Kraft and Cadbury Marketing Integration - Case Study Example

Kraft and Cadbury Marketing Integration 1. The study presents the strategic planning process preliminary to preparation of a marketing strategy of Kraft/Cadbury. Study gives business definition, segmentation and positioning of Kraft/Cadbury after its merger on February 2010. A macro-environmental analysis is presented using the PESTEL model to find out the external factors that affects operation of Kraft/Cadbury. Overview of customers and their needs; Analysis of their competitor’s strategies, strengths and weaknesses; Analysis of Kraft/Cadbury’s current financial position, share performance and future prospects; Kraft core capabilities and assets; Strategic position assessment; recommendation and limitations of the study are also obtained to form part of the process. 2. Business definition, segmentation and positioning Cadbury Schweppes is a confectionery manufacturer that has been known for its English heritage. Established in 1824, the company managed to stay on top of the big confectionery manufacturers and has become as third world leading manufacturer of confectionery in the world. It has established business units in Britain and Ireland, Middle East and Africa, North America, South America, Europe, Asia and Pacific. Kraft Food is a manufacturer of packaged food products, including snacks, beverages, cheese, convenient meals and various packaged grocery products. Its products are sold to consumers in 160 countries and had operations in more than 70 countries and products made at 159 manufacturing and processing facilities globally. The key segments covered by Cadbury are chocolate and candy brands. Its chocolate brands are Cadbury Dairy milk, Crème Egg, Flake and Green & Black. Its gum brands are Trident, Hollywood, Stimorol, Dentyne, Clorets and Bibbaloo. Candy Halls, Maynards, Cadbury Eclairs and Natural Confectionery Co. (Cadbury Plc description) Kraft segment covers cheese, dinners and dressings. Portfolio of products include nine brands, including Kraft cheeses, dinners and dressings; Oscar Mayer meats; Philadelphia cream cheese; Maxwell House and Jacobs coffee; Nabisco cookies and its Oreo cookie brand; Milka chocolates and LU biscuits. Together, these two companies formed a formidable company thru a merger done in February 2010 that made Kraft/Cadbury the second largest confectionery in the world. The merger move, according to Kraft CEO, is a transformation for future growth prospects both for Kraft and Cadbury to become the world’s number one confectionery manufacturer (Zendrian, 2010). Projected status of Kraft/Cadbury in the industry as a result of merger is portrayed in chart below. Source: Sadiq, Maliha, Feb. 2010 3. Macro-environmental analysis Political factors. These become barriers due to conflict of interest between “different agent in the economy and the need for the state to make collective choice in the face of these conflicts” (Trade Hot Topics No. 73). Take for example, the complaint of law makers, health groups and consumers that link food and beverage to obesity. Pressure from this group leads to legislation to protect consumers and may have an impact to the industry. There are also times when the government has to use their force to control the monetary and fiscal policy to control the economy. Economy. Economic factors have been defined as those changes that affect the structure of the population, consumer lifestyle and behavior that affect buying pattern Primary under this factor is the employment rate in UK which is a yardstick of consumer buying pattern. In 2010, employment rate in UK is 70.7 percent, up by 0.2 percent from previous record. Unemployment is down by 1.1 percent that is 7.7 percent. Report also showed unemployment is higher among women than men. Earnings growth rate is also up by 1.7 percent as compared to previous growth rate of 1.3 percent (Office for National Statistics, October 2010) Social factors. Social factors are issues that will lead to the design of new products because these involve change of behavior. For example, social factors that company needs to be aware of include changing patterns of eating like dietary restrictions and health issues. Relative to this, a study linked eating food and soft drinks to obesity, and showed that eating habits have negative impact on sales, but manufacturers are not doing enough to address the issues. (EIRIS Ethical Investment Research) Technology. Demands from technological development and innovations are some of the intriguing problems of the confectionery industry. For example, competition continuously thinks of innovative ways to attract consumers to buy products, such that the biggest rival comes from cakes and biscuits and snack products. Technological environment influences the business because of its investment in technology, consistent application of technology and its effects on markets (Pushpara. N.d.). 