...drastically when the average price of soup is low (Average price is calculated by dividing Category Volume by Category Dollars). Total sales volume had significantly increased when either Rocket Soup or competitors (or both) offer low price for promotion. In other words, soup consumption is relatively elastic to price, meaning that customers are highly sensitive to price. See below graphs showing the inverse relationship between the total volumes sold and average price of soups. Category Volume sold in Week 1 to 40 Average Soup Price in Week 1 to 40 (b) Total Spending Sales pattern in terms of total spending follows the pattern observed in total volume section. One notable difference is that the total spending per week is relatively more concentrated closer to the average total spending in 40 weeks (5,263), meaning it is not as elastic as the volume. It means that customers may purchase more soups when the price is lower, but does not dramatically increase their total spending, even if the price is very low. It can also be observed that the total spending (or revenue) does increase when the total volume sold are relatively larger, with the exception of week 12, where Rocket Soup charged unbelievably low price (0.04). (c) Competition Another notable pattern is that the sales volume of Rocket Soup is significantly affected by competitors’ price and sales volume. When Rocket Soup offers cheaper price, the sales volume of Rocket Soup increases and competitors temporarily...
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...Campbell was founded shortly before the start of the Civil War. Abraham Anderson and Joseph Campbell began manufacturing canned vegetables and fruit preserves. In 1976, Campbell bought out Anderson’s interest and renamed the firm the Joseph Campbell Preserving Company. Later, Arthur Dorrance was Campbell’s new partner. In the early 1920s, John Dorrance, Arthur Dorrance’s nephew, was the sole owner of the Campbell Soup Company, which was the largest producer of canned soup products. Unfortunately, as the twentieth century was coming to a close, the nation’s appetite for condensed soup products was waning. The weakening demand prompted the company’s executives to use an assortment of questionable business practices and accounting schemes to enhance the company’s reported earnings. Campbell stockholders filed a series of lawsuits in late 1990s. The alleged scams included trade loading, improper accounting for loading discounts, shipping to the yard, and guaranteed sales. The plaintiffs in the class-action lawsuit filed against Campbell Soup Company and its top executives eventually added Pricewaterhouse (PwC), Campbell’s independent auditor, as a defendant in the case. To allow a lawsuit filed under the 1934 Security Act to proceed against a defendant, a federal judge must find that the plaintiffs have alleged or “pleaded” facts “to support a strong inference of scienter” on the part of that defendant. After completing the review of PwC’s audit workpapers, judge Irenas...
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...Progresso You Gotta Taste this Soup Progresso grew from an Italian Import Company to a Quality Soup Company with an Italian Heritage. The company seal and name Progresso (meaning “progress” in Italian) was designed to communicate the vision of progress, a cornerstone of the Progresso philosophy. The first Progresso soups were taken from real family recipes; made with the same ingredients and in the same way as the homemade soups. In 1949 Progresso introduced the first canned ready-to-serve soup in America and has grown to become the No. 1 ready-to-eat soup brand in America by using quality ingredients. Progresso continues to build on its rich history of flavorful products that delight the consumer. Gender & Age: Their commercials appear to target both men and women - mostly women. Those who are middle aged as opposed to teen and younger or senior citizen and those who are looking for something that is nostalgic and from their past. The reason I think they appeal mostly to women is because their message is positive and focuses on how it can improve and help a women’s life. They involve them with the brand and tell stories that resonate with females. One commercial shows a woman in a wedding dress calling to tell the Progresso Soup kitchen thanks for the help to achieve that goal. When the kitchen asks when’s the big day, she says “Oh, it was years ago, but the dress still fits!” Education & Income: I’m assuming their education levels are higher than high school...
