Campbell Soup CompanyContents1. Company Overview2. Introduction of the case3. Plastigon4 development process. Problem and soul1. Overview Campbell soup company /2006 Revenue: $7,343 million Operating profit: $1,151 million Headquarters: Camden, New Jersey Employees: 23,000 people Market share: approximately 80% Vision: "Together we will build the most extraordinary food company in the world by nourishing the lives of people everywhere, every day" Value: “We will passionately pursue our mission with character, competence and teamwork”2. Case IntroductionOur case is in 1987~8. Its sales of $4.5 billion (75% in the United States and Canada and 25% overseas) came from soups (where Campbell's U.S. market share was about 60%) spaghetti, vegetable juices canned, Forzen dinners, baked goods, and new businesses in 1987. With $1.6 billion of its 1987 revenues coming from soup products, Campbell dominated two of that market's three major segments. condensed soup, ready to serve (RTS), dry soup. By the late 1970s technology had improved to the point that prices were dropping rapidly. Previously found only in large industrial applications, microwave ovens (often informally referred to as simply "microwaves") were increasingly becoming a standard appliance in most kitchens. The rapidly falling price of microprocessors also contributed to the addition of electronic controls to make ovens easier to use. By the late 1980s they were nearly universal in the United States and had taken hold in many other parts of the globe. Therefore, McGovern, Campbell's CEO, also supported Campbell's entry into new products and markets, especially microwave products. While the total market for such manufacturing in the United States was only $650 million in 1987, it was expected to exceed $3 billion by 1992. Although Campbell's initial push in the early 1980s was aimed at the segment frozen in this market, McGovern was adamant that the development of microwave-stable soups was not only a major opportunity, but also a necessity if Campbell wanted to maintain leadership in the soup industry. Because: 1. consumers wanted convenience. 2. Convenience stores were increasing their share of the total food market.3 Japanese companies had created a new market segment, dry ramen "soups." 3. Plastigon Development Process Research and Development Department The company's research and development organization included three groups: the CIRT and two departments under the CCID. product research and development, including process concept development, CCID focuses on engineering and packaging development across a broad range of businesses. These fell into three departments: real estate, packaging and engineering systems.