代寫assignment范例-坎貝爾食品行業(yè)競爭。本文是一篇由本站代寫服務(wù)提供的食品行業(yè)assignment代寫參考，主要內(nèi)容是講述食品加工行業(yè)各公司之間的競爭非常激烈，作為一家跨國食品加工公司，在國際、國內(nèi)和當(dāng)?shù)囟济媾R著極具競爭力的市場，因為每個湯生產(chǎn)商之間的相似之處以及其他食品加工公司提供的更廣泛的產(chǎn)品選擇。下面就一起來看一下這篇留學(xué)生assignment代寫范文。

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.

食品加工行業(yè)各公司之間的競爭非常激烈。這些食品加工公司在價格、質(zhì)量、口味、健康因素、產(chǎn)品創(chuàng)新和產(chǎn)品效益方面展開競爭（《食品加工行業(yè)》，2006年）。坎貝爾的主要競爭對手是通用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)

作為一家跨國食品加工公司，Campbell's在國際、國內(nèi)和當(dāng)?shù)囟济媾R著極具競爭力的市場，因為每個湯生產(chǎn)商之間的相似之處以及其他食品加工公司提供的更廣泛的產(chǎn)品選擇。（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，現(xiàn)有市場上各種類型的仿制藥湯品牌以較低的價格提供產(chǎn)品，增加了競爭壓力。然而，坎貝爾湯產(chǎn)品的高質(zhì)量和保持低生產(chǎn)成本的能力削弱了普通湯品牌的競爭。例如，坎貝爾的湯產(chǎn)品價格僅比普通品牌高出20%至25%，同時保持高質(zhì)量。Campbell's將不得不繼續(xù)開發(fā)優(yōu)質(zhì)健康食品，以區(qū)別于Progresso和較小的制湯公司。

3.1.2 Threat of New Entrants 新進(jìn)入者的威脅

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)

進(jìn)入的威脅取決于進(jìn)入壁壘的存在，而食品加工行業(yè)新進(jìn)入者的存在通常會給其帶來新的產(chǎn)能和獲得市場份額的愿望。（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.

坎貝爾的主要競爭對手卡夫食品和通用磨坊通過其高水平的廣告和促銷，在食品加工行業(yè)制造了很高的進(jìn)入壁壘。此外，食品加工行業(yè)的激烈競爭使其很難進(jìn)入市場。較小的食品加工公司通常很難為其產(chǎn)品獲得超市貨架空間，因為大型零售商對其貨架空間收費，并優(yōu)先考慮能夠為產(chǎn)生高客戶需求所需的廣告付費的老牌公司。根據(jù)Ghemawat&Collis（2001）的說法，經(jīng)濟是一個主要因素，因為如果公司想成為這個食品加工行業(yè)的一部分，就必須能夠面對高成本的激烈競爭。此外，食品加工行業(yè)緩慢的市場增長率導(dǎo)致了公司之間的收購，導(dǎo)致如此多的食品加工公司進(jìn)入壁壘很高，而更多公司的產(chǎn)能幾乎為零。

3.1.3-The Threat of Substitutes Products 替代品的威脅

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)

提供替代產(chǎn)品的其他行業(yè)公司的競爭非常激烈，因為他們生產(chǎn)、供應(yīng)和服務(wù)的食品與食品加工公司相同。例如，Dunkin’Donuts從事食品服務(wù)行業(yè)，Campbell Soup Company從事食品加工行業(yè)，但Dunkin‘Donuts提供湯，Campbelle Soup銷售湯。消費者仍然可以去Dunkin‘Donuts購買坎貝爾銷售的類似湯。（《華爾街日報》2003）

3.1.4- Bargaining power of buyers 買方的議價能力

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.

消費者通過壓低價格、討價還價以獲得更高的產(chǎn)品質(zhì)量和服務(wù)，以及與競爭對手相互競爭，從而影響食品加工行業(yè)。買家的議價能力很高，因為新產(chǎn)品和多樣化產(chǎn)品有巨大的新進(jìn)入趨勢。此外，消費者更喜歡選擇價格較低的產(chǎn)品。例如，坎貝爾湯產(chǎn)品的價格比雜貨店的仿制藥品牌高出20%至25%，因此一些消費者會選擇市場上的仿制藥產(chǎn)品而不是坎貝爾湯產(chǎn)品。此外，公司獲得的盈利能力也由消費者決定。如果消費者認(rèn)為價格太貴，食品加工公司將被迫降低價格，因為消費者往往會停止購買他們的產(chǎn)品或轉(zhuǎn)而購買補充劑。

