{[ promptMessage ]}

Bookmark it

{[ promptMessage ]}

Case Analysis_Campbell

Case Analysis_Campbell - Group 8 Nishant S Jain Rikhav...

Info iconThis preview shows pages 1–2. Sign up to view the full content.

View Full Document Right Arrow Icon
Group 8 Nishant S Jain Rikhav Parikh Case Analysis: Campbell Soup Company Throughout the 1980s, the Campbell Soup Company was formidable competitor in the food market, offering a wide range of products (spaghettis, vegetable juices, frozen dinners, condensed soups, dry soups, etc.), and continuing a reputation for high-quality products. The canned soup market was evolving rapidly however. Competition was growing and competitors were beginning to offer products with good quality that also incorporated at-home convenience. In this challenging but favorable context, Campbell Soup Company decided in 1983 to begin development on a microwaveable soup housed in a container that was microwave-safe. After market research data was analyzed, the Plastigon container was chosen as the design worthy of production. The Plastigon design was innovative. It was sealed to keep food fresh without freezing, had handles that allowed the consumer to handle the container hot, and had an attractive table-top appearance. Campbell put much hope in this innovation, considered as the key to their future success. The Campbell Soup Company allocated teams of engineers, set aside floor space in their Maxton, NC planet, and invested in newly designed production capital for the Plastigon project. Despite all these efforts, four years later the product is not yet in production, despite the seemingly close proximity of the ultimate goal. During the years of planning and production line testing/debugging from 1983 to 1988, the Campbell Soup Company had some shortcomings that delayed the Plastigon container from being ready for sale. Due to their strong stance in the food market and past success, primarily due to frozen products, Campbell’s engineers attempted to adapt previously held knowledge of soup production in order to develop this new product. Instead of adopting an incremental approach, they jumped into a wide ocean of new challenges with little preliminary evaluation of the company’s capabilities, and the unforeseen technical challenges that lie in handling new container geometry, the Plastigon. Thus, it was not initially treated as an entirely new project with dedicated step-by-step studies and suited processes, but merely as an adaptation of an existing process. Indeed, John Gardner (the third Director of Engineering Programs since 1983)
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
Image of page 2
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}