食品行业Assignment范文：Campbell's Food Industry Competition
代写assignment范例-坎贝尔食品行业竞争。本文是一篇由本站代写服务提供的食品行业assignment代写参考，主要内容是讲述食品加工行业各公司之间的竞争非常激烈，作为一家跨国食品加工公司，在国际、国内和当地都面临着极具竞争力的市场，因为每个汤生产商之间的相似之处以及其他食品加工公司提供的更广泛的产品选择。下面就一起来看一下这篇留学生assignment代写范文。
The rivalry among companies in the food processing industry is high and intense. These food processing companies are competing on price, quality, taste, health factors, product innovation, and product benefits (The Food Processing Industry 2006). Campbell’s major rivals are General Millis Progresso, Heinz and Kraft Foods.
食品加工行业各公司之间的竞争非常激烈。这些食品加工公司在价格、质量、口味、健康因素、产品创新和产品效益方面展开竞争（《食品加工行业》，2006年）。坎贝尔的主要竞争对手是通用MillisProgresso、亨氏和卡夫食品。
As a multinational food processing company, Campbell’s faces an extremely competitive market in internationally, nationally and locally due to the similarities between each soup producer and wider selection of products provided by other food processing company. (Ellison, Sarah 2003)
作为一家跨国食品加工公司，Campbell's在国际、国内和当地都面临着极具竞争力的市场，因为每个汤生产商之间的相似之处以及其他食品加工公司提供的更广泛的产品选择。（埃里森，莎拉，2003）
On the other hand, various types of generic soup brands in the existing market which offer products in lower price have raised the competitive pressure. However, the Campbell’s high quality of soup products and the ability to keep low production costs weaken the rivalry of the generic soup brands. For instance, Campbell’s price their soup products only 20 to 25% higher than generic brands while maintaining a level high quality. Campbell’s would have to continue developing superior healthy food to distinguish itself from Progresso and smaller soup maker companies.
另一方面，现有市场上各种类型的仿制药汤品牌以较低的价格提供产品，增加了竞争压力。然而，坎贝尔汤产品的高质量和保持低生产成本的能力削弱了普通汤品牌的竞争。例如，坎贝尔的汤产品价格仅比普通品牌高出20%至25%，同时保持高质量。Campbell's将不得不继续开发优质健康食品，以区别于Progresso和较小的制汤公司。
3.1.2 Threat of New Entrants 新进入者的威胁
The threat of entry depends on the presence of entry barriers and the presence of new entrants to a food processing industry typically bring to it new capacity and the want to gain market share. (Wheelen & Hunger J.D 2007)
进入的威胁取决于进入壁垒的存在，而食品加工行业新进入者的存在通常会给其带来新的产能和获得市场份额的愿望。（Wheelen&Hunger J.D，2007）
Campbell’s major rival- Kraft foods and General Mills, create high entry barriers in food processing industry through their high levels of advertising and promotion. Besides, the intense competition in the food processing industry makes it hard to access in the market. Smaller food processing companies often have difficulty obtaining supermarket shelf space for their products as large retailers charge for space on their shelves and give priority to the established companies who can pay for the advertising needed to generate high customer demand. According to Ghemawat & Collis (2001), the economy is a major factor as if the company wants to be a part in this food processing industry it must be able to face high costs for strong competition. Moreover, the slow market growth rate for the food processing industry causes acquisition between companies, resulted the barriers to entry are high with so many food processing companies and little to zero capacity remaining for any more companies.
坎贝尔的主要竞争对手卡夫食品和通用磨坊通过其高水平的广告和促销，在食品加工行业制造了很高的进入壁垒。此外，食品加工行业的激烈竞争使其很难进入市场。较小的食品加工公司通常很难为其产品获得超市货架空间，因为大型零售商对其货架空间收费，并优先考虑能够为产生高客户需求所需的广告付费的老牌公司。根据Ghemawat&Collis（2001）的说法，经济是一个主要因素，因为如果公司想成为这个食品加工行业的一部分，就必须能够面对高成本的激烈竞争。此外，食品加工行业缓慢的市场增长率导致了公司之间的收购，导致如此多的食品加工公司进入壁垒很高，而更多公司的产能几乎为零。
3.1.3-The Threat of Substitutes Products 替代品的威胁
The rivalry from firms of other industries which offer substitute products is intense as they are producing, supplying and serving the same food products that the food processing companies are. For example, Dunkin’ Donuts is in the foodservice industry and Campbell Soup Company is in the food processing industry, yet Dunkin’ Donuts serves soup and Campbell Soup sells soup. Consumers can still go to Dunkin’ Donuts and acquire the similar soups that Campbell sells. (Wall Street Journal 2003)
提供替代产品的其他行业公司的竞争非常激烈，因为他们生产、供应和服务的食品与食品加工公司相同。例如，Dunkin’Donuts从事食品服务行业，Campbell Soup Company从事食品加工行业，但Dunkin‘Donuts提供汤，Campbelle Soup销售汤。消费者仍然可以去Dunkin‘Donuts购买坎贝尔销售的类似汤。（《华尔街日报》2003）
3.1.4- Bargaining power of buyers 买方的议价能力
Consumers affect the food processing industry through their ability to force down prices, bargain for higher products quality and services, and play competitors against each other. The bargaining power of buyers is high as there are huge tendency of new entrance with new and variety of products. Besides, consumers prefer choosing products which offer lower prices. For example, Campbell’s soup products price is relatively 20 to 25% higher than generic brands in grocery stores, hence some consumers would choose generic brand products in the market rather than Campbell’s. Besides, the profitability obtained by the company is also determined by consumers. Food processing companies would be forced to lower prices if consumers think that the prices are too expensive as consumers tend to stop buying their products or switch to supplements.
