Kraft Foods

11755 Words May 21st, 2011 48 Pages
INTEGRATED COMPANY ANALYSIS
Andy Fleming • Laura Hausfeld • Brett Hoerz • Anna Lyman • Eduardo Saenz

DECEMBER 15, 2010

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TABLE OF CONTENTS EXECUTIVE SUMMARY COMPANY OVERVIEW COMPETITOR OVERVIEW GLOBAL GROWTH STRATEGY - “HITTING OUR SWEET SPOT” OREO IN INDIA: MARKETING ANALYSIS
TARGET SEGMENT POSITIONING MARKETING MIX (PRODUCT, PLACEMENT, PROMOTION, PRICING) COMPETITOR ANALYSIS 3 3-4 4 4-5 5 6 6-8 8 8 8-9 9 9-11 11 12 13 14 14-15 15 16 17 18 19 19 20 20 21 21 22 23 24 25 26 27 28 29 30-31 31 32 33 34 35 36 36 37 37 38 39-40

KRAFT IN INDIA: FUTURE MARKETING STRATEGIES
NEW PRODUCTS INNOVATION

ACCOUNTING
INCOME STATEMENT ANALYSIS BALANCE SHEET ANALYSIS

VALUATION DISCOUNTED CASH FLOW (DCF) ANALYSIS CONCLUSION APPENDICES
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Kraft maintains focus on its “unrivaled portfolio of brands people love,”2 as more than 80% of its revenues come from products that hold the number one share position in their respective categories. Kraft‟s capital structure is 64.1% equity and 35.9% debt. Its operating margin is currently 13.69% (EBIT/revenue). Kraft is a high yield dividend-paying company offering 3.70% dividend yield. Its earnings per share ratio (EPS) is currently 2.09. COMPETITOR OVERVIEW Given Kraft‟s large portfolio of brands (see Appendix E) and range of products, it faces competition from domestic and international companies, smaller regional companies, and generic brands. Some of Kraft‟s key competitors are Nestle, Pepsi-co, Coca-Cola, Danone, and Heinz. As Kraft moves forward with its plan to capture market share in developing markets, it must be aware that several of its competitors have similar growth strategies. For example, Coca-Cola has named Mumbai one of the cities most important to its growth and Nestle touts its commitment to Middle East operations after opening a $136 million manufacturing plant in Dubai (see Appendix F). GLOBAL GROWTH STRATEGY - “HITTING OUR SWEET SPOT” Seven months after acquiring Cadbury, Kraft announced a new global growth strategy. Centered on marketing leading consumer brands (see Appendix G) and pursuing growth opportunities consistent with consumer

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