Campbell Soup Case Study

The Campbell Soup Company was founded in 1869 by Joseph Campbell and competes within the food processing industry and secondary sector. The first plant was opened in Camden, New Jersey, and this location continues to serve as the global food company headquarters. The large-scale operations of this company are made possible by the 16,500 employees. Over many years Campbell’s has expanded its production to offer a high-quality range of soups, simple meals, beverages, snacks and packaged fresh foods. This well-respected brand prides themselves on their diverse portfolio which includes popular names such as Pepperidge Farm, Goldfish, V8, Bolthouse Farms, Garden Fresh Gourmet, Swanson and Pacific Foods. Campbell’s strives to make consumers trust
In 2015, they have developed a new framework to reflect this purpose in the decisions and actions they take. Their vision for the company is outlined as, “We strive to build a more resilient food system, making real food that improves the health and well-being of the world we share, for generations to come.” Additionally, Campbell’s describes their mission as, “To lead the food industry in food that is ethically and sustainably grown, sourced, produced and shared. Under the new leadership of CEO Denise Morrison, Campbell’s has developed a strategy to become the leading health and well-being food company by embracing the well-being of local communities. Furthermore, the Campbell philosophy is described in 4 descriptive points. Firstly, their product offerings must be delicious, safe, and available at a fair price. Next, all food produced must be made with recognizable and desirable plant and animal ingredients. Additionally, production should be done with care using ethical sources and sustainable practices. Lastly, they value trust and believe transparency with ingredients is necessary. Complementary, to Campbell’s company ambitions, they believe the behaviours and values of their workforce are essential when calling to action their plans for growth. In turn, they continually implement initiatives to ensure that talented employees are attracted, engaged and retained within their
My reasoning is because their mission and vision statements demonstrate that their concerns for the society and the environment are as important as profit-seeking. Both their core objectives, to lead the food industry and to improve the health and well-being of the world, go hand in hand. As a result, their product offerings create value for the business in terms of revenues, while, also creating social value by increasing the health of consumers. Furthermore, they have started treating social responsibility as an investment by selectivity targeting societal problems related to their company’s competitiveness. One of Campbell’s current CSV initiatives is targeted towards addressing the need for sustainable agriculture. They have partnered with the Environmental Defense Fund and Land O’Lakes’ to develop a program called SUSTAIN. This program provides tools, products and training to agricultural retailers, so that air, water and soil quality is improved. This investment initiative is driving responsible and resilient agriculture to ensure that farms and ecosystems are sustainable in the long-term. Furthermore, this creation of societal value is accompanied by business value for Campbell’s as they are able to optimize the efficiency of their agriculture supply chains, while ensuring resiliency in the constantly changing