4. Overview of customers and their needs Product customer matrix is shown in table below wherein the products are sold in different retail outlets from 2004 to 2008. As shown, the highest preference of consumers is buying from grocery stores, and the lowest are from market stalls, vending machines, and gift shops. Source: google.com, ph images. By country, chart below show UK consumes more confectionery products than other part in Western Europe. Source: rts-resouce.com. Western Europe consumer by country 2007 confectionery by country, p. 1 Analysis of competitor’s strategies, strengths and weaknesses Strategies Strengths Weaknesses Mars Inc. World wide manufacturer of chocolates, pet foods and other products No. 1 manufacturer chocolate manufacturer in the world. Revenue US$10,418.3 million*. High brand preference Many products that has to be promoted. Other products have low promotion and advertising. Nestle Multi-national company manufacturing packaged food that includes chocolates, milk, confectionery, bottled water, coffee, ice cream, food seasoning and pet foods. No. 2 manufacturer in the world. Revenue is US$7.2613 million.* Low operating cost, changes and innovative strategies. Intense competition among top players. Some markets have reached maturity. Ferrero SpA Italian company manufacturing chocolate and confectionery products. Third biggest confectionery manufacturer in the world. Founded in 1946. Revenue is US$5.269.6 million.* Family owned private company. Most secretive company Hershey Company A US company manufacturing chocolates 5th biggest chocolate manufacturer, largest in North America, established in 1894. Known as the Great American Chocolate. Revenue is US$7,803.2 million* Low market share Barry Callbout AG Manufacturer of high quality chocolate and cocoa for consumers, food manufacturers and chefs 6th biggest chocolate manufacturer based in Zurich, Germany. Revenue is US$2,911.4 million* Effect of lower cocoa bean prices and currency that lowered sales revenues Chocoladefabriken Lindt & Sprüngli AG Chocolate manufacturer. Popular brands are Lindor, Mint Intense, Toffee crunch, Madagascar & others. A Swiss company established in 1845. No. 8 largest chocolate manufacturer. Revenue is USS$2,062.5 million* Limited business operations Meiji Seika Kaisha, Ltd. Japanese confectionery and pharmaceutical manufacturer that produces Yan Yan and Panda No. 9 largest manufacturer of confectionery product. Revenue is US$702.2 million* Focus on pharmaceutical segment Russell Stover Candies Inc. Supplier of candy, chocolate and confections in the United States. Most famous products include mint chocolates and dark chocolates. 10th largest supplier in the world. Revenue is US$509 million* Limited market *Revenue data as of 2006. Source: Coughlin, 2009. 5. Analysis of Kraft/Cadbury’s current financial position, share performance and future prospects Comparison of key ratios is an important measure of looking at the strength and weakness of the competitors; it is also a gauge to find out the relative position of the Kraft/Cadbury in the industry. The current financial position of Kraft is presented and is also compared with the industry. Table below shows the result. Comparison of key ratios of Kraft and industry competitors 2009 Kraft Industry Growth rates in sales 26.20% 15.50% Gross Profit margin 37.1% 16.7% Net profit margin 5.7% 8.3% Debt/equity ratio 0.86% 0.87% Current ratio 1.2% 1.1% Quick ratio 0.7% 0.7% Book value per share 19.97% 11.28% Return on equity 8.8% 25.0% Return on assets 3.3% 8.4% Return on capital 4.0% 11.9% Inventory turnover 6.0% 6.0% Receivable turnover 8.7% 82.0% Source: msn Money Central Financial Highlights Share performance. Shown below is a 6 months share performance of Kraft Foods. : 6 months chart http://www.thestreet.com/quote/kft.html?omorig=header Kraft has a market cap of US$54,307,190,260, and has outstanding shares of 1,746,773,569. Share price is 31.09 and share performance is up by 13.13% as of December 10, 2010. The stock is also up by 2.4% in premarket trading (Bharatwa, S. 2010). For year 2010, revenue increased to $12.3 billion, an increase of 25% as an effect of Cadbury’s acquisition. This resulted to an increase of net income to $937 million, or 53 cents per share, up 13.3$ from $827 million, or 56 cents per share, in the year ago quarter. Excluding one-time items, Kraft’s earnings came in at 60 cents per share, ahead of consensus of 52 cents per share. Kraft has confirmed full year operating earnings of $2 per share. 