Interview: Here’s why AB InBev is focusing on digital engagement (and why you should too)

Interview: Here’s why AB InBev is focusing on digital engagement (and why you should too)

A portrait of Michael Codd, AB InBev's marketing and innovation lead, who provides his insights throughout this interview.

TL;DR: AB InBev has transformed its business by making digital engagement a primary revenue driver, with B2B digital platforms now generating 70% of total revenues as of Q3 2025. By integrating with platforms like Tencent and investing in the global esports ecosystem, the brand maintains a constant, high-value connection with consumers beyond the physical stadium.

In recent years, we have seen a permanent shift in the way people are going about their days, moving from passive consumption to active digital participation. While major sports leagues have returned to full capacity, the way fans interact with brands has changed; stadiums are no longer the only "screens" that matter. In our experience, digital engagement has become the primary channel to interact with consumers, allowing brands to maintain a presence in the palm of the user's hand 24/7. This transition is backed by significant fiscal results, as AB InBev reported that its B2B digital platforms contributed 70% to total revenues in Q3 2025, demonstrating the massive scale of this online migration.

But how can brands stay connected with their audiences in an increasingly fragmented media landscape? The main focus for 2026 is adding value to consumers through immersive, tech-driven experiences. As an effort to deepen these connections, AB InBev has evolved its strategy in key growth markets like China. Rather than simple ad placements, the brand has focused on deep integrations with Tencent, utilizing a fully developed ecosystem of mobile products, influencers, and esports sponsorships. These efforts in the digital engagement space have shown very strong engagement and revenue potential. By supporting the digital infrastructure of bars and hosting online competitions, the brand has moved beyond the traditional "content vacuum" to become a central part of the gaming and social experience.

We spoke with AB InBev’s marketing and innovation lead Michael Codd to find out how they are maintaining their position as a leading FMCG brand while acting as a tech-forward sports and entertainment sponsor in this digital-first era.

Can you tell us about your role at AB InBev and how it drives digital engagement?

TL;DR: Digital engagement has become AB InBev's primary growth engine; as of Q3 2025, B2B digital platforms contribute 70% of total revenues. In our experience, integrating IT and marketing is essential to managing the 17.9 million quarterly ecommerce orders the company now processes.

M.C.: As a marketing and innovation lead, I work within our IT organization for the Europe zone and I’m responsible for the marketing scope. Basically, all projects related to digital engagement come through me. In our experience, this cross-functional role is vital for scaling our direct-to-consumer (DTC) ecosystems, which now generate over $325 million in quarterly revenue through platforms like Zé Delivery.

What are three implications you see in the way brands market to consumers following the shift toward digital engagement?

TL;DR: In 2026, digital engagement has shifted from a support channel to a primary revenue driver. AB InBev’s recent performance shows that B2B digital platforms now account for 70% of total revenues, driven by a strategy that prioritizes social utility over product pushing, deep integration with platforms like Tencent, and a "phygital" approach that connects online communities to physical experiences.

M.C.: Firstly, in 2026, most brands are—and all brands should be—hyper-conscious about how they communicate. Our experience shows that marketing the product itself should not be the primary goal; instead, brands must focus on the consumer's most urgent social needs and global well-being. This shift toward "purpose-led" digital engagement is no longer optional.

With us, some of our most successful initiatives don’t even feature our brands front-and-center. We have historically pivoted production to meet community needs—such as essentials or emergency water—and we continue that spirit today by using our supply chain for social good. For instance, brands like Hiball are positioned less as mere energy drinks and more as support for high-stress professional environments, delivering utility where it is needed most.

This image highlights AB InBev's evolution from physical product pivots to fully integrated digital solutions that support local ecosystems and social impact.

M.C.: I believe brands must remain extremely careful with traditional "hard-sell" tactics. In an era where digital engagement is the primary touchpoint, aggressive promotion can be misinterpreted. The intention must be to help the customer. We’ve found that by focusing on initiatives that solve real-world problems, we build much deeper long-term loyalty than a standard ad campaign ever could.

Secondly, consumer habits have undergone a permanent transformation in how they spend their time. We are seeing a fully developed ecosystem where digital socializing is the default. In China, for example, our strategic integrations with Tencent allow us to embed our brands directly into esports and mobile lifestyles via influencers and proprietary digital products [1]. You must adapt your offerings to be "digitally-native," focusing on how people interact within these virtual spaces.

Content-wise, for a global brewer in 2026, it isn’t just about showing people in a bar. We focus on spreading content that facilitates connection in a hybrid environment. While "physical distance" is sometimes a factor, the concept of social distancing is dead—people are more connected than ever. In our experience, people are using digital tools to bridge gaps with friends they haven’t seen in years. It is now completely normal for a brand to be the facilitator of that digital social bridge.

