Campbell Soup Company (CPB): Lienzo del Modelo de Negocio [Actualizado en Ene-2025]

En el panorama en constante evolución de la fabricación de alimentos y los productos envasados ​​por el consumidor, Campbell Soup Company es un notable testimonio de la innovación empresarial estratégica. Desde comienzos humildes hasta una potencia global, esta marca icónica ha creado meticulosamente un modelo de negocio que trasciende la producción tradicional de sopa, adoptando un enfoque integral que entrelaza las necesidades de los consumidores, la innovación tecnológica y el posicionamiento estratégico del mercado. Al diseccionar el lienzo de modelo de negocio de Campbell, descubriremos los intrincados mecanismos que han impulsado a esta empresa centenaria a continuar ofreciendo soluciones de comida confiables y convenientes a millones de hogares en todo el mundo.

Campbell Soup Company (CPB) - Modelo de negocios: asociaciones clave

Proveedores estratégicos de ingredientes agrícolas

Campbell Soup Company mantiene asociaciones con proveedores agrícolas clave en múltiples regiones:

Categoría de proveedor	Volumen anual	Duración del contrato
Granjero de tomate	350,000 toneladas	Acuerdos de 3-5 años
Productores de vegetales	225,000 toneladas	Contratos de varios años

Cadenas de comestibles minoristas y distribuidores de alimentos

Las asociaciones de distribución clave incluyen:

• Walmart (19.2% de las ventas totales)
• Kroger (12.5% ​​de las ventas totales)
• Costco (8.7% de las ventas totales)
• Amazon/Whole Foods (6.3% de las ventas totales)

Fabricantes de contrato para la escala de producción

Las asociaciones de producción incluyen:

Socio de fabricación	Capacidad de producción	Líneas de productos
Foods de pináculo	175,000 unidades/mes	Comidas congeladas
Refresco de América del Norte	125,000 unidades/mes	Producción de bebidas

Socios de tecnología agrícola sostenible

La colaboración tecnológica se centra en:

• Precision Agriculture Technologies Inc.
• Corporación climática
• Agrotech Solutions LLC

Empresas de colaboración de marketing y marca

Las asociaciones de marketing incluyen:

Socio de marketing	Presupuesto anual de marketing	Enfoque de campaña
Grupo omnicom	$ 45 millones	Campañas de marca integradas
WPP PLC	$ 38 millones	Estrategias de marketing digital

Campbell Soup Company (CPB) - Modelo de negocio: actividades clave

Investigación y desarrollo de productos

Gasto anual de I + D: $ 91.8 millones en año fiscal 2023

Áreas de enfoque de I + D	Porcentaje de inversión
Innovación de alimentos saludables	42%
Desarrollo de productos a base de plantas	28%
Tecnología de envasado	18%
Mejora del sabor	12%

Fabricación y procesamiento de alimentos

Instalaciones de fabricación totales: 13 ubicaciones en América del Norte

• Capacidad de producción anual: 1.200 millones de unidades
• Empleados de fabricación total: 4.500
• Eficiencia promedio de la línea de producción: 87.3%

Marketing de marca y compromiso del consumidor

Canal de marketing	Gasto anual
Marketing digital	$ 62.4 millones
Medios tradicionales	$ 41.7 millones
Campañas de redes sociales	$ 18.3 millones

Gestión de la cadena de suministro

Red de proveedores: 1.200 proveedores activos

• Abastecimiento de ingredientes domésticos: 68%
• Abastecimiento de ingredientes internacionales: 32%
• Duración promedio de la relación del proveedor: 7.5 años

Control de calidad y protocolos de seguridad alimentaria

Métrica de calidad	Tasa de cumplimiento
Estándares de seguridad de la FDA	99.7%
Controles de calidad interna	A diario
Auditorías de terceros	Trimestral

Personal de control de calidad total: 350 empleados dedicados a la seguridad alimentaria y la garantía de calidad

Campbell Soup Company (CPB) - Modelo de negocio: recursos clave

Cartera de marca establecida

Campbell Soup Company posee 16 marcas Generando más de $ 100 millones en ventas anuales, que incluyen:

• Sopa de Campbell
• Granja
• Pez de colores
• V8
• Paso

Instalaciones y equipos de fabricación

Ubicación	Número de instalaciones	Capacidad de producción anual
Estados Unidos	18	2.4 mil millones de unidades
Internacional	7	0.600 millones de unidades

Red de distribución

Alcance de distribución: 120 países en todo el mundo

• Más de 50,000 ubicaciones minoristas en América del Norte
• Distribución directa a las principales cadenas de comestibles
• Integración de plataformas de comercio electrónico

Propiedad intelectual

Campbell sostiene 279 patentes activas relacionado con el procesamiento de alimentos y las tecnologías de envasado a partir de 2023.

