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 theWHAT IS CULTURE AND WHY IS IT IMPORTANT?ILLUSTRATION 6.2Dream. People. Culture.'Brito', Chief Executive of the world's largest brewery, has culture as one of his threebuzzwords.either like it or don't like it.' Zero-based budgeting isgrowth. It has its origins in the 1999 merger of two practised, with all budgets negotiated from scratch atBrazilian brewers, Antarctica (founded in 1880) and the beginning of each year, Costs and performance aremonitored closely. On buying Anheuser-Busch, Britomerged 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 towouldn't fit theAB InBev's clumsy name reflects the manner of itsBrahma (founded in 1886). The new 'AmBev thento work,Anheuser-Busch in 2008. By 2015, AB InBev was the care, some were too cSomelargestBelgium and a 25 per cent share of the global beer metrics are all public and managers are subject to 360business. 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, employees systems.The internalis that topeople in 25 countries. The company had its eyes ontaking over one of its last major rivals, the South Afri- promotion fast. Young managers rarely spend morecan 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 147Brito). He had originally begged the former Brazilian ate level jobs. Brito personally addresses each classtennis champion and investor Jorge Paolo Lemann to of graduate trainees, looking for talent. He alwaysfund his MBA at Stanford University. On completion encourages his trainees to 'dream big'. Luiz Fernandoof 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 inAmBev. With the InterBrew merger, he played second 1990. He remarks: 'I came here with nothing. If youfiddle initially, but by 2005 - aged 45 - he emerged work hard, you focus on your results and you work withas CEO of the newly-created company InBev.Brito's three buzzwords, repeated by executivesthroughout the company, are:ture'. The culture he has sought to create at AB InBev Sources Fortune, 15 August 2013; Financial Times, June 15 andis intense, He himself is away from home travelling 16, 2015.But the rewards are high for good performers, andthan two or three years in a single posting, movedonle anolied ftorgradu-If youworkpeople, bring people together, promote people betterthan you, you have a chance to become a CEO of the"Dream.People. Cul-company.onbusiness more than half the year. He claims nohobbies, unless a daily 30 minutes on the treadmillcounts. He and his top team fly economy class exceptQuestions1 Why do you think that creating a commonculture might be important for a company likeAB InBev?on the longest haul flights and they all use mid-marketbetele Thehotels. The top team's desks are placed at the centreof open-plan offices.Lemann (with a 12.5 per cent stake in the com-pany) describes the culture of AB InBev thus: "You arealways running, always close to the limit. You're work-ing very hard and being evaluated all the time. People2 What mechanisms are used to reinforce sucha common culture (see also Chapter 14).173

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Marketing

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

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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