Strategic Analysis of Campbell’s Soup Company

4. Conclusion
The overall achievement of Campbell’s Soup Company (CPB) is that Campbell’s Soup Company (CPB) had achieved some mission that is to encourage innovation and promote sustainable growth annually. However, CPB cannot achieve its vision due to some weaknesses and threats as mentioned above. Therefore, CPB plans many different strategies to solve the problems in its organization.

The strategies that are used by Campbell’s Soup Company (CPB) is Cost-Leadership, which is keeping the costs and prices low for a wide market. The wide market competitive strategy can conquer the market and be a market leader among the all meals business in the world. In support of the new enterprise design, Campbell’s Soup Company (CPB) designed and implemented

a new Integrated Global Services (IGS) organization to deliver shared services across the company. Moreover, CPB has received The Gallup Great Workplace Award for 2010. This award is based on the most rigorous workplace research ever conducted. A panel of workplace experts evaluated the award-winning organizations. Campbell is among the winners because its results demonstrate one of the most productive and engaged workforces in the world.

On the other hand, CPB’s net sales decreased 2% in 2015 to $8.082 billion, primarily due to the impact of currency translation and one less week compared to the prior year, partly offset by higher selling prices. Moreover, CPB’s gross profit decreased to 34.7% from 35.1% a year ago as the inflation and increased supply chain costs, partly offset by productivity improvements and higher selling prices. Administrative expenses of CPB increased 3% to $593 million from $573 million a year ago. Thus, CPB’s performance is declining for this year.