Personal

Categoría de empleado	Total de empleados
Fuerza de trabajo total	16,700
Trabajadores manufactureros	8,900
Investigación & Desarrollo	450

Campbell Soup Company (CPB) - Modelo de negocio: propuestas de valor

Soluciones de comidas convenientes y nutritivas

Campbell Soup Company genera $ 9.18 mil millones en ingresos anuales (año fiscal 2023). La compañía ofrece más de 500 variedades de productos en categorías de soluciones de sopa, bocadillos y comidas.

Categoría de productos	Ventas anuales ($ M)	Cuota de mercado
Sopas condensadas	1,450	70%
Sopas listas para comer	890	45%
Productos de bocadillo	1,230	35%

Marca de confianza con reconocimiento generacional

La marca de Campbell ha estado en el mercado durante 153 años, con un 94% de reconocimiento de marca entre los consumidores estadounidenses.

• Fundado en 1869
• Opera en 120 países
• Posee 17 marcas de alimentos principales

Diversa gama de productos en categorías de sopa y bocadillos

Marca	Tipo de producto	Ingresos anuales ($ M)
Sopa de Campbell	Sopa	2,300
Granja	Bocadillos/panadería	1,750
Pez de colores	Galletas	1,100

Calidad y sabor consistentes

Campbell's mantiene 99.7% Cumplimiento de la calidad del producto con estrictos estándares de fabricación.

• Utiliza 2.500 puntos de control de calidad por lote de producción
• Invierte $ 120 millones anuales en investigación de seguridad alimentaria
• Mantiene la certificación ISO 22000 de seguridad alimentaria

Opciones de comida asequible para familias

Los puntos de precio promedio del producto varían de $ 1.50 a $ 3.99 por artículo, apuntando a consumidores conscientes del presupuesto.

Tipo de producto	Precio medio	Tamaño de porción
Sopa condensada	$1.79	10.5 oz
Sopa lista para comer	$2.49	16 oz
Productos de bocadillo	$3.29	6-8 porciones

Campbell Soup Company (CPB) - Modelo de negocio: relaciones con los clientes

Compromiso directo del consumidor a través de las redes sociales

Campbell Soup Company mantiene la presencia activa de las redes sociales con 272,000 seguidores de Instagram y 343,000 seguidores de Facebook a partir de 2024. La compañía genera aproximadamente 18.4 millones de impresiones de redes sociales anualmente.

Plataforma de redes sociales	Recuento de seguidores	Impresiones anuales
Instagram	272,000	6.2 millones
Facebook	343,000	7.8 millones
Gorjeo	89,000	4.4 millones

Programas de fidelización y campañas promocionales

Campbell implementa programas de lealtad dirigidos con 1.2 millones de miembros activos. La compañía asigna $ 14.3 millones anuales a las iniciativas de retención de clientes.

• Membresía del programa Campbell's Kitchen Rewards: 1.2 millones de miembros
• Tasa promedio de retención anual de clientes: 68.5%
• Presupuesto de campaña promocional: $ 14.3 millones

Comentarios de los clientes y sistemas de mejora de productos

Campbell recibe aproximadamente 47,000 interacciones directas de comentarios de los clientes anualmente. La tasa de modificación del producto basada en la entrada del consumidor es del 22.6%.

Métrico de retroalimentación	Valor anual
Interacciones totales del cliente	47,000
Tasa de modificación del producto	22.6%
Puntuación de satisfacción del cliente	7.4/10

Plataformas de contenido de receta digital y cocción

La plataforma de recetas digitales de Campbell genera 3.6 millones de visitas al contenido mensuales con 285,000 contribuyentes registrados de recetas.

• Vistas mensuales de plataforma de recetas digitales: 3.6 millones
• Colaboradores de recetas registradas: 285,000
• Tiempo promedio de compromiso de la receta: 4.2 minutos

Canales de soporte de servicio al cliente

Campbell mantiene la atención al cliente multicanal con una tasa de resolución digital del 92% y un tiempo de respuesta promedio de 2.7 horas.

