Anheuser Busch Analysis

In: Business and Management

Submitted By 763439258
Words 915
Pages 4
SWOT Analysis | Strength | 1. Core competencies in marketing, distribution, production, and procurement.
2. An acknowledged leader as it is one of the biggest globally3. Outstanding image and reputation.
4. Economies of scales – cost advantage due to volume of production (90+ billion barrel).5. Advertising know-how – lots of memorable campaigns.6. Product innovativeness.7. Lower overall unit cost relative to competitors.8. Cultural diversification due to its wide international presence and partnerships.9. Excellent manufacturing facilities established worldwide.10. Strong tradition in quality and service. | Weakness | 1. Heavily leveraged.
2. Restrictive with regards to distributors.
3. Conflict among top management and union officials being a global entity is a concern | Opportunity | 1. Expansion into new markets and segments2. Expand product line – for new areas and to accommodate changes in taste and preference.
3. Ability to transfer skill to new business units domestically and internationally.4. Integration forwards and backward.5. Ability to grow rapidly because of expansion into new markets.6. Falling trade and ownership regulations in foreign countries. | Threats | 1. Tax regulations on the beer industry.
2. Declining segments within the domestic market.
3. Slowed industry growth rate.4. Legal issues dealing with underage drinking – retailer’s license may be revoked or suspended.5. High quality import beers with lower prices.6. Changing buyer taste and preference.7. Consumer health concern (switching to non-alcoholic beverages). | Competition | Competitors | 1.Miller
2.Coors
3.Heineken4.Kirin5. UB Group |

Mission and Strategy
Winning with Consumers through Our Strong Brand Portfolio
Consumers come first at Anheuser-Busch InBev. Our promise is to create enduring bonds with consumers so that they enjoy our brands time and again. One…...

Similar Documents

Inbev-Anheuser Busch

...11 InBev and Anheuser-Busch 1. What is the basis for competitive advantage in the brewing industry? Answer: The basis of competitive advantage for brewing industry is expanding its distribution chains with acquisitions or collaborations and mergers in exotic locations, logically controlling the cost of distributions, recognizing the appropriate market for beer segments and making products readily available and accessible to consumers. As the basic process of beer making is quiet straight forward and maintaining quality control and ensuring costs are closely managed in the production is challenging aspect of the brewing industry. Introducing new brands, setting a trend and keeping the established brands image fresh is also important for advantage. 2. What was the strategic rationale for the deal? Answer: Inbev aimed for top line growth and strong brand equity. It targeted goal of strengthening the position in developed market and maximize its growth. Inbev had a minor position in United States market, which was one of the largest and fastest growing beer markets. Anheuser-Busch dominated the US market. So, the deal was made to capture the US market and save cost significantly and achieve greater geographic stability. At that time, the dollar value was weak too and could be the reason to deal that time. Not only for Inbev, the deal was fruitful for Anheuser-Busch too. The deal would create a good economic value. Anheuser-Busch international...

Words: 1528 - Pages: 7

Millerscoors vs Anheuser-Busch

...MillerCoors vs. Anheuser-Busch Salman Boer Carly Gorka Stephanie Kalin Kenny Koelling Felipe Naranjo Nizam Qutubuddin Executive Summary The beer industry in the United States is an extremely competitive one. For years, the industry has been solely dominated by one contender, Anheuser Busch. However, large brewers have always been looking for opportunities to extend their reach in the industry and gain more market share. Miller Brewing Company and Coors Brewing Company have been historical staples of the American beer industry since the nineteenth century. These companies merged with international giants South African Breweries and Molson, respectively, in efforts to better compete in the United States brewing industry. However, they still could not manage to take a share of the Anheuser Busch Empire. SABMiller and Molson Coors saw an opportunity in forming a joint venture that would be able to successfully compete with Anheuser Busch in the beer industry, and in 2008, created a third company called MillerCoors. The creation of MillerCoors was a success. Since the creation of the company, in June 2008, MillerCoors has been very profitable and has enjoyed steady growth in their market share. They have done this by integrating innovation as a major goal in their products, providing them with a certain level of differentiation, while reducing costs through the exploitation of synergies that exist in their different processes. MillerCoors was one of the......

