There is a grass root movement underway by thousands who want to thwart Belgian-based InBev ’s takeover bid for Anheuser-Busch Companies. Part of that movement was manifest in a march this past Sunday in St. Louis.

A large crowd gathered at a local establishment and marched several blocks to nearby Busch Stadium prior to the start of a game. They carried signs and chanted, “no, no … InBev’s got to go.” Some were workers at AB’s largest brewery and headquarters located a mile away, others were stockholders, many identified themselves as everyday citizens expressing outrage that a foreign-based company was trying to swallow-up America’s largest beer producer.

It was a unique sight … common people willing to go to bat for multi-millionaire executives scrambling to find a way to keep a 156 year-old family managed company from being the target of a hostile takeover. Never mind that it is probably a smart business decision to combine the companies into the world’s largest brewer and for shareholders who are likely to see a stock stuck in the $40’s for years being purchased for $65 a share.

Ironically, part of InBev’s proposed offer price is based on the “good will” of the AB brand. And that good will is the reason for the movement to stop the takeover. It speaks to the power of brand. AB customers tend to be very loyal and it extends beyond the product. For many the brand is an American icon, and represents national pride.

Think what you will about the merits of the deal, the question everyone should ask themselves is what have we done to position and build our brand. Have we created brand disciples? Would they be willing to march for the brand?

For AB and its brand loyalists it may be time to look at the glass, and regardless if they view it as half empty or half full, to drink-up.