growth and increased profits. The American market is a relatively stagnant market for Anheuser-Busch. There is very little growth in America and 94% of Anheuser-Busch’s sales occur inside America (Anheuser-Busch, 1999). Anheuser-Busch also has the resources to compete with any European brew in the European market. In many countries in Europe, Anheuser-Busch has begun to gain some market share and turn some profits. The American market is a relatively stagnant market for Anheuser-Busch. There is very little growth in America and 94% of Anheuser-Busch’s sales occur inside America (Anheuser-Busch, 1999). Imports like Amstel and Heineken have made inroads in the American beer market. To increase sales and profits, Anheuser-Busch must look for business in foreign markets. In order to compete with theses imports they created brands like Budlite, Michelob, Busch, and Budweiser. Their dominance of the US beer market has a 100-year-old history. Budweiser Corporate Analysis Anheuser-Busch Companies, Inc. continually seeks opportunities to maximize shareholder value and increase efficiency. The company has control of over 47% of the global market share (Anheuser-Busch 1999). In the process of doing this, Anheuser-Busch has become one of the most recognizable trademarks. Because of their world-renowned recognition Anheuser-Busch Companies Inc is always looking to maximize their shareholder value and increase efficiency. As noted in the Annual Report for 1999, Anheuser-Busch remains focused on three major objectives to enhance shareholder value: Increasing per barrel profitability which, when combined with continued market share growth, will provide solid long-term earnings per share growth (Anheuser-Busch, 1999). Profitable expansion of international beer operations by building the Budweiser brand worldwide and making selected investments in leading brewers in key international beer growth markets (Anheuser-Busch). The company has ma...
