Speech At the Northwestern Kellogg Public-Private Interface Conference on "New Developments in Consumer Finance: Research & Practice"
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Mondelez International, Inc. (MDLZ) is set to report first-quarter 2017 results on May 2, after the market closes. Let's see how things are shaping up for this announcement.
K.T. McFarland's last day at the National Security Council is scheduled for Friday – but the White House has yet to find a replacement for her in the critical role of deputy national security adviser, according to an NSC spokesperson. The former Fox News analyst has been largely sidelined in the agency since former National Security Adviser Michael Flynn was forced to resign in February after misleading the vice president on his talks with Russian agents. Flynn's successor, Lt. Gen. H.R. McMaster, has put his stamp on the elite security body, elevating Dina Powell to the role of deputy national security adviser for strategy. He also removed chief White House strategist Steve Bannon from the principals committee. Anton said that if the White House can't settle on a pick by Friday, Powell's role may be redefined so that she will share McFarland's duties with another NSC official like chief of staff Keith Kellogg. "It will either will be someone coming from the outside or a new thing where they change the role," said NSC spokesman Michael Anton. President Donald Trump offered McFarland an ambassadorship to Singapore, and she's slated to start ambassador training in May. McFarland has signaled that she is willing to stay until they find a replacement, according Anton. "It would move the confirmation process down the line," Anton said. But, he added, "she's willing to do that if they want her to stay."
Howard Tullman leads one of the world's top entrepreneurial ecosystems, Chicago's 1871. In this wide-ranging conversation with Rob Wolcott, Clinical Professor of Innovation at the Kellogg School of Management, Tullman discusses new venture success, the jobless economy and seeking meaning in life.
Is there just one ‘best’ MBA program in the world? Probably not, but there could be a ‘best’ business school for you. Chicago Booth's Associate Dean for Admissions, Kurt Ahlm answers MBA essay questions adapted from the essays of Harvard Business School And Northwestern Kellogg.
NASA/JSC This Earth Day is different. The world’s largest economy is governed by a president who has called global warming an “expensive hoax” on multiple occasions. He has threatened to “cancel” the Paris climate agreement, and appointed a head of the U.S. Environmental Protection Agency, Scott Pruitt, who as recently as last month has reported not believing that human activity or carbon dioxide are primary contributors to climate change, contradicting 150 years of basic physics and decades of scientific consensus. The Trump administration has proposed cutting the EPA’s budget by over 30%, and the agency’s staff by 15,000 jobs. This major shift in the executive branch’s attitude toward climate change leaves a big void in the U.S.’s — and the world’s — environmental stewardship, one that the private sector must fill. Every Earth Day it’s tempting to write that “every day is Earth Day” and that we need to protect our shared resources. It’s trite…because it’s true, of course. A stable climate, clean air, clean water, safe food, and on and on, are not just nice-to-haves, but are critical for our well-being. Yet it seems to surprise many in the “environmental regulations kill business” camp that these basic biophysical supports for life also support business. We could endlessly debate the merits of the costs and benefits of specific regulations, but at the macro level, a law as important as the Clean Air Act not only is not expensive — it’s probably the most profitable regulation in human history. Some sectors and companies bear more of the up-front expense of tackling carbon emissions, with the energy sector being the most obvious one. But many studies have estimated that the reduction in health care costs saves the economy, and thus all companies and citizens within that economy, tens of trillions of dollars. And that’s just direct health care benefits. There’s much more to keeping the economy clean. It’s increasingly strange to have to say this, but workers struggling to breathe are not productive, places without access to safe water, like Flint, Michigan — not to mention 3,000 other U.S. counties where lead rates are even higher — have trouble building a strong economy, and people in cities fighting rising seas or extreme drought do not make great customers. In short, the economy can’t thrive if people and the planet suffer. Weakening air, water, and climate protection is a lot like smoking two packs a day and eating mostly sugar, and then wondering why you feel awful. And yet this administration seems hell-bent on allowing our air to become less clean (when 40% of us already live in areas with “unhealthful levels of ozone (smog) or particle pollution”), allowing toxic pesticides to remain in our food system, and allowing our burgeoning climate collapse to accelerate. (For example, the Great Barrier Reef is dying fast, a harbinger of a dead global coral system, which could cost the world a trillion dollars and make the planet noticeably less rich and vital.) Even though many people around Trump are telling him to go