Swot Analysis Done By Conant

Summarize the key findings of the SWOT analysis done by Conant. Explain why they are “key” findings.

Conclusions of the SWOT analysis.
External analysis: 1. The growing market for health-food and sports drinks 2. The growing market for quality bread and cookies 3. Chocolate products.

Internal analysis: 1. Weaknesses in high level of staff 2. High costs in manufacturing due to the use of old machinery. 3. A conservative culture where staff was not prepared to take risks by fearing and this is a problem in an industry of constant change. 4 Fortress by the economies of scale 5. First-rate R & D division.

Solutions: Conant decided Campbell should use its current products to transform them into products for busy customers and with a healthy

Why? Low-cost, Differentiation, Focus low-cost, Focused differentiation, Related differentiation.

The survival and development of a business plan depend fundamentally on to keep something that allows in general produce, distribute and sell better than its competitors, i.e., a competitive advantage. To acquire this advantage and keep it at the time, strategies must be done with good planning, implementation and control. In the case of Coampbell, Conant used a different strategy for each problem:

Related diversification: Conant decided to use current Campbell’s products to transform them into products for health-consensus and busy customers since there was a growth in the market for healthy foods and sports drinks. Related diversification occurs when the company adds to or expands its existing line of production or markets. In these cases, the company starts manufacturing a new product or penetrate a new market related to its business

These decisions typically require committing significant amounts of resources and to obtain results are uncertain and these will know years once the decision was made. In many cases the company is for the first time taking a decision of a particular type, so there is not much experience. Even if any, strategic decisions are about the not-immediate future and it is usually very different from the past.

Strategic decisions require an evaluation that includes the particularities of the situation which faces and be analyzed with a solid methodology that allows to confidently invest resources, maximizing the probability of obtaining valuable results.

The way in which CEOs make these decisions is critical and, in this particular case the CEO of Campbells took the best choices. In my opinion, at the time of these strategies, the decisions were made based on analysis and rational processes, leaving little space to the intuition and imagination, and devoting few resources to experimentation and possible errors. To prevent these imbalances in the company, it is essential to a proper combination of science, art and practice in strategic