消费者通过压低价格、讨价还价以获得更高的产品质量和服务，以及与竞争对手相互竞争，从而影响食品加工行业。买家的议价能力很高，因为新产品和多样化产品有巨大的新进入趋势。此外，消费者更喜欢选择价格较低的产品。例如，坎贝尔汤产品的价格比杂货店的仿制药品牌高出20%至25%，因此一些消费者会选择市场上的仿制药产品而不是坎贝尔汤产品。此外，公司获得的盈利能力也由消费者决定。如果消费者认为价格太贵，食品加工公司将被迫降低价格，因为消费者往往会停止购买他们的产品或转而购买补充剂。
3.1.5- Bargaining power of suppliers 供应商的议价能力
Suppliers can affect the food processing industry through their ability to raise prices or reduce the quality of purchased goods and services. In case quality products the suppliers face an important factor. Due to the inflation the overall price of materials has been significantly increased. Campbell has always purchased high quality ingredients produced from local farmers. In 2006, Campbell launched Campbell’s Supplier Diversity Program to grow its diverse supplier base and to ensure that the supplier base better reflects the markets served. In 2007 the Campbell’s goal to spend with diverse suppliers was $121 million, but the actual spend with diverse suppliers was $129 million. (Campbell’s CSR 2008) So for Campbell’s, there is a
供应商可以通过提高价格或降低所购商品和服务质量的能力来影响食品加工行业。在保证产品质量的情况下，供应商面临着一个重要因素。由于通货膨胀，材料的总体价格大幅上涨。坎贝尔一直从当地农民那里购买高质量的原料。2006年，Campbell启动了Campbell的供应商多元化计划，以扩大其多元化的供应商基础，并确保供应商基础更好地反映所服务的市场。2007年，坎贝尔与不同供应商的支出目标为1.21亿美元，但与不同供应商之间的实际支出为1.29亿美元。（Campbell's CSR 2008）因此，对于Campbell's来说
3.2.0- Swot Analysis Swot分析
A swot analysis allows the Campbell Soup Company to determine the extent of the strategic fit between its capabilities and the needs of its external environment. According to Henry(2008), the company can seek to match its strengths and weaknesses to the opportunities and treats it faces in current competitive food processing industry. The Campbell’s products portfolio includes soups, sauces, biscuits and chocolates and has a strong research function with high capabilities in new products development.
swot分析使坎贝尔汤公司能够确定其能力与外部环境需求之间的战略匹配程度。根据Henry（2008）的说法，该公司可以寻求将其优势和劣势与当前竞争激烈的食品加工行业中面临的机遇和机遇相匹配。坎贝尔的产品组合包括汤、酱汁、饼干和巧克力，具有强大的研究功能，在新产品开发方面具有很高的能力。
3.2.1-Internal Analysis-Strengths 内部分析优势
Innovative 创新的
Campbell has always applied the spirit of innovation in every aspect of its business. At Campbell’s manufacturing plants in Napoleon, Ohio, and Paris, Texas, an innovative method called overland flow is used to treat wastewater. In terms of products introduction, the company has been consistently quick to come up with new products in the market. For example, the first portable soup product, Soup at Hand, the new microwaveable products such as Chunky and Select. Besides, Campbell frequent updates the products’ appearance with more contemporary design and new photography. Its popular gravity fed shelving system have been installed at 24,000 retailers nationally and credited for rejuvenating the soup aisle, expanding the category and vastly improving the shopping experience. Campbell is innovative to gauge consumer satisfaction and expectation. (Campbell’s Corporate Social Responsibility Report 2008)
坎贝尔始终将创新精神应用于其业务的各个方面。在坎贝尔位于俄亥俄州拿破仑和得克萨斯州巴黎的制造厂，一种名为陆上流动的创新方法被用于处理废水。在产品介绍方面，该公司一直很快在市场上推出新产品。例如，第一款便携式汤产品soup at Hand，以及新的可微波加热产品Chunky和Select。此外，坎贝尔还经常用更现代的设计和新的摄影来更新产品的外观。其广受欢迎的重力式货架系统已在全国24000家零售商中安装，并被认为振兴了汤品货架，扩大了品类，极大地改善了购物体验。Campbell在衡量消费者满意度和期望方面具有创新性。（坎贝尔2008年企业社会责任报告）
3.2.2-Weaknesses 弱点
Declining Market Share 市场份额下降
The Campbell’s market share in soup drop from 60% in 2007 to 49% as of October 2009. This is due to more and more private labels continue to enter the market by providing quality products in lower price. Some consumers have switched to try private labels and resulted private labels have gained 11%of the market share. On the other hand, Campbell has also faced stiff competition from brands such as General Mills’ Progresso and Nestle. (Campbell Soup Co Form 10-Q Quartery Report 2010)
坎贝尔汤的市场份额从2007年的60%下降到2009年10月的49%。这是由于越来越多的自有品牌继续以更低的价格提供优质产品进入市场。一些消费者转而尝试自有品牌，结果自有品牌获得了11%的市场份额。另一方面，坎贝尔还面临着来自通用磨坊Progresso和雀巢等品牌的激烈竞争。（坎贝尔汤公司2010年第10季度报告）
3.2.3-External Analysis-Opportunities 外部分析机会
Demand for Wellness Products 健康产品需求
In recent years, the trend towards being more health-conscious has arisen from two main consumer groups. The younger generations currently focus more on low calorie content and “on the go” meals. For the more mature age group, their diets require health-consciousness in terms of limiting their sodium intake due to increased risk of ailments. Campbell’s Soup’s core product categories, notably soup and bakery products, are widely perceived as healthy and are compatible with the further development of health-oriented products, such as the existing and expanding line of Select Harvest and Healthy Request soups. In conjunction with the product improvement, Campbell has announced to expand its industry-leading sodium reduction program and to reduce the sodium content in 23 of its condensed soups by up to 45 percent in fiscal 2011.(Campbell Growth Plans for U.S 2010)