Words: 9229 - Pages: 37

Anheuser Busch Swot Analysis

...Management 303 SWOT Analysis of Anheuser Busch Section 1 Organizational history In 1843 Eberhard Anheuser immigrated to the United States from Germany, after settling in St. Louis he became part owner of Bavarian Brewery in 1852. In 1860 Anheuser bought out other investors and changed the name of the brewery to E. Anheuser & Co. In 1861 Adolphus Busch married Eberhard’s daughter Lilly. In 1869, Adolphus bought in and gained half-ownership in the brewery. In 1879 the name of the brewery became Anheuser-Busch Brewing Association. In 1880, Adolphus Busch became president of the brewery following the death of his father in law. In 2008 Anheuser-Busch merged with INBEV to become Anheuser-Busch INBEV. After this merger, this company has become the world’s largest brewer and one of the top five consumer goods companies (ABWEBSITE). Section II: Strengths and Weaknesses Strength 1: Advertisement One key to the success of AB-InBev over the years is their creative use of advertising. Year after year this company continues to be one of the top purchasers of commercial airtime during the Super bowl. Spending an average of 30 million dollars per Super bowl (STLTODAY). The use of slogans and themes for advertising campaigns over the years has helped to build a loyal following and universal brand recognition. Another strategic move was made by AB in 1955. At this time August Busch Jr. made the move to associate his product with the game of baseball. Over the......

Words: 1290 - Pages: 6

Inbev and Anheuser-Busch

...instead through local brands and its interest in targeting the masses with one of its matrixes. Anhueher-Busch however competed differently as it offered distribution rights and incentives to distributors. It also liased with local and national craft beers that offered growth and had huge marketing and advertisement budget that drew audience to its brand. Culturally, Belgians avoid uncertainty which is why Anhueher-Busch carefully liased with local breweries to gain market share and did not aggressively pursued foreign markets. InBev on the other hand was more an uncertain acceptor and because of this was very aggressive in setting its foot in a potentially profitable market. This is evident from its decision to cancel brewing locally famous Hoeggarden brand and move to a French popular Jupiler. 2) Why would Inbev want to acquire Anheuser-Busch InBev wanted to acquire Anheuer Busch firstly to capture dominant market share in one of the largest and fastest growing beer markets in the world (China) and also give itself access to US market where margins were better than other markets. Secondly, InBev was dependent on its South America market for profit growth and it wanted a global player to synergize its profit. Also, by capturing Budweiser which had captured sizable market outside of US, 13% in Ireland and 11.5% in Canada, it would use the distribution network of Anheuser in these emerging markets as well as in the US to sell its own beers. The acquisition also promised......

Words: 779 - Pages: 4

The History of Anheuser-Busch

...The History of Anheuser-Busch More than one hundred and twenty years have passed since Adolphus Busch first introduced Budweiser to the United States. And although much has changed over the years, the "spirit of Adolphus and his great dreams remain unchanged, as vibrant today as it was a century ago"(www.anheuser-busch.com). Through several successive generations of Busch family leadership, Budweiser has become an authentic, truly genuine, American beer. These superior qualities are the result of Busch’s original dreams and visions, the stable leadership through three major crises, and the diversification of a company over the years. The story begins with Adolphus Busch. Born in July of 1839 in Kastel near Mainz, Adolphus was the second youngest of twenty-one children. After studying at the Gymnasium in Mainz in Germany, he immigrated to the United States in 1857, and soon after married Lily, the daughter of a successful St. Louis businessman Eberhard Anheuser. Anheuser was also a German immigrant, and had recently obtained a local brewery in St. Louis. Adolphus began as a salesman who sold brewing supplies to Anheuser. Adolphus soon worked his way into the family business and up the corporate ladder, and eventually became a partner and finally the company’s president. With great dreams and aspirations, Adolphus was considered the driving force of the company that would eventually transform it into an industry giant. Because of this, many see Adolphus Busch as the......

Words: 1340 - Pages: 6

Anheuser Busch

...After the merger, Anheuser-Busch Inbev would become the world’s largest producer of the beer. I believe that the newly merged company is in a good position to move forward and consolidate its newly acquired supremacy. It can derive its merger experience from the merger of Ambev-Interbrew. It can follow the similar path it followed during the earlier merger though it would have to customize the newly formed company to suit to the preferences of North American customers. The board can take the following actions to create value to the company’s shareholders Brand Portfolio ABInbev offers a wide variety of portfolio of more than 300 brands including Becks, Stella Artois, Leffe Hoegaarden, Jupiler, Budweiser, Michelob among others. The company should draw plans on how it should leverage the brand portfolio to aggressively penetrate into the new and existing markets. Find Common Synergies The merged company should find the common synergies like the way it has done during Ambev-Interbrew merger. Cost savings can be made by leveraging the existing facilities of Anheuser-Busch to bottle the Inbev’s portfolio of brands. There are also synergies that can be obtained in the Marketing area. Follow work culture of Inbev The newly formed company should follow the Inbev’s meritocratic culture as defined by one of Inbev’s shareholder, Jorge Paulo Lemann. There are significant cost savings to be made by doing away with luxurious executive offices, corporate planes and expensive perks......

