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5 pages. This paper gives an overview of the Campbell's Soup Company, its methods of operations, research and development and human resource issues. This company obviously has done many things right to have lasted over one hundred years in this competitive industry. Bibliography lists 3 sources.
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5 pages (~225 words per page)
File: D0_JGAsoups.rtf
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done many things right to have lasted over one hundred years in this competitive industry. THE COMPANY Campbells Soups is a company that is 132 years old. In
this world of businesses that go bankrupt, get taken over, taken apart, or just simply fade away, Campbells Soups has obviously found a successful formula not only for their product
but for their company management as well. President and Chief Executive Officer Douglas R. Conant was appointed to his position in January of 2001. He is only the 11th
leader in the entire history of the company. Campbells Soups not only is keeping its head above water, but is buying up more companies as well. In April of
2001 Campbells completed negotiations for the purchase of several "market-leading soup and sauce businesses in Europe from Unilever" (Campbells Soups PG, 2001) for about $900 million U.S. This purchase
included the three top dry soup brands in three different countries, thus assuring Campbells a place on the grocery store shelves around the world for a long time to come.
MANAGEMENT OF THE CORPORATION In order to manage the business like it does, Campbells has to be very savvy when it comes to management. Many business leaders such
as David Ogilvy, Lee Iacocca, Estee Lauder and Douglas R. Conant can be characterized as leading like emperors since they "run their businesses like empires" (Wareham, 49, 1996). The
unique characteristics of business leaders such as these include an interesting balance between a sense of security and insecurity, as well as abnormally high family expectations and boundless energy and
drive. The emperor-like business leaders are also highly persuasive and possess excellent negotiating skills (Wareham 1996). Industry analysts tell us that a firms resources and capabilities include all of
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