3.1.5- Bargaining power of suppliers 供應(yīng)商的議價能力

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

供應(yīng)商可以通過提高價格或降低所購商品和服務(wù)質(zhì)量的能力來影響食品加工行業(yè)。在保證產(chǎn)品質(zhì)量的情況下，供應(yīng)商面臨著一個重要因素。由于通貨膨脹，材料的總體價格大幅上漲。坎貝爾一直從當(dāng)?shù)剞r(nóng)民那里購買高質(zhì)量的原料。2006年，Campbell啟動了Campbell的供應(yīng)商多元化計劃，以擴大其多元化的供應(yīng)商基礎(chǔ)，并確保供應(yīng)商基礎(chǔ)更好地反映所服務(wù)的市場。2007年，坎貝爾與不同供應(yīng)商的支出目標(biāo)為1.21億美元，但與不同供應(yīng)商之間的實際支出為1.29億美元。（Campbell's CSR 2008）因此，對于Campbell's來說

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分析使坎貝爾湯公司能夠確定其能力與外部環(huán)境需求之間的戰(zhàn)略匹配程度。根據(jù)Henry（2008）的說法，該公司可以尋求將其優(yōu)勢和劣勢與當(dāng)前競爭激烈的食品加工行業(yè)中面臨的機遇和機遇相匹配。坎貝爾的產(chǎn)品組合包括湯、醬汁、餅干和巧克力，具有強大的研究功能，在新產(chǎn)品開發(fā)方面具有很高的能力。

3.2.1-Internal Analysis-Strengths 內(nèi)部分析優(yōu)勢

Innovative 創(chuàng)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)

坎貝爾始終將創(chuàng)新精神應(yīng)用于其業(yè)務(wù)的各個方面。在坎貝爾位于俄亥俄州拿破侖和得克薩斯州巴黎的制造廠，一種名為陸上流動的創(chuàng)新方法被用于處理廢水。在產(chǎn)品介紹方面，該公司一直很快在市場上推出新產(chǎn)品。例如，第一款便攜式湯產(chǎn)品soup at Hand，以及新的可微波加熱產(chǎn)品Chunky和Select。此外，坎貝爾還經(jīng)常用更現(xiàn)代的設(shè)計和新的攝影來更新產(chǎn)品的外觀。其廣受歡迎的重力式貨架系統(tǒng)已在全國24000家零售商中安裝，并被認(rèn)為振興了湯品貨架，擴大了品類，極大地改善了購物體驗。Campbell在衡量消費者滿意度和期望方面具有創(chuàng)新性。（坎貝爾2008年企業(yè)社會責(zé)任報告）

3.2.2-Weaknesses 弱點

Declining Market Share 市場份額下降

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)

坎貝爾湯的市場份額從2007年的60%下降到2009年10月的49%。這是由于越來越多的自有品牌繼續(xù)以更低的價格提供優(yōu)質(zhì)產(chǎn)品進(jìn)入市場。一些消費者轉(zhuǎn)而嘗試自有品牌，結(jié)果自有品牌獲得了11%的市場份額。另一方面，坎貝爾還面臨著來自通用磨坊Progresso和雀巢等品牌的激烈競爭。（坎貝爾湯公司2010年第10季度報告）

3.2.3-External Analysis-Opportunities 外部分析機會

Demand for Wellness Products 健康產(chǎn)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)

近年來，兩個主要消費群體出現(xiàn)了更加注重健康的趨勢。年輕一代目前更多地關(guān)注低卡路里含量和“隨時隨地”的飲食。對于更成熟的年齡組，由于患病風(fēng)險增加，他們的飲食需要健康意識來限制鈉的攝入。坎貝爾湯的核心產(chǎn)品類別，尤其是湯和烘焙產(chǎn)品，被廣泛認(rèn)為是健康的，并與以健康為導(dǎo)向的產(chǎn)品的進(jìn)一步發(fā)展相兼容，例如現(xiàn)有和不斷擴大的Select Harvest和healthy Request湯系列。在產(chǎn)品改進(jìn)的同時，坎貝爾宣布擴大其行業(yè)領(lǐng)先的降鈉計劃，并在2011財年將其23種濃縮湯中的鈉含量降低45%。（坎貝爾2010年美國增長計劃）

