Campbell Soup CompanyContents1. Business Overview2. Presentation of the case3. Plastigon development process4. Problem and solution1. OverviewCampbell Soup Company /2006Revenue: $7,343 millionOperating income: $1,151 millionHeadquarters: Camden, New JerseyEmployees: 23,000Market share: approximately 80%Vision: “Together we will build the “the world's most extraordinary food company, nourishing the lives of people everywhere, every day” Value: “We will pursue our mission with passion, character, skill and teamwork”2. Case IntroductionOur case falls between 1987 and 1988. Its sales of $4.5 billion (75% in the United States and Canada and 25% overseas) came from soup products (where the share of Campbell's market in the United States was approximately 60%), spaghetti products, canned vegetable juices, prepared dinners. , baked goods, and new businesses in 1987. With $1.6 billion of its 1987 revenues coming from soups, Campbell dominated two of the three major segments of that market. concentrated soup, ready to serve (RTS), dry soup. By the late 1970s, technology had improved to the point that prices were falling rapidly. Once reserved for large industrial applications, microwave ovens (often referred to informally simply as "microwaves") have increasingly become a standard part of most kitchens. The rapid decline in the price of microprocessors also contributed to the addition of electronic controls to make ovens easier to use. By the late 1980s, they were almost universal in the United States and had gained momentum in many other parts of the world. So McGovern, Campbell's CEO, also supported Campbell's move into new products and markets, particularly microwaveable products. While the total market for this production in the United States was only $650 million in 1987, it was predicted to exceed $3 billion by 1992. Although Campbell's first push in the early 1990s 1980 focused on the frozen segment of this market, McGovern was convinced that the development of microwaveable, shelf-stable soups represented not only a major opportunity, but also a necessity if Campbell was to maintain its leadership in the soup sector. . Because: 1. consumers demanded convenience. 2. convenience stores increased their share of the total food market. 3 Japanese companies had created a new market segment, dry ramen noodle “soups”. 3. Plastigon Development Process R&D Department The company's research and development organization included three groups: CIRT and two departments under CCID. The CIRT was responsible for the long and short term. Product research and development, including process concept development, CCID focuses on packaging engineering and development across a wide range of activities. These were divided into three departments: real estate, packaging and engineering systems..