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    Kraft Kraft Presentation Transcript

    •  BriefDescription about Kraft Case Introduction Leadership Corridor Model Analysis Of The Case Conclusion In Perspective Of Other Organisation
    •  Kraft Foods, Inc is the largest confectionery, food, and beverage corporation headquartered in the United States. Kraft Foods was formed on December 10, 1923 by Thomas H. McInnerney & is headquartered in Northfield, Illinois. It was initially set up as an ice-cream industry but through acquisitions it expanded into a dairy industry. By 1930 it exceeded Borden to become the largest dairy company in the world.
    •  The companys core businesses are in beverage, cheese and dairy foods, snack foods, confectionery, and convenience foods. Few major brands of kraft are Kraft Dinner, Oscar Mayer, Maxwell House, Cadbury, etc. Each brand of Kraft generate a revenue of about $ 1 billion. 50 additional brands have revenues greater than $100 million. In 2010, Cadbury was bought over by Kraft which resulted in the boycott of all its products.
    •  The case talks about Kraft’s Leadership Corridor Process. Need for such development process. Leadership development: “On the job, for the job.” Implications on other Organizations.
    • Leadership Corridor Bottom Line Loose – Tight Company Before Responsibility Management Individuals Up or into Exposure Exposure Creative the right Dissattisfactionto outside to top role talent managers Movement Learning around from staff the matrix function
    •  Bottom – Line Responsibility  Objective: Cost Control & Brand Building.  Category Business Directors This stage has two touch points:-  Exposure to outside talent  Exposure to top managers
    •  Loose – Tight Management  Objective: Room for creativity  Induce profitability with tough financial & operational controls.  It has two touch points:-  Movement around matrix  Learning from staff functions
    •  Company Before Individuals  Objective: Improve the company’s products & processes  It has two touch points:-  Creative Dissatisfaction  Up or into the right role
    •  In Perspective of Kraft  Complete understanding of the entire gamut of business across every employee.  Increase in intellectual capital along with new business ideas & better practices.  Developing expertise in business management  Focusing on making the business to be a pioneer.  Creation of staff slots to keep talent onboard.  Tight Integration: Reduced cost, build brands & develop people
    •  In Perspective of Other Organizations  Loose – tight management was applied to high level managers.  Since the model was tailor made as per Kraft, so organizations needed to modify the model as per their needs. E.g.:- Case of Gillette  Cost cutting is secondary objective & is usually reactive.
    • Presented byShreyas Pendharkar Shivangi Sahu Sridip Sarkar Subrato Biswas