3.2.4-Threats 威脅

Intense Competition 激烈的競爭

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

坎貝爾主要盈利的核心湯類產(chǎn)品一直面臨著激烈的競爭，市場份額也在流失給其強大的競爭對手，尤其是通用磨坊的Progresso和沃爾瑪?shù)裙旧a(chǎn)的自有品牌。此外，坎貝爾的其他部門并沒有產(chǎn)生持續(xù)的利潤。Wolpert（2002）認(rèn)為，消費者習(xí)慣和偏好的變化表明，需要不斷創(chuàng)新產(chǎn)品并將成本降至最低，以留住忠實的消費者并跟上快速變化的消費環(huán)境

Extensive Laws 廣泛的法律

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)

該公司受許多與食品安全和環(huán)境標(biāo)準(zhǔn)有關(guān)的當(dāng)?shù)睾蛧H法律法規(guī)的管轄。例如，根據(jù)《聯(lián)邦食品、藥品和化妝品法》，坎貝爾的食品在上市前必須經(jīng)過檢查。如果公司違反這些法律法規(guī)，將面臨罰款、禁令、召回或資產(chǎn)扣押以及刑事制裁的風(fēng)險。（坎貝爾的CSR 2008）

3.3.0- Benchmarking 基準(zhǔn)

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理解使用基準(zhǔn)來評估績效的重要性。因此，該公司從可持續(xù)性、供應(yīng)鏈、消費者、社區(qū)和工作場所等幾個方面分析了少數(shù)幾家主要涉及食品和飲料加工制造公司的頂級公司。此外，坎貝爾還強調(diào)了公司實現(xiàn)目標(biāo)的主要方式，以及選定的舉措和過去的主要成就。

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)

在社區(qū)方面，坎貝爾選擇專注于營養(yǎng)和環(huán)境項目，與非營利組織、大學(xué)和智庫合作，進(jìn)行新產(chǎn)品的研發(fā)。此外，它還與環(huán)境專家合作，開發(fā)保護(hù)環(huán)境的創(chuàng)新解決方案。例如，雀巢公司一直在針對低收入家庭的兒童和青少年推出營養(yǎng)不良和肥胖計劃，而通用磨坊公司則將稅前利潤的5%用于慈善事業(yè)。坎貝爾協(xié)會通過促進(jìn)營養(yǎng)和消除饑餓計劃，以最佳做法為基準(zhǔn)。此外，Campbell's還推廣微量營養(yǎng)素產(chǎn)品，以幫助低收入家庭并制定環(huán)保舉措。（坎貝爾2009年年度報告）

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:

在工作場所相關(guān)項目方面，雀巢、可口可樂、百事可樂。通用磨坊公司做得很好。例如，百事可樂公司一直在為殘疾人提供工作機會，而通用磨坊公司在五年內(nèi)將誤工率降低了25%。因此，Campbell以四個關(guān)鍵領(lǐng)域為重點，制定了工作場所計劃：

– Ensuring diversity of the workforce thereby bringing a broad range of talents and perspectives to the business

–確保員工隊伍的多樣性，從而為企業(yè)帶來廣泛的人才和視角

– Helping employees achieve both personal and professional development

–幫助員工實現(xiàn)個人和職業(yè)發(fā)展

– Ensuring the health and safety of employees both at home and at work

–確保員工在家和工作中的健康和安全

– Ensuring that employees have a fair work environment

–確保員工有一個公平的工作環(huán)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通過一項強有力的健康和安全計劃，在員工高度參與的支持下，努力實現(xiàn)一個無傷害的工作場所。他們培訓(xùn)員工以安全和對環(huán)境負(fù)責(zé)的方式開展活動。（坎貝爾CSR 2008）

4.0 Strategy Formulation 戰(zhàn)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.

為了使坎貝爾在食品加工行業(yè)中獲得可持續(xù)的競爭優(yōu)勢，從目標(biāo)和使命出發(fā)，進(jìn)行了戰(zhàn)略制定。波特（1980）認(rèn)為，競爭戰(zhàn)略是指在一個行業(yè)中建立一個可防御的地位，使公司能夠應(yīng)對五種競爭力量，從而為電影帶來更高的投資回報。

4.1 Business Level Strategy-Differentiation 業(yè)務(wù)層面戰(zhàn)略差異化

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.

