SABMiller vs. Anheuser-Busch: The Takeover Battle for Harbin Brewery|Business Strategy|Case Study|Case Studies

SABMiller vs. Anheuser-Busch: The Takeover Battle for Harbin Brewery

            
 
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Case Details:

Case Code : BSTR122
Case Length : 23 Pages
Period : 2002-04
Organization : SABMiller Plc., Anheuser-Busch Inc
Pub Date : 2004
Teaching Note : Available
Countries : China
Industry : Beer

To download SABMiller vs. Anheuser-Busch: The Takeover Battle for Harbin Brewery case study (Case Code: BSTR122) click on the button below, and select the case from the list of available cases:

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.



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The Battle

The opposition to SABMiller's takeover bid first came from Harbin. In a statement released on the same day of the offer, the Harbin management shunned the offer on the grounds that it was 'unsolicited' and an 'unduly hasty response' to the termination of the SIA by Harbin.

Harbin strongly advised its shareholders to take no action on SABMiller's offer in haste as the company's board was considering better options. At the same time, Harbin's management welcomed AB's acquisition of 29.1% in the company and stated that it preferred AB to SABMiller as its major shareholder, as it believed that Harbin was unlikely to gain any significant benefits under SABMiller's control. In other words, it urged shareholders to spurn the offer. SABMiller challenged the Harbin board's open statements recommending shareholders not to take action on the bid and vociferously preferring AB. The company's spokesman, Fairbrass said, "The Harbin management team needs to explain why they think our offer undervalues their business..."

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Who Benefits From The Deal?

Though AB emerged as the winner in the takeover battle, analysts called AB's offer "irrational" and "more of ego than sense," as there was no obvious synergy to AB from the deal.

In the light of AB's announcement that it would not combine the operations of Harbin with Tsingtao, and with both AB and SABMiller competing in Northeast China (through Harbin and CRB respectively), analysts expected profit margins, already very low in China, to get much thinner. Commenting on this, Lilian Leung, analyst, ING, said, "Competition will intensify in China's North Eastern market. Ultimately, it is negative for Harbin and CRB. It will be difficult to improve their profitability." However, some analysts supported AB's move saying that it was important for AB to have a strong hold in China, especially because of change in customer preferences towards wine and distilled spirits and the saturating market for beer in the US...

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Exhibits

Exhibit I: Share Price Chart of Harbin (September 2002 - June 2004)
Exhibit II: World's Ten Largest Beer Markets by Volume Produced (2002)
Exhibit III: World's Top Ten Brewers (2002)
Exhibit IV: Top Twenty Beer Brands in the World (2002)
Exhibit V: The Beer Industry in China
Exhibit VI: Financial Highlights of Harbin (2001-2003)
Exhibit VII: Financial Summary - Anheuser-Busch Companies
Exhibit VIII: Sabmiller's Major Brewery & Beverage Brands
Exhibit IX: Sabmiller's Financial Highlights (1999-2003)
Exhibit X: Securities Law of the People's Republic of China - The Takeover Regulations for Listed Companies
Exhibit XI: Anheuser-Busch Share Chart (July 2003 - June 2004)


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