Purpose of the thesis is the analysis of the strategic acquisition of Anheuser Busch by InBev.

Those were already two big players inside the Global Beer Manufacturing industry and the acquisition was in line with the consolidation trend that was involving this very traditional sector. In order to understand the context, the first part of the thesis will include the history of both companies and an analysis of the industry. The strategic frameworks that will be used throughout the thesis will also be explained in advance. The main part is represented by the Analysis, which has been divided in three parts: the explanation of the most important synergies that arose from the deal, the threats that must be considered for the risk that they bring to the feasibility if the operation and finally a consideration whether the acquisition was the best option for AB-InBev, comparing it with a strategic alliance. The conclusion is that the acquisition proved to be a success on multiple metrics. The combination of Anheuser Buschs expertise in marketing and sales with InBev efficient cost controls, the opportunity to leverage both companies brand portfolios within the existing distribution network channels, and the possibility to have US Budweiser as the flagship brand together with a portfolio of over 300 brands, justified the $52.5 billion that InBev paid for this merge, that strategically positioned AB-InBev as the dominate player in the Global Beer Manufacturing marketplace.