為了實現(xiàn)消費者認(rèn)可的卓越價值，坎貝爾需要在產(chǎn)品質(zhì)量和增值服務(wù)方面為客戶提供獨特而卓越的價值。

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)

將差異化戰(zhàn)略與坎貝爾湯公司聯(lián)系起來是恰當(dāng)?shù)模驗樵摴镜哪繕?biāo)非常明確，即“我們將共同打造世界上最非凡的食品公司，每天滋養(yǎng)各地人民的生活。”坎貝爾一直致力于通過在簡單膳食（尤其是湯）方面擴大其標(biāo)志性品牌，提供優(yōu)質(zhì)、健康和營養(yǎng)的食品。坎貝爾餐廳的最新計劃是通過產(chǎn)品改進(jìn)、進(jìn)一步減少鈉含量、更現(xiàn)代的包裝、改進(jìn)的貨架系統(tǒng)和針對簡單膳食類別的新營銷，提高其濃縮生產(chǎn)線60%以上的產(chǎn)量。（坎貝爾2010年增長計劃）

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，越來越多的消費者非常關(guān)心他們所吃食物的營養(yǎng)價值。具有卓越研究能力的坎貝爾湯公司一直在利用這一途徑進(jìn)一步發(fā)展這一產(chǎn)品線。坎貝爾總裁兼首席執(zhí)行官Douglas R.Conant表示，坎貝爾將啟動重要的濃縮湯業(yè)務(wù)，并提高其即食產(chǎn)品的競爭力。（坎貝爾2009年年度報告）坎貝爾在過去幾年中所做的改進(jìn)和創(chuàng)新使坎貝爾在濃縮湯類別中勝過了大多數(shù)競爭對手。

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)

低鈉產(chǎn)品是坎貝爾長期成功的關(guān)鍵，因為坎貝爾的大部分消費者都是嬰兒潮一代。嬰兒潮一代的大多數(shù)飲食都是低鈉飲食。最近的一項研究表明，高膽固醇（歸因于高水平的鈉攝入）是嬰兒潮一代的頭號健康問題。在現(xiàn)有市場上所有加工食品中，濃縮湯的鈉含量最高。因此，坎貝爾的低鈉產(chǎn)品已經(jīng)與許多競爭對手形成了差異。除了鈉，坎貝爾還必須專注于其他方面，如味精和湯的低熱量，希望這些更健康的產(chǎn)品將有助于在更年輕、更注重健康的消費者中獲得市場份額。（坎貝爾2008年企業(yè)社會責(zé)任報告）

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，創(chuàng)造優(yōu)質(zhì)產(chǎn)品始于優(yōu)質(zhì)原料。坎貝爾從生產(chǎn)產(chǎn)品的國家的國內(nèi)農(nóng)民那里購買大部分原料，也從世界各地精心挑選的供應(yīng)商那里獲得某些原料。任何不符合質(zhì)量要求的成分都不會用于坎貝爾產(chǎn)品，以確保卓越的產(chǎn)品質(zhì)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，提供增值服務(wù)有助于坎貝爾智勝現(xiàn)有競爭對手。Campbell不斷嘗試新的計劃，為消費者提供有關(guān)飲食理念、健康和身心健康以及其他提示的有用信息。例如，他們的坎貝爾膳食郵件計劃每天以電子方式向忙碌的美國人發(fā)送近50萬份食譜，這些美國人渴望獲得方便、美味的膳食創(chuàng)意，以取悅家人。消費者可以隨時訪問坎貝爾廚房網(wǎng)站，下載經(jīng)過坎貝爾營養(yǎng)師測試和批準(zhǔn)的食譜創(chuàng)意。消費者也有機會在坎貝爾廚房網(wǎng)站上相互分享他們對食譜的想法和評論。

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.

建議坎貝爾湯公司改善其湯產(chǎn)品的風(fēng)味，以吸引更多的需求。此外，Campbell可以嘗試為其現(xiàn)有的湯產(chǎn)品創(chuàng)造更現(xiàn)代的設(shè)計，而不是熟悉的紅白色設(shè)計，以在市場上的各種產(chǎn)品中脫穎而出。

4.2 Corporate Level Strategy-Diversification 公司層面的戰(zhàn)略多元化

The corporate level strategy of The Campbell Soup Company deals with three key issues:

坎貝爾湯公司的企業(yè)級戰(zhàn)略涉及三個關(guān)鍵問題：

i) The firm’s overall orientation toward growth, stability, and retrenchment.