slow on pulling the U.S. from the global climate agreement, his clear disdain for climate discussions sends a dangerous signal to the world. Business leaders can choose to send a different signal. The week of Earth Day has always been a time for business to come out in support of the planet. For years, it was mainly about employees volunteering to plant some trees, but as companies have grown more sophisticated about the role of sustainability in their strategies, and about the dangers and opportunities in a changing climate, their announcements have gotten bigger and bolder. Just this week, three large companies demonstrated serious commitments to reducing emissions across their value chains (where most companies’ emissions lie): Walmart announced that it would ask suppliers to reduce greenhouse gases by 1 billion tons by 2030. And while 1 billion is only a fraction of global emissions, which run in the 40-billion-ton range annually, it’s a lot for one company to take responsibility for. It’s 50 times Walmart’s 2010 supply chain goal, and it sets a high bar for others to aspire to. Apple, which already sources renewable energy for nearly all its operations, announced that three more suppliers were committing to 100% renewable energy. (Disclosure: I’ve done paid speaking for executives at Walmart and Apple.) Swedish clothing giant H&M set a “carbon positive” goal for its entire supply chain by 2040. In apparel, this is more than aggressive. These announcements follow some greenhouse gas goals that food giants General Mills and Kellogg set for their supply chains last year. And even without the added element of supply chain targets, there are now hundreds of large companies with science-based carbon targets or 100% renewable energy goals. I realize that many firms are fighting for environmental protection with one hand and trying to claw back environmental rules with the other. For example, the major auto companies are investing in new technologies and electric vehicles while asking the Trump administration to weaken fuel efficiency standards. But companies have some new opportunities to let the world know where they stand. The next week will be bookended by two big marches on Washington. Scientists, feeling pressured by anti-fact rhetoric on many issues, have organized a March for Science on Earth Day (the need to publicly say “science matters” is terribly sad, but apparently it’s necessary these days). A week later, there will be a Climate March, on April 29, and hundreds of thousands are expected to march in different cities around the country. So far, companies have been more comfortable supporting the science march, but even though some anti-corporate rhetoric will be on display at the climate event, companies should stiffen their spines and step into the fray. (Here are 16 ways companies can support the climate march.) I realize that some CEOs will see speaking out in favor of environmental protection as a partisan issue, especially in our politically charged environment. But the science on this isn’t blue or red, and the needs of customers, suppliers, and shareholders are clear. GE CEO Jeff Immelt framed some recent remarks along these lines, saying, “We believe climate change is real and the science is well accepted. Our customers, partners, and countries are demanding technology that generates power while reducing emissions, improving energy efficiency, and reducing cost.” I hope more business leaders in the U.S. will follow his lead. A growing understanding that they need climate protection to save their physical assets, supply chains, and the economy at large should be significant motivation to step out. And the quicker they realize that an administration that impedes progress toward a clean economy is not serving their interests, the faster they’ll rush to fill a leadership vacuum — before their global competitors do.
Russian Literature Week 2017 presents a series of panels, screenings, and in-person conversations featuring some of Russia’s most acclaimed new authors, famed translators of Russian fiction, and several of the world’s leading Russian literature scholars and literary critics. Russian Literature Week 2017 will take place May 1-6 in literary venues across New York City including Book Culture, the Strand Bookstore, New York University, Columbia University, the Grolier Club, and the Russian Samovar restaurant – and, as always, online. MONDAY – MAY 1 7:00 pm (doors open at 6:30 pm) The Russian Literary Matrix: Contemporary Russian Writers Reflect on the Classics Participants: Lisa Hayden, Vadim Leventhal, Marina Stepnova, Maya Kucherskaya, Pavel Basinsky, Andrei Gelasimov The Grolier Club 47 E 60th St, New York, NY 10022 RSVP to this event Online film screening: The Black Monk by Anton Chekhov TUESDAY – MAY 2 4:30 pm The Art of Translation: A Literary Roundtable Participants: Ruth Franklin, Antonina W. Bouis, Tom Kitson, Marian Schwartz, Lisa Hayden Co-sponsored by Columbia University Press Kellogg Center, Columbia University 420 W 118th St, New York, NY 10027 RSVP to this event 7:00 pm (doors open at 6:30 pm) Russian Writers in Conversation (in Russian) Participants: Pavel Basinsky, Vadim Leventhal, Andrei Gelasimov, Marina Stepnova, Maya Kucherskaya Saint-Petersburg Trade House, New York 261 5th Ave, New York, NY 10016 RSVP to this event 6:00 pm Read more: Russian library: 3 brand new translations published