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...COMPANY PROFILE Campbell Soup Company REFERENCE CODE: 1E215749-9BC6-410C-90DC-D4B7011D92AB PUBLICATION DATE: 10 Jun 2014 www.marketline.com COPYRIGHT MARKETLINE. THIS CONTENT IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED OR DISTRIBUTED. Campbell Soup Company TABLE OF CONTENTS TABLE OF CONTENTS Company Overview..............................................................................................3 Key Facts...............................................................................................................3 SWOT Analysis.....................................................................................................4 Campbell Soup Company © MarketLine Page 2 Campbell Soup Company Company Overview COMPANY OVERVIEW Campbell Soup Company (Campbell or 'the company') manufactures and markets foods and simple meals, including soups and sauces, baked snacks, and healthy beverages. The company operates in North America, Europe, Asia Pacific and Latin America. It is headquartered in Camden, New Jersey and employed about 20,000 people as of July 28, 2013. The company recorded revenues of $8,052 million in the financial year ended July 2013 (FY2013), an increase of 12.2% over FY2012. The operating profit of the company was $1,080 million in FY2013, a decrease of 6.5% compared to FY2012. The net profit was $458 million in FY2013, a decrease of 40.8% compared to FY2012. KEY FACTS Head Office Campbell Soup Company 1 Campbell Place Camden...
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...2001, The Soup Spoon incepted with partners Andrew Chan, Benedict Liew and Chef Anna Lim with a common goal in mind to create a sensational product that will bring The Soup Spoon to its maiden glories. Today, The Soup Spoon has come up with their sensational product to boast to all soup lovers. They believe that soup should not be just treated as an entrée, instead it should be worthy of being with the big meats like beef or mutton as a main dish. Aiming to cater innovative, fresh and nutritious soups, The Soup Spoon focuses on creating a soup culture where soup takes on its rightful position. Same as many other organizations, The Soup Spoon provide a set of their own product mix or assortment of product line. Product mix would include four main dimensions, width, length, depth and consistency. The width of a product mix is known to be the number of product lines the company carries. In the instance of The Soup Spoon, they have a width of four product lines which includes Soup, Sandwich, Salad and Sides. The length of a product mix pertains to be the total number of items in the mix. The Soup Spoon sustains a length of eleven soups, ten sandwiches, six salads and two sides. With this, we are able to also calculate to average length of a line. In this case it translates to be an average of 7.25. The depth of a product mix refers to the number of variants offered in each of the product line. The Soup Spoon serves five vegetarian soups and six non vegetarian soups, two vegetarian...
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...Background: Campbell Soup Company is a large food processing company headquartered in Camden, NJ, whose product lines include soups, vegetable juices, spaghetti products, frozen dinners, and baked goods. With revenue of $4.5 Billion in 1987, Campbell’s soup division accounted for 35% ($1.6B) of this revenue and was an established market leader in the condensed and (canned) readytoserve (RTS) soup segments. In response to demand for higher quality “convenience foods,” Campbell’s then CEO Gordon McGovern responded by championing the New Products and Markets division with preliminary emphasis on frozen entrees, but ultimately shifted focus to Microwaveable “shelfstable” soups. Since the New Products and Market division’s revenue was estimated to increase from $650M to $3B by 1992, their internal strategy was to respond to this demand to maintain dominance in the soup market. To accomplish this goal as well as improve overall company management, McGovern revamped technical capabilities in three areas: R&D, packaging, and engineering. The first step was the decentralization of manufacturing into five regional facilities to offer greater manufacturing flexibility. Research & Development was then subdivided into the Campbell Institute for Research and Technology (CIRT) and the Containers and Capital Improvement Division (CCID). CIRT focused on agriculture, process, and product development, while CCID’s focus was real estate, packaging...
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...Question 1. Visit Campbell’s Soup home page at www.cambellsoupcompany.com. Click on “Governance” and then “Code of Ethics for the CEO and Senior Financial Officer.” What leadership concepts presented in this chapter are illustrated in this code? Is this code consistent with the presentation of Douglas Conant in the Learning from Experience feature? Explain. Campbell Soup Company is committed to conducting its business in compliance with the law and the highest ethical standards. The Code of Ethics for the Chief Executive Officer and Senior Financial Officers (the “Code”) summarizes the standards that must guide the actions of Campbell’s Chief Executive Officer, Chief Financial Officer, Controller, and the members of the Chief Financial Officer’s Financial Leadership Team (collectively, the “Senior Financial Officers”). While covering a wide range of business practices and procedures. Douglas Conant says, leadership is craft and a leader has to work at it and the leadership model that he has is behavioral. In his presentation he focused on what leaders do and behave with their subordinates and how they do it. Two elements play role in achieving work’s goal , which are superiority and amount of work that is done. So Code of Ethics for the CEO and Senior Financial Officer at Campbell’s Soup is consistent with the presentation of Conant. Question #2 Review self competency feature on Colin Powell’s lessons in leadership. What statement in the feature...
