In July 2001, Campbell Soup newly appointed CEO, Douglas R. Conant, addressed a group of Wall Street analysts and unveiled his plan to stimulate growth. His plan called for organizational renewal and revitalization, redesign of core customer-facing processes, including supply chain, order processing and customer service of Campbell’s U.S. soup business. Condensed soup sales, which represented almost 50% of the company’s total operating income, had been in decline for several years and co … Read more »

In July 2001, Campbell Soup newly appointed CEO, Douglas R. Conant, addressed a group of Wall Street analysts and unveiled his plan to stimulate growth. His plan called for organizational renewal and revitalization, redesign of core customer-facing processes, including supply chain, order processing and customer service of Campbell’s U.S. soup business. Condensed soup sales, which represented almost 50% of the company’s total operating income had intensified in decline for several years, and the company has been slowly losing market share in this product group as core competition. Pressure was the major competitor General Mills acquired Co., maker of rival soup brand Progresso Campbell recently Pillsbury had assembled. .
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from
Lynda M. Applegate
Jamie LADGE
Source: Harvard Business School
27 pages.
Release Date: 26 March 2003. Prod #: 803119-PDF-ENG
Campbell Soup Co.: Transforming for the 21st Century HBR case solution

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