RUSSIAN LIBRARY Launch Party Co-sponsored by Columbia University Press Participants: Jennifer Crewe, Christine Dunbar, Caryl Emerson, Stephanie Sandler, Vsevolod Bagno, Vladimir Grigoriev, Peter B. Kaufman Casa Italiana, Columbia University 1161 Amsterdam Avenue, New York, NY 10027 RSVP to this event Online film screening: The Black Monk by Anton Chekhov WEDNESDAY – MAY 3 7:00 pm (doors open at 6:30 pm) Gender & Power in Russian Literature Participants: Maya Kucherskaya, Marina Stepnova The Strand Book Store 828 Broadway, New York, NY 10003 RSVP to this event 7:00 pm (doors open at 6:30 pm) New Works from Russia: A Literary Roundtable Marian Schwartz, Andrei Gelasimov, Lisa Hayden, Vadim Leventhal, Pavel Basinsky, Anna Summers Book Culture 536 W 112th St, New York, NY 10025 RSVP to this event Online film screening: Eugene Onegin by Alexander Pushkin THURSDAY – MAY 4 5:00 pm What is Old is New: On Iliazd’s RAPTURE, the Sensational 1930s Novel Tom Kitson, Jenn Wilson In association with PEN AMERICA and the RUSSIAN LIBRARY Jordan Center – NYU 19 University Place, New York, NY 10003 RSVP to this event 7:00 PM The Russian Literary Matrix II: Literature & the Russian Revolution at 100 Vadim Levental, Jonathan Brent, and others READ RUSSIA PRIZE 2017 Announcement & Cocktail Reception with Russian Authors Norwood Club 241 W 14th St, New York, NY 10011 RSVP to this event Online film screening: Anna Karenina by Leo Tolstoy FRIDAY – MAY 5 RUSSIAN LIBRARY Editorial Advisory Board Meeting (Invitation-only) Columbia University Press 7:00pm (doors open at 6.30pm) Moscow, Petersburg & Russian Literature Vsevolod Bagno and Solomon Volkov Book Culture 536 W 112th St, New York, NY 10025 RSVP to this event Online film screening: Anna Karenina by Leo Tolstoy SATURDAY – MAY 6 11:00 am The Politics of Russian Literary Translation: Brunch with the Experts Russian Literature in Translation: Why These Wars? Why Such Violence? Oliver Ready and Caryl Emerson Russian Samovar 256 W 52nd St, New York, NY 10019 RSVP to this event Online film screening: Anna Karenina by Leo Tolstoy
The White House
Details of the personal finances of many Trump White House officials went public on Friday, revealing the investments, previous salary and organizational ties of those entering government service.The White House began releasing the personal financial disclosure forms upon request through the White House web site. Officials stressed that the forms were likely to be updated in many cases and that, in order to address conflict of interest concerns, some of the assets listed may have been sold since the forms were filed. Here is a selection of the forms obtained by POLITICO (list will be updated):Jarrod Agen, deputy assistant to the president and director of communications to the vice presidentSteve Bannon, assistant to the president and chief strategistThomas Bossert, homeland security adviserSean Cairncross, deputy assistant to the president and senior adviser to Reince PriebusSteven Cheung, assistant communications directorGary Cohn, chief economic adviserKellyanne Conway, counselor to the presidentReed Cordish, assistant to the president for intragovernmental and technology initiativesMakan Delrahim, deputy White House counselJohn DeStefano, director of president personnelJohn Eisenberg, legal adviser, National Security CouncilMichael Ellis, special assistant to the president and associate counselMichael Flynn, former national security adviserMichael Flynn, former national security adviserJason Greenblatt, assistant to the president and special representative for international negotiationsJulia Hahn, deputy policy strategistHope Hicks, director of strategic communications Joseph Kellogg, chief of staff and executive secretary, National Security CouncilJared Kushner, assistant to the president and senior adviser to the presidentGerrit Lansing, former chief digital officerChris Liddell, assistant to the president and director of strategic initiativesMarc Lotter, special assistant to the president and press secretary to the vice presidentOmarosa Manigault, director of communications, OPLStephen Miller, senior adviser to the president for policyKathleen McFarland, deputy national security adviserDonald McGahn, counsel to the presidentBill McGinley, Cabinet secretaryPeter Navarro, director of the National Trade CouncilJennifer Pavlik, deputy assistant to the president and deputy chief of staff to the vice presidentJoshua Pitcock, assistant to the president and chief of staff to the vice presidentDina Powell, assistant to the president and senior counselor for economic initiativesReince Priebus, chief of staffDan Scavino, director of social mediaKeith Schiller, deputy assistant to the president and director for oval office operationsMarc Short, director of legislative affairsSean Spicer, press secretaryBill Stepien, White House political directorKaty Talento, special adviser to the president for healthKatie Walsh, former deputy chief of staff for implementationPaul Winfree, deputy director of the Domstic Policy Council