i） 該公司的總體方向是增長、穩(wěn)定和緊縮。

ii) The market in which the company competes through its products and business units

ii）公司通過其產(chǎn)品和業(yè)務(wù)部門競爭的市場

iii) The manner in which management coordinate activities and transfer resources and cultivates capabilities among product lines and business units

iii）管理層在產(chǎn)品線和業(yè)務(wù)單元之間協(xié)調(diào)活動、轉(zhuǎn)移資源和培養(yǎng)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有四個產(chǎn)品部門，并將其產(chǎn)品擴展到微波湯，使客戶在無容器的情況下更方便地準(zhǔn)備湯。（坎貝爾2009年年度報告）

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.

顯然，坎貝爾湯公司是一家去中心化的公司，一直在使用相關(guān)的多元化多產(chǎn)品戰(zhàn)略。其戰(zhàn)略是實現(xiàn)業(yè)務(wù)多元化，生產(chǎn)多種產(chǎn)品，并擴大市場份額。坎貝爾利用其工程支持和多樣化的生產(chǎn)為客戶提供方便、美味和優(yōu)質(zhì)的食品。為了支持其操作系統(tǒng)，要求研發(fā)、產(chǎn)品開發(fā)、工程系統(tǒng)等部門生產(chǎn)高質(zhì)量、穩(wěn)定的操作系統(tǒng)，以避免意外停機。

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)

坎貝爾在擔(dān)任坎貝爾首席執(zhí)行官的麥戈文的領(lǐng)導(dǎo)下，試圖采用不相關(guān)的多元化戰(zhàn)略，以快速擴大產(chǎn)品線，增加利潤和收入。坎貝爾試圖收購其他公司，以快速獲得新產(chǎn)品和新市場。坎貝爾不再只收購食品，而是開始使用不相關(guān)的多元化戰(zhàn)略來收購它認(rèn)為能夠利用消費者趨勢的公司，并收購涉及所有類型業(yè)務(wù)的公司。例如，三角制造公司，一家健身產(chǎn)品制造商，顯然與該公司的核心產(chǎn)品無關(guān)。（愛爾蘭，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)

坎貝爾在使用不相關(guān)的多元化戰(zhàn)略時未能創(chuàng)造金融經(jīng)濟的一個主要原因是，該公司管理其核心產(chǎn)品部門的方法從未改變。與此同時，公司總部人員沒有實施有效管理內(nèi)部資本市場所需的強有力的財務(wù)控制。接替麥戈文的大衛(wèi)·約翰遜決定，坎貝爾不應(yīng)再使用多元化戰(zhàn)略，而是通過使用相關(guān)的受限戰(zhàn)略，通過運營相關(guān)性創(chuàng)造價值，來降低多元化水平。坎貝爾的相關(guān)受限多元化戰(zhàn)略涉及轉(zhuǎn)移核心競爭力，從而獲得競爭優(yōu)勢，并從價值鏈分析開始，以確定在類似價值鏈之間轉(zhuǎn)移技能或?qū)I(yè)知識的能力，另一方面，利用轉(zhuǎn)移活動的能力。Campbell應(yīng)提高其濃縮線的60%以上，并更加致力于加快其現(xiàn)有投資組合的業(yè)績，尤其是在美國市場，并繼續(xù)為卓越的長期增長奠定基礎(chǔ)。（坎貝爾2010年增長計劃）

4.2.1 External Acquisitions and Partnerships 外部收購和合作

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.

通過創(chuàng)造價值的外部開發(fā)，Campbell's能夠在其整個產(chǎn)品線中增加其市場份額。例如，由于坎貝爾公司最近收購了手工面包制造商Ecce Panis，該公司的烘焙和小吃業(yè)務(wù)有望增長。此次收購使坎貝爾能夠進(jìn)入蓬勃發(fā)展的手工面包市場。

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.

隨著美國外國人口的不斷增長，有人建議坎貝爾應(yīng)該考慮更多具有這些移民種族背景的產(chǎn)品。考慮到當(dāng)今社會的大量不同品味，該品牌很可能會擴大產(chǎn)品線的深度。

5.0- Strategy Implementation 戰(zhàn)略實施

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為組織提供重點，對有效建立目標(biāo)和制定戰(zhàn)略至關(guān)重要。（Haberberg和Rieple，2001年）為了讓坎貝爾夫婦進(jìn)入一個競爭激烈的未來，他們需要定義自己的真實身份、關(guān)注點、哲學(xué)，以及是什么讓他們相對于競爭對手具有競爭優(yōu)勢。這一點必須在公司的所有領(lǐng)域和部門、所有級別都清楚，才能成功執(zhí)行任務(wù)說明。

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.