近年来，两个主要消费群体出现了更加注重健康的趋势。年轻一代目前更多地关注低卡路里含量和“随时随地”的饮食。对于更成熟的年龄组，由于患病风险增加，他们的饮食需要健康意识来限制钠的摄入。坎贝尔汤的核心产品类别，尤其是汤和烘焙产品，被广泛认为是健康的，并与以健康为导向的产品的进一步发展相兼容，例如现有和不断扩大的Select Harvest和healthy Request汤系列。在产品改进的同时，坎贝尔宣布扩大其行业领先的降钠计划，并在2011财年将其23种浓缩汤中的钠含量降低45%。（坎贝尔2010年美国增长计划）
3.2.4-Threats 威胁
Intense Competition 激烈的竞争
Campbell’s main profitable core soup category has been facing intense competition and also been losing market share to its strong competitors, particularly General Mills’ Progresso and private label brands produced by companies such as Wal-Mart. Moreover, Campbell’s other segments have not produced consistent profits. According to Wolpert (2002), shifting consumer habits and preferences indicate the need to constantly innovate their products and minimize costs, in order to retain loyal consumers and keep up with the fast-changing consumer environment
坎贝尔主要盈利的核心汤类产品一直面临着激烈的竞争，市场份额也在流失给其强大的竞争对手，尤其是通用磨坊的Progresso和沃尔玛等公司生产的自有品牌。此外，坎贝尔的其他部门并没有产生持续的利润。Wolpert（2002）认为，消费者习惯和偏好的变化表明，需要不断创新产品并将成本降至最低，以留住忠实的消费者并跟上快速变化的消费环境
Extensive Laws 广泛的法律
The company is governed by a multitude of local and international laws and regulations with regards to food safety and environmental standards. For instance, in accordance with the Federal Food, Drug and Cosmetic Act, Campbell’s food products must be inspected before they can be marketed. The company faces the risk of fines, injunctions, recalls or asset seizures, and criminal sanctions if it violates these laws and regulations. ( Campbell’s CSR 2008)
该公司受许多与食品安全和环境标准有关的当地和国际法律法规的管辖。例如，根据《联邦食品、药品和化妆品法》，坎贝尔的食品在上市前必须经过检查。如果公司违反这些法律法规，将面临罚款、禁令、召回或资产扣押以及刑事制裁的风险。（坎贝尔的CSR 2008）
3.3.0- Benchmarking 基准
Campbell understands the importance of using benchmarking to evaluate performance. Hence, the company analyzed few top companies which mainly involved in food and beverage processing manufacturing company in a few aspects such as sustainability, supply chain, consumers, community and workplace. Moreover, Campbell have also highlighted the primary ways that companies are implementing their goals as well as select initiatives and key past achievements.
Campbell理解使用基准来评估绩效的重要性。因此，该公司从可持续性、供应链、消费者、社区和工作场所等几个方面分析了少数几家主要涉及食品和饮料加工制造公司的顶级公司。此外，坎贝尔还强调了公司实现目标的主要方式，以及选定的举措和过去的主要成就。
In terms of community, Campbell’s have chosen to focus on nutritional and environmental programs by partnering with nonprofit organizations, universities and Think Tanks to conduct R&D for new products. Besides, it also partnered with environmental experts to develop innovative solutions to protect the environment. For instance, Nestle has been launching malnutrition and obesity programs targeting children and adolescents of lower-income families while General Mills has been contributing 5% of pretax profits to charitable causes. The Campbell’s benchmarked the best practices by promoting nutritional and hunger elimination programs. Besides, Campbell’s also promote micronutrient products to attend lower income families and develop environmental initiatives. (Campbell’s Annual Report 2009)
在社区方面，坎贝尔选择专注于营养和环境项目，与非营利组织、大学和智库合作，进行新产品的研发。此外，它还与环境专家合作，开发保护环境的创新解决方案。例如，雀巢公司一直在针对低收入家庭的儿童和青少年推出营养不良和肥胖计划，而通用磨坊公司则将税前利润的5%用于慈善事业。坎贝尔协会通过促进营养和消除饥饿计划，以最佳做法为基准。此外，Campbell's还推广微量营养素产品，以帮助低收入家庭并制定环保举措。（坎贝尔2009年年度报告）
In terms of workplace related programs, Nestle, Coca Cola, Pepsi.co, General Mills, have done excellent job. For instance, Pepsi CO has been providing job opportunities for people with disabilities while General Mills, the company has reduced lost-time injury rate by 25% over five years. Hence, Campbell benchmarked and developed workplace programs by focusing four key areas:
在工作场所相关项目方面，雀巢、可口可乐、百事可乐。通用磨坊公司做得很好。例如，百事可乐公司一直在为残疾人提供工作机会，而通用磨坊公司在五年内将误工率降低了25%。因此，Campbell以四个关键领域为重点，制定了工作场所计划：
– Ensuring diversity of the workforce thereby bringing a broad range of talents and perspectives to the business
–确保员工队伍的多样性，从而为企业带来广泛的人才和视角
– Helping employees achieve both personal and professional development
–帮助员工实现个人和职业发展
– Ensuring the health and safety of employees both at home and at work
