In fourteen pages three of Campbell's strategic positions since 2000 are analyzed with changes and operations analyzed through detailed appendices' references. Twelve sources are listed in the bibliography.
Name of Research Paper File: TS14_TEcanbel.rtf
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Soup Company United Kingdom, August 2002. To Use This Report Correctly, Strategic Issue One The company has
a wide range of products. However, in recent years it appear to have lost its focus, with high levels of diversification. The emphasis on the new products has taken emphasis
away form the existing products, such as V8 which have subsequently suffered a drop in market share (Press Release 2001, Annual Report, 2001). This is shown in appendices 1 and
2. The need to create value and gain footholds in new markets has been a very purposeful strategy (Annual Report, 2001). However existing brands have suffered form a drop in
the investment they have received (Press Release, 2001). New marketing goals and a reallocation of investment needs to be considered in order to prevent this lack of focus from becoming
a problem. The main responsibility here must fall to the managements board in order to prevent the opportunity cost of the new business being the market share of the older
business lines. They need to * Re-emphasis the importance and place of the core brands. * Invest in their marketing and renewal (see appendix 2). * Reconsider the further
strategy of acquisition to reduce the opportunity cost to the existing lines. * Increase the ways in which this may be reinforced, such as though the WWRE (see appendix
3) The process here would need to be one of setting the major targets for the company, seeking to determine where the core products now lie and
what support they need in order to prevent them declining any further. This will then lead to an action plan, which would need to be determined, delegated, such as to