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MNG3702 ASSIGNMENT 0 SEM2 DUE 25 AUGUST 2023
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, MNG3702 ASSIGNMENT 01 SEMESTER 02 DUE25AUGUSTQuestion 1
The case describes several changes that the company underwent since it was
founded in 1895.
1.1 Identify the type of strategic change in Anheuser-Busch when the
company was unable to avoid a hostile takeover by InBev in 2008, which
gave rise to AB InBev, then the world’s largest brewer. Substantiate your
answer. (2 marks, of which 1 mark will be awarded to the correct
identification of the type of strategic change and 1 mark to the correct
substantiation).
(2)
The type of strategic change in Anheuser-Busch when the company was
unable to avoid a hostile takeover by InBev in 2008 is a reactive strategic
change.
Reactive strategic change occurs when a company must respond to external
pressures or threats that are beyond its control. In this case, Anheuser-Busch
faced a hostile takeover bid from InBev, which posed a significant threat to
the company's independence and control. The management of Anheuser-
Busch had to react to this situation and make strategic decisions to protect
the company's interests.
The substantiation for this identification is the fact that Anheuser-Busch was
unable to avoid the hostile takeover by InBev. The hostile takeover was
initiated by InBev, which means that it was an external force that Anheuser-
Busch had to react to. The management of Anheuser-Busch did not
voluntarily choose to undergo this strategic change, but rather had to
respond to the takeover bid in order to protect the company and its
stakeholders. This demonstrates that the change was reactive in nature,
driven by external circumstances rather than proactive strategic planning
1.2 Apply an analytical model to planned change to the case during its rapid
expansion into emerging markets worldwide, founded on the principle that
change needs to be context specific and that the approach to change the
organisation chooses should be based on a thorough analysis of (i) the
context within which change is taking place; and (ii) a series of decisions
around the way in which the change is to be managed. (14 marks; of which 8
marks will be awarded for the core segments of the model and 6 marks will
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