of results, we are keeping the outlook when we said that results should accelerate for the second half. We're keeping that. What you should keep in mind is that one thing or a couple things in this quarter that should be different for the next quarter is, one, in South Africa, where we had issues with out of stocks. That's a clear one-off issue that's now behind us. The second issue is the price increase in Brazil.
Which is also something that every time we do, it takes two months or so for the market to stabilize and find its balance. The third one will be the U.S., where sales to wholesalers and sales to retailers will continue to catch up for the fourth quarter as well. Those are some of the things that will give you a little bit of a flavor of why we kept the outlook for the second half in terms of acceleration of results. In terms of market share for South Africa and Brazil, your question was more on the high end or?
Yes.
In South Africa, we're growing share in the high end, the same case in Brazil. In South Africa, you have to remember that less than two years ago, 18 months ago, we started from 2% or 3% share in that segment. Now we are at 24% and growing very fast, therefore. Budweiser is doing very well, and the same with Corona. In Brazil, the same thing. We'll continue to grow in that segment. It's a segment that today represents 10% of the market. Our three brands, not both, but our three brands, Corona, Stella, and Budweiser are doing very well. Growing all three more than 40%, and Corona growing even 75%. Again, in both markets, the high end is less affected by any macro pressure, and as the segment's growing as well, we're growing within segment.
Thank you, Brito.
Thank you. Your next question is from Edward Mundy at Jefferies.
Hi, Brito. Hi, Felipe. Hi, everyone. Two questions, please. The first is, are you able to provide any more color on the opex in the cost into fiscal 2019, given they crept up a little bit in Q3? The second, Felipe, it's about your final bullet on slide 24. The 90% of the capital structure optimization value will be captured in the early stages of deleveraging. Does that imply that your plan is to broadly keep the dividend flattish up until about three times, and then after that, you're going to look to grow that? Or am I reading too much into that?
Let me get the first one. In terms of cost of sales, our outlook for this year has been that our total cost, that is, say, would be below inflation. Total cost. The cost of sales plus SG&A, that remains intact. In terms of cost of sales, given the timing of our hedges, they increase the cost of sales per hectoliters. This year is more concentrated in the half 2, in the second half. On a fiscal year basis, as said before, both cost of sales plus SG&A will continue to perform below inflation. In regards to Q4, in particular, we expect that a strong SG&A performance will offset some of the cost of sales pressure, particularly the pressure that we will see in the fourth quarter. That will be for the fiscal year 2018.
In terms of 2019, I think that was also part of the question. Our growth algorithm remains the same, right? On net revenue, net revenue per hectoliter benefiting from mix to continue to grow at inflation or above inflation because of mix. Cost in general, cost of sales plus SG&A, below inflation. That has been our long-term value creation model in terms of our P&L and the way it works.
Hi, Eddie. Felipe here addressing your second question. I think the point on the capital structure decision is very much the fact that at optimum leverage levels is very much where we maximize the enterprise value, and there is a lot of value to be created as a result of the deleveraging. As we gravitated towards that goal and the decision to rebase the dividend in light of the recent currency volatility is very much targeting to proactively be ahead of the curve and accelerate deleveraging towards that goal, which ultimately will benefit both debt and equity holders.
Thank you.
Thank you.
Thank you.
You're welcome.
Thank you. Your next question is from Robert Ottenstein of Evercore ISI.
Great. Two questions. One, Felipe, perhaps you can kind of just give us a little bit of thought in terms of why the 50% cut was the right amount, and why not do more and try to get there faster, and kind of the various constraints and the thinking around that. That's one question. Brito, perhaps you can talk a little bit about, from a very high level and an organizational level, how you're thinking about accelerating the top line. In 2014, there seemed to be a little bit of shift in the narrative that you would focus more on top-line growth. Obviously, there's been a transaction in between, but year to date, at least this year, at least on the volume side, that hasn't really quite come through.
Maybe if you could talk, Brito, a little bit in terms of balancing volume versus net revenue per hectoliter, and if volume isn't getting where you need it to be from a structural perspective, do you need to push harder into non-alcohol? Do you need to change compensation systems? You did a reorganizational change earlier this year. Are there structural things that you need to do, or do you think you have things kind of where they need to be and it's just a question of time to play out? Thank you very much.
