Business Model
25%AB InBev generates transactional, repeat-purchase revenue across six geographic zones, with a premium and super-premium segment (~35% of FY2025 revenue) that drives revenue per hectoliter higher even as volumes decline. Middle Americas contributes 38% of EBITDA, North America 22%, and South America 18%, providing genuine geographic balance. The core weakness is the transactional nature of beer sales: no contracts, no backlog, and capital-intensive brewing infrastructure that limits cost leverage.
Competitive Advantages
40%AB InBev's competitive edge rests primarily on brand portfolio scale (20 billion-dollar brands, including Corona and Budweiser ranked #1 and #2 globally by BrandZ) and a distribution footprint across 150+ countries. Switching costs and network effects are structurally weak in beer, and the 2023 Bud Light boycott demonstrated how quickly consumers defect: the brand fell from the #1 to the #3 US position within months. Innovation barriers in brewing are minimal. The global brand portfolio creates above-average premiumization leverage, but the category's transactional nature limits the depth of any individual moat element.
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