If you’re not a numbers person, finance is daunting. But having a grasp of terms like EBITDA and net present value are important no matter where you sit on the org chart. How can you boost your financial acumen? How do you decide which concepts are most important to understand to your work and your understanding of the business? And who’s in the best position to offer advice? What the Experts Say Even if you don’t need to know a lot about finance to do your day-to-day job, the more conversant you are on the subject, the better off you’ll be, according to Richard Ruback, a professor at Harvard Business School and the coauthor of the HBR Guide to Buying a Small Business. “If you can speak the language of money, you will be more successful,” he says. After all, if you’re trying to sell a product or strategy, you need to be able to demonstrate that it is both practical and high margin. “The decision-makers will want to see a simple model that shows revenue, costs, overhead, and cash flow,” he says. “They need to see why it’s a good idea.” Joe Knight, a partner and senior consultant at the Business Literacy Institute and the coauthor of Financial Intelligence, says that an absence of financial savvy is “career-limiting.” If you’re unable to contribute to a discussion on the company’s performance, you’re unlikely to advance. “You are not going to be involved in running projects unless you understand the financials,” he says. Here are some strategies to improve your financial intelligence. Overcome your fears Stop avoiding finance because you’re afraid of numbers. It’s not rocket science, says Ruback. Think of it this way, “Finance is the way businesses keep score. It’s like counting balls and strikes in baseball,” but instead you’re “measuring progress through financial performance,” he says. “It’s not that complicated.” Besides, the math is easier than you might think, says Knight. “Finance and accounting are very simple. It’s mostly addition and subtraction and occasionally some multiplication and division,” he says. “There’s no magic.” Learn the lingo There may not be any magic to finance, but there is a fair amount of jargon. Fortunately, there are many ways to learn the terminology, says Knight. You “just need to take initiative,” he says. If your company offers internal finance training, take advantage of it. If it doesn’t, consider enrolling in an online or community college class. Of course, there are also myriad books and reference guides on the topic. The most important concepts to grasp are “how to measure profitability, EBITDA, operating income, revenue, and operating expenses,” he says. A finance textbook or reference guide is a good investment; but “Google works too,” he says. Related Video The Refresher: Net Present Value Next time you're deciding about a big investment, NPV can help you make a more informed decision. Save Share See More Videos > See More Videos > Tackle the balance sheet Next, says Knight, you need to immerse yourself in your organization’s income statements. “Take an interest in the balance sheet and then do the due diligence to understand it,” he says. The best way to learn, says Ruback, is to “reproduce the numbers” either electronically or on a sheet of paper and then “group them into categories so you can start to see how much your company spends and where it makes money,” he says. Convert the numbers to percentages so you more easily visualize the breakdown of revenue and expenditures. “You want to see the big picture.” Focus on key metrics Boosting your financial expertise requires figuring out the metrics by which your company measures success. Your goal is to develop a deep understanding of the precise “link between profit and loss” and how that affects your organization’s performance over time, says Knight. That metric is often expressed in the form of a ratio. “There are four ratios common in every company: profitability, leverage, liquidity, and operational efficiency,” he says. And every organization has “two or three ratios within” those groups that are considered its primary measures of performance, in addition to “industry-specific ratios.” Paying closer attention to your company’s balance sheet and “listening to your company’s quarterly earnings calls” is helpful in getting a handle on these metrics. “They’re not hard to calculate. It just takes effort,” he says. Play with numbers Once you have a solid understanding of the balance sheet and what drives your company’s growth, try “experimenting and playing with the numbers” by going through a “series of ‘what if?’ scenarios,” says Ruback. For instance, What if prices were lower? What if revenue was higher? What if costs go down or up? “You’re not managing specific business decisions, you’re trying to understand and internalize how the models work” and the assumptions they make. That way, when you do need to “tabulate the consequence of a particular decision,” such as, whether or not to launch a new product or shut down a factory, you have the tools to do so. “People think budgets are static. But in most instances, you run the models to figure out what’s important and how much room there is for error.” Find a financial mentor Connecting with a “senior financial or operations manager” who can “teach you,” and “answer your questions one-on-one” is another way to get better at finance, says Knight. “It’s a very natural way to learn,” he adds. Ruback agrees. “Mentors are always helpful for someone who is not good with numbers,” he says. This person can both help explain concepts and serve as a sounding board for any financial decisions you need to make. Ruback suggests asking your colleague “to try to replicate” your projections and models when needed. “It sharpens your focus,” he says. “You find that