THE REVIVAL OF AN ICON
AND HOW KANTAR CAN HELP
MARCH 10TH 2011

CAMPBELL’S ONE OF AMERICA’S ICONIC BRANDS
2

CHALLENGING TIMES FOR CAMPBELL’S SOUP COMPANY
3
8.0% 7.0%
-4.0%
-7.0%
-4.0%
6.0%
4.0%
2.0%
0.0%
-2.0%
-4.0%
-6.0%
-8.0%
Second Quarter – U.S. Soup Net Sales
Total Condensed Ready-to-Serve Broth
Retail Sales – U.S. Wet Soup Category Performance
Campbell
-4.1%
All
Other Branded
-1.6%
7.0%
Private
Label
Soup
Company
-3.4%
8.0%
6.0%
4.0%
2.0%
0.0%
-2.0%
-4.0%
-6.0%
-8.0%

WE BELIEVE THAT WE ARE UNIQUELY PLACED TO HELP YOU DRIVE
GROWTH ACROSS YOUR PORTFOLIO
4

2. How is our brand
positioned in the marketplace
and what do we need to do to
strengthen it?
Central Question….
How do we reverse category &
brand declines to put Campbell’s
Soup Company on a path to
sustainable growth?
1. What future trends will
impact our business?
5. How should our
communications strategy
support our brand equity
objectives?
7. How do we align our
growth strategies to our retail
and food-service customers?
3. How does our current
portfolio meet consumer
needs and where are the
white spaces?
8. How do we ensure
maximum in-store
conversion through optimal
assortment, brand, price,
pack and point of sale
materials?
4. Where should we be
placing our innovation bets
over the next 5 years?
6. What should the optimal
balance be between
promotions and brand
building activities and how
do we allocate our marketing
investment across
connections points?
5

2. How is our brand
positioned in the marketplace
and what do we need to do to
strengthen it?
Central Question….
How do we reverse category &
brand declines to put Campbell’s
Soup Company on a path to
sustainable growth?
1. What future trends will
impact our business?
5. How should our
communications strategy
support our brand equity
objectives?
7. How do we align our
growth strategies to our retail
and food-service customers?
3. How does our current
portfolio meet consumer
needs and where are the
white spaces?
8. How do we ensure
maximum in-store
conversion through optimal
assortment, brand, price,
pack and point of sale
materials?
4. Where should we be
placing our innovation bets
over the next 5 years?
6. What should the optimal
balance be between
promotions and brand
building activities and how
do we allocate our marketing
investment across
connections points?
6

FUTURE TRENDS HELP US TO MAKE SENSE OF A
CHANGING MARKETPLACE
7
Macro
Type of trend
Micro
MACRO
Social, technological, environmental,
economic, political and organisational
trends that shape the operating
environment
MICRO
Trends in consumer or brand
behaviour within specific categories

FUTURE TRENDS HELP US TO MAKE SENSE OF A
CHANGING MARKETPLACE
8
Macro
Type of trend
Micro
MACRO
Social, technological, environmental,
economic, political and organisational
trends that shape the operating
environment
MICRO
Trends in consumer or brand
behaviour within specific categories

TRENDS IMPACTING FOOD BUSINESSES
9
Resource
Scarcity
Return of
Nostalgia
Desire for
experiential
Increasingly
Regulation

USE OF FUTURE TRENDS: UNDERSTANDING THE FUTURE LANDSCAPE
OF A CATEGORY
What
− Understanding the evolution of the global tissue
market over the next decade across developed and
emerging markets, linking to opportunity spaces for
the brand
How
− The Futures Company identified the macro dynamics
affecting the future growth of the category, and linked
these to our understanding of evolving consumer
need states to create a set of future landscapes for
the category
Benefit
− A future-facing Brand Vision was created, showing
how the brand could evolve over time.
− Identification of platforms for innovation and
innovation concepts linked back to the 2020 Vision

USING TRENDS TO DEVELOP A BRAND VISION
We spot the best route for the future evolution of the brand to create a Brand Vision.
The Brand Vision is clearly defined through:
− Where the brand can credibly play
− What the brand could be in the future
− The key points of differentiation
AAA xxx
YYY
Consumer attitude towards
Health per annual care
Ambition for the
brand by 2020
growth and
Expansion here
Path to 2020
xxx xxx
Consumer Interaction
in the marketplace
Kleenex centre
of gravity today
(2009)
AAA xxx BBB

USE OF FUTURE TRENDS: COMBINING TREND AND SEGMENTATION
INSIGHT TO INFORM STRATEGY AND INNOVATION
What
− A global food and drink manufacturer wanted to understand
the key opportunities that would arise from changing needs
in Lat Am & implications for future strategy, investment &
innovation
How
− We mapped onto the client’s segmentation our proprietary
insight of trends and understanding of their macro drivers.
This identified the evolution of consumer need states.
− Working with the client, we projected which of these need
states would grow and within which cohort groups.
Benefit
− The interrogation of these projections revealed a series of
key growth areas and priority targets for investment &
innovation.
− Consequently two new products tailored for the growing
need states in particular demographics were successfully
developed and launched within 12 months.

FIVE SHARES KEY WORDS
− Real Growth: This may look
expensive and/or uncertain, but real
growth will increasingly come from
uncomfortable places
− Wallet Share: Focus energy on how
my communication can convert
occasionals to loyalists
− Decisions: When in doubt, frame the
strategy around a decision you need to
influence or want to change
− Solutions: Expand your
Real Growth
Share of
Wallet Share of
Retailer/
Landscape
Market
Evolution and
Conditions
Shopper
Engagement
Post-Recession
Digital Shopper
Information
Post-Desktop
Information
Share of
Share of
Decision
Share of
Solution
communication to be a more holistic
solution – how can you “improve lives”
better? 13

THE REVIVAL OF AN ICON:
KANTAR CAN HELP
END OF PRESENTATION