Case study 10: A sweet deal: Cadbury leads Kraft into emerging markets

Lara Spiteri-Cornish

doi:10.1007/978-3-642-36861-5_14

Case study 10: A sweet deal: Cadbury leads Kraft into emerging markets

Lara Spiteri-Cornish

School of Marketing and Management

Research output: Chapter in Book/Report/Conference proceeding › Chapter › peer-review

Abstract

February 2010 saw the acquisition of Cadbury, one of the two major confectionary players in the world, by USA-based Kraft Foods Inc. Analysts believe that the acquisition of Cadbury was the final step in a strategy designed to enable Kraft to be restructured and split into two companies by the end of 2012: a grocery business worth around $16bn; and a global snacks business worth approximately $32bn global. Cadbury was pivotal in providing the scale that Kraft needed to strengthen its snacks business, providing it with the sought-after foothold in emerging markets, defined here as Latin America, Middle East, Africa, Eastern Europe and Asia Pacific. But how was Cadbury able to do this?

Original language	English
Title of host publication	Marketing Cases from Emerging Markets
Editors	Dilip S Mutum, Sanjit Roy, Eva Kipnis
Publisher	Springer Verlag
Pages	93-98
Number of pages	6
Volume	9783642368615
ISBN (Electronic)	9783642368615
ISBN (Print)	3642368603, 9783642368608, 9783662511237
DOIs	https://doi.org/10.1007/978-3-642-36861-5_14
Publication status	Published - 1 Dec 2014

ASJC Scopus subject areas

Economics, Econometrics and Finance(all)
Business, Management and Accounting(all)

Access to Document

10.1007/978-3-642-36861-5_14

Cite this

@inbook{8ec2f7be54704c7ca537d92681fe1580,

title = "Case study 10: A sweet deal: Cadbury leads Kraft into emerging markets",

abstract = "February 2010 saw the acquisition of Cadbury, one of the two major confectionary players in the world, by USA-based Kraft Foods Inc. Analysts believe that the acquisition of Cadbury was the final step in a strategy designed to enable Kraft to be restructured and split into two companies by the end of 2012: a grocery business worth around $16bn; and a global snacks business worth approximately $32bn global. Cadbury was pivotal in providing the scale that Kraft needed to strengthen its snacks business, providing it with the sought-after foothold in emerging markets, defined here as Latin America, Middle East, Africa, Eastern Europe and Asia Pacific. But how was Cadbury able to do this?",

author = "Lara Spiteri-Cornish",

year = "2014",

month = dec,

day = "1",

doi = "10.1007/978-3-642-36861-5_14",

language = "English",

isbn = "3642368603",

volume = "9783642368615",

pages = "93--98",

editor = "Mutum, {Dilip S} and Sanjit Roy and Eva Kipnis",

booktitle = "Marketing Cases from Emerging Markets",

publisher = "Springer Verlag",

address = "Austria",

}

TY - CHAP

T1 - Case study 10

T2 - A sweet deal: Cadbury leads Kraft into emerging markets

AU - Spiteri-Cornish, Lara

PY - 2014/12/1

Y1 - 2014/12/1

N2 - February 2010 saw the acquisition of Cadbury, one of the two major confectionary players in the world, by USA-based Kraft Foods Inc. Analysts believe that the acquisition of Cadbury was the final step in a strategy designed to enable Kraft to be restructured and split into two companies by the end of 2012: a grocery business worth around $16bn; and a global snacks business worth approximately $32bn global. Cadbury was pivotal in providing the scale that Kraft needed to strengthen its snacks business, providing it with the sought-after foothold in emerging markets, defined here as Latin America, Middle East, Africa, Eastern Europe and Asia Pacific. But how was Cadbury able to do this?

AB - February 2010 saw the acquisition of Cadbury, one of the two major confectionary players in the world, by USA-based Kraft Foods Inc. Analysts believe that the acquisition of Cadbury was the final step in a strategy designed to enable Kraft to be restructured and split into two companies by the end of 2012: a grocery business worth around $16bn; and a global snacks business worth approximately $32bn global. Cadbury was pivotal in providing the scale that Kraft needed to strengthen its snacks business, providing it with the sought-after foothold in emerging markets, defined here as Latin America, Middle East, Africa, Eastern Europe and Asia Pacific. But how was Cadbury able to do this?

UR - http://www.scopus.com/inward/record.url?scp=84949177446&partnerID=8YFLogxK

U2 - 10.1007/978-3-642-36861-5_14

DO - 10.1007/978-3-642-36861-5_14

M3 - Chapter

AN - SCOPUS:84949177446

SN - 3642368603

SN - 9783642368608

SN - 9783662511237

VL - 9783642368615

SP - 93

EP - 98

BT - Marketing Cases from Emerging Markets

A2 - Mutum, Dilip S

A2 - Roy, Sanjit

A2 - Kipnis, Eva

PB - Springer Verlag

ER -

Case study 10: A sweet deal: Cadbury leads Kraft into emerging markets

Abstract

ASJC Scopus subject areas

Access to Document

Other files and links

Fingerprint

Cite this