Re-Distribution of Value Chain Activities Following Acquisition in the Brewery Sector

In this paper, we investigate post-acquisition integration of acquired firms and subsequent developments in new subsidiary strategic responsibilities in value-chain activities. Using comparative case study methodology, we illustrate the forms, degrees and evolution of strategic responsibilities using in-depth analysis of six acquisitions from the Danish brewery, Carlsberg. The analysis reveals that the initial mandates at the time of acquisition were designed based on new subsidiaries’ core competencies and resources, and Carlsberg’s acquisition motives. Yet, the mandates did not remain static. Over time, some subsidiaries gained new value chain mandates or they substantially increased their scale in terms of production capacities or the markets in which they operated. From the practical point of view, this implies managers of the acquiring firm must pay close attention to the form and extent of integration if the acquisition is fulfill its potential.