Paul Atkins has one thing in common with Donald Trump: He doesn’t hedge on his opinions.Atkins, a former financial regulator who is playing a major role in the Trump presidential transition, has railed against labor unions, environmentalists and gay rights groups for challenging public companies through shareholder activism. He has called companies “weenies” who often "cave" to social activists. And he was once the only one of 68 business leaders who refused to endorse a report recommending ways to combat “crony capitalism” in Washington.Now Atkins, a Republican and onetime SEC member, may be in line to land a top regulatory post in the Trump administration. Atkins is meeting with Trump and Vice President-elect Mike Pence in New York on Monday.Atkins, the transition’s team leader for financial regulatory agencies, is on the same page as Trump on a number of issues, most notably on Dodd-Frank, the sweeping market-reform law that the president-elect says he wants to dismantle.Atkins has testified in the House three times in the last three years about the side-effects of the 2010 law, which was enacted after the financial crisis and is one of President Barack Obama’s signature policies.But comments of his, recorded at a 2012 Heritage Foundation event, reveal candid criticism of global-warming believers, organized labor and other Democratic allies. That suggests Atkins’s influence could help companies well beyond Dodd-Frank deregulation.“While Paul is in some ways more of an establishment Republican, I would put him in the free-market category,” said Thaya Brook Knight, an official at the Cato Institute, a libertarian-leaning think tank. She added that she was “thrilled” with Atkins’ position on the Trump team.As for whether Atkins would return to government for Trump, Knight said “it is customary” for transition team people to end up in a president’s administration.Others are not as thrilled at that prospect.“Tick down the list of issues we care about and you will typically find him on the other side,” said Lisa Gilbert, an official with Public Citizen, a liberal advocacy group. “We are nervous about what his placement in the transition means,” Gilbert said.Atkins’ status in Trump’s Washington world is quickly becoming apparent.A member of the SEC from 2002 to 2008, Atkins is on the transition landing teams for multiple agencies — the Consumer Financial Protection Bureau, Federal Deposit Insurance Corp. and Office of the Comptroller of the Currency. One of Atkins’ former staffers at the SEC is also on a landing team.Atkins is a top candidate to be the Federal Reserve’s vice chairman for supervision, according to two sources familiar with the matter. That post — a powerful position charged with overseeing regulation of the nation’s financial institutions — has not been filled by the Obama administration since it was created out of Dodd-Frank.Atkins is currently chief executive of Patomak Global Partners, a consulting firm he founded, and he was a senior partner at Sphere Consulting, a public relations firm in Washington.During his time at the SEC, he demonstrated a preference for putting a light touch on regulations. He dissented from a plan to overhaul rules for the stock market in 2005. He also dissented from rules for hedge funds in 2004 that were later struck down in court. And he opposed big fines that the SEC imposed on companies as part of enforcement settlements.Another similarity to Trump is that Atkins isn’t afraid to go against the consensus.In October 2015, he was the only dissenter among dozens of business leaders who were asked to draw up a report titled “Crony Capitalism: Unhealthy relations between business and government.”The report called for enacting stricter prohibitions on the revolving door from Congress to K Street lobbying firms, and it advocated for campaign-finance reform, among other measures. It is unclear why Atkins opposed the report. A spokeswoman for Atkins referred questions to the Trump transition team, which did not immediately respond to a request for comment.Atkins has also criticized labor unions, environmental organizations, gay-rights groups and state pension funds that he has said try to “co-opt or disenfranchise” companies.He has spoken in favor of the American Legislative Exchange Council, the controversial, Koch brothers-backed group that has pushed for voter ID laws and “stand your ground” statutes in many states. He has also defended anonymous “dark money” in politics.“ALEC is a great organization,” Atkins said at the July 3, 2012, Heritage Foundation event, according to an audio recording available online.In 2012, after the shooting of unarmed teenager Trayvon Martin in Florida, Coca-Cola, Kraft Foods Inc. and other businesses withdrew funding for ALEC. According to Atkins, the companies were reacting to attacks from Moveon.org and Color of Change, both liberal-leaning advocacy groups.“This is part of a thing that we’ve seen this year where social activists, environmental groups and other sorts of gay rights groups and others — unions, state pension funds and even politicians — have been very open about what their goal is,” Atkins said at the Heritage event. “And that is to put pressure on corporations through the shareholder proposal process.”He also referred to the scrutiny focused on Target Corp., which in 2010 apologized for contributing to Minnesota Forward, a group that gave money to gubernatorial candidate Tom Emmer, who opposed same-sex marriage.