Jane made certain assumptions, while you made others. One is not right and the other is not wrong, but [the differences] help you figure out what’s reasonable.” Make it personal Still lacking motivation? Make improving your financial skills “a survival issue,” says Knight. “Every time you are paid, your organization makes less profit. So you need to think about what you can do to help the company remain profitable or be more so.” The goal is to develop an understanding of how your day-to-day actions help your employer to “drive revenue or mitigate costs,” he says. “Think of yourself as a miniature profit and loss statement: How do you add value?” This can be a useful exercise, but don’t let it consume you, says Ruback. After all, it’s easier to determine your impact on the bottom line if you’re in sales, but it’s not as straightforward if you’re in, say, HR. “Integrate your role with the contributions of others,” he says, “and focus on the problems you can control, not the ones you can’t.” Principles to Remember Do: Enroll in an online or community college class to learn about basic financial concepts and terms Review your organization’s quarterly reports to help you understand the specific things it does to be profitable Experiment with the numbers on your organization’s balance sheet by going through a series of “what if?” scenarios Don’t: Be intimidated. Business math is relatively straightforward Go it alone. Identify a trustworthy operations or financial manager who can help answer your questions and serve as a sounding board Overlook the impact of financial skills on your career; if you want to advance, you need financial acumen Case Study #1: Partner with a colleague in finance and experiment with numbers Larry Dunivan, the chief revenue officer at Ceridian, firmly believes, “All leaders should be able to talk about the numbers in a broad and sophisticated way.” But Larry admits he wasn’t always able to do that. Earlier in his career, he worked as a product manager at a software company. As an MBA student at Northwestern’s Kellogg School of Management, he had taken basic finance courses and his skills were a good fit for the job. “I managed costs and supported the general business activities associated with the [products],” he recalls. But, when he got promoted to work in a mergers and acquisitions role at the company, he felt in over his head. “Suddenly I needed to know things like EBITDA and how enterprise value was determined,” he says. “It was trial by fire, and I remember thinking, ‘How can I not look like a fool in this meeting?’” He needed help. Fortunately, Larry had a good relationship with a peer — “Rick” — in the finance department. Rick’s job was to build the financial models that would inform strategic decisions about potential M&A activity. Rick was always willing to detail how the models worked and answer questions. “He was very patient and knowledgeable,” Larry recalls. He was soon comfortable enough to start collaborating with Rick. “I’d say to him, ‘Show me the variables that have the most sensitivity,’ and then I would test different assumptions,” he says. “I still didn’t know how to do the underlying computation to create the model, but I had a solid understanding of the assumptions that went into it. Larry says that Rick’s help and support was invaluable in improving his financial acumen. “A great partnership with a finance colleague will take you a long way,” he says. Case Study #2: Learn the metrics your company uses to measure success James Pieper, the chief accounting officer at TransUnion, the consumer credit reporting agency, says it’s “critical” for employees to have a “basic understanding of finance so they know how their company is doing financially. “The great thing about accounting and finance is that it’s universal, so once you have the foundation you can go from there,” he says. At the same time, James is well aware that each company monitors performance in its own way. James spent most of his career at publicly traded companies. But when he first arrived at Chicago-based TransUnion in 2014, a private equity group owned it. “So I had to learn which financial metrics mattered, why they were important, and how TransUnion measured success,” he recalls. He did a lot of the initial learning and number crunching on his own. “Luckily in my position I have access to every number, so I rolled up my sleeves with an Excel spreadsheet and tried to re-create the statement,” he explains. “I spent time validating the numbers to make sure they made sense.” He also sought guidance from a “finance buddy,” who at the time was a peer in the accounting department. “He’d been at the company for a while and he helped me understand the details of the calculations,” he says. In 2015, TransUnion went public, and James had to help the company manage this financial transition. To boost his skills and knowledge, he looked carefully at the balance sheets of the company’s “25 closest peers to understand how they structure their earnings releases and what they put forth as their main financial metrics.” James often leads in-house financial training sessions for his company. He says it encourages colleagues to “understand where they fit in the big picture” of TransUnion’s finances. “I don’t drive revenue — I am an expense,” he says. “As part of the cost basis, I try to make my organization run as efficiently as possible.”
