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  • November 2002 (Revised May 2003)
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ConAgra Foods

By: Ray A. Goldberg and Ingrid Vargas
  • Format:Print
  • | Pages:21
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Abstract

In 2002, ConAgra Foods CEO Bruce Rohde was deliberating the next steps in the process of transforming the company from an agribusiness giant to a value-added food processor. ConAgra had become the second largest food company and number one food service supplier in the United States following decades of growth through acquisitions, primarily in grain milling and meat processing businesses. During the 1990s, ConAgra made significant inroads into processed foods, with 86% of FY2002 operating profits coming from its value-added businesses. Despite its expanding portfolio of branded products, ConAgra's image as a commodity-oriented agribusiness company persisted. Given the rapidly changing food industry and the divestiture of ConAgra's fresh meat business, Rohde must establish a new identity and direction for the company.

Keywords

Corporate Strategy; Leading Change; Change Management; Organizational Change and Adaptation; Food; Agribusiness; Product; Business Processes; Management Teams; Expansion; Brands and Branding; Food and Beverage Industry; Agriculture and Agribusiness Industry; United States

Citation

Goldberg, Ray A., and Ingrid Vargas. "ConAgra Foods." Harvard Business School Case 903-412, November 2002. (Revised May 2003.)
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About The Author

Ray A. Goldberg

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More from the Authors
  • Sage V Foods and Element Farms: Preparing for the Future of Controlled Environment Agriculture By: Ray A. Goldberg, Rachel Lee and Canning Malkin
  • Nestlé: The World's Largest Food Company Confronts Climate Change By: Ray A. Goldberg and Charlotte Tasker
  • WH Group and Smithfield Foods: Global Leadership During a Difficult Environment of Trade, Disease, and Sustainability By: Ray Goldberg and Rachel Lee
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