Campbell Soup Company
Contents
1. Company overview
2. Case introduction
3. Plastigon developing process
4. Problem & Soultion
1. Over view
Campbell soup company /2006
Revenue: $7,343million
Operation profit: $1151 million
Headquater: Camden, New Jersey
Emloyees: 23000 people
Market share: about 80%
Vision: “Together we will build the world’s most extraordinary food company by nourishing people’s lives everywhere, every day”
Value: “We will passionately pursue our mission with Character, competence, and teamwork”
2. Case Introduction
Our case is in 1987~8.
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.
By the late 1970s the technology had improved to the point where prices were falling rapidly. Formerly found only in large industrial applications, microwave ovens (often referred to informally as simply "microwaves") were increasingly becoming a standard fixture of most kitchens. The rapidly falling price of microprocessors also helped by adding electronic controls to make the ovens easier to use. By the late 1980s they were almost universal in the US and had taken off in many other parts of the globe. So, McGovern, CEO of Campbell, also championed Campbell's move into new products and markets especially microwavable products. While the total market for such production in the U.S. was only $650million in 1987, it was expected to be over $3billion by 1992. Although Campbell's initial push in the early 1980s was into the frozen segment of this market, McGovern felt strongly that developing microwavable shelf-stable soups was not only a major opportunity but a necessity if Campbell were to retain its leadership of the soup business.
Because:
1.consumers were demanding convenience.
2.convenience stores were increasing their share of the total food market.
3.Japanese firms had created a new market segment, dry ramen noodle 'soups'.
3.Plastigon developing process
R&D deparment
The corporate research and development organization comprised three groups: the CIRT and two department under the CCID.
CIRT was responsible for both long and short term research and product development, including process concept development,
CCID focus on engineering and packaging development across a broad range of activities. These fell into three department: real estate, packaging, and engineering systems.
The purpose of this memorandum is to list that key procedures have been performed, integrities have been compromised, and professional standards were applied through the confirmation process. Positive confirmations send to and received by Simply Soups Inc. on November 2, 2015. These positive confirmations provide evidence to us when response is obtained from the recipient. The purpose of applying positive confirmation in this case is that contacting third party directly helps us to access outside party records
In the documentary, Food Inc., we get an inside look at the secrets and horrors of the food industry. The director, Robert Kenner, argues that most Americans have no idea where their food comes from or what happens to it before they put it in their bodies. To him, this is a major issue and a great danger to society as a whole. One of the conclusions of this documentary is that we should not blindly trust the food companies, and we should ultimately be more concerned with what we are eating and feeding to our children. Through his investigations, he hopes to lift the veil from the hidden world of food.
Our research team did wonderful job in providing us information relative to the market trend, product positioning and so much more. Their finding allowed us to update and upgrade our marketing efforts in the way that is desirable and beneficial for the company.
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Sween, R. (2012, Dec. 9). CDA/CCR/CCD/CCDA – Meet the Acronyms. Retrieved February 22, 2012, from Integration Req'd: http://www.integrationrequired.com/?p=310
Research and development is a very important aspect of this industry and it is very draining on a company's funds. Great emphasis is also placed on product placement and marketing. Though these products are usually marketed towards industry professionals such as doctors and hospital management.
Before going any farther, I should clearly articulate my intentions in this seemingly non-lucrative venture. In the past few years, I’ve become fascinated with America’s food systems, the rise of organic and local food, and the injustice of “food deserts,” or areas that lack affordable nutritious food, that plague low income areas. Consequently, you could say that my direction in this plan is that of personal satisfaction, but I would assert that my goal is to remain true to the concept of sustainable development, and thus I wish to make ...
Gamble, John E., Strickland, A.J. Thompson, Arthur “Whole Foods Market In 2006: Mission, Core Values, and Strategy”, Crafting & Executing Strategy 15th Ed., McGraw-Hill Irwin, 2007
Our current system of corporate-dominated, industrial-style farming might not resemble the old-fashioned farms of yore, but the modern method of raising food has been a surprisingly long time in the making. That's one of the astonishing revelations found in Christopher D. Cook's "Diet for a Dead Planet: Big Business and the Coming Food Crisis" (2004, 2006, The New Press), which explores in great detail the often unappealing, yet largely unseen, underbelly of today's food production and processing machine. While some of the material will be familiar to those who've read Michael Pollan's "The Omnivore's Dilemma" or Eric Schlosser's "Fast-Food Nation," Cook's work provides many new insights for anyone who's concerned about how and what we eat,
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One of the executive's greatest contributions to innovation is to shape the organization's culture in ways that make it more radical innovation a more natural, accepted and valued activity. Dick Drew, one of the most innovative researchers in 3M history, had that impact on 3M, and though many of the employees at 3M are too young to have any personal recollections from him, his influence on 3M's innovation culture remains profound and his principles are cited regularly in breakthroughs.
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