August Busch IV Net Worth
August Busch IV has an estimated net worth of $250 million. August Adolphus Busch IV is a former Anheuser-Busch CEO from the United States. He was the last member of the family to have control of the company, which was purchased by InBev in a hostile takeover in 2008.
The King of Beers until he was dethroned by InBev’s $52-billion takeover of Anheuser-Busch in 2008, Busch IV is a controversial business leader who worked hard to prove that, despite his party-boy image and four generations of nepotism at the American beer giant, he was a confident and capable leader who could add fizz to an aging brewing company.
He succeeded in updating the company’s image and traditional consumer base, modernizing its product range, and putting A-B on the lips of a younger demographic.
To calculate the net worth of August Busch IV, subtract all his liabilities from his total assets. Investments, savings, cash deposits, and any equity he has in a house, car, or other similar asset are included in the total assets.
All debts, such as personal loans and mortgages, are included in total liabilities.
Here’s the breakdown of his net worth:
|Name:||August Busch IV|
|Net Worth:||$250 Million|
|Monthly Salary:||$500 Thousand|
|Annual Income:||$20 Million|
|Source of Wealth:||Businessman|
Born in St. Louis, Missouri, in 1964. Busch IV was heir-apparent to the Anheuser-Busch beer-manufacturing dynasty, founded by his great-great-grandfather Adolphus Busch, and grown by successive Busch patriarchs.
He received an MBA from St. Louis University and a brewmaster’s degree from the International Brewing Institute in Berlin.
When Busch became Anheuser-Busch’s president and CEO in December 2006, he was the target of significant skepticism. Not only because some felt he had inherited his position more than he had earned it, but because of his wild past, which included two serious brushes with the law.
In fact, Busch had spent 22 years working his way up from an intern on the malt house floor to the company’s top job.
Busch moved into marketing in 1989. His first trial product, Bud Dry, was a complete failure, but all this changed when he took over the marketing of Budweiser.
The beer was the main source of A-B’s profits, but it had topped at 22 percent of industry sales in 1990 and hadn’t grown since. Realizing the younger generation viewed Budweiser as the beer their parents drank, and that they were switching to imports and microbrews, Busch looked for new ways to appeal to a more youthful market.
He oversaw the advertising campaign of frogs croaking “Bud-Weis-Er”. Busch also launched hard liquors, microbrews, and other speciality drinks. When he assumed leadership in 2006, the business was finding it hard to keep pace with inflation in barley prices.
Eighteen months later, Belgium-based brewer InBev offered Anheuser-Busch shareholders an intoxicating $52-billion merger deal few could refuse, with prospective annual sales of $36.4 billion.
Busch had once vowed the company would never be sold “on my watch”, but with less than four percent of the company under family control, there was little he could do about it. Busch held onto a position on the company’s board of directors, and is, publicly at least, a fan of the merger.
Personal Life & Wife
He holds black belts in the martial arts of Judo, Taekwon-Do, and Hapkido. Bong Yul Shin served as Busch’s bodyguard while he studied with the Korean grandmaster. In 2005, he was described as a slender, 5’7″ man who looks strikingly similar to his father.
Busch IV comes from a long line of aviation pioneers. He is trained to fly both helicopters and jets.
He married Kathryn “Kate” Thatcher, sixteen years his junior, in August 2006, just before he became CEO. He filed for divorce on November 26, 2008, the same month InBev completed its acquisition. The couple had signed a prenuptial agreement, and the divorce went smoothly, becoming official in late January 2009. They had no children.
Success Lessons From August Busch IV
A company that relies heavily on the purchasing decisions of young adults must regularly re-brand itself. Following the success of the “frogs” campaign, Budweiser commercials have grown with the times.
Realize that targeting a younger market involves developing a totally different image that is flexible enough to move with the times. Recognize that young people are fickle: don’t get left behind as fashions change.
If the adult content of your advertisements precludes them from television, use the internet instead.
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