6. Kraft core capabilities and assets In identifying the core resources and competences of the organization, Mckinsey’s 7S model that states that strategy, structure, systems, shared values, style, staff, and skills are important factors in analyzing the current situation and to ensure that the company is working well has been adopted (Mindtools.com. n.d.). The way the model is presented in Figure 1 below depicts the interdependency of the elements and indicates how a change in one affects all the others. McKinsey’s model explains that there are seven internal aspects of the organization that need to be aligned in order to be successful. Purpose of this model is to examine the likely effects of future changes within a company, align departments and process during a merger or acquisition, and determine how best to implement a proposed strategy. Source: Mind Tools. The McKinsey 7S Framework. http://www.mindtools.com/pages/article/newSTR_91.htm The merger of the two companies necessitates adjustments in many areas of its operations leading to changes in the overall operations of Kraft/Cadbury. Changes will be shown in structure, strategy, staff, systems, style, skills and values. Structure. Kraft has three global organizational structure designed to deliver sustainable growth to Kraft. These are: first, new global and marketing category group that will accelerate growth and global expansion; second, the geographic-based commercial units that will be responsible for driving strong results country by country with the best programs and execution for local consumers and customers; and the third, key functions will now be worldwide in scope, to increase effectiveness and drive cost savings across Kraft's business system. The three groups will work together in alignment with the company's five global consumer sectors - Beverages, Snacks, Cheese & Dairy, Convenient Meals, and Grocery (Business Wire. 2004) Strategy. Following the merger, Kraft announced that it will continue to maintain its manufacturing, marketing and sales operations in the UK (Reynolds. 2010). In this merger, Kraft management announced that it has no plans to unify its brands under one banner and will continue with the Cadbury name because of its success as a brand. Staff. Kraft employs 97,000 employees while Cadbury has 71,650 employees. The integration produced an infusion of talents around the world that made use of 400 top leaders coming from Cadbury (Zendrian 2010). There is no data available yet on how Kraft/Cadbury intends to measure its human resources in terms of training, employee survey and retention as a result of integration. Systems. Two kinds of systems have been planned by Kraft to reach target $1 billion revenue for the next three years. First, is by taking advantage of the route-to-market opportunities, brand extensions and accelerated growth of Cadbury brands; and the “white space opportunities” of brand distributions of Cadbury Dairy Milk or Oreo in geographies(Kraft 2010) An example cited, is the distribution system in Mexico wherein Cadbury has an outlet of 300,000 and Oreo cookies are distributed only in 100,000 outlets. Since the merger, Kraft has introduced Oreo to Cadbury distribution system. A similar idea has been introduced in other areas using route to market capability of Cadbury. source Shared Values. Values of Kraft are focused on (Kraft Company profile 2006): Innovation - satisfying real-life needs with unique ideas Quality – fulfilling a promise to deliver the best Safety – ensuring high standards in everything we make Respect - Caring for people, communities and the environment Integrity – Doing the right thing Openness – Listening to the ideas of others and encouraging an open dialogue With regards to respect, values shared by Kraft are guided by its sense of community responsibility that is shown in their community involvement programs and various ranges of sponsorship. Kraft has established priority of caring for the environment within its operations and is guided by a strong set of environmental principles (Kraft Foods 2010) 7. Strategic position assessment Market attractiveness a. Market growth. Industry growth report of the confectionery market is positive, with year-on-year growth between 2001 and 2005 reaching a value of 4.5bn (Fletcher 2006) In the World News Report (2010), the global confectionery market is expected to reach US$107.4bn by the end of 2010. In 2005, the global confectionery market generated revenue of US$95.3bn that showed an annual growth rate of 2.5% for 