Business Strategy for Campbell Soup

Topics: Financial ratio, Campbell Soup Company, Financial ratios Pages: 14 (4419 words) Published: February 26, 2012
I. Introduction
Campbell’s was founded in 1869 by Joseph A. Campbell and Abraham Anderson. The company was originally called the “Joseph A. Campbell Preserve Company” and produced canned tomatoes, vegetables, jellies, soups, condiments and minced meats. By 1896, Anderson left the partnership, leaving Campbell to reorganize and form a new company, Joseph Campbell & Co. In 1897, Dr. John T. Dorrance, began working for the company. Dorrance3, a gifted chemist with degrees from MIT and Göttingen University, Germany, developed a commercially viable method for condensing soup by halving the quantity of its heaviest ingredient: water. Soup was not a popular staple in the American diet at the turn of the 20th century, but it was in Europe. However, Dorrance's condensed soups quickly became successful among the public for their convenience and their price, 10 cents a can. Today, Campbell Soup Company is the world’s leading soup maker and a global manufacturer of high-quality foods. There $7 billion portfolio is highly focused in three core areas where there skills, assets and capabilities are second to none: simple meals, heavily anchored in soup; baked snacks, heavily anchored in biscuits and crackers; and healthy beverages, heavily anchored in vegetable-based beverages. Campbell’s portfolio features many market-leading icon brands such as: in simple meals, Campbell’s soups globally and Liebig and Erasco soups in Europe; in baked snacks, Pepperidge Farm in North America and Arnott’s in Asia Pacific; and, in healthy beverages, V8.

Headquartered in Camden, New Jersey, Campbell employs nearly 20,000 people in more than 20 countries. There products are sold in approximately 120 countries. Campbell is a Fortune 500 company listed and principally traded on the New York Stock Exchange and the Swiss Exchange under the symbol “CPB.” The company is also listed in the Domini 400 Socially Responsible Investment Index. Currently, Campbell has more than 29,000 shareowners of record.

II. Strategic Profile & Case Analysis Purpose
In analyzing and determining the Strategic Profile and Case Analysis Portion, I have studied and observed Campbell’s financial statements (Balance Sheets and Income Statement) over the last three years. All though Campbell’s Soup Company is not at the top for the soup segment, I have observed this company is doing well financially for the Processed & Packaged Industry.

In this case study, I will examine the Situation Analysis, SWOT Analysis, Strategy Formulation, as well as the Strategic Alternative Implementation.

III. Situational Analysis
A. General Environment Analysis
First let us take a glance at the general environment analysis which includes the Technological trends, Demographic trends, Economic trends, Political & Legal trends, Sociocultural, as well as Global trends. Throughout much of the world, technology has revolutionized the way that we grow food, as well as the way that we transport, process, package, purchase and cook our food. The types of technologies affecting the food industry have evolved over time. From mechanical tractors and implements to diesel trucks to flash freezing, food technology has moved on to become high-tech. Today, computerization also has made marked changes in the food industry: Electronic data interchange ensures that inventories and shipments are well managed so your local grocer doesn’t run out of the products that are selling quickly. Point-of-sale systems at the cash register capture minute-by-minute sales data. Biotechnology is making sweeping changes at the ground level—in seed stocks and agricultural animal health. In fact, gradual genetic improvement of grain seeds like rice and wheat, combined with better fertilizers and other technologies, to create what we call a “green revolution,”. Now, genetically modified seeds are gaining ground with the promise of crops that not only resist insects and have extremely high yields per...
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