An 8 page paper. Using a case study provided by the student, the writer provides an overview of the company for the last twenty years and the problems it has faced. The company has experienced a slow, and sometimes, not so slow decline over the last two decades. A SWOT is included followed by recommendations for the company. Bibliography lists 1 sources.
Name of Research Paper File: MM12_PGcampbl.rtf
Unformatted Sample Text from the Research Paper:
company was incorporated in 1891. In 1894, the founders hired 24-year old John T. Dorrance, who developed a method for canning condensed soups in 1897. Dorrance purchased the company in
1900 and by 1905, the company was selling 40,000 cans of its condensed soups every week. In 1922, the company was renamed and re-incorporated as the Campbell Soup Company. Dorrances
family owned the company until 1954, when the company went public. In 1999, the Dorrance family still owned about half the stock and the family continues to have significant
influence on all major decisions. Over the years, Campbell Soup Company diversified and now encompasses numerous other brand names, such as: Godiva chocolates; Pepperidge Farm baked goods; Franco-American spaghetti
products; Vlasic pickles; Swanson frozen dinners; Mrs. Pauls Kitchens; and Recipe pet food products. Besides these, the company owns fast-food restaurants and retail garden centers. Most of these other businesses
were obtained through acquisitions. The focus and emphasis, however, has always been soup. Gordon McGovern, former CEO of Pepperidge Farm led the Campbell Soup Company through the 1980s. McGovern
focused on the consumer to lead the company to greater profits during that decade. Consumers were interested in low-sodium, nutrition, attractive products and packaging, convenience, quality and unique products. McGoverns
objectives became: improving efficiency; new product development; updating advertising; and maintaining Campbells emphasis on high production standards and premium quality. In 1989, the U.S. division accounted for over half
of the companys sales and profits. The soup division offered more than 50 kinds of soup and accounted for 25 percent of annual revenues. During the 1980s, the International unit
was the second largest division and accounted for about 20 percent of annual revenues. McGovern decentralized management and provided the resources managers needed to develop new products. His restructuring