Heineken reveals why Tiger deal isn't small beer "It was a bumpy road," Mr Hooft Graafland says. Somebody asked me in the summer with what type of sport do you compare this? Is it the 100m sprint? For sure it's not, it's probably not a marathon but the steeplechase or something like that. Heineken now owns more than 95pc of APB shares and last week launched a mandatory offer for the remaining 4.7pc. There are still a number of formalities to go through, including delisting the Asian group, but Mr Hooft Graafland, who has been CFO of the world's third-biggest brewer since 2005, is insistent it'll all be worth it, full price or not. The APB deal will beef up Heineken's presence in the fast-growth Asia-Pacific region, which has until now been its weakest spot. In 2011, Asia-Pacific accounted for just 7pc of group earnings. More importantly, the deal accelerates Heineken's quest to increase overall exposure to fast-growth emerging markets and reduce reliance on cash-strapped drinkers in western Europe. In the first nine months of 2012, Heineken saw total volumes in Western Europe slump 4pc while every other region expanded. Following the APB deal, 55pc of Heineken's operating profits will come from high-growth economies, up from 50pc at the end of 2011 and 44pc in 2006. "It [the APB deal] was an important step in making our footprint balanced over the globe," says Hooft Graafland. We were under-represented in Asia and by this acquisition we get a much better balance over the strong growth areas in the world. Asia is particularly attractive from the perspective of premium brands, he says, given the importance of "status" on the Continent. For now, the focus is on Asia and integrating the Tiger beer business, but Hooft Graafland says the Dutch company is certainly not abandoning the home front. The group is also working to gain ground in its traditional heartland of western Europe, which despite declining volumes remains its biggest source of earnings - accounting for 35pc last year. "People are all doom and gloom about Europe," Hooft Graafland says. Yes, Europe is not in good shape, but that does not mean you cannot make good business out of Europe. Europe continues to be a market of 500m people with huge purchasing power. If you do the right things in Europe you can make good profits and you can get enormous cash flow out of it. Without the cash thrown of the European business, Hooft Graafland argues Heineken could not expand so forcefully in regions such as Latin America, where it swooped on Mexican beer giant Femsa Cerveza in 2010. "You should look at Europe in a realistic but optimistic way," he says. In August, Heineken revealed it had gained market share in the shrinking UK market, helped by initiatives such as supplying the Olympic and Paralympic games. The company may now be swimming against the general tide in Britain, but margins are still "extremely low" on these shores. Brewers are also facing fresh challenges such as plans to impose a minimum price per unit of alcohol, first in Scotland then south of the border. In the new year, Heineken will submit its response to a government consultation that proposes a 45p minimum unit price in England. The UK marker leader in beer and cider will argue that minimum unit pricing, which is being tested through the courts in Scotland, will do little to reduce binge-drinking and the Government would do better to crack down on supermarket "multi-buy" offers, which encourage shoppers to buy beer, wine and spirits in greater volumes. We feel it [multi-buys] is a much more realistic option to work on. You avoid saying: 'The more you buy, the cheaper you get it,"" Hooft Graafland says. On top of looming regulation, the wounds inflicted following Heineken's £7.8bn takeover of the historic Scottish & Newcastle brewer in 2007, just before the banking crash, have still not entirely healed. The S&N acquisition, made in conjunction with Carlsberg, is still behind schedule, even five years later, Hooft Graafland says. In the aftermath of the ill-timed deal, Heineken's profits plunged and it was forced into hefty asset write-downs. The beer boss admits price and timing were not ideal. However, regret is not a word he'll attach to the high-profile acquisition. The S&N deal helped Heineken stamp its mark on Europe, he insists. I always say the jury is ultimately out on how you look at the acquisition of S&N. Obviously I'm a bit biased, but I'm convinced that for our leadership in Europe, this has been a very important acquisition. Heineken facts Year Heineken started brewing beer Employees worldwide Number of countries where Heineken is sold £2.2bn 2011 profits before interest and tax 2011 revenue Hectolitres of beer sold in 2011