Anheuser-Busch Inbev: Strengthening Bonds

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Case Analysis ------------------------------------------------- Anheuser-Busch InBev: Strengthening Bonds Photo credit: Retrieved from ------------------------------------------------- Company Overview Declaring beer as the “original social network,” Anheuser-Busch InBev (AB InBev) claims the top spot as global brewer with over 200 brands of beer, approximately 116,000 employees, and 23 worldwide locations (Anheuser-Busch, n.d.). AB InBev has a complex origin, a succession of mergers and acquisitions that eventually emerged as AB InBev, a global leader in the brewing industry. In 2004, AmBev, the top brewing company in South America, and the third largest global brewer combined with the European brewer Interbrew to create InBev. Then in 2008, InBev purchased Anheuser-Busch to create AB InBev (Allen, 2012). Anheuser-Busch (AB) itself is a leader in the US brewing industry. AB’s humble origins in some underground caverns near the Mississippi River and today’s success of holding approximately 50% of the US market share attest to the business acumen of the original founders, Eberhard Anheuser and Adolphus Busch. Along with an aggressive business strategy, Mr. Anheuser and Mr. Busch capitalized on innovations in the brewing industry such as pasteurization, refrigeration techniques, and bottling, which allowed for an expansion of the distribution lines and ultimately a market growth across the country (Anheuser Busch Companies, n.d.). Multiple business threats over the past 150 years have been met by successive managers with that same aggressive business strategy and capitalization on innovations. Stellar innovations include the patent on the first diesel engine by August A. Busch, Sr. in the early 1900s, which after installation into the brewery, significantly increased production. During Prohibition, AB

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