“Corporations usually are weenies, and they don’t really want to be in a political fight,” Atkins said. “They often cave.”Atkins made these comments during a discussion about shareholder proposals.Though they are nonbinding, votes on such proposals can steer a company’s management toward a social cause advocated by the investor. In August 2015, Wal-Mart Stores Inc. said it would stop selling the AR-15 assault rifle, despite winning a court battle with a shareholder’s proposal seeking to rein in firearm sales at the retail giant.“They do it all over the Fortune 500, which then gives them a megaphone of free publicity through the process and through harassment of the corporations, because then the management wants to negotiate with them to get rid of their proposal,” Atkins said at the event, referring to activist groups.Using the shareholder voting process to push companies on social issues has been a common practice of progressive pension funds for unions. But the National Center for Public Policy Research, a conservative, tax-exempt group based in Washington, has also successfully adopted the technique.Over the years, the SEC’s rules have been changed to benefit social activists, and that needs to swing back, he said.“The next big fight is going to be over corporate governance rules and shareholder communications and how corporations interact with shareholders,” he told the audience. “Because right now the rules have really drifted way off to one side like I said between co-opting and disenfranchising. So I think it is going to have to be radically changed back.”Labor unions will resist the rule changes, Atkins said. As their memberships decline, the unions are well aware of the tactical value the shareholder process gives them.“This is their last power,” he said.
So-called activist investors are increasingly gaining control of legacy corporations, forcing them to trim payrolls and downsize research operations—and, quite possibly, damaging the entire economy.
Halloween candy sales are poised to beat the previous year numbers, courtesy of lower prices and an uptick in consumer spending levels.
Samsung's brand crisis is worse than I thought it would be. The real severity of the their problem dawned on me last weekend as I prepared to fly back to Switzerland after a weeklong vacation with my family. Having just boarded the plane, I was busy getting settled in my seat when something unusual caught me by surprise. "Mobile phones and other electronic devices should be powered off or switched onto airplane mode. If you have a Samsung Galaxy Note 7, it must be completely powered off and stowed away while on board this aircraft." I travel a lot for business, so I've heard pre-flight announcements more times than I can count. But hearing a flight attendant name a specific brand as a serious risk to passenger safety? Never. Until then, I'd been reading about the infamous manufacturing issue that has caused multiple Galaxy Note 7 devices to overheat and catch fire. It seemed to me that Samsung was doing everything it could to manage the crisis: last month, the company issued a recall of 2.5 million devices. Just recently, the consumer electronics giant made an announcement that it is halting production of the model entirely. But what Samsung can't manage is this: every single day, millions of air travelers are told that the Galaxy Note 7 is a life-threatening piece of hardware. This would result in a quick death for most companies--or, at the very least, it would call for a company rebrand. But the consumer electronic giant isn't like most companies, and for the rest of my flight, I thought about the reasons an established brand should and shouldn't consider rebranding. Because brands are so influential, businesses must be cautious in undertaking a rebranding initiative. To perform a complete rebrand - including a new positioning, name, visual identity and messaging - there better be a good reason. When Rebranding is Necessary In general, there are only two scenarios when a complete rebrand makes sense. The first is a turnaround situation, or when the brand is in a state of catastrophe. This can be attributed to a particular event or a significant decrease in sales, attraction of the wrong audience, or brand confusion. Some might say the Samsung Galaxy Note 7 disaster is a textbook example of this. The second is a structural change. A rebrand can bring together two organizations with different identities into one unified entity, as seen in mergers or acquisitions, or it can support organizations that have recently spun off from a parent company. One example is the creation of Mondelēz International, the global snack food company that spun off of Kraft Foods in 2011. While the name was met with mixed reviews, it accomplished its main task: signaling a total departure from the Kraft brand. Reactivation not Rebranding A complete rebrand should not