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AB InBev Presentation

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Andrea Puricelli

on 29 November 2012

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Transcript of AB InBev Presentation

"AB InBev." Anheuser-Busch InBev. N.p., n.d. Web. 7 Nov. 2012. <http://www.ab-inbev.com/index.cfm>.
"Anheuser-Busch InBev NV." Quote Page (BUD). N.p., n.d. Web. 7 Nov. 2012. <http://www.dailyfinance.com/quote/nyse/anheuser-busch-inbev- nv/bud/key-executives?source=esadlfltnal0001>.
Colin. "Dethroning the King: Case Study in American Insularity." Expat Chronicles. N.p., 05 Sept. 2012. Web. 13 Nov. 2012. <http://www.expat-chronicles.com/2012/09/dethroning-king- budweiser-anheuser-busch-inbev-review/>.
Fenske, Sarah. "Francine Katz, Anheuser-Busch Exec Alleging Discrimination, Wins Again." - St. Louis. N.p., 14 June 2011. Web. 12 Nov. 2012. <http://blogs.riverfronttimes.com/dailyrft/2011/06/francine_katz_an heuser-busch_lawsuit.php>. References Strategic Alternative: Open Innovation Name Age
Carlos Alves De Brito 52
Luis Felipe Pedreira Dutra Leite 47
Mr. Peter Harf 66
Mr. Chris Burggraeve 48
Mr. Claudio Garcia 44
Mr. Marcel Herrmann Telles 62
Mr. Jorge Paulo Lemann 73
Mr. Stefan Descheemaeker 52
Mr. Gregoire de Spoelberch 46
Mr. Alexandre Van Damme 50
Mr. Mark Winkelman 66
Mr. Cornet Paul de Ways Ruart 44
Mr. Olivier Goudet 48
Mr. Kees J. Storm 70
Mr. Carlos Alberto Da Veiga Sicupira 54
Mr. Roberto Moses Thompson Motta 55
Bernardo Pinto Paiva 44
Claudio Braz Ferro 57
Ms. Sabine Chalmers 47
Mr. Tony Milikin 51 Strategic Alternative: Key Executives The leading global beer
Top 5 consumer products
114,000 employees
Operations in 23 countries
36.3 billion in revenue in 2010
Committed to achieving 99% recycle and reuse rate by 2012 AB-Inbev Profile Anheuser-Busch InBev is a publicly traded company based in Leuven, Belgium. Anheuser Busch InBev is a global beer brewing company that merged in 2008. InBev was a modern European company, that focused on cost cutting. Anheuser Busch was a traditional American company.
The company has over 300 beer brands. Implementation A strong company culture which reduces any glass ceiling preventing women from rising to positions of power or responsibility. AB InBev Strategic Alternative: Merger Conflict By: Jessica Branson, Jun Lu,
Andrea Puricelli, and Jill Wilmas Anheuser Busch Inbev Internal External Opportunities
Continuous innovation in brands
Rising demand for non-alcoholic beverages
Environmental issues

Growth of wine consumption
Limitations on advertising/promotions of alcoholic products
Social consciousness about alcoholism, underage drinking, and drinking and driving
Combining with Inbev corporations SWOT Analysis Strengths
Extensive brand portfolio
Wide geographic presence
Horizontal/vertical integration of products (owns environmental products)
Combining with Inbev corporations

Legal issues
Poor performance in European segment
Unionization and size of company Strategic Alternatives Strategic Goals Strategic Plan Financial Budget Customer Satisfaction Business Process Learning & Growth Ethics based training will be conducted at each new employee orientation.
-Quizzes given at the end should result in a score of at least 92% or better.
One survey will be conducted each quarter for the first year, and then every other quarter the year after to monitor employee satisfaction.
Posters encouraging employees to maintain an equal diverse workforce will be posted in easy to see places.
Employees will each be given a small card stating the goals to be reached as a team. Set in place a standard base pay for each job position within the company regardless of the gender of the employee. Provide an equal opportunity for women in management positions through both internal promotions and external hiring. Women in management positions will ensure diversity which will provide different perspectives and can be beneficial for various departments within the company. Adding more diversity to management will generate more creative ideas in order to be a successful company. Within one years time at least one qualified, experienced woman will be appointed to each of the Board of Directors groups as either a member or chairman. Decreasing spending in information technology areas will allow for a higher profit in which a standard base pay for each job position can be set. Human Resources: Hiring Administration: Board of Directors To increase profits, set in place a zero-based budgeting system.
100% compliance is to be expected
Cutting costs in information technology areas, such as usage of personal phones and computers.
For the finance committee only, the usage of personal-finance programs can save time and money while managing carious company budgets.
In the fourth quarter of the implementation process, a customer satisfaction survey will be distributed and reviewed.
Management will look for above average response rates from employees
Suggestion responses from customers will be reviewed to help maintain the prestigious image within the industry.
To increase quality, both internal and external suggestions/complaints will be used to implement new ideas and continually improve.
Managing financial budgets and cutting costs in information technology areas allows increased productivity.
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