Canal de soporte	Tasa de resolución	Tiempo de respuesta promedio
Soporte telefónico	87%	3.1 horas
Soporte por correo electrónico	94%	2.4 horas
Chat del sitio web	95%	1.9 horas

Campbell Soup Company (CPB) - Modelo de negocios: canales

Redes minoristas de la tienda de comestibles

Campbell Soup Company distribuye productos a través de más de 85,000 tiendas de comestibles minoristas en los Estados Unidos, que incluyen:

Detallista	Número de tiendas	Penetración del mercado
Walmart	4,742	52% de cobertura del producto
Kroger	2,742	38% de cobertura de productos
Albertsons	2,276	32% de cobertura del producto

Plataformas de comercio electrónico en línea

Los canales de ventas digitales representan el 12.4% de los ingresos totales de Campbell en 2023, con plataformas clave que incluyen:

• Amazon.com: $ 127 millones en ventas anuales en línea
• Instacart: $ 43 millones en ventas anuales en línea
• Walmart.com: $ 38 millones en ventas anuales en línea

Sitios web directos a consumidores

Campbell opera plataformas especializadas directas a consumidores para marcas específicas:

• Goldfish Crackers en línea: 45,000 visitantes mensuales únicos
• V8 Ventas directas de jugo de verduras: 22,000 transacciones mensuales en línea

Distribuidores de alimentos al por mayor

Campbell trabaja con 37 principales distribuidores de alimentos mayoristas, que incluyen:

Distribuidor	Volumen de ventas anual	Regiones de distribución
Sysco Corporation	$ 42 millones	Nacional
Alimentos estadounidenses	$ 29 millones	Nacional

Mercados internacionales de exportación

Campbell exporta a 120 países, con mercados internacionales clave:

País	Ingresos anuales de exportación	Categorías de productos primarios
Canadá	$ 387 millones	Sopa, bocadillos
Reino Unido	$ 214 millones	Sopa, condimentos
Australia	$ 156 millones	Sopa, galletas

Campbell Soup Company (CPB) - Modelo de negocio: segmentos de clientes

Familias que buscan soluciones de comida convenientes

En 2023, Campbell Soup Company reportó $ 8.6 mil millones en ventas netas anuales, con el 36% de los ingresos de segmentos de comidas convenientes.

Características de segmento	Tamaño del mercado	Frecuencia de compra
Hogares con niños	42.1 millones de hogares estadounidenses	Compras semanales de sopa: 2.3 veces al mes

Consumidores conscientes de la salud

Las marcas V8 y Bolthouse Farms de Campbell se dirigen a consumidores orientados a la salud, lo que representa el 12% de los ingresos totales de la compañía.

• Ventas de productos orgánicos: $ 456 millones en 2023
• Crecimiento de la línea de productos de bajo sodio: 7.2% año tras año
• Segmento de productos basado en plantas: $ 213 millones en ventas anuales

Compradores presupuestarios

Precio promedio de sopa de Campbell: $ 1.89, posicionamiento para consumidores conscientes de costos.

Gama de precios	Segmento de consumo	Penetración del mercado
$1.50 - $2.50	Consumidores de búsqueda de valor	48% de la base total de clientes

Millennials y los consumidores de la Generación Z

Crecimiento del canal de ventas digitales: 22% en 2023, dirigido a la demografía más joven.

• Compras de comestibles en línea: 16.4% de las ventas totales
• Compromiso de las redes sociales: 2.7 millones de seguidores
• Líneas de productos centrados en la sostenibilidad: $ 340 millones en ingresos

Proveedores de servicios de alimentos institucionales

Ingresos del segmento de servicio de alimentos: $ 1.2 mil millones en 2023.

Tipo de cliente	Volumen de compras anual	Categorías de productos
Restaurantes	$ 680 millones	Sopas condensadas, salsas
Hospitales	$ 270 millones	Comidas listas para comer
Escuelas	$ 250 millones	Soluciones de sopa y comida a granel

Campbell Soup Company (CPB) - Modelo de negocio: Estructura de costos

Adquisición de ingredientes crudos

Campbell Soup Company gastó $ 1.87 mil millones en materias primas en el año fiscal 2023. Desglose de adquisiciones de ingredientes:

Categoría de ingredientes	Costo anual
Verduras	$ 412 millones
Proteínas de carne	$ 345 millones
Productos lácteos	$ 276 millones
Especias y condimentos	$ 187 millones

