1. THE REVIVAL OF AN ICONAND HOW KANTAR CAN HELPMARCH 10TH 2011

2. CAMPBELLS ONE OF AMERICAS ICONIC BRANDS2 3. CHALLENGING TIMES FOR CAMPBELLS SOUP COMPANY38.0% 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 SalesTotal Condensed Ready-to-Serve BrothRetail Sales U.S. Wet Soup Category PerformanceCampbell-4.1%AllOther Branded-1.6%7.0%PrivateLabelSoupCompany-3.4%8.0%6.0%4.0%2.0%0.0%-2.0%-4.0%-6.0%-8.0% 4. WE BELIEVE THAT WE ARE UNIQUELY PLACED TO HELP YOU DRIVEGROWTH ACROSS YOUR PORTFOLIO4 5. 2. How is our brandpositioned in the marketplaceand what do we need to do tostrengthen it?Central Question.How do we reverse category &brand declines to put CampbellsSoup Company on a path tosustainable growth?1. What future trends willimpact our business?5. How should ourcommunications strategysupport our brand equityobjectives?7. How do we align ourgrowth strategies to our retailand food-service customers?3. How does our currentportfolio meet consumerneeds and where are thewhite spaces?8. How do we ensuremaximum in-storeconversion through optimalassortment, brand, price,pack and point of salematerials?4. Where should we beplacing our innovation betsover the next 5 years?6. What should the optimalbalance be betweenpromotions and brandbuilding activities and howdo we allocate our marketinginvestment acrossconnections points?5 6. 2. How is our brandpositioned in the marketplaceand what do we need to do tostrengthen it?Central Question.How do we reverse category &brand declines to put CampbellsSoup Company on a path tosustainable growth?1. What future trends willimpact our business?5. How should ourcommunications strategysupport our brand equityobjectives?7. How do we align ourgrowth strategies to our retailand food-service customers?3. How does our currentportfolio meet consumerneeds and where are thewhite spaces?8. How do we ensuremaximum in-storeconversion through optimalassortment, brand, price,pack and point of salematerials?4. Where should we beplacing our innovation betsover the next 5 years?6. What should the optimalbalance be betweenpromotions and brandbuilding activities and howdo we allocate our marketinginvestment acrossconnections points?6 7. FUTURE TRENDS HELP US TO MAKE SENSE OF ACHANGING MARKETPLACE7MacroType of trendMicroMACROSocial, technological, environmental,economic, political and organisationaltrends that shape the operatingenvironmentMICROTrends in consumer or brandbehaviour within specific categories 8. FUTURE TRENDS HELP US TO MAKE SENSE OF ACHANGING MARKETPLACE8MacroType of trendMicroMACROSocial, technological, environmental,economic, political and organisationaltrends that shape the operatingenvironmentMICROTrends in consumer or brandbehaviour within specific categories 9. TRENDS IMPACTING FOOD BUSINESSES9ResourceScarcityReturn ofNostalgiaDesire forexperientialIncreasinglyRegulation 10. USE OF FUTURE TRENDS: UNDERSTANDING THE FUTURE LANDSCAPEOF A CATEGORYWhat Understanding the evolution of the global tissuemarket over the next decade across developed andemerging markets, linking to opportunity spaces forthe brandHow The Futures Company identified the macro dynamicsaffecting the future growth of the category, and linkedthese to our understanding of evolving consumerneed states to create a set of future landscapes forthe categoryBenefit A future-facing Brand Vision was created, showinghow the brand could evolve over time. Identification of platforms for innovation andinnovation concepts linked back to the 2020 Vision 11. USING TRENDS TO DEVELOP A BRAND VISIONWe 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 differentiationAAA xxxYYYConsumer attitude towardsHealth per annual careAmbition for thebrand by 2020growth andExpansion herePath to 2020xxx xxxConsumer Interactionin the marketplaceKleenex centreof gravity today(2009)AAA xxx BBB 12. USE OF FUTURE TRENDS: COMBINING TREND AND SEGMENTATIONINSIGHT TO INFORM STRATEGY AND INNOVATIONWhat A global food and drink manufacturer wanted to understandthe key opportunities that would arise from changing needsin Lat Am & implications for future strategy, investment &innovationHow We mapped onto the clients segmentation our proprietaryinsight 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 needstates would grow and within which cohort groups.Benefit The interrogation of these projections revealed a series ofkey growth areas and priority targets for investment &innovation. Consequently two new products tailored for the growingneed states in particular demographics were successfullydeveloped and launched within 12 months. 13. FIVE SHARES KEY WORDS Real Growth: This may lookexpensive and/or uncertain, but realgrowth will increasingly come fromuncomfortable places Wallet Share: Focus energy on howmy communication can convertoccasionals to loyalists Decisions: When in doubt, frame thestrategy around a decision you need toinfluence or want to change Solutions: Expand yourReal GrowthShare ofWallet Share ofRetailer/LandscapeMarketEvolution andConditionsShopperEngagementPost-RecessionDigital ShopperInformationPost-DesktopInformationShare ofShare ofDecisionShare ofSolutioncommunication to be a more holisticsolution how can you improve livesbetter? 13 14. THE REVIVAL OF AN ICON:KANTAR CAN HELPEND OF PRESENTATION 15. 15