–确保员工在家和工作中的健康和安全
– Ensuring that employees have a fair work environment
–确保员工有一个公平的工作环境
Campbell’s strived for an injury-free workplace through a strong health and safety program supported by high employee engagement. They train their employees to conduct their activities in a safe and environmentally responsible manner. (Campbells CSR 2008)
Campbell's通过一项强有力的健康和安全计划，在员工高度参与的支持下，努力实现一个无伤害的工作场所。他们培训员工以安全和对环境负责的方式开展活动。（坎贝尔CSR 2008）
4.0 Strategy Formulation 战略制定
For Campbell’s to achieve sustainable competitive advantage in food processing industry, strategy formulation which derived from the objective and mission is undertaken. Porter (1980) argues that competitive strategy is about developing a defendable position in an industry which enables a firm to deal with the five competitive forces and thus generate a superior return on investment for the film.
为了使坎贝尔在食品加工行业中获得可持续的竞争优势，从目标和使命出发，进行了战略制定。波特（1980）认为，竞争战略是指在一个行业中建立一个可防御的地位，使公司能够应对五种竞争力量，从而为电影带来更高的投资回报。
4.1 Business Level Strategy-Differentiation 业务层面战略差异化
To achieve superior value that is recognized by the consumer, Campbell’s needs to provide unique and superior value to the customers in terms of its products quality and value added up services.
为了实现消费者认可的卓越价值，坎贝尔需要在产品质量和增值服务方面为客户提供独特而卓越的价值。
It is appropriate to relate differentiation strategy to the Campbell’s Soup Company as the company’s goal is very straight forward, which is “Together we will build the world’s most extraordinary food company by nourishing people’s lives everywhere, every day.” Campbell has always focused on providing superior, healthy and nutrition food by expanding their icon brands in simple meals (especially soup). The Campbell’s latest plans are to enhance more than 60 percent of its condensed line with product improvements, further sodium reduction, more contemporary packaging, improved shelving systems and new marketing aimed at the simple meals category. ( Campbell Growth Plan 2010)
将差异化战略与坎贝尔汤公司联系起来是恰当的，因为该公司的目标非常明确，即“我们将共同打造世界上最非凡的食品公司，每天滋养各地人民的生活。”坎贝尔一直致力于通过在简单膳食（尤其是汤）方面扩大其标志性品牌，提供优质、健康和营养的食品。坎贝尔餐厅的最新计划是通过产品改进、进一步减少钠含量、更现代的包装、改进的货架系统和针对简单膳食类别的新营销，提高其浓缩生产线60%以上的产量。（坎贝尔2010年增长计划）
Nowadays there are increasing numbers of consumers who are very concerned with nutritional values of foods they eat. The Campbell’s Soup Company which is having superior research abilities has been taking advantage of this avenue and further develops this product line. According to Douglas R. Conant, Campbell’s President and CEO, Campbell is going to fire up the important condensed soup business and step up the competitive posture of their ready-to-serve products. (Campbell’s 2009 annual report) The improvements and innovations of Campbell’s has made over the past several years has made Campbell outwit most of its rivals in the condensed soup category.
如今，越来越多的消费者非常关心他们所吃食物的营养价值。具有卓越研究能力的坎贝尔汤公司一直在利用这一途径进一步发展这一产品线。坎贝尔总裁兼首席执行官Douglas R.Conant表示，坎贝尔将启动重要的浓缩汤业务，并提高其即食产品的竞争力。（坎贝尔2009年年度报告）坎贝尔在过去几年中所做的改进和创新使坎贝尔在浓缩汤类别中胜过了大多数竞争对手。
Low-sodium products are pivotal to Campbell’s long term success as the majority of Campbell’s consumer base isbaby boomers. The majority of baby boomers’ diets are comprised of low sodium. A recent study shown that high cholesterol, attributed to high levels of sodium intake, is the number one diagnosed health condition for the baby boomer generation.The condensed soups have one of the highest sodium contents of all processed foods in existing market. Therefore Campbell’s low-sodium products have differentiated themselves with many rivals. Besides sodium, Campbell’s also has to focus on other aspects such as MSG and low calories of its soups by hoping that these healthier offerings will help gain market share among younger, more health conscious consumers. (Campbell CSR Report 2008)
低钠产品是坎贝尔长期成功的关键，因为坎贝尔的大部分消费者都是婴儿潮一代。婴儿潮一代的大多数饮食都是低钠饮食。最近的一项研究表明，高胆固醇（归因于高水平的钠摄入）是婴儿潮一代的头号健康问题。在现有市场上所有加工食品中，浓缩汤的钠含量最高。因此，坎贝尔的低钠产品已经与许多竞争对手形成了差异。除了钠，坎贝尔还必须专注于其他方面，如味精和汤的低热量，希望这些更健康的产品将有助于在更年轻、更注重健康的消费者中获得市场份额。（坎贝尔2008年企业社会责任报告）
Besides, Campbell understands that creating a quality product begins with quality ingredients. Campbell purchases most of the ingredients from domestic farmers in countries where they manufacture products and also obtain certain ingredients from carefully selected suppliers around the world. Any ingredient that does not meet the quality requirements will not be used in a Campbell product to ensure superior product quality.