Gastos de fabricación y procesamiento

Costos de fabricación total en 2023: $ 1.23 mil millones

• Costos laborales de producción: $ 456 millones
• Mantenimiento del equipo: $ 213 millones
• Consumo de energía: $ 187 millones
• Materiales de embalaje: $ 276 millones

Inversiones de marketing y publicidad

Gastos de marketing para el año fiscal 2023: $ 542 millones

Canal de marketing	Gasto
Marketing digital	$ 187 millones
Publicidad televisiva	$ 214 millones
Publicidad impresa y al aire libre	$ 89 millones
Campañas de redes sociales	$ 52 millones

Distribución y logística

Gastos de distribución total en 2023: $ 689 millones

• Costos de transporte: $ 276 millones
• Warehouse operations: $213 million
• Gestión de inventario: $ 145 millones
• Envío y manejo: $ 55 millones

Costos de investigación y desarrollo

Inversión de I + D para el año fiscal 2023: $ 187 millones

Área de enfoque de I + D	Inversión
Innovación de productos	$ 98 millones
Investigación nutricional	$ 45 millones
Tecnología de envasado	$ 29 millones
Iniciativas de sostenibilidad	$ 15 millones

Campbell Soup Company (CPB) - Modelo de negocio: Freanos de ingresos

Ventas de sopa envasada

Campbell Soup Company generó $ 8.57 mil millones en ventas netas totales para el año fiscal 2023. Las ventas de sopa envasada representaron una parte significativa de este ingreso.

Categoría de productos	Ingresos anuales	Cuota de mercado
Sopa condensada de Campbell	$ 1.42 mil millones	65.3%
La sopa de Campbell lista para comer	$ 687 millones	32.7%

Líneas de productos de bocadillos

Los ingresos por alimentos de bocadillos contribuyeron con $ 2.93 mil millones a las ventas totales de la compañía en 2023.

• Pepperidge Farm Cookies: $ 1.25 mil millones
• Goldfish galletas: $ 842 millones
• Bocadillos de Lance: $ 435 millones
• Snyder's of Hanover Pretzels: $ 328 millones

Exportaciones internacionales del mercado

Los ingresos del segmento internacional alcanzaron los $ 1.64 mil millones en el año fiscal 2023.

Región	Ganancia	Índice de crecimiento
Canadá	$ 612 millones	3.2%
Europa	$ 534 millones	2.7%
Asia Pacífico	$ 494 millones	1.9%

Ingresos del segmento de servicio de alimentos

El segmento de servicio de alimentos generó $ 1.28 mil millones en ventas durante el año fiscal 2023.

• Restaurantes: $ 687 millones
• Catering institucional: $ 392 millones
• Instalaciones de atención médica: $ 201 millones

Licencias y extensiones de marca

La licencia de marca y las extensiones contribuyeron con aproximadamente $ 95 millones a los ingresos totales en 2023.

Categoría de licencias	Ganancia
Utensilios de cocina	$ 38 millones
Batería de cocina	$ 29 millones
Mercancía de marca	$ 28 millones

Campbell Soup Company (CPB) - Canvas Business Model: Value Propositions

You're looking at the core reasons why consumers keep Campbell's Company (CPB) products in their pantries and shopping carts as of late 2025. It's a balancing act between the familiar and the premium.

Convenience and Affordability: Quick, accessible pantry staples for mass market

The foundation of Campbell's Company remains its role as a provider of quick, accessible pantry staples. This value proposition is supported by massive household penetration; the company estimates that 95% of US households use a Campbell's product. This reach is essential for maintaining volume, even as the overall organic net sales for fiscal year 2025 decreased by 1% to reach total net sales of $10.3 billion. The Meals & Beverages division, which houses core soup items, saw consumers cooking at home at high levels, which benefited brands like Swanson broth, though U.S. soup sales saw declines in ready-to-serve and condensed varieties during the third quarter of fiscal 2025. The company returned $521 million to shareholders in fiscal 2025, signaling financial stability to support these mass-market offerings.

Premium Quality: High-growth, premium offerings like Rao's pasta sauces

Campbell's Company is actively shifting its portfolio toward premium experiences, a strategy clearly demonstrated by the integration of Sovos Brands. The flagship premium offering, Rao's pasta sauces, is on track to become the fourth brand to achieve $1 billion in annual sales for the company. This focus is key, as the premium segment is a bright spot when consumers are budget-conscious. Post-acquisition, the premium offerings in the Meals & Beverages portfolio are expected to jump above 25% of that division's total, up from about 10% previously. While Rao's saw a decline in U.S. soup sales in the fourth quarter of 2025, the brand itself was noted as having double-digit growth in late 2024, underscoring its premium appeal.