Hi, Robert. Let me take the first one then. There are several elements that we have to take into account while making capital structure decisions. One of them is related to the debt maturity profile. In light of that, if we take what is maturing towards the end of 2018, plus 2019, plus 2020, you have combined about EUR 11 billion, while we were sitting as of June this year on broadly EUR 17 billion of liquidity. From the liquidity standpoint, there is no pressure whatsoever. When you take into account the debt maturity profile that is very much extended in a 12-year duration with no concentration in any given year, that is, again, from the liquidity standpoint, no big issue right there. The other element is connected to interest rates. 93% of this is fixed.
We took the decision to prefund for the SABMiller transaction in early 2016, taking advantage of very favorable rates, and that is locked. Interest rates rise will also not put pressure on that. Of course, when we look into the quantum, yeah, the quantum is to be addressed, but is being managed responsibly and let's say, ultimately, on a conservative basis. Yes, we want to speed up the leveraging. We have to take into account the balance of all variables. We reached the conclusion that EUR 4 billion is a big number towards that goal. It provides a kind of equal balance or similar balance, I think is a better expression, between cash available for debt paydown and dividend and/or buybacks. It's a judgment call. Some people probably thought, well, maybe a dividend holiday, I think, would be too extreme in that scenario.
No cuts, giving no liquidity constraint also is a different scenario. Anyway, we feel the one we are taking is the right one, is the one that should unlock value for both debt and equity holders in the long term, and we feel very much comfortable to pursue that route.
Thank you. Very clear. Brito?
You're welcome. Robert, in terms of top line, you've followed us for a long time. You know that we're all about profitable top-line growth. We also have most of our business, or two-thirds of our business, in high-growth markets or emerging markets, and those tend to have volatility from time to time. I wouldn't read too much into this third quarter top line. Let's remember we had a bad quarter for Brazil bottom line, negative one in South Africa and Argentina, which are three important markets, namely Brazil. Let's also remember that Brazil comes from three years of tough macros and elections and political things. Let's also remember that there was a transaction from 2014 to now. Having said that, do I believe that we have the strategy? Yes. Is the strategy now better than 2014? Yes.
Everything we learned with intellectual synergies. I think we have an amazing footprint, amazing group of people equipped with a great portfolio of brands. Look at our global brands, where they were in 2014. That's one of the reasons why we put more money behind our global brands then, and look at what we built and continue to build in The HEINEKEN Company. I think all this points to a very profitable future in our view. Of course, being in emerging markets, sometimes you have bumps. This quarter, the bump in Brazil was more because of the price increase. As you know, every time you increase prices, you have time to adjust for the market to find its new equilibrium.
South Africa, this quarter specifically, yes, you have the economy, but this quarter specifically, what was mostly negative for us was the out of stocks, given some supply constraints we had. In Argentina, we have the whole macro situation that's well-known. Those are three countries, of course, that are important. On the other hand, if you look at the other countries of ours, we had some great results in Mexico, in other African markets, Western Europe, China, Korea, lots of Colombia. I mean, lots of our markets are doing very well. Global brands doing very well. Those three markets, of course, made a difference this quarter.
What I'm hearing is you believe that you have the right strategy, the right footprint, the right kind of brand balance, and you don't need to kind of change the compensation structure-
No
to preference top line. You don't need to necessarily go heavier into non-alcoholic areas, you're happy with the general thrust of the organization at this point?
I am, recognizing that there is volatility. Our incentive system is very well-balanced between top and bottom line. It's also very well-balanced between long term and short term, because again, we're here for long term. Again, it's about profitable top-line growth. For example, in Brazil, the value segment is growing, given that consumers are under pressure. We took an approach of a smart value proposition, learning from our new colleagues, and we did the Cassava beer that we think has amazing potential to grow in the northeast part of Brazil, which are less mature regions of Brazil. Those are brands that sell. Like in some countries in Africa, at a very good attractive price point, but with margins that are very good given tax arrangements and all that with the governments to develop local farmers.
Those are the kind of things that we're trying to do because, again, we're interested in profitable top-line growth.
Very clear. Thank you.
Thank you.
Thank you. Your next question is from Sanjeet Aujla of Credit Suisse.