此外，Campbell明白，创造优质产品始于优质原料。坎贝尔从生产产品的国家的国内农民那里购买大部分原料，也从世界各地精心挑选的供应商那里获得某些原料。任何不符合质量要求的成分都不会用于坎贝尔产品，以确保卓越的产品质量。
On the other hand, providing value-added services help Campbell’s to outwit its existing rivals. Campbell continually experiments with new programs to provide consumers with useful information on meal ideas, health and wellness, and other tips. For example, each day their Campbell Meal-mail program delivers nearly 500,000 recipes electronically to busy Americans who are hungry for convenient, great-tasting meal ideas that will please their families. Consumers can access the Campbell’s Kitchen website at any time to download recipe ideas that have been tested and approved by Campbell’s nutritionists. Consumers also have the opportunity to share their ideas and comments on recipes with one another on the Campbell’s Kitchen website.
另一方面，提供增值服务有助于坎贝尔智胜现有竞争对手。Campbell不断尝试新的计划，为消费者提供有关饮食理念、健康和身心健康以及其他提示的有用信息。例如，他们的坎贝尔膳食邮件计划每天以电子方式向忙碌的美国人发送近50万份食谱，这些美国人渴望获得方便、美味的膳食创意，以取悦家人。消费者可以随时访问坎贝尔厨房网站，下载经过坎贝尔营养师测试和批准的食谱创意。消费者也有机会在坎贝尔厨房网站上相互分享他们对食谱的想法和评论。
It is suggested that the Campbell Soup Company to improve the flavour of its soup products to attract more demand. Besides, Campbell can try to create more contemporary design for its existing soup products instead of the familiar red and white colour design in order to stand out from various types of products in the market.
建议坎贝尔汤公司改善其汤产品的风味，以吸引更多的需求。此外，Campbell可以尝试为其现有的汤产品创造更现代的设计，而不是熟悉的红白色设计，以在市场上的各种产品中脱颖而出。
4.2 Corporate Level Strategy-Diversification 公司层面的战略多元化
The corporate level strategy of The Campbell Soup Company deals with three key issues:
坎贝尔汤公司的企业级战略涉及三个关键问题：
i) The firm’s overall orientation toward growth, stability, and retrenchment.
i） 该公司的总体方向是增长、稳定和紧缩。
ii) The market in which the company competes through its products and business units
ii）公司通过其产品和业务部门竞争的市场
iii) The manner in which management coordinate activities and transfer resources and cultivates capabilities among product lines and business units
iii）管理层在产品线和业务单元之间协调活动、转移资源和培养能力的方式
The Campbell’s operates with four products divisions and has expanded its product to microwavable soups to make customers more convenient for preparing soup without container. (Campbell’s annual report 2009)
Campbell’s有四个产品部门，并将其产品扩展到微波汤，使客户在无容器的情况下更方便地准备汤。（坎贝尔2009年年度报告）
Obviously, the Campbell Soup Company, which is a decentralized company, has been using a related diversification multiproduct strategy. Its strategy is to diversify its business to produce several products, and expanding its market share. Campbell used its engineering support and diversified production to support customers with convenient, good taste and quality food. To support its operating system, department such as Research & Development (R&D), product development, engineering systems, are required to produce high quality and stable operating system to avoid the unexpected shut down.