Iconic Comfort: Nostalgic, trusted brands central to US home cooking (e.g., Green Bean Casserole)

The emotional connection to brands like Campbell's soup is a powerful, non-financial value driver, though it is reflected in the financial performance of the core business. The company's long history, dating back to 1869, underpins this trust. While the overall organic sales for fiscal 2025 were down 1%, the Meals & Beverages segment benefited from the continued trend of home cooking, which supports these iconic comfort foods. The company's ability to generate $1.1 billion in cash flow from operations in fiscal 2025 suggests the enduring, reliable demand for these central kitchen items.

Snack Variety: Diversified, on-trend snack options (e.g., Goldfish, Kettle Brand)

Campbell's Company offers a broad range of snacks to capture diverse consumer tastes, though this segment faced headwinds in fiscal 2025. The Snacks segment saw organic sales decrease by 2% in the fourth quarter of 2025, with specific declines noted for Goldfish crackers in earlier quarters of the year. However, the portfolio's variety provides resilience, as the company noted gains in brands like Kettle Brand and Late July in the fourth quarter. The company is working to manage the mix, as partner and contract brands, which are lower margin, contributed to the organic sales decline in the Snacks segment in Q2 2025.

Here's a quick look at the recent performance context for the portfolio:

Segment/Brand Focus	Metric	Value
Total Company (FY2025)	Net Sales	$10.3 billion
Total Company (FY2025)	Organic Net Sales Change	-1%
Rao's Brand	Projected Status	Approaching $1 billion brand
Snacks Segment (Q4 2025)	Organic Sales Change	-2%
Meals & Beverages Premium Mix	Post-Sovos Share of Division	Above 25%

Reliable Supply: Consistent product availability through an advantaged supply chain (Source 20)

Maintaining consistent product availability is a critical value proposition, especially given the complexity of a diversified portfolio that includes snacks, soups, and premium sauces. To enhance this, Campbell's Company announced plans for a $230 million investment aimed at restructuring production facilities to improve overall efficiency across supply chain operations. The company has also made leadership changes, appointing a new senior vice president of supply chain in November 2024 to manage the end-to-end function, which includes manufacturing, procurement, and logistics. This investment is designed to create a more agile, flexible, and cost-effective manufacturing network to support the delivery of its products to the 95% of US households that use them.

Campbell Soup Company (CPB) - Canvas Business Model: Customer Relationships

You're looking at how Campbell Soup Company keeps its massive brand portfolio top-of-mind for millions of shoppers, which is a constant balancing act between legacy advertising and new digital frontiers. Honestly, the numbers show where the dollars are actually going to maintain that shelf presence and digital buzz.

Mass-market advertising and digital campaigns to maintain brand relevance are backed by significant spending. For the second quarter of fiscal 2025, Marketing and selling expenses hit $256 million, representing approximately 10% of net sales. That figure moderated slightly in the third quarter to $216 million, still about 9% of net sales. By the fourth quarter of fiscal 2025, Marketing and selling expenses were $202 million, or approximately 9% of net sales. For the full year, the total combined dollar spend on adjusted marketing, selling and administrative expenses was flat at approximately 15% as a percentage of net sales. Advertising and consumer promotion expenses specifically increased 12% for the full year 2025, largely due to the contribution from the Sovos Brands acquisition. The company's strategy definitely involves connecting with younger consumers, targeting Millennials and Gen Z through digital marketing.

Here's a quick look at the reported Marketing & Selling Expense trends for the latter half of fiscal 2025:

Metric	Q2 FY2025 Amount	Q3 FY2025 Amount	Q4 FY2025 Amount	Full Year FY2025 (Adj. M, S, & A)
Marketing & Selling Expense	$256 million	$216 million	$202 million	Approximately 15% of Net Sales (Combined)
M&S as % of Net Sales	Approximately 10%	Approximately 9%	Approximately 9%	N/A

Retailer-specific trade promotions to secure shelf space and drive volume are critical, given the concentration of their customer base. Back in 2024, the top five customers, which are major retailers, accounted for approximately 47% of consolidated net sales. Trade promotion activity is embedded within the broader marketing spend, as seen by the increase in advertising and consumer promotion expense in the base business during Q2 FY2025. Net price realization is a key lever used in trade discussions, which partially offset volume/mix declines in organic net sales in Q4 FY2025.