Words: 370 - Pages: 2

Anheuser Busch Clydesdales

...6 feet and only 30 seconds to be part of it. You would have just felt like a marketing executive at Anheuser-Busch Brewing Company, the maker of Budweiser beer. The marketing department purchased a commercial spot during the 2013 Super Bowl with its iconic mascot, a Clydesdale horse. The interesting history of this company along with the characteristics of its iconic mascot and the amounts of money to advertise during the Super Bowl is amazing. First of all, the Anheuser-Busch (Budweiser) Company adopted the Clydesdale horse during the depression, around the 1930’s. August A. Busch, Jr. presented his father, August A. Busch, Sr., with a gift. It was a Studebaker beer wagon with a perfectly conformed six horse hitch of Clydesdales (Wikipedia 2013; http://en.wikipedia.org/wiki/Budweiser_Clydesdales). The Clydesdale horses are mostly used in exhibitions and parades because of their size and grace. Secondly, is the main characteristics of these massive animals are their colors. There are different shades of Bay, Brown, Chestnut and Black predominantly, but with a white underbelly as well as a white feather (long hair) over their ankle to their hooves (Wikipedia 2013; http://en.wikipedia.org/wiki/Budweiser_Clydesdales). Their average growing is over 2,000 pounds and stand 18 hands (6 feet) tall; they are known for their grace and to become part of the Anheuser-Busch family is specific. The Clydesdale horse must be at least 4 years old, stand at least 18 hands (6......

Words: 474 - Pages: 2

Anheuser Busch Executive Summary

...Anheuser-Busch Companies, Inc. Executive Summary Overview Sector: Consumer Staples Industry: Brewers Ownership: Public Parent: Anheuser Busch-Inbev Company A wholly-owned subsidiary of Belgium-based Anheuser–Busch InBev, is the largest brewing company in the United States. The company operates 12 breweries in the United States and nearly 20 in other countries. It was, until December 2009, also one of America's largest theme park operators; operating ten theme parks across the United States through the company's family entertainment division, Busch Entertainment Corporation. It is headquartered in St. Louis, Missouri. AB’s objectives as a corporation are: * To increase domestic beer segment volume and per barrel profitability which, when combined with market share growth will provide the source for earnings per share growth and improvement in return on capital employed. * To provide a great tasting fresh beer to our consumers by limiting self life to 110 days, and providing a “born on date” on all our products. * To build a high-performing, diverse workforce, while providing a safe, productive and rewarding work environment, in which all our employees can benefit. * To be a good corporate citizen and good neighbor in every community where we do business and promote the responsible consumption of our products. * To preserve and protect the environment and support communities where we do business, by complying with all applicable......

Words: 6000 - Pages: 24

Analysis of Anheuser-Busch

...Vasiliki Kontanis, Mary Kate Manganiello, Kelsey Swierczek, and Maria Tropiano Monday, November 11, 2013 Anheuser-Busch International, Inc.: Making Inroads into Brazil and Mexico 1. What were the major challenges facing Anheuser-Busch in entering the Brazilian market? In entering the Mexican Market? The export.gov website describes several market challenges that a company encounters when doing business in Brazil. These challenges include: 1) an intimate knowledge of the local environment, including the explicit as well as the implicit costs of doing business (the “Custo Brazil”); 2) Logistics, given infrastructure limitations posed by a decade of economic expansion; and 3) Tariffs and a complex customs and legal system (www.export.gov 1). The vscgrowth.com website lists the following market challenges for Brazil: 1) The language – Most professionals in Brazil will need an interpreter because English is not widely spoken in Brazil; 2) Time zones and distance – Being on the other side of the world there is no overlap in business hours meaning holding phone or video conferences will have one party up very early or late; 3) Business culture tends to be “laisse a faire” or “introspective” and the different cultural background means priorities don’t always coincide with the US business psyche; and 4) Brazilian infrastructure needs improvement so as to support and capitalize on growth opportunities (www.vscgrowth.com 1). The startupoverseas.co.uk website discusses......