显然，坎贝尔汤公司是一家去中心化的公司，一直在使用相关的多元化多产品战略。其战略是实现业务多元化，生产多种产品，并扩大市场份额。坎贝尔利用其工程支持和多样化的生产为客户提供方便、美味和优质的食品。为了支持其操作系统，要求研发、产品开发、工程系统等部门生产高质量、稳定的操作系统，以避免意外停机。
Campbell has tried to use unrelated diversification strategy under the leadership of McGovern as Campbell’s CEO with the aim of rapidly expand product line to increase profits and revenue. Campbell has tried to acquire other firms to quickly gain access to new products and new markets. Instead of acquiring only food products, Campbell began to use the unrelated diversification strategy to acquire firms that it felt were positioned to capitalize on the consumer’s trend and also bought firms involved in all types of business. For example, the triangle Manufacturing Company, a fitness products maker, which is clearly unrelated to the firm’s core products. (Ireland, Hoskisson& Michael 2006)
坎贝尔在担任坎贝尔首席执行官的麦戈文的领导下，试图采用不相关的多元化战略，以快速扩大产品线，增加利润和收入。坎贝尔试图收购其他公司，以快速获得新产品和新市场。坎贝尔不再只收购食品，而是开始使用不相关的多元化战略来收购它认为能够利用消费者趋势的公司，并收购涉及所有类型业务的公司。例如，三角制造公司，一家健身产品制造商，显然与该公司的核心产品无关。（爱尔兰，Hoskisson和Michael，2006年）
A major reason for Campbell’s failure to generate financial economies while using the unrelated diversification strategy is that the firm’s approach to managing its core products divisions never changed. At the same time, corporate headquarters personnel didn’t implement the strong financial controls necessary to efficiently manage an internal capital market. David Johnson who replaced McGovern decided that Campbell should not longer use the diversification strategy but to reduce the level of diversification by using related constrained strategy to create value through operational relatedness. Campbell’s related constrained diversification strategy involves transferring core competencies which lead to competitive advantage and start with value chain analysis to identify ability to transfer skills or expertise among similar value chains and on the hand, to exploit ability to transfer activities. Campbell should enhance more than 60 percent of its condensed line and be more committed to accelerate the performance of their existing portfolio, most notably in U.S. soup, and continuing to lay the foundation for superior long-term growth. (Campbell Growth Plan 2010)
坎贝尔在使用不相关的多元化战略时未能创造金融经济的一个主要原因是，该公司管理其核心产品部门的方法从未改变。与此同时，公司总部人员没有实施有效管理内部资本市场所需的强有力的财务控制。接替麦戈文的大卫·约翰逊决定，坎贝尔不应再使用多元化战略，而是通过使用相关的受限战略，通过运营相关性创造价值，来降低多元化水平。坎贝尔的相关受限多元化战略涉及转移核心竞争力，从而获得竞争优势，并从价值链分析开始，以确定在类似价值链之间转移技能或专业知识的能力，另一方面，利用转移活动的能力。Campbell应提高其浓缩线的60%以上，并更加致力于加快其现有投资组合的业绩，尤其是在美国市场，并继续为卓越的长期增长奠定基础。（坎贝尔2010年增长计划）
4.2.1 External Acquisitions and Partnerships 外部收购和合作
Through value-creating external development, Campbell’s is able to increase its market presence throughout its product lines. For instance, Campbell’s Baking and Snacking segment is positioned to grow due to the company’s recent acquisition of Ecce Panis, a manufacturer of artisan breads. This acquisition allows Campbell’s to enter into the thriving artisan bread market.
通过创造价值的外部开发，Campbell's能够在其整个产品线中增加其市场份额。例如，由于坎贝尔公司最近收购了手工面包制造商Ecce Panis，该公司的烘焙和小吃业务有望增长。此次收购使坎贝尔能够进入蓬勃发展的手工面包市场。
With the ever growing foreign population in America, it is suggested that Campbell’s should consider products that have more of the ethnic background of these immigrants. The brand could quite possibly extend the depth of the line with consideration to the vast number of different tastes in the society today.
随着美国外国人口的不断增长，有人建议坎贝尔应该考虑更多具有这些移民种族背景的产品。考虑到当今社会的大量不同品味，该品牌很可能会扩大产品线的深度。
5.0- Strategy Implementation 战略实施
A clear mission statement helps in providing focus to an organization and is essential for effectively establishing objective and formulating strategies. (Haberberg and Rieple 2001) In order for the Campbell to proceed into a future where competition is highly competitive, they need to define who and what they truly are, their concerns, their philosophies, and what gives them the competitive advantage over their competitors. This must be clear throughout all areas and divisions, at all levels in the company, in order for the implementation of the mission statement to be successful.
清晰的使命宣言有助于为组织提供重点，对有效建立目标和制定战略至关重要。（Haberberg和Rieple，2001年）为了让坎贝尔夫妇进入一个竞争激烈的未来，他们需要定义自己的真实身份、关注点、哲学，以及是什么让他们相对于竞争对手具有竞争优势。这一点必须在公司的所有领域和部门、所有级别都清楚，才能成功执行任务说明。
The Campbell’s strategy implementation includes designing the organization’s structure, allocating resources, developing information and decision process, and managing human resources, including such areas as the reward system, approaches to leadership, and staffing. According to Wheelen and Hunger (2007), the strategy implementation process includes the various management activities that are necessary to put strategy in motion, institute strategic controls that monitor progress, and ultimately achieve organizational goals.
坎贝尔的战略实施包括设计组织结构、分配资源、开发信息和决策流程以及管理人力资源，包括奖励制度、领导方法和人员配置等领域。根据Wheelen和Hunger（2007）的观点，战略实施过程包括各种必要的管理活动，这些活动是启动战略、实施战略控制以监测进展并最终实现组织目标所必需的。
5.1- Management Issue 管理问题
Restructuring 重组
In food processing industry one year is relatively indiscernible from the next from a macroeconomic point of view. Campbell’s corporate strategy and the company’s management structure have undergone several restructuring since 1980.
从宏观经济的角度来看，食品加工行业的一年与下一年是相对不可分割的。自1980年以来，坎贝尔的公司战略和公司管理结构经历了几次重组。
On April 28, 2008, the company announced a series of initiatives to improve operational efficiency and long-term profitability, including selling certain salty snack food brands and assets in Australia, closing certain production facilities in Australia and Canada, and streamlining the company’s management structure. As a result of these initiatives, in 2008, the company recorded a restructuring charge of $175 millions. The charge consisted of a net loss on the sale of certain Australian salty snack food brands and assets, employee severance and benefit costs, including the estimated impact of curtailment and other pension charges, and property, plant and equipment impairment charges. The cost of restructuring activity is shown at Appendix 2
2008年4月28日，该公司宣布了一系列提高运营效率和长期盈利能力的举措，包括出售澳大利亚的某些咸味快餐品牌和资产，关闭澳大利亚和加拿大的某些生产设施，以及精简公司的管理结构。由于这些举措，2008年，该公司记录了1.75亿美元的重组费用。该费用包括出售某些澳大利亚咸味快餐品牌和资产的净损失、员工遣散费和福利成本，包括削减和其他养老金费用的估计影响，以及财产、厂房和设备减值费用。重组活动的成本如附录2所示
Workforce Diversification 劳动力多元化
The Campbell strive to uphold their promise of “Campbell Valuing People, People Valuing Campbell” by providing employees with the resources required to do their jobs well; competitive compensation and benefits; the opportunity to learn; and grow through their work.