For direct engagement via social media platforms (TikTok, Instagram), the focus is on tuning the channel mix based on consumer behavior data. The company uses its annual 'State of the Sides' study to tighten influencer choices. This digital push also includes leveraging partnerships in the sports and gaming communities, such as with the NFL and the video game EA Madden, to reach younger demographics. The brand has also focused on making products available via convenience-driven online channels, including shoppable digital ads.

Regarding automated customer service for product inquiries and quality assurance, the public financial disclosures do not detail specific metrics like the volume handled by automated systems or associated cost savings as of late 2025. The company's focus on cost savings initiatives, targeting approximately $250 million in annual savings by the end of 2028, suggests efficiency efforts are ongoing across operations.

• The company is committed to its 'Win in Soup' strategy, which resonated with younger consumers valuing soup's nutrition and emotional satisfaction.
• Campbell Soup Company is ranked among the best food and beverage companies for investor, employee, and consumer trust as of 2025.
• The company has operations in 120 countries with nearly 30 facilities globally.

Finance: draft 13-week cash view by Friday.

Campbell Soup Company (CPB) - Canvas Business Model: Channels

You're looking at how Campbell Soup Company moves its products from the factory to your pantry or plate as of late 2025. The distribution network is vast, built on decades of shelf presence, but it's definitely evolving, especially with the integration of the Sovos Brands portfolio.

Major US and Canadian grocery retailers (supermarkets, mass merchandisers) represent the backbone of Campbell Soup Company's distribution. This channel moves the bulk of the company's volume across its Meals & Beverages and Snacks divisions. For the second quarter of fiscal 2025, the Meals & Beverages segment, which includes retail sales of soups, sauces, and beverages, generated reported net sales of approximately $1.7 billion. The Snacks division, moving items like Goldfish crackers and Snyder's of Hanover pretzels through these same retail doors, had reported sales of about $1 billion in that same quarter. The company's overall fiscal 2025 net sales reached $10.3 billion. To be fair, these segment numbers aren't pure channel data, but they show where the product volume is moving before considering foodservice cuts.

The company's reliance on key retail partners is a known factor; in fact, one of the risks noted was that certain of the company's key customers maintain significance to the company's business. North America is the largest market overall, accounting for approximately 70% of the sales for soups and broth specifically.

Here's a look at the segment sales data from Q2 FY2025, which heavily reflects the retail channel's contribution:

Segment	Reported Net Sales (Q2 FY2025)	Primary Channel Focus
Meals & Beverages	$1.7 billion	Retail (US/Canada) & Foodservice
Snacks	$1 billion	Retail (US)

E-commerce and online grocery delivery platforms are an increasingly important part of the mix, though specific revenue percentages aren't broken out in the latest reports. We know that e-commerce retailers are expanding their market presence, which impacts how Campbell Soup Company manages its shelf space and inventory flow. The company is focused on ensuring its leadership brands, like Goldfish and Rao's, are available where consumers are shopping online, whether through direct-to-consumer initiatives or major online grocery partners.

The foodservice channel (institutional, restaurants) shows clear growth momentum within the Meals & Beverages segment. For instance, in the first quarter of fiscal 2025, organic net sales saw gains in foodservice, which helped offset declines elsewhere. Similarly, in the third quarter of fiscal 2025, foodservice was noted as a driver of organic sales increases. This channel moves products like Swanson broth and various soups to institutions and restaurants, providing an alternative revenue stream outside of the traditional supermarket shelf.

For convenience stores and drug stores for immediate consumption snacks, the data isn't explicitly quantified for fiscal 2025. However, this channel is a natural fit for the Snacks portfolio, which includes brands like Pepperidge Farm cookies and Lance sandwich crackers. These smaller format stores are critical for impulse buys and immediate consumption, supporting the overall Snacks division's performance, which saw reported sales of $1 billion in Q2 FY2025.

You should check the Q1 FY2026 investor deck for a more granular breakdown of the e-commerce penetration rate, as that's where these details usually surface post-year-end. Finance: draft 13-week cash view by Friday.

Campbell Soup Company (CPB) - Canvas Business Model: Customer Segments

You're looking at the hard numbers that define who buys The Campbell\'s Company products as of late 2025. This isn\'t about marketing fluff; it's about where the revenue is actually coming from across the fiscal year 2025.