坎貝爾的戰(zhàn)略實施包括設(shè)計組織結(jié)構(gòu)、分配資源、開發(fā)信息和決策流程以及管理人力資源，包括獎勵制度、領(lǐng)導(dǎo)方法和人員配置等領(lǐng)域。根據(jù)Wheelen和Hunger（2007）的觀點，戰(zhàn)略實施過程包括各種必要的管理活動，這些活動是啟動戰(zhàn)略、實施戰(zhàn)略控制以監(jiān)測進(jìn)展并最終實現(xiàn)組織目標(biāo)所必需的。

5.1- Management Issue 管理問題

Restructuring 重組

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.

從宏觀經(jīng)濟的角度來看，食品加工行業(yè)的一年與下一年是相對不可分割的。自1980年以來，坎貝爾的公司戰(zhàn)略和公司管理結(jié)構(gòu)經(jīng)歷了幾次重組。

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，該公司宣布了一系列提高運營效率和長期盈利能力的舉措，包括出售澳大利亞的某些咸味快餐品牌和資產(chǎn)，關(guān)閉澳大利亞和加拿大的某些生產(chǎn)設(shè)施，以及精簡公司的管理結(jié)構(gòu)。由于這些舉措，2008年，該公司記錄了1.75億美元的重組費用。該費用包括出售某些澳大利亞咸味快餐品牌和資產(chǎn)的凈損失、員工遣散費和福利成本，包括削減和其他養(yǎng)老金費用的估計影響，以及財產(chǎn)、廠房和設(shè)備減值費用。重組活動的成本如附錄2所示

Workforce Diversification 勞動力多元化

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致力于通過為員工提供做好工作所需的資源來履行“Campbell以人為本，以人為本”的承諾；具有競爭力的薪酬和福利；學(xué)習(xí)的機會；并在工作中成長。

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，坎貝爾董事會由14名獨立成員和一名公司高管Doug Conant組成。董事會運作由一位獨立的非執(zhí)行主席管理。董事會認(rèn)為，董事背景和觀點的多樣性有助于健全的公司治理。目前，他們的三名董事是女性，一名來自印度，一名董事是非裔美國人。坎貝爾董事會如附錄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.

首席執(zhí)行官認(rèn)為，員工多樣性對于成為公司整體戰(zhàn)略目標(biāo)的支柱至關(guān)重要。因此，Campbell's致力于吸引多元化的有才華的員工群體，為他們的所有員工提供發(fā)展機會和文化，讓他們能夠在其中蓬勃發(fā)展，并為員工提供職業(yè)發(fā)展和生活質(zhì)量提升，使Campbell's成為一個特殊的工作場所。

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. 

董事的年費相當(dāng)于同行食品和消費品公司支付的董事薪酬中值。每位董事約50%的費用以現(xiàn)金支付，50%以普通股支付。自1993年以來，Campbell一直存在董事持股要求。目前，董事們實益擁有該公司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.

盡管坎貝爾公司已經(jīng)成功實施了員工多元化戰(zhàn)略，但建議該公司也向普通員工提供股票期權(quán)。通過提供員工股票期權(quán)，員工有機會以特定價格購買公司股票。當(dāng)股票提供給員工時，授予或執(zhí)行價格應(yīng)與股票價值掛鉤。員工可以選擇以固定價格購買股票，然后在一段時間后出售。

Employee Engagement 員工敬業(yè)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.

坎貝爾相信，當(dāng)員工充分了解情況，了解公司的商業(yè)目標(biāo)和計劃，并被邀請定期提供反饋時，他們會感到最受重視。2007年和2008年，坎貝爾被蓋洛普評選為美國“最佳工作場所”之一。該公司認(rèn)為，其工作環(huán)境有助于他們相對穩(wěn)定的保留率和提高市場績效。

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每年都會進(jìn)行員工調(diào)查，以制定工作組行動計劃，授權(quán)員工個人改善工作場所并加強公司的商業(yè)實踐。

5.2 Marketing Issues 營銷問題

The Campbell’s understands that successful marketing implementation is affected by marketing variables.

