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As Anheuser-Busch InBev expanded to support its employees, it focused more and more on its consumers, zeroing in on a brand’s place within the local culture. “You need a deep understanding of consumers and their preferences,” says Sam Johnson, Americas vice chair, accounts, EY. “This is something that Anheuser-Busch InBev does extremely well. What happens in this part of the world may not happen in another.”
“There are many examples of big food companies buying local brands and expanding them into the mass market in ways that cause the brands to fall out of favor,” adds Kathy Gramling, consumer industry and consumer packaged goods sector leader for EY Americas. “Anheuser-Busch InBev didn’t do that—they consistently scale up a product only when it makes sense.”
As it expanded, Anheuser-Busch InBev sought a partner to help execute on Brito’s vision. EY was proud to play a key role. “What Anheuser-Busch InBev understands is that true shareholder value can only be driven with the pursuit of long-term value, not through financially engineered quarterly returns,” Gramling says. “We take these concepts and build pragmatic ways of working—explaining how data can be leveraged between trading partners, how analytics and AI can drive shareholder return, and how stakeholders—your employees, ecosystem partners and consumers—are a key component to achieving long-term value.”
This effort requires an ability to manage great complexity. Yet it rests on a deceptively simple premise. “We built the whole company around the idea that people are the only sustainable competitive advantage you have,” Brito says. “And very talented people is really the way to go.”