Stagnant company struggling to find its way. AB is really now AB InBev. The company succeeds on the back of the brands that AB built through the 1900's. Since the acquisition in 2008, there are few organic growth. The best practices that are often shared company wide are often the result of additional support given to that market. District Managers are shown these examples and then told to go do the same thing in their market, with no support.
The company does not thrive on creating value for its customers, but rather looking to exploit them for as many dollars as possible. Lack of quality investment behind brand building has driven customers away from AB brands in droves in recent years. The continued sales of legacy brands like Bud and Bud Light is really a testament to the phenomenal work done by the former company.
The relationships with distributors have improved since new VP of sales took over about a year ago. However the relationship is still overall negative. Undeliverable targets with no support are given to district managers to "sell" in to wholesalers. Wholesalers who care about using the process to grow their business set these targets lower, but are shamed by management. The majority of wholesalers have become apathetic to AB's target setting and planning process and thus will accept ridiculous target levels that they are apathetic about hitting.
