Food
| 1. NESTLE SA In 2000, Nestle USA identified the strategic opportunity to establish and maintain meaningful relationships with its end-consumers. Until then, Nestle USA had strong business relationships with its retailer s but a limited understanding of the diverse needs of the consumers. As a result, Nestle USA created the Nestle Consumer Relationship Marketing Program with an enterprise multi-channel consumer marketing capability to distribute targeted product offers, loyalty-based promotions and product information. These efforts have enabled Nestle USA to be able to increase emotional loyalty, enhance product/brand affinity, increase revenue and profitable growth. Powered by Epiphany and executed by Deloitte, Nestle USA is now exploring strategic opportunities to connect the program with its enterprise trade promotion and retail execution solutions to generate critical consumer insights at the region/store level. 2. KRAFT FOODS In June 2006, Kraft Foods replaced Chief Executive Roger Deromedi with former Frito- Lay CEO Irene Rosenfeld in an effort to implement cost-cutting measures and speed growth. Rosenfelds first order of business: Reshuffle several executive positions to shift decision-making to division leaders. In September 2006, Kraft unveiled its new executive team with a sharpened focus on innovation, marketing and growth. "Our new team will build a Kraft that is bolder, more agile, more creative and more focused," says Rosenfeld. "We're putting more day-to-day decision-making in the hands of our North American sectors and international regions - the people closest to our consumers, customers and markets. And, we will focus more intensely on consumers' evolving food and beverage needs to take full advantage of our broad product portfolio and to accelerate growth." Among the many management changes, Jeri Finard was named to the newly created position of EVP & Chief Marketing Officer to lead Consumer Innovation & Marketing Services, a new group that merges the company's Global Category Development and Global Marketing Resources & Initiatives functions. |  |
5. SARA LEE CORPORATION
Sara Lee Corporation is making progress in transforming the company to drive longterm, consistent growth as an innovative, integrated operating company tightly focused on its customers and consumers. Since the company began its five-year transformation plan in February 2005 and under the direction of Chairman and Chief Executive Officer Brenda Barnes, Sara Lee has exited non-core businesses (including the successful spin-off of Hanesbrands Inc.), aggressively improved operating effectiveness across all major functions, strengthened its management team, driven new product innovation and continued to evolve its culture. Driving sales in 2007 will be new product introductions (at least 20 are planned), marketing programs and strategic customer initiatives. CIO George Chappelle is also driving continuous improvements through global information systems, including using SAP as its standardized technology platform. CG
Sara Lee Corporation is making progress in transforming the company to drive longterm, consistent growth as an innovative, integrated operating company tightly focused on its customers and consumers. Since the company began its five-year transformation plan in February 2005 and under the direction of Chairman and Chief Executive Officer Brenda Barnes, Sara Lee has exited non-core businesses (including the successful spin-off of Hanesbrands Inc.), aggressively improved operating effectiveness across all major functions, strengthened its management team, driven new product innovation and continued to evolve its culture. Driving sales in 2007 will be new product introductions (at least 20 are planned), marketing programs and strategic customer initiatives. CIO George Chappelle is also driving continuous improvements through global information systems, including using SAP as its standardized technology platform. CG