Hi, Brito. Can you just talk a little bit about the deceleration we saw in the period in Mexico, and perhaps characterize the competitive dynamics you're seeing in that particular market? My second question is just really around innovation across the group. Can you just give us a feel for how much innovation represents of sales today and where you expect that to be over the next two to three years? Thanks.
Well, in terms of Mexico has been good news since 2015, so five years. Always high single digits revenue growth or double digits revenue growth, margin expansion, EBITDA growth. Our brands are doing very well. What happened this quarter, and I think you answered the question, is that we had some competitive dynamics that were a bit more promotional in nature. We saw no reason to follow that. Again, that's one quarter. If you look at the last five years, we've had an amazing ride. The market has been very good. The industry has been developing well. Beer is gaining share of throat, and we've been gaining share, and our brands are doing very well. We'll continue to grow in premium double digits, which is something that still has to be developed in Mexico big time.
We're leading back with brands like Michelob Ultra and our global brands. In terms of innovation, if you look at the U.S. market, we've had this quarter a couple of innovations that are doing very well. We had Bud Light Orange, we had Michelob Ultra Pure Gold, and we had Budweiser in association with Jim Beam. All three are within top 15 share gainers this year in the U.S. market. Those are very success innovations. They are core plus type price positions, so they are margin accretive. They also help a lot the mother brand, Bud Light and Budweiser. Again, Michelob as a family for the 14th quarter being the number one share gain in the U.S. market overall and being today the number five brand in the U.S. Again, growing from a very strong base.
Again, already 10% of our business in the U.S. The other thing to call attention is that with our details that I just mentioned about the U.S. and our refreshed strategy, one of them, if you remember, was giving more autonomy to regions. One of the things that that has enabled is that we've been testing way more innovations at a regional level as pilots before we decide whether to grow and scale them up or not on a national or even cross-regional basis. That has been very good. If you look at Bud Light Orange, Pure Gold, and Budweiser Jim Beam, all came from that kind of modus operandi and are doing very well.
That's the way to test and learn fast and put your money on things that are proven before you do just a bet on something that is just based on traditional market research. That's the innovation state of the union that's going through our company.
Yeah. Just to follow up on the innovation point there, Brito. Clearly, the emerging markets are pretty tough at the moment. Is there a sense that you need to step up innovation across most of your emerging markets to kind of grow yourself out of the emerging market headwinds? Should we start to see that from next year?
Well, emerging markets, because we are two-thirds of emerging markets, and emerging markets should be understood as high-growth markets, right? Yes, volatile, but high-growth markets. We never stopped innovating. Look at Brazil, for example. Even in 2016, when we had a very tough year, we did a lot of package innovation in Brazil. We invested a lot in more sizes of returnable packaging, and that has proven to be a wise decision when a lot of other players were not investing because of the tough years and the tough macros. Because we're there for the long term, we look more at fundamentals as opposed to news every day on the paper. Those are building good business for us in Brazil.
If you look at Nossa, like a cassava beer in Brazil is already, again, an innovation to tackle and to take advantage of the value segment that's growing in Brazil because of the current consumer situation. We decided to tackle in a profitable way because, again, we're interested in profitable top-line growth. Cassava gives us this alternative of having a very good, attractive price point for consumers, but also having a very interesting margin compared to our average margin. We're also doing affordable pack sizes, like say 1 liter in South Africa, the 340 ML returnable bottle in Argentina and Paraguay. We are always looking for being there with our consumers, and if they are having a tough year, we're there with them by offering them better value for their money so we can continue to buy the brands we prefer. Thank you.
Thanks.
Thank you. Your next question is from Trevor Stirling of Bernstein.
Hi, Brito. Just one question from my side, but a fairly broad one. If I look at the quarter, Brito, there's some great EBIT margin expansion stories in terms of Mexico and Colombia. If I look at a group level and I take out the synergies, there would've been EBIT margin contraction. We did see contraction. We've got, I think, three quarters of EBIT margin contraction in the U.S. What gives you the confidence that you're getting enough pricing to offset the cost inflation so the model is going to continue working?
