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Why do you think that creating a common culture might be important for a company AB InBev?

Why do you think that creating a common culture might be important for a company AB InBev?

Principles Of Marketing
Principles Of Marketing
17th Edition
ISBN:9780134492513
Author:Kotler, Philip, Armstrong, Gary (gary M.)
Publisher:Kotler, Philip, Armstrong, Gary (gary M.)
Chapter1: Marketing: Creating Customer Value And Engagement
Section: Chapter Questions
Problem 1.1DQ
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Why do you think that creating a common culture might be important for a company AB InBev?

 

 

What mechanism are used to reinforce such a common culture 

brewer in the WHAT IS CULTURE AND WHY IS IT IMPORTANT? ILLUSTRATION 6.2 Dream. People. Culture. 'Brito', Chief Executive of the world's largest brewery, has culture as one of his three buzzwords. either like it or don't like it.' Zero-based budgeting is growth. It has its origins in the 1999 merger of two practised, with all budgets negotiated from scratch at Brazilian brewers, Antarctica (founded in 1880) and the beginning of each year, Costs and performance are monitored closely. On buying Anheuser-Busch, Brito merged with Belgian brewer InterBrew to become fired 1400 staff, with the whole top tier of manag- InBev in 2004, before taking over the American giant ers going: according to Brito, "Some were too rich to wouldn't fit the AB InBev's clumsy name reflects the manner of its Brahma (founded in 1886). The new 'AmBev then to work, Anheuser-Busch in 2008. By 2015, AB InBev was the care, some were too c Some largest Belgium and a 25 per cent share of the global beer metrics are all public and managers are subject to 360 business. Its brands included Beck's, Budweiser, degree feedback: Corona and Stella Artois. AB InBev employed 155,000 get promoted, you have to kill three people. in the world, with its headquarters in culture anyway.' Throughout the company, employee s systems. The internal is that to people in 25 countries. The company had its eyes on taking over one of its last major rivals, the South Afri- promotion fast. Young managers rarely spend more can brewer SABMiller. AB InBev's Chief Executive was the Brazilian Carlos on as soon as they start to get comfortable. In 2014, Brito, known simply as 'Brito' (never Carlos, never Mr more than 100,000 people applied for 147 Brito). He had originally begged the former Brazilian ate level jobs. Brito personally addresses each class tennis champion and investor Jorge Paolo Lemann to of graduate trainees, looking for talent. He always fund his MBA at Stanford University. On completion encourages his trainees to 'dream big'. Luiz Fernando of his MBA, he had joined Brahma, a brewery that Edmond, head of sales worldwide, was on the compa- Lemann had just bought. By 2004, Brito was CEO of ny's first management trainee programme in Brazil in AmBev. With the InterBrew merger, he played second 1990. He remarks: 'I came here with nothing. If you fiddle initially, but by 2005 - aged 45 - he emerged work hard, you focus on your results and you work with as CEO of the newly-created company InBev. Brito's three buzzwords, repeated by executives throughout the company, are: ture'. The culture he has sought to create at AB InBev Sources Fortune, 15 August 2013; Financial Times, June 15 and is intense, He himself is away from home travelling 16, 2015. But the rewards are high for good performers, and than two or three years in a single posting, moved onle anolied ftor gradu- If you work people, bring people together, promote people better than you, you have a chance to become a CEO of the "Dream. People. Cul- company. on business more than half the year. He claims no hobbies, unless a daily 30 minutes on the treadmill counts. He and his top team fly economy class except Questions 1 Why do you think that creating a common culture might be important for a company like AB InBev? on the longest haul flights and they all use mid-market betele The hotels. The top team's desks are placed at the centre of open-plan offices. Lemann (with a 12.5 per cent stake in the com- pany) describes the culture of AB InBev thus: "You are always running, always close to the limit. You're work- ing very hard and being evaluated all the time. People 2 What mechanisms are used to reinforce such a common culture (see also Chapter 14). 173
Transcribed Image Text:brewer in the WHAT IS CULTURE AND WHY IS IT IMPORTANT? ILLUSTRATION 6.2 Dream. People. Culture. 'Brito', Chief Executive of the world's largest brewery, has culture as one of his three buzzwords. either like it or don't like it.' Zero-based budgeting is growth. It has its origins in the 1999 merger of two practised, with all budgets negotiated from scratch at Brazilian brewers, Antarctica (founded in 1880) and the beginning of each year, Costs and performance are monitored closely. On buying Anheuser-Busch, Brito merged with Belgian brewer InterBrew to become fired 1400 staff, with the whole top tier of manag- InBev in 2004, before taking over the American giant ers going: according to Brito, "Some were too rich to wouldn't fit the AB InBev's clumsy name reflects the manner of its Brahma (founded in 1886). The new 'AmBev then to work, Anheuser-Busch in 2008. By 2015, AB InBev was the care, some were too c Some largest Belgium and a 25 per cent share of the global beer metrics are all public and managers are subject to 360 business. Its brands included Beck's, Budweiser, degree feedback: Corona and Stella Artois. AB InBev employed 155,000 get promoted, you have to kill three people. in the world, with its headquarters in culture anyway.' Throughout the company, employee s systems. The internal is that to people in 25 countries. The company had its eyes on taking over one of its last major rivals, the South Afri- promotion fast. Young managers rarely spend more can brewer SABMiller. AB InBev's Chief Executive was the Brazilian Carlos on as soon as they start to get comfortable. In 2014, Brito, known simply as 'Brito' (never Carlos, never Mr more than 100,000 people applied for 147 Brito). He had originally begged the former Brazilian ate level jobs. Brito personally addresses each class tennis champion and investor Jorge Paolo Lemann to of graduate trainees, looking for talent. He always fund his MBA at Stanford University. On completion encourages his trainees to 'dream big'. Luiz Fernando of his MBA, he had joined Brahma, a brewery that Edmond, head of sales worldwide, was on the compa- Lemann had just bought. By 2004, Brito was CEO of ny's first management trainee programme in Brazil in AmBev. With the InterBrew merger, he played second 1990. He remarks: 'I came here with nothing. If you fiddle initially, but by 2005 - aged 45 - he emerged work hard, you focus on your results and you work with as CEO of the newly-created company InBev. Brito's three buzzwords, repeated by executives throughout the company, are: ture'. The culture he has sought to create at AB InBev Sources Fortune, 15 August 2013; Financial Times, June 15 and is intense, He himself is away from home travelling 16, 2015. But the rewards are high for good performers, and than two or three years in a single posting, moved onle anolied ftor gradu- If you work people, bring people together, promote people better than you, you have a chance to become a CEO of the "Dream. People. Cul- company. on business more than half the year. He claims no hobbies, unless a daily 30 minutes on the treadmill counts. He and his top team fly economy class except Questions 1 Why do you think that creating a common culture might be important for a company like AB InBev? on the longest haul flights and they all use mid-market betele The hotels. The top team's desks are placed at the centre of open-plan offices. Lemann (with a 12.5 per cent stake in the com- pany) describes the culture of AB InBev thus: "You are always running, always close to the limit. You're work- ing very hard and being evaluated all the time. People 2 What mechanisms are used to reinforce such a common culture (see also Chapter 14). 173
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