Words: 1029 - Pages: 5

Analysis of the Anheuser-Busch Company

...Analysis of the Anheuser-Busch Company Report by Valanium Analysts: Chris Rigopulos, John Schneider, Jayne Tan Investment Recommendation: MARKET PERFORM December 5, 2001 BUD – NYSE (11/30/01) 52 week range Revenue (2001E) Market Capitalization Share Outstanding $43.10 $36.75 – $49.00 $14.9B $38.2 B 884.3M EPS Forecast (FYE 12/30) EPS Ratios Trailing P/E Forward P/E Leading PEG M/B Price/Sales 1999A 2000A 2001E 2002E $1.49 $1.71 $1.89 $2.09 Dividend Yield 1.67% Avg. Daily Trading Volume (3mo) 2.13M Book Value per Share (mrq) Return of Equity (ttm) Return on Assets (ttm) Est. 5 Years EPS Growth Rate Sector: Consumer/Non-Cyclical Industry: Beverages (Alcoholic) $4.83 40.39% 10.71% 11.0% BUD 23.2 20.6 1.87 8.93 3.11 Competitors Avg. 17.4 15.9 1.37 3.10 1.21 Valuation Predictions Actual Current Price Trailing P/E Valuation Leading P/E Valuation PEG Valuation M/B Valuation Price/Sales Valuation EBO (Abnormal Earnings) Valuation DCF Valuation Performance (Trailing, Annualized) Return on BUD Return on S&P 500 Return on Competitors $43.10 $32.38 $33.24 $31.48 $14.95 $16.73 $19.25 $46.87 6 mo -2.1% 18.3% - 2.9% 12 mo 24 mo -7.4% 9.9% -13.4% -10.3% 2.1% 8.9% Source: finance.yahoo.com, Valanium analysis • • Our valuations reflect a range of predictions, all falling below the current price point with the exception of the DCF estimate. However, we believe that A-B’s brand value and domestic presence are not captured within the accounting......

Words: 8333 - Pages: 34

Anheuser Busch Corporate Research

...Anheuser Busch Corporate Research Team Two: Dustin Henderson Jeremy Bautista Daniel Watt Anthony Kuck Date Completed: April 1, 2010 Kim Marchesseault TO: Stefan.descheemaeker@A-B.com FROM: ResponsibilityMattersTeam@A-B.com DATE: 04/01/10 SUBJECT: Corporate Research Dear Mr. Stefan Descheemaeker: Attached is the proposal for a new tool in our fight against drunk driving. We have constructed a plan to use smart phones to include an Anheuser-Busch application that will calculate the costumers BAC level. The production time is approximately six months and is explained in detail in the report. We are eager to set up a meeting with you and set this project in motion. Sincerely, The Responsibility Matters Team Table of Contents Executive Summary 4 Current Situation of Anheuser-Busch 5-6 Background on Pressing Issues 6-11 Pressing Issues in Competitors Eyes 11-12 Comparing Anheuser Busch with Top Competitor 12-13 Analysis 13 Recommendation 14 Works Cited 15 Executive Summary As the leading distributor of alcoholic beverages in the world we have built our foundation with our commitment to being an effective, responsible, and productive corporation. Due to the nature of our business, our company must adhere to a number of laws and regulations that at times are restrictive to the business aspect of our corporation. In order...

Words: 4200 - Pages: 17

Anheuser Busch Inbev Sa (Bud)

...Anheuser Busch Inbev SA (BUD) Anheuser-Busch InBev SA/NV, a brewing company, engages in the production, marketing, distribution, and sale of beer. The company offers a portfolio of approximately 200 beer brands. Its international principal brands include Budweiser, Stella Artois, and Beck’s; multi-country brands consist of Leffe and Hoegaarden; and local brands comprise Bud Light, Michelob, Skol, Brahma, Antarctica, Quilmes, Jupiler, Hasseroder, Klinskoye, Sibirskaya Korona, Chernigivske, Harbin, and Sedrin. The company also produces and distributes soft drinks. Anheuser-Busch InBev SA/NV sells its products in 120 countries. The company was founded in 1366 and is headquartered in Leuven, Belgium. Let’s examine its financial info. BUD’s Current Ratio ranges from 0.6 to 1 in five year’s period and Quick Ratio ranges from 0.5 to 0.9. Those figures show BUD’s ability to pay back it short-term liabilities (debt & payables) is not so good, and it is not in good financial health. The company is not very liquidity. Craft Brew ‘s Current Ratio ranges from 0.8 to 1, better than BUD, but its quick ratio is worse, ranging from 0.1 to 0.3, indicating its low liquidity problem. BUD’s Fixed Asset Turnover Ratio ranges from 1.5 to 2.5, indicating that the company has been more effective in using the investment in fixed assets to generate revenues. However, Total Asset Turnover ratio is much lower, ranging from 0.2 to 0.4, indicating it is not effective in using its total assets......