I think the contraction, Trevor, you saw was mainly due to a couple of countries. Let's remember there's a little bit of commodity that's crushing our cost of sales. That was clear in the numbers. In the U.S., for example, we had positive top-line growth, that was not enough to offset commodity pressure. There's also some logistics that was there, not as much as in the summer, there was also some logistics costs there. South Africa, also because of the way the mix of brands and the out-of-stock worked, the mix went against our margins in South Africa. If you take those two, that already explains a lot of that. Again, margin is something that we'll continue to see lots of opportunities because of premiumization, because of just being more efficient in general, and because of the strength of our brands.
When you look at global brands and the opportunities it continues to offer, we continue to be very optimistic about margin expansion. This quarter, we had those pressures on the U.S. and South Africa for different reasons. That, of course, affects the overall number.
Okay. Thanks very much, Brito.
Thanks very much. Thank you.
Thank you. Your next question is from Caroline Levy of Macquarie.
Caroline?
Caroline, your line is open.
Well, let's go to the next question then. Maybe she'll come back later.
Your next question is from Carlos Laboy of HSBC.
Good morning, everyone. Brito, you've done a really good job here in Colombia with Águila. Can you expand for us on the brand work that's been done with Águila in Colombia? Related to that, have you identified an opportunity for more important mainstream brand identity or brand liquid resets in big markets?
Well, indeed, Colombia, you're right. We're very excited that with the Category Expansion Framework, we're able to more precisely define the positioning of Poker and Águila, which are really important brands for us. Both are doing very well. On top of that, in Colombia, we've been expanding big time our global brands. The results in Colombia are amazing. Everywhere you look, from margin expansion to top line, everything this year has been amazing. A lot of that's given not only our people there, but also the Category Expansion Framework. When you look at this framework, we've done more in other countries. Argentina is also a good example. In Argentina, we had Brahma and Quilmes Cristal a bit on top of each other. We clearly separated that, Brahma going more to the easy drinking, Quilmes coming back for the classic lager.
Even in the tough year we're having in Argentina, especially after April, both brands are in growth mode. Both brands are continuing to expand its volume. In Brazil, we're doing the same. We're using that with blending Skol. With Skol Hops, for example, that's a good example of how to continue to position Skol in that easy drinking territory. With Brahma, with Brahma Extra and the pure malt play, again, an example of how to position even better a classic lager with beer cues and the whole heritage about Brahma. These are just some examples. We have more examples in Mexico as well. In that between Victoria and Corona, we're doing a similar job of separating them. They were a bit on top of each other. Separating those brands between easy drinking and more of a classic lager.
I don't know if that answers the question, but they're just some examples of. In Brazil with Nossa, another example of affordability, but in a smart way with good margins. Just some examples of how we use the Category Expansion Framework in some of our key markets. Thank you.
Thank you. Your next question is from Brett Cooper of Consumer Edge Research.
Good morning. Two questions from my side, if you will. First, as you go around the world and you're looking at your major markets, can you just talk about how the beer category is doing relative to broader alcohol so that when things do recover, just did the structural growth come back? Specifically within the U.S., can you talk about your ability or your willingness to move to alter the portfolio much faster, like you've shown and you've done in the U.K., in Australia, in light of the fact of the U.S. being a significantly larger portion of your profits and cash flows? Thanks.
In terms of the U.S., Brett, I think you answered the question. What we see in Western Europe and Australia is exactly what we're pursuing in the U.S. Of course, different markets, different phasings, and different speeds. In the U.S., that's exactly right. We are investing more in those brands that are connected to segments and trends, where the growth and margins are migrating towards, and trying to manage the other brands that are more under pressure. As to have a portfolio that's more of a winning portfolio when you project three, five years. That's exactly the view we took in Australia some years ago and in Western Europe some years ago, working very well.
In the U.S., as I said before, there's the refresh strategy that we put even more gas behind it this year, and that's where we're headed. In terms of beer share of throat, as also said in my speech just some minutes ago, in the U.S., beer remains under pressure in terms of share of throat. If you go to Mexico, share of throat growing. If you go to Colombia, share of throat growing. If you go to Ecuador, same. Argentina, same thing. I think there are many markets that are important markets for us where share of throat is developing well. The U.S. is the one that we still have more to do.
Thank you. Your next question is Simon Hales of Citi.
