http://www.foodinternational.net Elsevier Food International articles on Industry Profile en-gb http://www.foodinternational.net http://www.foodinternational.net/images/logo_rss.gif 34 144 Food International: Tomorrow's food industrie in perspective http://www.foodinternational.net/articles/industry-profile/1467/hershey-goes-back-to-basics.html Restructuring, raw material costs and a poor product mix all contributed to a disastrous performance by Hershey in 2007.But the company says it has learned from its mistakes and is preparing a new assault on America’s increasingly refined tastebuds.Elsevier Food International, Vol.11, Number 1, February 2008 Chris JOnes Fri, 19 Sep 2008 12:09:00 GMT http://www.foodinternational.net/articles/industry-profile/1467/hershey-goes-back-to-basics.html http://www.foodinternational.net/articles/industry-profile/1170/performance-with-purpose.html Firmly focused on convincing consumers that fizzy drinks and potato snacks can be both healthy and tasty, US-based PepsiCo is confident that its strategy will continue to pay off.Elsevier Food International, Vol. 11, Number 1, February2008 Chris Jones Tue, 15 Apr 2008 13:50:00 GMT http://www.foodinternational.net/articles/industry-profile/1170/performance-with-purpose.html http://www.foodinternational.net/articles/industry-profile/997/danone-time-for-health-check.html July 2007 was a busy month for French food group Danone. On 3 July it announced the sale of its LU biscuit business to US-based Kraft Foods for €5.3 billion and a week later Danone unveiled its plan to acquire the Dutch nutrition group Numico for the not insignificant sum of €12.3 billion.Elsevier Food International Vol.10, No.4, November 2007 Chris Jones Sun, 03 Feb 2008 14:27:00 GMT http://www.foodinternational.net/articles/industry-profile/997/danone-time-for-health-check.html http://www.foodinternational.net/articles/industry-profile/970/barillas-mission-.html Guido Barilla, chairman of the Barilla Holding, took the moral high ground in his speech during the ECR Europe Forum & Marketplace early May in Milan. He called on the community of the international food industry to become truly sustainable by prioritising people over profit. But how credible is this moral appeal from Barilla Holding? Elsevier Food International, Vol. 10, Number 3, September 2007 Pascal Kuipers Tue, 11 Dec 2007 12:26:00 GMT http://www.foodinternational.net/articles/industry-profile/970/barillas-mission-.html http://www.foodinternational.net/articles/industry-profile/30/fuelling-p%26gs-p%26l.html When A.G. Lafley took over the helm at Procter & Gamble (P&G) in 2000, he not only steered the company back into its core activities but also returned to the P&G mantra ‘the consumer is boss.’ Acquiring Gillette for US$75 billion in January this year not only marked the company’s largest acquisition ever, but also added a new dimension to the strategic moves of the iconic consumer goods maker.Elsevier Food International, Vol.8, No.3, September 2005Pascal Kuipers Thu, 08 Sep 2005 22:23:00 GMT http://www.foodinternational.net/articles/industry-profile/30/fuelling-p%26gs-p%26l.html http://www.foodinternational.net/articles/industry-profile/42/heinekens-metamorphosis.html In recent years Heineken has developed from a cautiously managed company into an aggressive predatory player in the international beer market. The decease, in early 2002, of the ubiquitous Freddy Heineken who even after stepping back as chief executive controlled whatever happened at Heineken, and the appointment of a new CEO in April 2002 may well be two major landmarks in Heineken’s metamorphosis.Elsevier Food International Vol.7, No.3, September 2004 Pascal Kuipers Mon, 13 Sep 2004 22:16:00 GMT http://www.foodinternational.net/articles/industry-profile/42/heinekens-metamorphosis.html http://www.foodinternational.net/articles/industry-profile/1218/cold-gold-battle.html Beer sales are flat or declining in North America and Western Europe, which account for the bulk of the volume of the global beer market. Three out of the last five years have seen sales fall. This has led not only to a spate of mergers and acquisitions, but to a race among major brewers to gain a foothold in the potentially lucrative emerging markets in China, Russia, Brazil, Mexico and Eastern Europe. Elsevier Food International, Vol. 6, Number 2, May 2003 Len Lewis Mon, 05 May 2003 10:44:00 GMT http://www.foodinternational.net/articles/industry-profile/1218/cold-gold-battle.html http://www.foodinternational.net/articles/industry-profile/1292/philip-moris-playing-the-name-game.html Philip Morris has certainly come a long way since 1998, when bad public opinion and slumping sales caused a considerable slow-down in its momentum. However, with the acquisition of Nabisco Brands in late 2000 and now, with the proposed changing of its name to Altria, the organisation would appear to be back on track. Insiders say the future looks rosy, but some analysts urge caution. Elsevier Food International, Vol. 5, Number 1, February 2002 Thu, 28 Feb 2002 12:01:00 GMT http://www.foodinternational.net/articles/industry-profile/1292/philip-moris-playing-the-name-game.html http://www.foodinternational.net/articles/industry-profile/1347/cokes-horrible-in-between-stage.html Douglas Daft is only the ninth Coca-Cola chairman in 116 years, and the first not to hail from the United States. It's his job to restructure a soft drinks giant that's suffering badly from flagging business and declining profitability. Tough measures are needed, and for Daft these include reducing Coke's workforce by almost 20 per cent, disposing of badly performing bottling and distribution assets and installing a new management structure that divides the company into four strategic business units. Elsevier Food International, Vol. 4, Number 4, November 2001 Pascal Kuipers Fri, 09 Nov 2001 12:16:00 GMT http://www.foodinternational.net/articles/industry-profile/1347/cokes-horrible-in-between-stage.html