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...Case Analysis Campbell Soup Ltd. University of Toronto Date: 03/25/2009 Name: Philipp Muedder ID: 997242176 Course: MGT492 Lecturer: J. Klakurka Assignment: Case Analysis Table of Content Page # 1. Introduction………………....…………………………………………………………………………...3 2. Campbell Soup Ltd. History………………………………………………………………………..4 a. The Cooperation……………………………………………………………………………..4 b. Campbell Canada…………………………………………………………………………….6 3. Analysis…………………………………………………………………………………………………….7 a. SWOT Analysis.………………………………………………………………………………7 i. Strength………………………………………………………………………………8 ii. Weaknesses……………………………………………………………………….10 iii. Opportunities…………………………………………………………………….11 iv. Threats……………………………………………………………………………...14 4. Recommendation……………………………………………………………………………………15 5. Conclusion……………………………………………………………………………………………...16 6. Reference……………………………………………………………………………………………….18 7. Appendix………………………………………………………………………………………………..19 2 1. Introduction The case analysis of my assignment deals with the worldwide known firm Campbell Soup Ltd., which is a food‐processing firm with its headquarters located in Camden, New Jersey. In the case we follow the role of David Clark who is the CEO of the Campbell Canada division, we will get a chance to see what important factors play a role in running such a large company and what complex and strategic decisions have to be made in ...
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...The CEO Institute at Campbell Soup Benjamin Stern Organizational Training and Development BUSI 531 Columbia College Under the leadership of Douglas Conant, Campbell Soup instituted a program known as the CEO Institute (Duncan, 2014). Conant saw a need to develop and engage employees since “the company had ‘a very toxic culture.’ Employees were disheartened, management systems were dysfunctional, trust was low, and a lot of people felt and behaved like victims” (Duncan, 2014). Recognizing that employment engagement was part of the problem, Conant sought to transform the culture of Campbell Soup. “When Conant first entered the scene, employee engagement was extremely anemic: for every two people actively engaged, one person was looking for a job” (Duncan, 2014). Conant knew that workers "won’t be personally engaged unless they believe their leader is personally engaged in trying to make their lives better" (Duncan, 2014). The CEO Institute arose out of the need to inspire such leaders and bring about a transformation in Campbell Soup’s culture. “The goal of the CEO Institute at the Campbell Soup Company is to “create a meaningful leadership experience for its participants” (Noe, 2013, p. 228). “The CEO Institute is a unique, intensive, two-year program only open to 20-24 participants per year. Candidates must be submitted for consideration by their business unit president or functional leader” (Newell, 2011). Upon their selection, “each participant is required to handwrite...
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...Introduction Campbell’s Soup Company is an international brand, their products sold in 120 countries around the world. The company objective is providing high-quality foods and simple meals, including soups and sauces, baked snacks and healthy beverages for customer. The company’s marketing campaign is “Ideas for Innovation” and they mainly concern about “nourishing people`s live everywhere, every day”. The advertisement promotes the “select series” of Campbell’s soup. It is one of the most popular series in Hong Kong. Let us talk about the advertisement theories. Analysis and Theories in use Market Segmentation: Market segmentation helps the company to classify the most potential customers into their target group. First, the advertisement mentions the soup eating methods. For the first method, you just need to microwave it for three minutes without adding water. For another method, you can add spaghetti inside the soup to make a good dish. Its targets people who are too busy to cook and are convenient-oriented. It based on personality trait and lifestyle of consumer rooted to segment their customers. Since the soup cooking methods are very easy, people who like convenient will be attracted by this advertisement. Second, the advertisement indicates the special promotion, people can use the special price $12.9 to purchase the soup “Russian Borsch” during the promotional period. It can attract loyal customers and people who are sensitive of price to buy immediately...
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... decline as well as the division’s sales, market share, and profitability decrease for the last three years. He has to move the division’s growth back to a 3-‐4% at the end of the fiscal year. ANALYSIS OF THE SITUATION Company: Brannigan is a company that has been operating for over 100 years. It has a Soup Division which has experienced a decrease in its profitability and needs to create a new strategy to stop the declining sales and market share it has been experiencing. It is important to highlight that the soup division is the cash cow (according to the Boston Consulting Group product matrix) of Brannigan Foods,...