Northwestern University's Kellogg School of Management unveiled it's new headquarters, a building that hopes to spark collaboration and creativity among both students and faculty. The 410,000-square foot building features flexible space, and many places to gather.
Во второй части мной было показано, что британская династия Виндзоров через свой именной фонд в Vanguard владеет акциями ряда американских производителей. Было установлено, что трое из этих производителей (а скорее всего, их больше) — Honeywell, Ford и Kellogg — имеют принадлежащие им благотворительные фонды, через которые осуществляется финансирование Совета по международным отношениям, частной организацией, имеющей сильное влияние на внешнюю политику США. Данная часть будет снова про Vanguard, и в ней будут рассмотрены конкретные персоналии этой компании, чтобы приоткрыть линии её влияния на американскую экономику и политику. Почему американскую — потому что мне доступны данные по Америке. Подчеркну, что в своём исследовании я пользуюсь только открытыми доверенными источниками информации и не полагаюсь на чьи-либо инсайды. Где необходимо, я сопровождаю факты ссылками, чтобы любой мог быстро их проверить. Начнём с публичного первого лица Vanguard. 51 комментарий
Today, Back to the Roots, pioneered by Millennial founders Nikhil Arora and Alejandro Velez are spearheading the "undoing" of food by bringing whole-grain, biodynamic, single-sourced cereals into the New York City public school system, replacing options once offered by food giant, Kellogg’s.
Far from reflexively favoring big corporations over small competitors, Judge Neil Gorsuch has a nuanced view of antitrust law.
Kellogg (K) reported earnings 30 days ago. What's next for the stock? We take a look at earnings estimates for some clues.
В сельском хозяйстве и пищевой промышленности занято более одного миллиарда человек в мире или треть всей рабочей силы. И хоть данный сектор играет ключевую роль в жизни человечества, как это ни парадоксально, его контролируют крайне небольшое число транснациональных компаний. Согласно докладу компании Oxfam International, 10 компаний, специализирующихся на производстве продуктов питания и напитков, могут формировать продуктовую корзину большей части населения планеты, влиять на их условия труда, а также окружающую среду. Associated British Foods Выручка: $21,1 млрд Расходы на рекламу: неизвестно Прибыль: $837 млн Сотрудники: 112,6 тыс. Штаб-квартира: Лондон, Великобритания Associated British Foods – это британская компания-производитель продуктов питания, которой удалось выстроить глобальную сеть с помощью приобретений. В результате постоянного прироста за счет покупки новых компаний, Associated British Foods производит практически все виды продовольствия, начиная от сахара, заканчивая кукурузным маслом и чаем. ABF один из основных поставщиков важных пищевых ингредиентов, в том числе эмульгаторов, ферментов и лактозы. Coca-Cola Сo. Выручка: $46,9 млрд Расходы на рекламу: $3,0 млрд Прибыль: $8,6 млрд Сотрудники: 130,6 тыс. Штаб-квартира: тланта, Джорджия, США Coca-Cola является одним из самых дорогих брендов в мире. Совокупный объем продаж в 2013 финансовом году в стоимостном выражении превысил отметку $47 млрд. Coca-Cola Сo. крупнейший мировой производитель и поставщик концентратов, сиропов и безалкогольных напитков. Крупнейшим акционером этой компании является фонд Berkshire Hathaway Inc. (8,61%), контролируемый легендарным инвестором Уорреном Баффетом. Groupe Danone Выручка: $29,3 млрд Расходы на рекламу: $1,2 млрд Прибыль: $2,0 млрд Сотрудники: 104,6 тыс. Штаб-квартира: Париж, Франция Французская компания Groupe Danone имеет обладает колоссальным присутствием в во всем мире. Его