Having read Chapter 6 in your course text, you should now be familiar with the concepts of planning, strategy, and a competitive advantage. It is now time to examine the case of the Campbell Soup company and the direction that the CEO took that company in the early 2000s. See Chapter 6 of your course text.
The Campbell Soup Co. is still one of the world oldest and best-known global food companies. This company also owns many other well-known brands that are not associated with a soup product. In 2001, the company’s profits and stock price plunged due to loss of market percentage and a decrease in demand for several key products. The CEO, Douglas Conant, took an almost textbook approach to rebuilding the company, and he achieved remarkable success.
Submit by Day 7 a 300 – to 700- word paper which answers all of the following questions:
Summarize the key findings of the SWOT analysis done by Conant. Explain why they are “key” findings.
Which of following term or terms best describes the strategy or strategies that Conant implemented at the Campbell Soup Co.? Why?
Was the Campbell Soup Co. vertically integrated? If it was, was it backwards or forward integrated? Explain your reasoning.
In your opinion, what do you think were the strengths and weaknesses of Conant’s strategic decisions?
Application Assignments must be in APA style and format.
Jones, G. R., & George, J. M. (2014). Essentials of contemporary management (6th ed.). New York, NY: McGraw-Hill.
Chapter 5, “Decision Making, Learning, Creativity, and Entrepreneurship” (pp. 154–183)
This chapter addresses the concepts of “programmed” and “non-programmed” decisions. The authors also review the rational or classical approach to decision making, as well as the administrative model, which seeks to explain why decisions are often flawed. This chapter also introduces the possibilities and the problems inherent in group decision processes, and describes the role of creativity and learning in decision making and entrepreneurship.
Focus on the definitions and concepts provided throughout this chapter. After reading this chapter, ask yourself how decisions have been made in your current or former workplace. What kinds of decisions were programmed? Where was the guidance to make programmed decisions? Was there a rational process used to make non-programmed decisions? Were any group processes used to gather information and perspectives, or generate ideas? Concerning the rational or Classical Approach to decision making; how are each of the steps in the decision-making process critical to choosing the right course of action? What efforts have you seen, in your present or past workplaces, to increase organizational learning or encourage creativity? Did those efforts or lack of efforts contribute to the successes or problems of the organization?
Chapter 6, “Planning, Strategy, and Competitive Advantage” (pp.184–221)
This chapter addresses the concept of a “competitive advantage” and how, through planning and strategic decisions, a competitive advantage can be obtained. The authors explain planning levels, types, and time frames, along with their correlation to levels of management and perspectives of the company’s operations and environment. The concept of “strategy” is discussed at length, along with various approaches to formulating a strategy with examples provided to help the reader understand the complexity and variety of strategic planning.
Focus on the definitions and concepts provided throughout this chapter. Consider the differences between adopting a domestic strategy and a global strategy, as well as a low-cost strategy and a differentiation strategy. Ask yourself, what companies that you know of have a competitive advantage in some area over their competitors? How do they use their competitive advantage to secure, build, or expand their business? Can you identify a clear strategy they have implemented to take advantage of their competitive advantage? Would you select the same strategy, or would you implement a different strategy? Does your employer have a competitive advantage? Does your employer appear to have a business strategy? Why or why
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