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...share, and profitability decrease for the last three years. He has to move the division’s growth back to a 3-‐4% at the end of the fiscal year. ANALYSIS OF THE SITUATION Company: Brannigan is a company that has been operating for over 100 years. It has a Soup Division which has experienced a decrease in its profitability and needs to create a new strategy to stop the declining sales and market share it has been experiencing. It is important to highlight that the soup division is the cash cow (according to the Boston Consulting Group product matrix) of Brannigan Foods, reaching up to 40% of the company’s total sales. The most profitable product category this division has is the Ready to Eat Soups (RTE), which accounts for a total of 71% of the total revenues, ($210MM in total). The Soup Division has other product and brand segments such as: Dry Soups, Healthier Soups and the Fast & Simple Meals. Five years ago, a soup company named Anabelle was acquired to broaden the range of products offered by...
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...Methodology The methodology of a Simulated Test Market can typically be broken down into five steps. First, respondents are selected to provide a sample of consumers who satisfy predetermined demographic characteristics. Next, consumers are shown commercials or print ads for the test product as well as ads for competitor’s products. Then, consumers are given the opportunity to purchase, or not purchase, the test product either in a real or simulated store environment. After they’ve had the opportunity to use the product, consumers are re-contacted in effort to determine the likelihood of repurchase, as well as other information relative to the use of the product. Finally, this information is processed through a computer and various other programs that assess the data; in order to, generate outputs such as estimated sales volume and market share. There are many advantages to Simulated Test Markets. They are relatively fast and typically take only eighteen to twenty-four weeks, as opposed to the twelve to eighteen months standard test markets usually take to set up. Additionally, Simulated Test Markets are exceptionally confidential and competitors are less likely to know about the test and more importantly the data collected. Another advantage is that they tend to be extremely cost efficient by producing helpful information at a very low cost, typically 5-10% that of the cost of standard test markets. However, there are a couple of large scale disadvantages. The first...
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...Executive Summary The U.S. Soup Market has been facing a decline in its profitability and sales over several years. The newly emerging consumer trends place higher importance in health, diet, and convenience, and products that benefited these areas are being popularized. Even as the biggest company in the soup industry, Brannigan Foods has been facing a fall in its sales, market share, and profitability in the soup division for the last three years. The loss in market share is likely due to Brannigan’s lack of adjustment to the new consumer trends that have been arising, which many other companies have been able to do. Many small companies have been offering innovative product lines in the soup market which have paralleled the consumer trends and therefore have been receiving positive result, which explains Brannigan’s market share decrease in the industry. Furthermore, there have been increases of Private Labels offered by retailers, which have also been taking Brannigan’s market share along with its shelf space in retail stores. Some of these new products include premade “deli soups”, dry-mix soups, and microwaved packaged soups. Bert Clark, VP and GM of Brannigan Foods’ Soup Division, is to come up with a solution to reverse falling profitability and increase profits by 3% by the next year. After reviewing the suggestions made by his four key managers, the recommendation is that Clark...
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...Brannigan Foods is an international food manufacturing company. The Brannigan Soup Division is faced with declining profits and a quickly changing market. In the past 16 years since the current Vice President, Bert Clark started with the company he cannot recall a more complicated challenge within his division. Brannigan is the market leader with 39.8% market share. Brannigan Foods sells approximately 63% of its soup products via Supermarkets. While they maintain the largest market share, the market (all customers) is becoming more diverse and restrictive. The Market Analysis report put forth by Brannigan’s Analyst in 2012 highlights the United States trends in soup consumption and sales. The analysis provides no real customer feedback however, it does report extensive sales data for Brannigan as well as the industry. Brannigan has core customers and core products (Ready to Eat (RTE) soups both wet and dry) that have supported their research, development and new growth opportunities for many years. These core products are reported to contribute 86% of the current profits to the division. Brannigan reports declines in sales of 1-2% per year. Despite the decrease in the sales of their core products Brannigan was able to maintain the profitability by increasing the cost to the customer. They are now at the point that competitors private label growth is surpassing their sales for the “same” products. Their core business is at risk. Bert Clark, over the years had...
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