Heinz Strategy

Topics: H. J. Heinz Company, Ketchup, Supply and demand Pages: 9 (2792 words) Published: August 28, 2008
I.Introduction / Heinz history
Heinz began in the USA, with an American boy, barely one third of a hectare of land, and a horse and cart. Heinz as a company was founded and established in 1869. Revenues have climbed from the thousands in 1869 through the millions, the tens and hundreds of millions, now billions. As Heinz markets have grown from local to national to global — from one product to a dozen, made famous through the 57 Varieties slogan at the turn of the century to several thousand today — the idea of quality, that old-fashioned virtue now born again in the most advanced theories of management, has been the Heinz mainspring. The first product was horseradish, and the glass of its bottle was clear. There was a reason: while competitors extended their horseradish with fillers, concealed from view in green glass jars, Founder Henry John Heinz took his stand on quality and proudly displayed his product in transparent bottles. Dr. O'Reilly became president and CEO in 1979, launching an era in which Heinz became a leader in the nutrition and wellness revolution. He created major company production bases in Spain, Portugal and New Zealand and penetrated such challenging markets as South Africa, Russia, the Czech Republic, Hungary, South Korea, China, India, Egypt, Botswana and Zimbabwe. William R. Johnson took the helm as President in 1996, CEO in 1998 and Chairman in 2000. He continues Heinz`s international growth strategy by acquiring new companies in the Netherlands, Indonesia, the Philippines, Singapore and Costa Rica. He launched growth and reorganization plans to focus on Meal Enhancers and Meals & Snacks. The historic transaction with Del Monte Foods is designed to make Heinz a more focused company able to invest more effectively in its strongest brands. H. J. Heinz Company today is an enterprise with over 110 major locations worldwide, with leading brands on six continents. Heinz brand names — such as Ore-Ida, Smart Ones, Bagel Bites, Plasmon, Wattie's, San Marco, Farley's, Bio Dieterba, John West, Petit Navire, Greenseas, Classico, Wyler's, UFC, Orlando, ABC, Honig, Hak, DeRuijter and Pudliski — appear on thousands of different products worldwide. Heinz also uses the famous names Weight Watchers, Boston Market, T.G.I. Friday's, Jack Daniel's and Linda McCartney under license . II.VISION / VALUES

Heinz`s VISION, quite simply, is to be "THE WORLD'S PREMIER FOOD COMPANY, OFFERING NUTRITIOUS, SUPERIOR TASTING FOODS TO PEOPLE EVERYWHERE." Being the premier food company does not mean being the biggest but it does mean being the best in terms of consumer value, customer service, employee talent, and consistent and predictable growth. Heinz is well on its way to realize this Vision but there is more it must do to fully achieve it. In order to continue to be one of the world's premier food companies, Heinz has developed Global Operating Principles which convey to its employees and to the public Heinz`s values and commitments. It has also introduced its Supplier Guiding Principles to foster relationships with suppliers who share its values. Heinz`s vision will be supported by its VALUES, which define to the world and themselves who they are and what they stand for. Heinz has a proud tradition of Pure Foods, Quality and Good Stewardship. To help one better understand these values, Heinz is building on the articulation crafted by Heinz Europe, which has successfully incorporated these and other important values under the acronym of PREMIER. PREMIER VALUES:

Passion . . . to be passionate about winning and about its brands, products and people, thereby delivering superior value to its shareholders. •Risk Tolerance . . . to create a culture where entrepreneurship and prudent risk taking are encouraged and rewarded. •Excellence . . . to be the best in quality and in everything they do. •Motivation . . . to celebrate success, recognizing and rewarding the achievements of individuals and teams. •Innovation . . . to...
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