2001 to 2005 years. Out of this, the chocolate sales generated revenue of US$53.2bn, or a 55.8% of the total market value. Growth has also been seen to be stronger in developing regions, such as central and Eastern Europe, India and China. Per capita consumption of confectionery in most of the developed countries is reported as almost 11 kg and tends to be higher in northern European countries. Chart below shows growth of confectionery in the emerging markets. Source: “Confectionery, emerging market annual growth 2001 – 2006” The growth situation in UK is different because in 2006, the industry showed slowing growth and have valued the UK confectionery market at (pound sterling) 4.41 billion in 2006 (All Business). From this, the great bulk of sales come from chocolate and the rest from sugar confectioneries. According to this report, the market is dominated by Cadbury, Mars and Nestle, and new products that are only brand extensions. The UK Biscuit, Cake, Chocolate and Confectionery Association (BCCCA) reported the value of chocolate confectionery in the UK rose by 5.3 per cent in 2003 to £2.52 billion, up from £2.4 billion from the year before. (Food Navigator.com. 2004 b. Competitive structure of the market. Potential developments as a result of Porters model of analysis are shown below: Potential entrants. Possible new entrants to the industry will be integrated in the “all other” category of confectionery manufacturers. It is unlikely that the top manufacturers will be outperformed by new players because of high cost structure of initializing global competition. It may happen if two or more players merged to form a formidable confectionery manufacturing group. Suppliers. The consolidated purchasing system narrows down the number of suppliers which are selected according to its competitive advantage. Current supplier is 70,000 and it is expected to be trimmed down by half of its present size. Buyers. Consumers abroad, particularly, in the emerging countries buy American product because it is a symbol of status, wealth and hope (Stevens 2010). In buying behavior, Kraft reports that “Customers do not stick to a single format of chocolate confectionery products and buy the whole range of chocolate products which shows, that they are clearly making choices between formats” (Case No. COMP/M.5664). Accordingly, Kraft said that customers choose between formats to satisfy their needs to satisfy hunger, to make a treat, gifting and sharing. Substitutes. The likelihood of product substitutes will come from manufacturers who will respond to the obesity campaign for healthy foods. Daniells (2006) news article reported that the food industry is stepping up its production against obesity. Lifestyle change also causes substitution to a related segment of confectionery industry which is the snacks, cookies and cakes. Cyclicality. The cyclicality ofconfectionery industry in UK is shown in the graph below as almost flat (A Joint Memorandum…2003) Graph shows that there is no significant growth in the UK market for 11 years. Source: “A Joint memorandum…” 2003) c. Risk factor. Kraft faces several significant risks: Downgraded rating from business analysts like Fitch (Mtetwa) Maturity of confectionery market in UK Labor problems as a result of job losses d. Measuring competitive differentiation The chart below describes the confectionery market shared by the 10 top confectionery manufacturers. Analyst’s review show Kraft/Cadbury leading by 2% in the global market share from its toughest rival, Mars(Jones, D. n.d.) Source: David Jones e. SWOT ANALYSIS STRENGTH Financial strength and business scale World’s second largest food company Approximately $50 billion in revenue Sales in approximately 160 countries More than 50% of global revenue from snacks and confectionery Scale & positioning in key food categories WEAKNESS Poor stock performance Flat growth in UK market Strong competition Growth is dependent on acquisition or expanding into new markets Difficulty launching new brands OPPORTUNITIES International markets New categories, products, i.e. organic, health-focused Value in leading brands Operates in many fast growing categories Opening up of new market thru Cadbury acquisition New products thru Cadbury acquisition THREATS Store branded products Volatile resources cost, such as sugar, milk, etc. Difficulty of expanding into new markets Poor implementation of Cadbury acquisition Competition from Mars, Inc. & Nestle Store branded products 8. Recommendation The flat growth of confectionery market in UK is an indication that the market has reached maturation stage. It is now the time for Kraft/Cadbury to look for other