Thank you. Morning, Felipe. Morning, Brito. A couple, please. Felipe, you highlighted how you've had another good quarter of strategic capture from SABMiller, with an actual acceleration, I think, in Q3 versus Q2 in terms of the absolute delivery. Can you say anything around perhaps the further improvements we're seeing in cash flow conversion as we're moving through the second half of the year? Brito, you're clearly confident about the pickup we should see midterm in revenue growth. In broad terms as it stands today and as we look forward to 2019, do you think we're in a position to see firmer growth in 2019 for revenues than we have in 2018?
On the working capital side, we continue to progress in terms of efficiencies on the former ABI territory, as well as catching up really fast on the former SABMiller territories. Core working capital will continue to be a big contributor for cash flow generation. Specifically in regards to 2018, we flagged the fact that not only historically, our cash flow generation is far more concentrated in the second half of the year, but giving some one-off payments that took place in the first half of 2018 as compared to some one-off cash collections that also took place in the first half of 2017, that is going to cause the cash flow generation to be much stronger in the second half of this year as compared to historical levels.
On your question, Simon, about net revenue per hectoliter, if I understood correctly, what I said was that our organic growth algorithm is the one that stays the same, and that is that our net revenue per hectoliter should grow at or above inflation, given the mix shifts that we're seeing in our portfolio more towards premium brands, and that our overall costs, cost of sales and SG&A, should continue to be below inflation going forward. That's what I meant or said when I mentioned the net revenue per hectoliter.
Thanks, Brito.
Thank you. We have time for one more question. Your final question comes from Andrea Pistocchi of Deutsche Bank.
Yes. Hi, Brito. Hi, Felipe. I have two, please. The first one on Brazil, if you could just talk a bit about the competitive dynamics there. You took pricing same time as last year. I believe competition, or at least Heineken, has followed with a bit of a lag. Is pricing there, would you say it's more rational than it was a couple of years ago? No change there. If you could talk a bit about Argentina. How do you feel about Argentina over the medium term? Clearly a difficult macro situation. You are delivering very strong volume growth, also with the work you are doing on the Category Expansion Framework. If I look back at 2013, 2014, when Argentina was in recession, the volume declines back then were only low single digit, yet this quarter was a rather sharp decline.
How do you think about Argentina medium term?
Well, in Argentina, Andrea, what you need to think is that because inflation has been picking up throughout the year, we've had to increase our price increases to kind of keep track of that or keep following that inflation. That has impacted, of course, given where consumers are and the macro situation, that has impacted the industry, well, volumes in a big way. If the government does what they're saying they should do and inflation tames down a little bit, that will get back to the years you referred to when inflation was lower. We continue to be very optimistic about Argentina in the midterm. If you look at the year-to-date Argentina volume, it's grown year-to-date. Not last quarter, but year-to-date is a growth volume.
Don't take this last quarter because there was a lot of pricing happening there because of the inflation expectation that continued to go up in the last few months. In Brazil, it's always the same story. You increase prices, the market takes two months, couple months to reset. It's no different this time around. What's happening in Brazil more than that is a little bit of mix. The high-end continues to grow, and we're benefiting from it. The value is growing a bit more than before, than in the past. There, we don't have a big presence as we have in the other segments, but now with Nossa and others that will come, we'll start having more presence there the right way, the profitable way, because today this segment in Brazil, in our calculation, creates no margins for the ones that are playing heavily in this segment.
It's not the kind of segment that appeals to us unless we have a Cassava-type proposition where our margins then are very decent. Otherwise, it's of no interest to us. We continue to bet that the country after the elections and everything could be in a better place, and then the core segment will be revitalized again, and there we have a very strong set of new news investments and brands that will benefit from it.
Thank you.
Thank you. That was our final.
Thank you, everybody, for your time. Thank you, Christie, for managing all the Q&A. In summary, near all markets delivered strong performance this quarter, though our results were impacted by weakness in some of our relevant markets. We have a long history of operating successfully in emerging markets and understand that they are volatile by nature. However, as owners, we take a long-term view of our business and realize we must weather such volatility to pursue the growth opportunities that are also inherent to the same markets. We remain confident that we'll continue to accelerate our EBITDA growth rate in the balance of the year. Thank you very much, and enjoy the rest of your day. Thank you.
Thank you. This does conclude today's earnings conference call and webcast. Please disconnect your lines at this time, and have a wonderful day.