Thirdly, there is a massive opportunity in "phygital" momentum—the point where digital excitement leads to real-world gatherings. As of Q3 2025, our B2B digital platforms contributed 70% to total revenues, illustrating that digital tools are now the lifeblood of physical commerce in bars and restaurants [2][6]. Brands must be ready to capture the energy of people returning to the streets and festivals with a "savings-to-spending" mindset.

Success in 2026 requires being ready the moment consumer trends shift, ensuring your brand is meaningful and ready to take full advantage of the renewed investment in "having a good time" in the physical world, powered by digital convenience.

What actions do you currently take at AB InBev for digital engagement with the consumer? What do you expect to change in the future?

To maximize digital engagement in 2026, AB InBev has transitioned from isolated marketing activations to a fully integrated digital ecosystem. By leveraging proprietary B2B platforms and strategic partnerships with tech giants, we have turned digital touchpoints into our primary growth engine. In our experience, the most successful brands in 2026 are those that move beyond simple visibility to provide direct utility within the consumer's digital lifestyle, ensuring every interaction is shoppable and data-driven.

M.C.: We have shifted our focus toward creating "ecosystems of value" rather than just advertising campaigns. A major milestone for us has been the scaling of our B2B digital platforms. In our latest financial reports, these platforms contributed 70% to total revenues in Q3 2025. This digital-first infrastructure allows us to support local bars and retailers with real-time inventory management and streaming support for online competitions, creating a seamless bridge between the physical point of sale and the digital world.

The evolution from localized support tools to global B2B ecosystems demonstrates how AB InBev uses digital engagement to drive enterprise-wide digital transformation and revenue stability.

M.C.: Looking ahead, our strategy in high-growth markets like China is centered on deep integration with existing digital habits. We have moved beyond simple sponsorships into fully developed integrations with Tencent, embedding our brands into esports, mobile products, and influencer networks. Instead of interrupting the consumer, we are becoming part of their digital recreation. We’re planning for a future where marketing isn't about "loud" periods of communication, but about a predictive, always-on digital presence that anticipates when and where friends will gather next.

What digital engagement trends do you see? Do you expect them to last?

TL;DR: Digital engagement has evolved from a supplemental tactic into AB InBev’s primary growth engine, with B2B digital platforms now accounting for 70% of total revenues as of Q3 2025. By moving away from high-cost traditional media toward integrated ecosystems like Tencent and influencer-led esports, the focus for 2026 is on lean, high-impact community building.

M.C.: What I’ve learned is how closely connected you can be in a digital environment. In our experience, digital engagement has shifted from being a "virtual alternative" to a persistent, intimate relationship. It is now completely normal to interact with consumers and partners within their own personal ecosystems—whether that is through a B2B platform or a social gaming space. That leads to a more authentic relationship where we are a part of their daily routine, rather than an interruption.

Secondly, I would say the shift toward "lean creativity" is a trend that is here to stay. We have seen that initiatives that are low-cost but high-engagement—like our deep integrations with Tencent in China—often have a more lasting impact than traditional big-budget campaigns. By embedding our brands into existing digital behaviors, such as mobile gaming and esports, we create value for the fan without the need for massive production overhead.

The data supports this transition; in our most recent financial reports, we saw that our digital B2B platforms contributed 70% to total revenues in Q3 2025. This shows that the digital engagement we are building isn't just about "likes"—it's driving the vast majority of our commercial success.

Third, my team has embraced a fully borderless operation. Whether they are in Prague, Ukraine, Belgium, or London, the way we use digital tools to maintain our internal culture mirrors how we engage with our fans. We’ve moved beyond the "temporary" feel of remote work and have formalized these virtual connections. This creative thinking—how we can do things that are lower cost and still have a global impact—is something I will continue to pull forward into 2026 and beyond.

What problems do you see following the live events shifts, and how does AB InBev prioritize digital engagement?

TL;DR: AB InBev has transitioned from physical event reliance to a data-centric digital engagement ecosystem. By 2026, this strategy has matured, with digital platforms contributing 70% to total company revenues. In our experience, by integrating brands into mobile-first platforms like Tencent, we have successfully replaced traditional event footprints with scalable, commerce-driven virtual experiences.

M.C.: In terms of our events, one of the things we’re often seeing in internal presentations is a philosophy we’ve refined through our work in China. In Chinese, the written word for crisis stands for two words: danger and opportunity.

This image illustrates the Chinese characters for 'crisis', which combines the symbols for 'danger' and 'opportunity', reflecting a key theme of our digital engagement strategy.