Campbell致力于通过为员工提供做好工作所需的资源来履行“Campbell以人为本，以人为本”的承诺；具有竞争力的薪酬和福利；学习的机会；并在工作中成长。
At present, the Campbell’s Board of Directors consists of 14 independent members and one company executive, the CEO, Doug Conant. Board operations are managed by an independent, non-executive Chairman. The Board believes that diversity in the backgrounds and perspectives of their directors contributes to sound corporate governance. Currently, three of their directors are women, one director is from India and one director is African-American. The Campbell’s Board of Directors is shown at Appendix 3.
目前，坎贝尔董事会由14名独立成员和一名公司高管Doug Conant组成。董事会运作由一位独立的非执行主席管理。董事会认为，董事背景和观点的多样性有助于健全的公司治理。目前，他们的三名董事是女性，一名来自印度，一名董事是非裔美国人。坎贝尔董事会如附录3所示。
The CEO believes that workforce diversity is essential to be a mainstay within the company overall strategic objectives. Hence, Campbell’s is committed to attract a diverse group of talented employees and providing all their associates with development opportunities and a culture in which they can flourish and provide their employees with career development and quality-of life enhancements that make Campbell a special place to work.
首席执行官认为，员工多样性对于成为公司整体战略目标的支柱至关重要。因此，Campbell's致力于吸引多元化的有才华的员工群体，为他们的所有员工提供发展机会和文化，让他们能够在其中蓬勃发展，并为员工提供职业发展和生活质量提升，使Campbell's成为一个特殊的工作场所。
The directors receive annual fees equal to the median directors’ compensation paid by peer food and consumer products companies. Approximately 50 percent of each director’s fee is paid in cash and 50 percent is paid in common stock. Director stock ownership requirements have existed at Campbell since 1993. Currently, the directors beneficially own more than 44 percent of the company’s common stock.
董事的年费相当于同行食品和消费品公司支付的董事薪酬中值。每位董事约50%的费用以现金支付，50%以普通股支付。自1993年以来，Campbell一直存在董事持股要求。目前，董事们实益拥有该公司44%以上的普通股。
Though the Campbell’s has successfully implemented workforce diversification strategy, it is recommended that the company offers stock options to their rank-and-file employees too. By offering employee stock options, workers are given the chance to buy shares in their company at a specified price. The grant or strike price, should be pegged to the value of the stock when it is offered to employees. Employees have the option of buying the stock at a set price then selling it after a period of time.
尽管坎贝尔公司已经成功实施了员工多元化战略，但建议该公司也向普通员工提供股票期权。通过提供员工股票期权，员工有机会以特定价格购买公司股票。当股票提供给员工时，授予或执行价格应与股票价值挂钩。员工可以选择以固定价格购买股票，然后在一段时间后出售。
Employee Engagement 员工敬业度
The Campbell believes that employees will feel most valued when they are fully informed, understand the company’s business goals and plans and are invited to offer their feedback on a regular basis. In 2007 and 2008, Campbell was recognized by Gallup as one of the ‘Best Places to Work’ in America. The company believes that its work environment has contributed to their relatively stable retention rate and their improved marketplace performance.
坎贝尔相信，当员工充分了解情况，了解公司的商业目标和计划，并被邀请定期提供反馈时，他们会感到最受重视。2007年和2008年，坎贝尔被盖洛普评选为美国“最佳工作场所”之一。该公司认为，其工作环境有助于他们相对稳定的保留率和提高市场绩效。
Campbell conducts annual employee survey to develop work group action plans, empower individual employees to improve the workplace and to strengthen the company’s business practices.
Campbell每年都会进行员工调查，以制定工作组行动计划，授权员工个人改善工作场所并加强公司的商业实践。
5.2 Marketing Issues 营销问题
The Campbell’s understands that successful marketing implementation is affected by marketing variables.
坎贝尔明白，成功的营销实施受到营销变量的影响。
5.2.1 Market Segment 细分市场
The company’s 2009 financial reports segment their business into four key categories: US Soup, Sauces and Beverages, Baking and Snacking, International Soup, Sauces and Beverages, and North American Foodservice.
该公司2009年的财务报告将其业务划分为四个关键类别：美国汤、酱汁和饮料、烘焙和小吃、国际汤、酱汁与饮料以及北美食品服务。
With sales approximating $3.8 million, US Soup, Sauces and Beverages accounted for approximately half of the sales in FY 2009 and drove the bulk of profits for the company. Core brands like Campbell’s, V8, Swanson and Prego delivered a combined 4% growth through a combination of innovation, consumer trade downs, and improved distribution channels.( Appendix 2)
US Soup，Sauces and Beverages的销售额约为380万美元，约占2009财年销售额的一半，并为公司带来了大部分利润。Campbell's、V8、Swanson和Prego等核心品牌通过创新、消费者降价和改进分销渠道，实现了4%的综合增长。（附录2）
5.2.2 Marketing Strategies 营销策略
Product 产品
The Campbell’s positioning is providing healthy and nourishing products within the product line.
