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Group 13 ISM

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26 views14 pages

Group 13 ISM

Uploaded by

afthafahamed786
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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A CASE STUDY ON GLOBAL

LEADERSHIP IN BREWING
INDUSTRY

TEAM MEMBERS
Posipo Prathibha Smily- 23382064
Pranav K - 23382067
Pujitha P - 23382069
Rahul N - 23382070
Rahul Rejidhan - 23382071
CONTENT
S
01 04
COMPANY OVERVIEW QUESTIONS

02 PROBLEM OF STATEMENT
05 CONCLUSION

03 COMPETITIVE ANALYSIS
COMPANY
OVERVIEW
COMPANY
OVERVIEW
1987: Interbrew forms from the merger of Artois and Piedboeuf in
Belgium.

1999: AmBev is founded in Brazil.

2004: Interbrew and AmBev merge to create InBev.

2008: InBev acquires Anheuser-Busch, forming AB InBev.

2013: Acquires Grupo Modelo, entering Mexico.

2014: Reacquires South Korea’s Oriental Brewery.

2016: Acquires SABMiller, expanding in Africa and emerging markets.

2021: Launched The “BEYOND BEER” To focus on non beer products

2023: Continued expansion in Asia


COMPANY
OVERVIEW
Headquarters: Leuven, Belgium; operates in 140+ countries with
production in 25 countries.

Brand Portfolio: 200+ beer brands, including Budweiser, Corona,


and Stella Artois.

Focus Markets: USA, Brazil, China, and Mexico.

Expansion Strategy: Focused on mergers, acquisitions, and


partnerships (wholly-owned subsidiaries, exports, licensing, and joint
ventures).

Global Structure: Divides brands into global, international, and local


categories to meet diverse consumer tastes.
SWOT ANALYSIS

STRENG WEAKNE
•
TH
MARKET LEADERSHIP
SS
• STRONG BRAND PORTFOLIO • HIGH DEBT LEVELS
• ECONOMIES OF SCALE • DEPENDENCY ON KEY
J
• ADVANCED DIGITAL AND MARKETS
DATA DRIVEN STRATEGY • LIMITED INNOVATION IN
• GLOBAL DISTRIBUTION CRAFT BEER
NETWORK • BUREAUCRATIC CULTURE
SWOT ANALYSIS

OPPORTUNIT WEAKNE
•
IES
EXPANSION IN EMERGING • CHANGING SS
CONSUMER
MARKETS PREFERENCE
• PREMIUMIZATION TREND • INCREASED COMPETITION
J
• PRODUCT DIVERSIFICATION FROM LOCAL BRANDS
• SUSTAINABILITY INITIATIVES • REGULARITY CHALLENGES
• INNOVATION IN E- • ECONOMIC VOLATILITY
COMMERCE • ENVIRONMENTAL RISKS
LEADING BEVERAGE
COMPANIES
WORLDWIDE IN 2023
(BASED ON
SALES)

in million
US.dollar

Source:
Statista
BASIC TYPES OF FOREIGN
OPERATIONS MODE FOR
INTERNATIONAL EXPANSION

01. Exporting 02. Contractual Modes

04. Acquisitions &


03. Equity-Based
Merger
Modes
AB INBEV’S CHOICE OF OPERATION MODES
BASED ON MARKET CONDITIONS AND STRATEGIC
IMPORTANCE

1 Wholly-Owned Subsidiaries: In key markets like the U.S.


and China, AB InBev has opted for full control through
acquisitions to directly manage brand and distribution
strategies.
2 Joint Ventures: In countries like India and China, AB InBev
has used joint ventures to mitigate risks and gain local
market expertise.
Licensing: For markets where shipping is cost-prohibitive,
3 like Australia, licensing agreements allow local breweries to
produce AB InBev’s brands.

4 Exporting: In regions where the beer market is smaller or


less strategic, AB InBev uses exports through distributors
to maintain brand presence with minimal investment.
AB INBEV’S BRAND
STRUCTURE AND
REASONING
BEHIND THE
CATEGORIZATION
AB InBev’s Brand Structure

Global Brands:
Examples: Budweiser, Corona Extra, Stella Artois
Characteristics: High international recognition; drive global revenue and positioning

International Brands:
Examples: Beck’s, Leffe, Hoegaarden
Characteristics: Strong multi-country presence; not as widely recognized globally

Local Champions:
Examples: Bud Light, Skol, Antarctica
Characteristics: Dominant in specific markets; cater to local tastes, maintain regional m
share

REASON BEHIND CATEGORIZATION


Enables effective global and regional strategy alignment
Ensures relevance to diverse consumer preferences
CONCLUSION
The case study of AB InBev highlights its strategic use of
various foreign operation modes—such as mergers,
acquisitions, wholly-owned subsidiaries, joint ventures,
licensing, and exports—to expand globally. By adapting to
local market conditions and regulatory environments, AB
InBev has maintained its dominance in both developed and
emerging markets. Its brand strategy, focused on global,
international, and local brands like Budweiser, Corona, and
Stella Artois, supports market leadership and growth. AB
InBev's success in balancing global efficiency with local
responsiveness serves as a model for multinational
companies navigating international expansion.

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