крупнейшим рынком, по объемам продаж, является Россия, далее следуют Франция, США, Китай и Индонезия. Компания является крупнейшим в мире продавцом свежих молочных продуктов, больше половины от всего объема продаж данной продукции в мире в 2013 году пришлось на Groupe Danone. General Mills Выручка: $17,9 млрд Расходы на рекламу: $1,1 млрд Прибыль: $1,8 млрд Сотрудники: 43 тыс./LI] Штаб-квартира: Голден-Вэлли, Миннесота, США Компания General Mills владеет рядом одних из наиболее известных американских брендов, таких как Pillsbury, Colombo Yogurt, Betty Crocker, «Зеленный великан». Производственные мощности компании размещены в 15 странах, однако, продукция реализуется более чем в 100. Полоска продукции компании невероятно широкая : хлопья для завтрака, йогурт, замороженное тесто, консервированные супы, пицца, мороженое, соевые продукты, овощи, мука и др. Kellogg Выручка: $14,8 млрд Расходы на рекламу: $1,1 млрд Прибыль: $1,8 млрд Сотрудники: 30,2 тысячи Штаб-квартира: Батл-Крик, Мичиган, США Американская компания Kellogg зарабатывает меньше всех среди пищевых гигантов, по итогам 2013 года объем выручки составил лишь $15 млрд. Kellogg является одним из крупнейших в мире хлебообработчиков и производителей печенья. Компания специализируется на производстве сухих завтраков и продуктов питания быстрого приготовления. Mars Выручка: $33,0 млрд Расходы на рекламу: $2,2 млрд Прибыль: нет данных Сотрудники: 75 тыс. Штаб-квартира: Маклин, Виргиния, США Из всех компаний, представленных в данном списке, Mars –единственная, которая находится в частной собственности. Mars владеет такими "шоколадными" брендами, как M&Ms, Milky Way, Snickers и Twix. Компания владеет продовольственными брендами, такими как Uncle Ben's, а также производителем жевательных резинок и конфет Wrigley. Mondelez Выручка: $35,3 млрд Расходы на рекламу: $1,9 млрд Прибыль: $3,9 млрд Сотрудники: 107 тысяч Штаб-квартира: Дирфилд, Иллинойс, США Компания Mondelez появилась в результате разделения пищевого гиганта Kraft Foods. Во время разделения мировые бренды (Oreo, TUC, Cadbury, Milka, Alpen Gold, Jacobs) достались Mondelez, вто время как американские - Kraft Foods Group. По итогам прошлого года, выручка компании составила $35 млрд выручки при капитализации более чем $72 млрд. Nestle Выручка: $103,5 млрд Расходы на рекламу: $3,0 млрд Прибыль: $11,2 млрд Сотрудники: 333 тыс. Штаб-квартира: Веве, Швейцария Nestle по всем показателям является крупнейшей пищевой компанией в мире. Выручка компании за прошлый год составила 92 млрд швейцарских франков. Компания производит растворимый кофе, минеральную воду, шоколад, мороженое, бульоны, молочные продукты, детское питание, корм для домашних животных, фармацевтическую продукцию и косметику. Более 2000 товарных знаков на 461 фабрике в 83 странах мира. PepsiCo Выручка: $66,4 млрд Расходы на рекламу: $2,5 млрд Прибыль: $6,7 млрд Сотрудники: 274 тыс. Штаб-квартира: Пёрчейз, Нью-Йорк, США Помимо известных "содовых" брендов, PepsiCo владеет рядом продуктовых торговых марок, таких как Tostitos, Doritos, Quaker. Более того, компания является крупнейшим рекламодателем в мире, расходы компании в этой области в 2012 году превысили $2,5 млрд. История вопроса Выручка: $68,5 млрд Расходы на рекламу: $7,4 млрд Прибыль: $6,7 млрд Сотрудники: 174,3 тысячи Штаб-квартира: Лондон, Великобритания и Роттердам, Голландия Unilever трудно назвать пищевой компанией, так как большую часть ее прдуктовой линейки представляют средства личной гигиены и бытовая химия. Однако, на еду и напитки проходится более трети выручки. По итогом прошлого года выручка компании составила 50 млрд евро. Компания владеет такими брендами, как Lipton, Brooke Bond, Calve, Rama, Creme Bonjour и другие.