1. What internal resources does Campbell have that may give it a competitive advantage?
2. What do you think Campbell should do to counter the competition and remain in the top of the soup business?

Change was stirring at Campbell Soup. Denise Morrison, who formerly headed the company’s North American soup business, had taken over as CEO in 2011. The change at the top for the company received a lukewarm response from investors, who were watching like hawks to see what drastic changes Morrison had in store. Analysts feared the company may have missed an opportunity by picking insider Denise Morrison to lead the world’s largest soup maker, instead of bringing in outside talent to revive sales.

The soup business had been stagnant or slow growing for many years. Consumer preference had moved away from soup to frozen pizzas and microwave meals. Campbell had struggled in the face of this decline. First it had diversified its products, and then it had consolidated tangible assets in order to focus on soups. By 2015, with Morrison at the helm of Campbell’s, the company had launched more than 50 new products, including 32 new soups. She had also made several high profile acquisitions, most notably Bolthouse Farms, yet despite the revitalization of their product line, the company still fell short of accomplishing any sort of an impressive comeback.

International expansion of the soup products into Russia had not worked, and the effects of efforts to make inroads into the Chinese market were still uncertain. In the U.S. market, competition and general environmental factors had pushed the company to create a healthier product line, but the reduced sodium levels had also negatively affected product taste. The ready-to-serve soup business had not gained any traction against competition, especially from Progresso. Should Campbell keep to its tried-and-true condensed soup formula, or was more innovation necessary to revitalize the company?

Change was stirring at Campbell Soup. Denise Morrison, who formerly headed the company’s North American soup business, had taken over as CEO in 2011. The change at the top for the company received a lukewarm response from investors, who were watching like hawks to see what drastic changes Morrison had in store. Analysts feared the company may have missed an opportunity by picking insider Denise Morrison to lead the world’s largest soup maker, instead of bringing in outside talent to revive sales.

The soup business had been stagnant or slow growing for many years. Consumer preference had moved away from soup to frozen pizzas and microwave meals. Campbell had struggled in the face of this decline. First it had diversified its products, and then it had consolidated tangible assets in order to focus on soups. By 2015, with Morrison at the helm of Campbell’s, the company had launched more than 50 new products, including 32 new soups. She had also made several high profile acquisitions, most notably Bolthouse Farms, yet despite the revitalization of their product line, the company still fell short of accomplishing any sort of an impressive comeback.

International expansion of the soup products into Russia had not worked, and the effects of efforts to make inroads into the Chinese market were still uncertain. In the U.S. market, competition and general environmental factors had pushed the company to create a healthier product line, but the reduced sodium levels had also negatively affected product taste. The ready-to-serve soup business had not gained any traction against competition, especially from Progresso. Should Campbell keep to its tried-and-true condensed soup formula, or was more innovation necessary to revitalize the company?