坎貝爾明白，成功的營銷實施受到營銷變量的影響。

5.2.1 Market Segment 細(xì)分市場

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.

該公司2009年的財務(wù)報告將其業(yè)務(wù)劃分為四個關(guān)鍵類別：美國湯、醬汁和飲料、烘焙和小吃、國際湯、醬汁與飲料以及北美食品服務(wù)。

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的銷售額約為380萬美元，約占2009財年銷售額的一半，并為公司帶來了大部分利潤。Campbell's、V8、Swanson和Prego等核心品牌通過創(chuàng)新、消費者降價和改進(jìn)分銷渠道，實現(xiàn)了4%的綜合增長。（附錄2）

5.2.2 Marketing Strategies 營銷策略

Product 產(chǎn)品

The Campbell’s positioning is providing healthy and nourishing products within the product line.

坎貝爾的定位是在產(chǎn)品線內(nèi)提供健康和營養(yǎng)的產(chǎn)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.

*產(chǎn)品線寬度有許多不同的選擇。話雖如此，產(chǎn)品線的深度實際上是最大的。每種產(chǎn)品都有多種不同的尺寸和口味。該品牌為消費者提供充足的產(chǎn)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，包裝也很好地組織起來，適合單品或多品購買。

* 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.

*該包裝還實現(xiàn)了消費者心目中的準(zhǔn)確感知。他們利用知名運動員向消費者傳達(dá)健康的信息。

Price 價格

* 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.

*品牌名稱內(nèi)產(chǎn)品的定價與定位一致。它們提供了一種觀念，即為了吃得健康，消費者不應(yīng)該支付更多的費用。

* 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.

*坎貝爾品牌的價格通常比其主要競爭對手高出20美分。這是一種讓消費者認(rèn)為坎貝爾的產(chǎn)品質(zhì)量比競爭對手更高的行為。

* While operating in an elastic market, Campbell’s employs special event promotional pricing strategies in order to remain competitive.

*在彈性市場中運營時，Campbell's采用特殊的活動促銷定價策略，以保持競爭力。

* 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.

*該公司還為某些季節(jié)性商品和節(jié)假日提供折扣價。除了這些促銷策略外，他們還采用奇偶策略來傳達(dá)他們的品牌是更高質(zhì)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.

*坎貝爾的品牌集中分布在美國和許多外國的所有地理位置。

* 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.

*在分銷過程中，坎貝爾與批發(fā)商和零售商進(jìn)行交易，從而創(chuàng)造了供應(yīng)渠道。只要通信線路保持開放，這是一個非常有利可圖的概念。目錄營銷也是所采用的另一種分銷形式。這很容易實現(xiàn)，因為產(chǎn)品的保質(zhì)期很長。

* The products are very easily purchased at any marketplace at any given region of the US.

*這些產(chǎn)品在美國任何地區(qū)的任何市場都很容易買到。

Promotion 晉升

* In using the most recent athletic figures in their advertisements, they are successful in maintaining their position of health.

*在他們的廣告中使用最新的運動員形象，他們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.

*在利用零售商幫助營銷的過程中，他們采用了合作廣告技術(shù)。這有助于從許多不同的角度宣傳他們的產(chǎn)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采用的營銷策略的有效性使他們被公認(rèn)為其產(chǎn)品線中的優(yōu)質(zhì)品牌。與比賽相比，坎貝爾的比賽非常注重與公眾互動，比如抽獎、贈品和教育。他們在公共關(guān)系方面的努力使他們成為該行業(yè)最具社會意識的品牌之一。

6.0 Conclusion 結(jié)論

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.

戰(zhàn)略分析最適用于坎貝爾湯公司等大型跨國公司業(yè)務(wù)部門層面的戰(zhàn)略管理。在戰(zhàn)略分析階段，利用波特五力模型和Swot分析對內(nèi)外部環(huán)境進(jìn)行了掃描。此外，基準(zhǔn)測試用于評估績效。戰(zhàn)略制定源于坎貝爾的目標(biāo)和使命，旨在概述業(yè)務(wù)層面和企業(yè)層面的戰(zhàn)略。業(yè)務(wù)層面的戰(zhàn)略涉及公司選擇與哪個市場競爭，而公司層面的戰(zhàn)略更關(guān)心的是管理業(yè)務(wù)組合。最后的戰(zhàn)略實施階段包括管理問題、人員配置和營銷變量，這些變量會影響公司的利潤率。

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