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Campbell's soup business strategies
Campbell's soup business strategies
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1. Company Overview
Founded in 1869, Campbell Soup Company is one of the leaders in manufacturing & marketing
branded consumer food products with approximately 24,250 employees world wide, total
revenues of 6.7 billion, 36 manufacturing plants in 10 nations, and over 2000 products on
the market. Over the years, Campbell Soup Company has diversified into number of
businesses - from frozen dinners to retail garden centers. However Soup has been its core
business. Some major brands of Campbell Soup Co. include Flagship red-and-white canned
soup, Prego Spaghetti sauces, Godiva Chocolates, Pepperidge Farm baked goods, V8, etc. In
addition, since 1980, Campbell Soup Co. has undergone three different strategies under
thee different CEOs who brought their own agenda in order to build value for the company
and its shareholders. For example, under Gordon McGovern's leadership (1980-1989),
Campbell's strategic focus was on developing and introducing new products and expansion
of the business portfolio through acquisitions. Under David Johnson (1990 - 1997), The
companies focus shifted to increasing sales growth, increase market share & share holder
value through Eliminating unprofitable products & business units, focusing more on global
marketing and Improving communication and technology sharing between businesses. Under
the third CEO, Dale Morrison (1997 - present), Campbell's strategy focus continued to
increase sales growth, increase market share & share holder value, but focus was shifted
more towards profitable businesses with the highest growth potential and divestations of
non strategic businesses
2. Problems / Strategic Issues
Since 1980, Campbell's corporate strategy and the company's business structure have
undergone three significant changes. Each strategy was implemented under the leadership
of three different CEOs:
1. 1980 - 1989, Gordon Morrison:
o Expansion through acquisitions and development of new products.
The CEO needs to create a corporate culture. His culture will determine what people should be doing and what should do not be trying. He can decide who will stay, who will leave, and how the job will get done. Culture starts with the boss. He can decide how he wants people to act and start modeling the behavior publicly. STOPPED HERE…!!!:)
In retrospect, the decision to place the top people on the best opportunities resulted in several of the companies failing. I think with quarterly or yearly deadlines looming, leaders may be forced to reshuffle the deck, placing their top people on the biggest problems in an effort to finish strong. Whereas this may result in a short term “fix” you are neglecting the future of an organization by having your most valuable resources working on the wrong
William Evan and Edward Freeman, in their essay “A Stakeholder Theory of the Modern Corporation,” argue that the objective of a company and its managers is not only to maximize profit for its owners and stockholders, but also to balance the benefits received or losses incurred by other stakeholders—employees, suppliers, customers, and the local community, all of whom may be influenced by company decisions. As the owner of MSO, your aim is ostensibly to maximize profits for yourself, but unlike most other indicted CEOs, you have not tried to obtain personal gains at the expense of the stakeholders of your enterprise. Rather, the charges that have been brought against you are for your dealings with another company; in this day and age where investors bemoan the lack of ethics of CEOs who use the power of their position in the boardroom to achieve selfish gains at the expense of their own company and its stakeholders, the charges of insider t...
o Shoes and clothing - $125 billion. o Electronics and appliances - $85 billion. o
The political analysis of an organization begins with the identification of the stakeholders “groups that have a shared ‘stake’ that is affected by what the organization is and how it carries out its activities (Ancona et al., 2005: M-2, 35)” The CEO of Dynacorp is ultimately responsible for the turnaround of the company and its success versus its competition. The front end of the company is divided into three geographic areas. Carl Greystone, Executive Vice President of US Customer Operations, manages the largest of the geographic areas (Dynacorp Revisited, 2005: M-2, 86-87). The geographic areas are divided further into regions; Ben Walker is a Vice President overseeing the Northeast Region and reports to Greystone (Dynacorp Revisited, 2005: M-2, 87).
The founders hired a CEO to continue guiding the company on the path towards success but realized too late that they overlooked an important component. The CEO lacked the character and traits needed to positively develop and lead the company and its people. After facing a major decline in customer service and an uptick in employee turnover, The Home Depot realized that it needed to resort back to the basic guiding principles. They must choose a leader that buys into the same vision and philosophy that the company was built upon. The leader must behold the same values that were cherished by the founders and must be willing to invest in nurturing the culture, the associates and customers.
Its sales of $4.5 billion(75% U.S and Canada and 25% overseas) came from soup products, (where Campbell's U.S market share was approximately 60%) spaghetti products, canned vegetable juices, forzen dinners, bakery products, and new enterprises in 1987. With $1.6 billion of its 1987 revenues coming from soup products, Campbell dominated two of the three primary segments of that market. condesed soup, ready to serve(RTS), dry soup.
The scenario presented is the tale of Executive A planning to retire. Leader B and Leader C are in contention to move into the CEO position. When Executive A retires, there will be a change in company performance along with how employees react, as Leader B and Leader C have different leadership styles from Executive A.
This paper will explore how the company is fairing under the leadership of its current CEO, Andrea Jung. There are two opposing views regarding the company's current and future success. One group feels that the firm has a promising future with Jung at the helm while the other group does not. This paper will analyze the pros and cons uncovered by each team member and discuss which view prevailed in the debate and why.
*The total global sales till year 2014 for Yum! was more than US$13 billion with major divisions at India & China
In order to help me gather information for a presentation to the CEO and upper management, I would ask th...
CEO Johnston also has plans to bolster the company’s leadership with the best minds available and also use motivational techniques to invigorate his employees. These ideas show the character of the CEO in enhancing productivity from his work force.
Each party plays his parts – Role of key players like owners, Board of directors and staffs
However, during the 1990s, Philips and Matsushita both faced major challenges to sustain their position in the market. Changing profile of the industry and globalization forces made Philips and Matsushita’s organizational models and competitive advantages obsolete, and brought up the need for drastic actions. At the brink of a new century, the battle of two giants unraveled with CEOs from both sides implementing another round of strategic initiatives and restructurings. The pressure put on new CEOs was enormous – wrong st...
The first factor is level 5 leadership. A leader is the soul of the company. Base on the research, every good-to-great company had level 5 leaders during the pivotal transition years. In the book, level 5 leaders embody a paradoxical blend of personal humility and professional will (Collins, 2001, p.13). Darwin E. Smith is an example of lever 5 leasers. Smith transforms Kimberly-Clark into the leading paper-based consumer products company in the world within twenty years. Generated cumulative stocks return 4.1 times the general market, furthermore beating its direct rivals Procter & Gamble and Scott Paper. Level 5 leaderships’ ambition i...