AB inBev, Global Beer, and Creating Value The compeny AB inBev moy not sound familiar to everyone, but spelled out, its name likely becomes clearer to most people, especially the beer-loving population of the world AnheuserBusch InBev originates from the Den Hoom brewery in Leuven, Belgium, which dates back to 1366, and the ploneering split of the Anheuser \& Co. brewery, with origins in St. Louis, Missouri, since 1952. Today, AB InEev is the leading global brewer and one of the worid's top consumer products companles AB inBev has operations in 25 countries, sales in more than 100 courtries, revenue of $44 billion, 155.000 employees, and seven of the top 10 most valuable beer brands. These seven brands are Budweiset, Bud Light, Stella Artols, Skol, Corona, Brahma, and Modelo Especial. Budweiser. Corona, and Stella Artols are marketed as "gtobol brands," While Beck's, Leffe, and Hoegaarden are considered "international brands" in ABInBevsbrandportfolio.Thecompanyaisohas15 "local champions," which represent leadership in theif respective local markets. These local brands include Jupiler (most popular beer in Belgium), Qullmes (original Argentinean lager since 1890), and Harbin (from the oldest brewery in North China) among the portfolio, in total, AB inBev's portfolio consists of more than 200 brands Questions: 1. With more than 200 brands and strong coverage internationally of the different brands, strategically ABInBev is a unique and highly organized global company. Do they have too many brands? Why or why not? 2. The company follows a focused brands strategy in which the majority of the resources are devoted to those brands that have the greatest long-term growth potential. What positives and negatives do you see with this approach? 3. Strategically, ABlnBev has 10 principles driving everything it does. At the core, ABInBev is focused on a shared dream that energizes everyone to work in the same direction to be the best beer company in the world, bring people together, and aspire for the betterment of the world. Should large multinational corporations really be built on strong principles or do they need a different approach