Mass Market Consumers: Price-sensitive shoppers seeking value and convenience

This segment is reflected in the performance of core, everyday items, which showed mixed results throughout fiscal 2025. The overall organic net sales for the full fiscal year 2025 decreased by 1%, landing at $9.3 billion, indicating consumer intentionality in spending. In the second quarter of fiscal 2025, U.S. soup sales declined, specifically citing decreases in ready-to-serve soups. However, the trend shifted later in the year, as the third quarter of fiscal 2025 saw organic sales growth in U.S. soup, driven by increases in condensed soups and broth. This suggests that while some price-sensitive shoppers pulled back, others returned to value-oriented staples.

Premium Food Enthusiasts: Consumers willing to pay for high-quality, authentic brands (Rao\'s)

The premium tier, anchored by the Rao\'s brand, shows significant financial weight. The Campbell\'s Company is pleased with Rao\'s post-acquisition momentum as it approaches becoming its fourth $1 billion dollar brand as of the fourth quarter of fiscal 2025. In fiscal 2024, Rao\'s represented about 69% of Sovos Brands\' adjusted net sales, which was $837 million the prior year. For the third quarter of fiscal 2025, net sales of Rao\'s pasta sauces increased, and the brand is expected to moderate its growth to the high single digits long-term. To be fair, the fourth quarter of fiscal 2025 saw a reported decline in Rao\'s pasta sauces sales, though the Ready-to-Serve portfolio overall benefited from gains in the Rao\'s brand.

Families with Children: Primary buyers of snacks like Goldfish crackers

The Snacks division faced pressure, but key family brands showed resilience. Goldfish crackers account for a quarter of The Campbell\'s Company entire portfolio as of late 2024. In the second quarter of fiscal 2025, the Snacks segment organic revenue fell 3% to $1 billion. Still, the fourth quarter of fiscal 2025 saw sales in the Snacks segment increase by 2%, with reported gains in brands like Goldfish crackers, Kettle, and Late July. The overall portfolio of eight snack leadership brands holds positive five-year compound annual growth rates ranging from 4% to 9%.

Foodservice Operators

This group is captured within the Meals & Beverages segment performance, particularly in the second quarter of fiscal 2025. In that quarter, the organic sales growth for the Meals & Beverages segment was partially offset by declines in U.S. soup, but it saw gains in foodservice. The company expects to benefit from the continued trend of consumers cooking at home looking ahead to fiscal year 2026, which implies continued reliance from foodservice operators for ready-to-use products.

Home Cooks: Consumers who defintely rely on condensed soup and broth for recipes

The trend toward home cooking is a clear tailwind for this segment, especially for broth and cooking-specific soup formats. In the fourth quarter of fiscal 2024, The Campbell\'s Company recorded robust share gains in its Swanson broth business, benefiting from consumers opting for home cooking over dining out. This momentum carried into fiscal 2025; the third quarter saw sales of U.S. soup increase due to growth in condensed soups and broth. Furthermore, the fourth quarter of fiscal 2025 saw the Meals & Beverages division benefit from growth in broth and condensed cooking soups, even as the overall segment organic sales fell.

Here's a quick look at the segment revenue context from the second quarter of fiscal 2025, which gives you a snapshot of scale:

Segment	Net Sales (Q2 FY2025, $ millions)	% Change vs. Prior Year (Reported)	Organic Net Sales % Change
Meals & Beverages	$1,679	21%	(1)%
Snacks	$1,006	(6)%	(3)%
Total	$2,685	9%	(2)%

The full fiscal year 2025 net sales reached $10.3 billion, up 6% from fiscal 2024.

• The portfolio of 16 leadership brands represented 84% of enterprise sales in fiscal 2024.
• These leadership brands accounted for approximately 95% of segment operating earnings in fiscal 2024.
• The company is focused on its North American market, which generated $7.95 billion (93.8%) of its total revenue in a prior period.

Finance: draft 13-week cash view by Friday.

Campbell Soup Company (CPB) - Canvas Business Model: Cost Structure

You're looking at the core expenses driving The Campbell's Company's operations as of late 2025, which are heavily influenced by external pressures like tariffs and the financing of recent growth.

Cost of Goods Sold (COGS) is fundamentally driven by the cost of raw materials, packaging, and the labor required for manufacturing. While the total COGS figure isn't explicitly broken out here, the pressure points are clear, especially concerning packaging inputs.

