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In 2008, the Board of Directors and shareholders of Anheuser Busch
agreed to be acquired by a Belgian Brewer (InBev). Prior to the merger,
InBev made many pledges to AB regarding how the company would operate
after the merger, how its employees would be treated, and so on. With
some stipulations, the U.S. Government agreed to allow the merger.
Since the merger, InBev has laid off a significant number of Anheuser
Busch employees, most of whom worked at the St. Louis headquarters.
Where the merger created duplication of job duties, those being
terminated have to-date been from AB, not InBev. There is a great deal
of speculation and trepidation around the St. Louis area about the
long-term fate of the remaining employees, as well as worry about how
the new company will view the many and varied civic contributions the
company has made to St. Louis and the many other U.S. areas in which it
has operations.
View 1 – AB acted as a well-managed business that takes the actions
necessary to remain competitive in a very competitive market. If AB had
not approved the merger, its profits and stock price would have fallen,
and investment capital would have fled the company. As difficult as the
decision was, AB operates in a very competitive environment and owes its
stockholders the best return it can provide.
View 2 – The decision to sell the company was both short-sighted and,
ultimately, a bad business decision. Any short term benefits AB
stockholders reaped from the merger will be more than offset by U.S. job
losses, lower tax revenues for States and the U.S. Government, and
damage to the U.S. communities in which the company operates. Employees
whose employers are loyal to them during difficult times repay that
loyalty to the company through hard work. Employees who view themselves
as economic pawns to be added or discarded as needed will feel only a
marginal commitment to the new AB and their work performance will
reflect the negative opinion they hold of their employer.
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