horizons and plan its entry in the emerging markets of Brazil, India and China. These countries are thickly populated and targeting these markets will push market sales of Kraft/Cadbury. In the following analysis, Option 1 is the current financial situation of Kraft/Cadbury. Option 2 is expansion in emerging markets. Under option 2, assumptions are: revenue is expected to increase by 10%, cost of sales by 6%, selling and other expenses to increase by 3%. Results show that expansion to the emerging markets will be a better option because recovery of investments due to acquisition is easily returned in a matter of 1-1/2 years. Return on investment is 0.634% which is an acceptable. Option 1 Option 2 Revenue (in billion) 40.386 44.469 Cost of sales 25.786 27.333 Gross profit 14.600 17.136 Selling & administrative Expenses 9.108 9.654 Other expenses 23 24 9.131 9.678 Net Profit before interest, taxes 5.469 7.458 Cost of acquisition 11.75bn Net profit (assumed at) 7.458 bn Kraft/Cadbury, on the overall, has a strong position but it looks like it will work hard to maintain its number 2 position in the market share of confectionery. There is no definite position on the part of Kraft on the organizational structure of the company after its integration. This is an important aspect as human resources and strategies must be aligned to achieve the overall objective of the merger. Maintaining Cadbury as a brand will help its positioning in the foreign market, as Cadbury has earned a good reputation as a brand for a long period of time. As a whole, market prospects should be defined along the area of new markets, taking into consideration the strategic positioning assessments for the particular scenarios. 9. Limitations of the study Limitations of the analysis For lack of access to data, the study cannot perform this study for the emerging countries and it is recommended that Kraft/Cadbury carry out these assessments in order to arrive at specific strategies for the particular markets. Likewise, there is no verifiable information as to the planned organizational structure as a result of merger. References A Joint memorandum by Cadbury Schweppes and Cadbury. Trebor Bassett (OB 41) Viewed 10 December 2010 http://www.parliament.the-stationery-office.co.uk/pa/cm200304/cmselect/cmhealth/23/3112702.htm Business wire 2007. The UK Confectionery Market Has Seen a Slowing Rate of Growth This Year. Viewed 25 November 2010 Cadbury Plc description. Viewed 14 November 2010 http://www.google.com/finance?q=PINK:CDSCY Cadbury plc. Income statement. Viewed 12 November 2010 http://www.google.com/finance?fstype=bi&q=NYSE:CBY Cadbury Schweppes Plc. Company History. Viewed 13 November 2010 https://www.fundinguniverse.com/company-histories/Cadbury-Schweppes-PLC-Company-History.html “Confectionery, emerging market annual growth 2001 – 2006”. Viewed 12 December 2010 http://www.google.com.ph/images?hl=tl&source=imghp&biw=560&bih=281&q=confectionery+growth+in+UK&btnG=Maghanap+ng+Mga+Larawan&gbv=2&aq=f&aqi=&aql=&oq=&gs_rfai= Coughlin, Mary O. 2009. Top Ten Chocolate Manufacturers in the World. G.O. Articles.com/ Viewed 13 November 2010 http://goarticles.com/cgi-bin/showa.cgi?C=1385494) Daniells, Stephen. 2006. Food industry dooms children to obesity, says scientist thttp://www.foodnavigator-usa.com/Science-Nutrition/Food-industry-dooms-children-to-obesity-says-scientist David Jones Analysis, Sept. 2009. Kraft may need 800 to 900p to swallow Cadbury. Viewed 12 December 2010 http://www.reuters.com/article/idUSTRE58H2GZ20090918 EIRIS Ethical Investment Research.2006. Obesity concern in the food and beverage industry. Viewed 14 November 2010 http://www.eiris.org/files/research publications/seeriskobesity Ferari, Bob, 2010. Kraft Foods Facing Considerable Global Supply Chain Challenges- Part Two Supply Chain Matters. http://supplychainanalysis.igd.com/index.asp?id=14&retid=0&isid=0&tab=0&nid=1268 Financials, Cadbury PLc. Sales Growth. Viewed 13 November 2010 http://www.reuters.com/finance/stocks/financialHighlights?rpc=66&symbol=CDSCY.PK Fletcher, Anthony.2006. UK confectionery market outlook 'positive' . Viewed 13 November 2010 http://www.confectionerynews.com/Formulation/UK-confectionery-market-outlook-positive Food Standard Agency. 2010. General Food Law. Viewed 12 November 2010 http://www.food.gov.uk/foodindustry/regulation/foodlaw/ Hershey. 