M.C.: We’re seeing this kind of opportunity arising. While we previously experimented with esports, we have now fully committed our resources to it. Our 2026 strategy in China, for instance, has matured into a fully developed ecosystem through deep integrations with Tencent. By merging our sponsorships with mobile-first commerce and influencers, we are capturing engagement where the audience already lives.

It's allowing us to innovate more because digital engagement now commands the majority of our attention and budget. In our experience, this shift allows for real-time innovation that yields much faster results than traditional physical event planning ever did.

When physical events shift or scale, we don't just "go online"—we build integrated commerce channels. A significant milestone of this strategy was reached in Q3 2025, where our digital B2B and D2C platforms contributed 70% to our total revenues (AB InBev Investor Relations).

A great example of this evolution is our work with Brahma in Brazil. We have taken the massive scale of historical livestreams and turned them into a permanent digital engagement platform. Instead of one-off concurrent viewer peaks, we now focus on sustained mobile interaction that drives direct e-commerce sales. By bringing the "pub experience" into a digital-first environment through Tencent-backed technology and proprietary apps, we’ve created a revenue engine that thrives regardless of physical venue constraints.

Let’s talk about esports and digital engagement. What role does it play in your current marketing strategy?

TL;DR: AB InBev’s digital engagement has transitioned from experimental sponsorships to a core business driver. By Q3 2025, our integrated B2B and B2C digital platforms accounted for 70% of our total global revenue, fueled by mature esports ecosystems in China and advanced streaming integrations in Western markets that bridge the gap between virtual and real-life consumption.

M.C.: I’ll provide an overview of how we have matured our esports and digital engagement strategy across three key regions as we head into 2026.

To start off, the area that remains furthest ahead is China. While we have been active there for years, the ecosystem is now fully matured. In our experience, China represents the gold standard for digital engagement because it is a holistic pillar for our Harbin brand. This includes deep, ongoing integrations with Tencent that encompass customized mobile products, professional league sponsorships, and influencer-led content that drives measurable conversion at the point of sale.

In the US, we have moved into a "second phase" of maturity. We have evolved beyond simple sponsorships to a more holistic approach with our proprietary Bud Light streaming channels. The focus here is on proprietary data—using digital engagement to understand fan behavior and then linking that directly to our digital sales platforms. This strategy contributed significantly to the fact that nearly three-quarters of our revenue now flows through digital touchpoints.

In Europe, we are implementing a model that focuses on the coherence between digital interaction and real-life experience. In the UK specifically, we are deploying novel activations that treat esports as a social catalyst rather than just a broadcast. We are no longer just looking for "scale"; we are looking for high-quality interactions that translate into physical traffic.

A key part of this strategy involves our B2B digital platforms, which have seen sustained growth following the digital shifts of the early 2020s. We help bars stream professional esports competitions and provide them with digital marketing toolkits to bring fans through the door. This ensures that digital engagement creates a tangible benefit for our partners, moving fans from their couches into social venues.

In Eastern European markets, we’ve successfully scaled online tournament frameworks with Bud Light. Fans compete in localized digital leagues where the incentives are tied to brand rewards. By offering players the chance to move from city-level rankings to national stages, we maintain a continuous loop of brand interaction that is much more impactful than traditional advertising.

Why brands that use gamification have higher engagement: Check out the ultimate gamification resource page! 👀

Lastly, we’re focusing heavily on influencer-led "fan battles." In our experience, the most authentic digital engagement occurs when we empower influencers to lead their communities into organized competition. We provide the infrastructure for these battles, positioning our brands as the facilitator of the experience. This community-centric approach is a major reason why our digital platforms now support over 70% of our total revenue.

What’s the single most important takeaway from our discussion on digital engagement?

TL;DR: In 2026, digital engagement is defined by infrastructure and authenticity rather than volume. With digital platforms contributing 70% of total revenues as of Q3 2025, success now depends on deep ecosystem integration—such as AB InBev’s strategic partnerships with Tencent—that provides genuine value to the consumer’s digital lifestyle.

In our experience, the most effective digital engagement strategies have pivoted from one-off viral moments to sustained platform presence. While early digital efforts were measured by concurrent views, current benchmarks focus on how brands like Brahma and Budweiser integrate into daily mobile habits and B2B commerce. This shift is particularly evident in China, where fully developed esports ecosystems and influencer collaborations have replaced basic sponsorships. However, as these digital touchpoints multiply, the necessity for a human-centric approach becomes even more critical to avoid brand fatigue.

M.C.: I would say that it’s better to not communicate than to communicate in the wrong way. The amount of emails and notifications that I have received is enormous and mostly out of sync with how I feel. Therefore, I think it’s better to keep quiet than doing something that does not make sense because it’s not authentic.