Words: 1068 - Pages: 5

Anheuser Busch Case Study on Csr

...BUSINESS ETHICS ------------------------------------------------- Anheuser-Busch ------------------------------------------------- Corporate Social Responsibility in marketing and advertising ABSTRACT The area of corporate social responsibility (CSR) is a constantly evolving field with direct impact on an organizations strategies and success, and it has become an important part of how the beer making industry promotes and advertises itself. Current portrayals of corporate social responsibility in the beer making industry are misleading and do not show the true nature of these practices. Relatively little research has been conducted on how the beer making industry promotes corporate social responsibility in their attempt to promote and facilitate other business interests. This case study will attempt to investigate the beer making industry’s recent corporate social responsibility endeavors and engagements and explain how they run in concurrence or adjacent to the industry’s political and corporate strategies. Anheuser-Busch Companies, Inc. is an American brewing company and a wholly owned subsidiary of Anheuser-Busch InBev (AB InBev). The company operates 13 breweries in the United States and became the largest brewer in the United States in 1957. They also currently have four of the top ten selling beers and rank as one of the top five consumer products companies in the world. Anheuser-Busch International, Inc. was established in 1981 as a subsidiary......

Words: 2563 - Pages: 11

The Anheuser-Busch Inbev Corporation

...The Anheuser-Busch InBev Corporation In the United States, different companies pride themselves with the length of time the company has been in operation. Thousands can say that their company has been in operation for over 50 years; however many cannot say their company has been in operation for a century or two. Anheuser-Busch InBev is one company that has been in operation for over 150 years. The following information is an attempt to give insight on Anheuser-Busch InBev’s success through the company’s history and examination of the company’s financial reports. Please note these reports are in European Currency (Euro’s). Company History The Anheuser-Busch company started in 1852 under the name of Bavarian Brewery out of St. Louis, Missouri (Anheuser-Busch, 2009). In 1860 a successful soap manufacturer by the name of Eberhard Anheuser purchased the struggling company without any knowledge or experience in the industry. With the help of his son-in-law Adolphus Busch, the company became an industry leader in the production of beer (Anheuser-Busch, 2009). Through the years, the company continued to grow by using different marketing techniques and strategies to help bring attention to the company’s products. One famous marketing technique introduced in the 1880s was the Budweiser Girls. In 1876, Budweiser became the first beer to be introduced on a national level and to help promote the company’s number one product; the company used lithographic prints depicting women......

Words: 1224 - Pages: 5

Anheuser Busch Case Analysis

...CASE ANALYSIS TOOLS “COMPONENTS OF A CASE ANALYSIS REPORT” * CURRENT SITUATION Anheuser Busch, leading brand of beers, has grown to be one of the world’s largest beer companies. China beer market is an increasing market with a huge potential. Anheuser Busch wanted to enter in this market through adquisitions of other Chinese beer companies and finally with Harbin Brewery. As a result of making the adquisitions, AB obtained Harbin’s shares, having reached total holding of 99,66% voting shares. * EXTERNAL ENVIRONMENT SOCIETAL OVERALL P P PEST ANALYSIS OLITICAL / LEGAL * Descentralized power structure. * Influence of provincial and municipal government towards local affairs. * Unstated hierarchy of power. * Transportation restrictions. E E CONOMICAL * Growth of China economy. * Fragmented market. * Low income in the mayority of regions. S S OCIO-CULTURAL * Poor standard of living. * Chinese people don’t have loyalty to a particular brand. * Pub culture emerging. * Price conscious consumer. T T ECHNOLOGICAL * Poor infrastructure. INDUSTRY OVERALL PORTER ANALYSIS * BARGAINING POWER OF BUYERS The power of buyers is high because Chinese people are not loyalty to a specific brand. Also, Chinese beer consumers are poor and live in agricultural heart land and pay extremely attention to the price’s product. * BARGAINING POWER OF...

Words: 1172 - Pages: 5