Discussion questions for Case Campbell Soup and Chapter 6 Corporate Level Strategy:

1. What business level strategy is Campbell Soup using in its main business segment (soup, sauces, and beverages) in the US? Cost leadership, differentiation, focused, or integrated?

2. Based on internal analysis, what is Campbell Soup's core competency, if any? Do you think the business level strategy identified in Q1 fits Campbell Soup's core competency?

3. Based on the external analysis of Campbell Soup, what are the major threats to its current product portfolio? What strategic adjustments do you recommend to deal with these threats? Do these adjustments fit Campbell Soup's core competency?

4. Campbell Soup has used a series of acquisitions to expand its product line as mentioned in the case, such as Pace Food (a Mexican sauce producer, page 65).

At the same time Campbell has divested from some premium food products such as Godiva chocolate (page 67). What's the rationale behind the acquisition and divestiture? What kind(s) of diversification are these acquisitions? How can Campbell Soup increase value through these acquisitions/diversification? Economy of scope (shared activity or corporate level core competency)? Market power? Financial economy?