2010. Stock Fundamentals. Viewed 12 November 2010 http://www.thehersheycompany.com/investors/stock-information/stock-fundamentals.aspx Just-Food.com. 2007. UK confectionery not damaged by health lobby – research by just-food.com 2007 http://www.just-food.com/analysis/confectionery-market-not-damaged-by-health-lobby-research_id97550.aspx Kraft. Company profile 2006. Viewed 11 December 2010 www.bc.edu/.../global/meta-elements/pdf/profile_kraft.pdf Kraft Foods Combined Company Fact Sheet. “Kraft proposes combination with Cadbury Plc, building on a global powerhouse in snacks, confectionery, and quick meals”. Scribd.Viewed 12 November 2010. http://www.scribd.com/doc/19498368/Kraft-Foods-Combined-Company-Fact-Sheet-with-Cadbury Kraft Healthy Living Report. 2005. UK & Ireland Healthy Living Report. Viewed 25 November 2010 msn money. At a Glance: Kraft Foods 3Q Sales by Region. Viewed 13 November 2010 http://articles.moneycentral.msn.com/news/article.aspx?feed=AP&date=20101104&id=12360055 Market forecast. http://www.anythingresearch.com/2010-Industry-Statistics/Chocolate-Confectionery.htm Food Navigator.com. Moves in UK confectionery ingredients 29-Jul-2004 Food Navigator.com. ttp://www.foodnavigator.com/Financial-Industry/Moves-in-UK-confectionery-ingredients Munya Mtetwa, 2010. Cadbury Shareholders to gain in this acquisition deal. http://www.suite101.com/content/kraft-and-cadbury-merger-a193033 O’Hara, Carolyn. 2010. Kraft and Cadbury Reach Merger Deal. PBS News Hour http://www.pbs.org/newshour/rundown/2010/01/kraft-and-cadbury-reach-merger-deal.html Office of Fair Trading, Department for Business & Regulatory Reform, 2008. Consumer Protection from Unfair Trading Regulations . Viewed 14 November 2010 http://www.oft.gov.uk/business-advice/treating-customers-fairly/protection Office for National Statistics. Employment rate rises to 70.7 percent. Viewed 13 November 2010 http://www.statistics.gov.uk/cci/nugget.asp?id=1210. Pushpara, A. http://rajputbrotherhood.com/knowledge-hub/business-studies/the-economic-factors-affecting-business-environment.htmlSubmitted to RB Report Linker. Indulgence and Health In Confectionery: Emerging natural, functional and wellness trends. Viewed 12 November 2010 http://www.reportlinker.com/p090380/Indulgence-and-Health-In-Confectionery-Emerging-natural-functional-and-wellness-trends.html June 2008 Research and Markets: The UK Confectionery Market Remains Dominated by Cadbury, Mars and Nestle. Business Wire. Viewed 12 November 2010 http://www.allbusiness.com/services/business-services/4306369-1.html Reynolds, John. 2010. Kraft to keep UK marketing operations. Marketingmagazine.co.uk, Brand Republic. Viewed 14 November 2010 http://www.brandrepublic.com/News/990731/Kraft-keep-Cadburys-UK-marketing-operations/ Sadiq, Maliha. February 2010. Kraft’s merger with Cadbury is a bumpy but upward road. Viewed 13 November 2010 http://news.medill.northwestern.edu/chicago/news.aspx?id=156181 Safer, Michael, 2009. The Kraft/Cadbury Merger: How Brand Can Be Impacted When Viewed Through the CSR Lens. http://www.maurbrand.com/2009/12/the-kraftcadbury-merger-how-brand-can-be-impacted-when-viewed-through-the-csr-lens.html Stevens, Jean. 2020. Kraft's Master Plan for World Domination .viewed 25 November 2010 Strategic fit. Viewed 12 November 2010 http://www.euromonitor.com/Krafts_new_price_offer_more_attractive_to_Cadbury The Street. Kraft Foods, Inc.(KFT) Stock Quote. Viewed 12 December 2010 http://www.thestreet.com/quote/kft.html?omorig=header Times l00 Business Environment. External influences. Viewed 13 November 2010 http://www.thetimes100.co.uk/theory/theory--external-influences--363.php Trade Hot Topic No 73. Political Economy factors affecting efficient function of markets. Commonwealth Secretariat. http://www.thecommonwealth.org/document/224294/trade_hot_topics_issue_73.htm Tradingmarkets.com. 28 October 2010 Cadbury Schweppes Finance Plc - Statement Re Group Reorganization United Kingdom Inflation Rate http://www.tradingeconomics.com/Economics/Inflation-CPI.aspx?Symbol=GB Welcome to Kraft Foods. http://www.kraftfoods.co.uk/kraft/page?siteid=kraft-prd&locale=uken1&PagecRef=414&Mid=414 “Western Europe Confectionery Consumer by Country 2007, p.1. rts-resouce.com. Viewed 11 December 2010 http://www.google.com.ph/images?hl=tl&source=imghp&biw=560&bih=281&q=confectionery+growth+in+UK&btnG=Maghanap+ng+Mga+Larawan&gbv=2&aq=f&aqi=&aql World News Report. (2010) Global Confectionery Market Expected to Reach $107.4 Billion by the End of 2010. EIN Presswire. Viewed 12 November 2010 http://www.einnews.com/pr-news/8560-global-confectionery-market-expected-to-reach-107-4-billion-by-the-end-of-2010 Yahoo Finance. (n.d.) Kraft Foods Company Profile. Viewed 13 November 2010 http://biz.yahoo.com/ic/103/103392.html Zendrian, Alexandria. Oct. 28, 2010 Kraft CEO’s clears the air about Cadbury and Buffet. (http://blogs.forbes.com/alexandrazendrian/2010/10/28/krafts-ceo-clears-the-air-about-cadbury-and-buffett/. Read More