坎贝尔的定位是在产品线内提供健康和营养的产品。
* The product line width come in many different options. This being said, the depth of the product line is in fact the largest. Each product comes in a multitude of different sizes and flavours. The brand offers adequate products for the consumers.
*产品线宽度有许多不同的选择。话虽如此，产品线的深度实际上是最大的。每种产品都有多种不同的尺寸和口味。该品牌为消费者提供充足的产品。
* In addition to the size and flavours, the packaging is well organized for that of single or multiple item purchasing.
*除了尺寸和口味外，包装也很好地组织起来，适合单品或多品购买。
* The packaging also achieves an accurate perception in the consumer’s mind. They use well known athletes to convey the message of health to the consumer.
*该包装还实现了消费者心目中的准确感知。他们利用知名运动员向消费者传达健康的信息。
Price 价格
* The pricing of the products within the brand name are consistent with that of the positioning. They provide the perception that to eat healthy the consumer should not have to pay more.
*品牌名称内产品的定价与定位一致。它们提供了一种观念，即为了吃得健康，消费者不应该支付更多的费用。
* The Campbell’s brand is typically priced at twenty cents above that of their major competitors. This is the act of swaying the consumer’s mind to the perception that Campbell’s is of a higher quality than the competitors.
*坎贝尔品牌的价格通常比其主要竞争对手高出20美分。这是一种让消费者认为坎贝尔的产品质量比竞争对手更高的行为。
* While operating in an elastic market, Campbell’s employs special event promotional pricing strategies in order to remain competitive.
*在弹性市场中运营时，Campbell's采用特殊的活动促销定价策略，以保持竞争力。
* The company also offers discounted pricing on certain seasonal items and during holidays. In addition to these promotional strategies, they employ the odd even strategies to convey the message that their brand is that of higher quality.
*该公司还为某些季节性商品和节假日提供折扣价。除了这些促销策略外，他们还采用奇偶策略来传达他们的品牌是更高质量的品牌的信息。
Distribution 分配
* Campbell’s brand is distributed intensively throughout all geographic locations within the United States and many foreign countries.
*坎贝尔的品牌集中分布在美国和许多外国的所有地理位置。
* In the distribution process, Campbell’s deals with wholesalers and retailers thus creating the supply channel. This is a very profitable concept as long as the lines of communication remain opened. Catalog marketing is also another form of distribution that is employed. This is easily achieved due the fact that the shelf life of the products is long.
*在分销过程中，坎贝尔与批发商和零售商进行交易，从而创造了供应渠道。只要通信线路保持开放，这是一个非常有利可图的概念。目录营销也是所采用的另一种分销形式。这很容易实现，因为产品的保质期很长。
* The products are very easily purchased at any marketplace at any given region of the US.
*这些产品在美国任何地区的任何市场都很容易买到。
Promotion 晋升
* In using the most recent athletic figures in their advertisements, they are successful in maintaining their position of health.
*在他们的广告中使用最新的运动员形象，他们成功地保持了自己的健康地位。
* In the use of the retailers to help marketing, they are employing the cooperative advertising technique. This helps to advertise their products from numerous different angles.
*在利用零售商帮助营销的过程中，他们采用了合作广告技术。这有助于从许多不同的角度宣传他们的产品。
The effectiveness of themarketingstrategiesemployed by Campbell’s has made them recognized as the premium brand within their product lines. In comparison to the competition, Campbell’s focuses a great deal on interacting with the public with such efforts as sweepstakes and giveaways and also education. Their public relation efforts have ranked them as one of the most society conscious brands in the business.
Campbell's采用的营销策略的有效性使他们被公认为其产品线中的优质品牌。与比赛相比，坎贝尔的比赛非常注重与公众互动，比如抽奖、赠品和教育。他们在公共关系方面的努力使他们成为该行业最具社会意识的品牌之一。
6.0 Conclusion 结论
A strategic analysis is most applicable to strategic management at the business unit level of large multinational firm such as Campbell Soup Company. At the strategic analysis stage, internal and external environmental scanning by using Porter’s 5 forces model and Swot analysis are conducted. Besides, benchmarking is used to evaluate performances. Strategy formulation which derived from the Campbell’s objective and mission is undertaken to outline the business level and corporate level strategies. Strategy at business level deals with which market the company chooses to compete while strategy at the corporate level is more concerned with managing the portfolio of business. The final strategy implementation stage includes the management issues, staffing and marketing variables which can influence the profit margin of the company.
战略分析最适用于坎贝尔汤公司等大型跨国公司业务部门层面的战略管理。在战略分析阶段，利用波特五力模型和Swot分析对内外部环境进行了扫描。此外，基准测试用于评估绩效。战略制定源于坎贝尔的目标和使命，旨在概述业务层面和企业层面的战略。业务层面的战略涉及公司选择与哪个市场竞争，而公司层面的战略更关心的是管理业务组合。最后的战略实施阶段包括管理问题、人员配置和营销变量，这些变量会影响公司的利润率。
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