THE BMZ ACADEMY
THE BMZ ACADEMY
053 8213
BMZ ACADEMY 061 262 1185/068 053 8213Page 1 of 28
, THE BMZ ACADEMY
IMPORTANT NOTES TO CONSIDER
THIS IS ONLY A FRAMEWORK, NO ONE SHOULD SUBMIT IT FOR FINAL
ASSESSMENT.
STUDENTS SHOULD COMPLETE THEIR OWN ASSIGNMENT, BUT KEEP IN MIND
THE RULES/INSTRUCTIONS
AS A TIP, IF YOU FIND THIS GUIDE USEFUL, YOU CAN CALL/WHATASPP US IF
YOU WANT A UNIQUE AND CUSTOMISED SOLUTION, SOMETHING THAT WE
GIVE YOU ALONE AND NOT SHARED WITH OTHER PEOPLE NOR SOLD ON
STUVIA AND OTHER ONLINE SITES
********************************************************************************************
AT BMZ Academy, WE WISH YOU THE BEST IN ALL YOUR STUDIES.
WE ARE YOUR MATES TO PASSING EXCELLENTLY IN ALL YOUR STUDIES.
DO NOT FORGET TO REACH OUT TO US FOR ANY FURTHER AND OTHER
ASSISTANCE!
GOOD LUCKY
BMZ ACADEMY 061 262 1185/068 053 8213
, THE BMZ ACADEMY
Question 1: Assess how SAB demonstrates entrepreneurial intensity across its
operations and evaluate whether this intensity is sustainable within AB InBev
Corporate entrepreneurship enables established organisations to pursue innovation,
renewal and new opportunities while operating within existing organisational structures.
Sambo (2018) identifies innovativeness, risk-taking and proactiveness as the three
fundamental dimensions of entrepreneurship, while entrepreneurial intensity combines
the degree and frequency of entrepreneurial activity within an organisation. SAB provides
a useful example because its entrepreneurial activities extend beyond product innovation
to include technological innovation, environmental initiatives, social entrepreneurship and
market development. The case indicates that SAB has institutionalised entrepreneurship
rather than leaving it dependent on isolated entrepreneurial individuals, with senior
managers actively driving experimentation and change. Its entrepreneurial intensity can
therefore be assessed by examining the degree and frequency with which
innovativeness, risk-taking and proactiveness are demonstrated across its operations.
The analysis also needs to consider whether such entrepreneurial behaviour can remain
viable within the governance, scale and strategic requirements of the global AB InBev
organisation.
Understanding Entrepreneurial Intensity
Chiloane-Tsoka and Rankhumise (2019) define entrepreneurial intensity as the
combination of the degree of entrepreneurship and the frequency of entrepreneurial
events within an organisation. The degree of entrepreneurship concerns how innovative,
risky and proactive particular entrepreneurial events are, whereas frequency refers to how
often such events occur over a particular period (Morris, Kuratko & Covin, 2011). Sambo
(2018) further explains that organisations producing numerous entrepreneurial events
that are highly innovative, risky and proactive can be positioned in the revolutionary
segment of the entrepreneurial grid, representing a high level of entrepreneurial intensity.
Importantly, entrepreneurial intensity should therefore not be determined simply by
identifying one successful innovation; rather, the organisation must demonstrate repeated
entrepreneurial activity across its operations. This distinction is important in the SAB case
because entrepreneurship is evident in product development, environmental technology,
BMZ ACADEMY 061 262 1185/068 053 8213
THE BMZ ACADEMY
053 8213
BMZ ACADEMY 061 262 1185/068 053 8213Page 1 of 28
, THE BMZ ACADEMY
IMPORTANT NOTES TO CONSIDER
THIS IS ONLY A FRAMEWORK, NO ONE SHOULD SUBMIT IT FOR FINAL
ASSESSMENT.
STUDENTS SHOULD COMPLETE THEIR OWN ASSIGNMENT, BUT KEEP IN MIND
THE RULES/INSTRUCTIONS
AS A TIP, IF YOU FIND THIS GUIDE USEFUL, YOU CAN CALL/WHATASPP US IF
YOU WANT A UNIQUE AND CUSTOMISED SOLUTION, SOMETHING THAT WE
GIVE YOU ALONE AND NOT SHARED WITH OTHER PEOPLE NOR SOLD ON
STUVIA AND OTHER ONLINE SITES
********************************************************************************************
AT BMZ Academy, WE WISH YOU THE BEST IN ALL YOUR STUDIES.
WE ARE YOUR MATES TO PASSING EXCELLENTLY IN ALL YOUR STUDIES.
DO NOT FORGET TO REACH OUT TO US FOR ANY FURTHER AND OTHER
ASSISTANCE!
GOOD LUCKY
BMZ ACADEMY 061 262 1185/068 053 8213
, THE BMZ ACADEMY
Question 1: Assess how SAB demonstrates entrepreneurial intensity across its
operations and evaluate whether this intensity is sustainable within AB InBev
Corporate entrepreneurship enables established organisations to pursue innovation,
renewal and new opportunities while operating within existing organisational structures.
Sambo (2018) identifies innovativeness, risk-taking and proactiveness as the three
fundamental dimensions of entrepreneurship, while entrepreneurial intensity combines
the degree and frequency of entrepreneurial activity within an organisation. SAB provides
a useful example because its entrepreneurial activities extend beyond product innovation
to include technological innovation, environmental initiatives, social entrepreneurship and
market development. The case indicates that SAB has institutionalised entrepreneurship
rather than leaving it dependent on isolated entrepreneurial individuals, with senior
managers actively driving experimentation and change. Its entrepreneurial intensity can
therefore be assessed by examining the degree and frequency with which
innovativeness, risk-taking and proactiveness are demonstrated across its operations.
The analysis also needs to consider whether such entrepreneurial behaviour can remain
viable within the governance, scale and strategic requirements of the global AB InBev
organisation.
Understanding Entrepreneurial Intensity
Chiloane-Tsoka and Rankhumise (2019) define entrepreneurial intensity as the
combination of the degree of entrepreneurship and the frequency of entrepreneurial
events within an organisation. The degree of entrepreneurship concerns how innovative,
risky and proactive particular entrepreneurial events are, whereas frequency refers to how
often such events occur over a particular period (Morris, Kuratko & Covin, 2011). Sambo
(2018) further explains that organisations producing numerous entrepreneurial events
that are highly innovative, risky and proactive can be positioned in the revolutionary
segment of the entrepreneurial grid, representing a high level of entrepreneurial intensity.
Importantly, entrepreneurial intensity should therefore not be determined simply by
identifying one successful innovation; rather, the organisation must demonstrate repeated
entrepreneurial activity across its operations. This distinction is important in the SAB case
because entrepreneurship is evident in product development, environmental technology,
BMZ ACADEMY 061 262 1185/068 053 8213
