KFT presented its new global growth strategy at a meeting of analysts and investors in New York today.
One of the world's largest snack companies, Mondelez International owns a pantry of billion-dollar brands such as Cadbury and Milka chocolates; LU, Nabisco, and Oreo biscuits; Trident gum; and Tang powdered beverages.
The company's portfolio includes global, national, and regional brands, many of which are more than years old. Biscuits cookies, crackers, and salted snacks and chocolate account for most of the company's sales.
Mondelez, which operates worldwide, generates most of its revenue outside the US. Operations Mondelez's portfolio of food and snack brands are organized into five product categories. Mondelez has some manufacturing and processing facilities in more than 50 countries, primarily in Europe and the AMEA region.
It also has about distribution centers, nearly two-thirds located in North America. Sales and Marketing Mondelez sells its candy, snacks, and beverages through supermarket chains, wholesalers, supercenters, warehouse clubs, mass merchandisers, convenience stores, drug stores, and other retail food outlets.
The company also sells through independent sales offices and agents in some of its international locations. Financial Performance Since the time of its divestiture of Kraft Food Group inMondelez's revenue has been in decline.
This was offset slightly by organic revenue growth of nearly 1. Strategy Mondelez has been focusing on its core brands its Power Brands and brands that appeal to changing consumer tastes as a key element of its growth strategy.
It has launched healthier versions of some of its iconic brands, including Oreo and Ritz.
In addition, the company has recently introduced new brands designed to appeal to the Millennial generation and others who prefer "better-for-you" snacks, including savory lines Good Thins in and Vea in As part of this focus on core and growth brands, Mondelez in combined its wholly owned coffee business with the coffee business of The Netherlands-based D.
Mondelez owns just over a quarter of the venture. In it sold its Australia and New Zealand grocery business, which includes the well-known Vegemite brand. It has spent about a billion dollars in restructuring and implementation costs in each of the past two years as it works to make its supply chain more efficient and reduce overhead.
The restructuring has included asset disposals and layoffs.Kraft began by moving decision making about such matters as product development and manufacturing to lower levels in the hierarchy — thus taking aim at one of the biggest perceived problems in the company, its general managers’ lack of control over key P&L nationwidesecretarial.com://nationwidesecretarial.com · Since March of , when Kraft was released by Altria to trade on the stock exchange and do business as an independent company, corporate strategy has nationwidesecretarial.com Strategy Implementation: Kraft Foods Group Introduction With the growing competition in the food market, the participating companies have the obligation to adopt strong ways through which to implement the strategies that would help in the acquisition of the competitive advantage over the other nationwidesecretarial.com://nationwidesecretarial.com /apa/business-and-marketing/nationwidesecretarial.com · Two weeks ago, Kraft Foods Group and H.J.
Heinz Company agreed to merge to create a food and beverage monolith valued by some analysts at $49 billion. While the megamerger may cause some investors to rejoice at potential future earnings, it also might put nationwidesecretarial.com Strategic Report for The Kraft Corporation Jordan Hathaway Elia Mrak-Blumberg Edward Wexler-Beron April 4, The Kraft Company began in when James L.
Kraft started a wholesale cheese acting in the same fashion as James Kraft, founded several independent food companies: Oscar Mayer turned around a failing meat market in .
· and similar expressions are intended to identify our forward-looking nationwidesecretarial.com://nationwidesecretarial.com