Tariff Headwinds present a significant, quantifiable cost burden projected for the next fiscal year. Gross tariffs are projected to hit approximately 4% of cost of products sold for fiscal 2026. Over half of this exposure is specifically tied to Section 232 steel and aluminum tariffs. The company expects to mitigate about 60% of this total tariff impact through various actions.

Selling, General, and Administrative (SG&A) costs include significant marketing investments. For the first quarter of fiscal 2025, adjusted marketing and selling expenses reached $241 million, representing approximately 9% of net sales. Administrative expenses for that same quarter were $175 million.

Debt Servicing costs reflect the financing of the Sovos Brands acquisition. The full-year fiscal 2025 net interest expense was $328 million, up from $243 million in the prior year. The adjusted net interest expense for fiscal 2025 was $241 million.

Capital Expenditures (CapEx) show investment in the operational backbone. Full-year fiscal 2025 capital expenditures totaled $426 million. For comparison, Q1 FY2025 CapEx was $110 million, and year-to-date through Q2 FY2025, CapEx stood at $211 million. Management has projected that for fiscal 2026, capital expenditures will be approximately 4% of net sales.

Here's a quick look at some of the key financial figures impacting the cost structure:

Cost Component	Period	Amount (USD Millions)	Notes
Net Interest Expense	FY2025 Full Year	$328 million	Reflects higher debt levels and rates
Adjusted Net Interest Expense	FY2025 Full Year	$241 million	Excluding items impacting comparability
Capital Expenditures	FY2025 Full Year	$426 million	Total investment for the year
Adjusted Marketing & Selling Expenses	Q1 FY2025	$241 million	Partially offset by lower other marketing expenses
Administrative Expenses	Q1 FY2025	$175 million	Reported GAAP amount

The company is actively working to manage these costs through productivity programs, aiming for $375 million in savings by 2028 under its peak program.

The cost structure is also being managed via pricing and sourcing strategies:

• Expected tariff cost increase in FY2026: 4% of COGS.
• Expected tariff mitigation: 60% of the impact.
• Section 232 steel/aluminum tariffs account for over 50% of the projected tariff exposure.
• The company is focused on productivity gains, inventory management, and supplier collaboration to offset costs.

Finance: draft 13-week cash view by Friday.

Campbell Soup Company (CPB) - Canvas Business Model: Revenue Streams

You're looking at the hard numbers for how Campbell Soup Company, now The Campbell's Company, actually brings in the money as of late 2025. It's all about the top line, so let's break down where the revenue is coming from based on the Fiscal Year 2025 results.

Net Sales: Total reported Net Sales for Fiscal Year 2025 hit $10.3 billion, marking a 6% increase year-over-year. That growth was definitely helped by acquisitions, as the organic net sales actually decreased by 1% for the full year. Honestly, that $10.3 billion figure shows the power of the portfolio, even with softer volume in some areas.

The revenue is split across two main divisions, which you can see clearly when you look at the product mix from the end of the fiscal year:

Revenue Stream Category	Approximate Revenue Share (FY2025)
Snacks	43%
Soup (within Meals & Beverages)	27%
Other Simple Meals (within Meals & Beverages)	23%
Beverages (within Meals & Beverages)	7%

Meals & Beverages Sales: This segment pulls in revenue from iconic staples like Campbell's condensed and ready-to-serve soups, broth, and acquired premium brands. For instance, Rao's pasta sauces is a major contributor, approaching $1 billion in sales on a proforma basis. In the fourth quarter of FY2025, this division saw a 1% favorable net price realization, which helped offset a 4% decline in volume/mix.

Snacks Sales: This is the largest piece of the pie, accounting for about 43% of total revenue. You're looking at sales from the diverse portfolio including Goldfish crackers, Pepperidge Farm cookies, Snyder's of Hanover pretzels, and Cape Cod chips. The Snacks business had a better pricing environment in the fourth quarter, delivering 2% favorable net price realization against a 5% unfavorable volume/mix impact.

Net Price Realization: This is the direct revenue lift from strategic pricing actions taken to counter inflation. For the final quarter of the fiscal year, Campbell Soup Company realized pricing benefits across both segments:

• Meals & Beverages: 1% favorable net price realization.
• Snacks: 2% favorable net price realization.

Synergy Capture: While the outline suggested a specific number, the most recently updated guidance for full-year fiscal 2025 cost savings, which directly boosts operating profit through efficiency and integration, was increased to $120 million. This reflects progress from initiatives like the Sovos Brands integration, which is now fully integrated into the Campbell's ERP system, setting up further back-office savings for fiscal 2026.