be taken lightly. It should be the last resort for Samsung and for any company. It is the most radical solution a company can take, and often it's not the right one because it risks destroying brand equity and losing audience awareness. Take the example of the Royal British Postal Service, who decided to highlight the move from state to private control by rebranding and renaming the company Consignia. The new name performed terribly, and so its reputation was quickly tarnished. Eventually, the name was changed back to Royal Mail. The beauty of branding is that there is a wide range of measures that management can utilize, a complete rebrand being only one of them. A smart course of action is brand reactivation through a constant evolvement of brand strategy, visual and verbal expressions, and customer experience. There are many examples of brands that overcame lost identities and negative brand perceptions without giving up the brand equity they had built over years. Building Brand Enthusiasm For decades, IBM had a perception of antiquated and irrelevant technology. Instead of changing the name, IBM management differentiated its brand positioning and messaging strategy through the Smarter Planet initiative. By framing the importance of harnessing sustainable approaches to the world's greatest problems through technology, IBM was able to shift the brand in a new, modern direction. Empowering its 430,000 employees to become advocates for Smarter Planet on social media, IBM managed to breathe life into the organization using new brand strategies as a catalyst for change. Branding is one of the most powerful tools in the hands of management but requires delicate handling. There is no turning back from a complete rebrand, and there are very few situations where one is appropriate. A complete rebrand destroys all brand awareness, and in today's world where it's hard to get attention, it is often wise to instead change the existing perception of the brand by giving it new meaning. The Samsung Brand: Moving Forward What is Samsung? What value does it truly provide for its customers? How does it make their lives better? How is the experience of Samsung different than Apple or Google? How is it better? By answering these questions for their audiences through consistent communications, Samsung can begin to regain lost audiences and win over new ones. It must continue to acknowledge the crisis head-on and reactive the brand's magnetism, saving Samsung from the graveyard of rebranded companies that are still struggling to be relevant. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
The Zacks Analyst Blog Highlights: Kraft Heinz's, Merck, BlackRock, Apple and Alibaba
On Oct 14, food and beverage company The Kraft Heinz Company (KHC) was upgraded to a Zacks Rank #1 (Strong Buy). Although the company has been witnessing soft sales in recent times, cost savings have led to better margins.
Top Research reports for Apple, Merck, BlackRock & Kraft Heinz
We suggest investors to look beyond the presidential election and be cautious of these extremely perilous market trends that may jeopardize their portfolio returns.
Shivika Sinha Shivika's mission is to promote mindful consumerism and support business that have an environmental and social impact. She believes that business must play a role in alleviating humanity's greatest crisis in order for exponential positive impact to occur. Shivika is Director of Digital Marketing at Alex & Ani, a brand that creates eco-conscious jewelry and has donated over $30M to humanitarian causes. Previously, Shivika had spent nearly a decade guiding brand strategy and accelerating growth at organizations like Oscar de la Renta, Gap Inc, Intermix and Fortune 100 companies such as Pepsi, Kraft Foods, Macy's, Fedex and more via Epsilon. She serves on the Advisory Board of The Pivot Conference, where cross-industry leaders unite to fuel digital transformation. She's a judge for the Social Good prize at the Shorty Awards and joins women like Chelsea Clinton as an Influencer on the Mogul platform. Shivika's vision and execution have received acclaim from leading industry publications. She's a frequent speaker on conscious business, mindful consumerism, sustainability, social impact and digital innovation. Her career is augmented by her multidisciplinary experiences and approach. She's an artist, writer, photographer, blogger and former dancer. Shivika was raised in India, Nigeria, Zimbabwe, Vietnam and Bangladesh. She holds a M.S. in Integrated Marketing Communications from Northwestern University. How has your life experience made you the leader you are today? I grew up in India, Nigeria, Zimbabwe, Vietnam, and Bangladesh. During my global upbringing, I observed two cultures at play. One culture was stagnant and ingrained by deep-rooted traditions, religion and family heritage. The other culture was dynamic and ever-changing, being transformed by media, pop-culture, and business. As I bid farewell to the majestic spirit of southern Africa six years after calling it 'home' and celebrated Tet in Vietnam, I decided that I wanted to leverage this ever-changing culture to catalyze ideas that create a sustainable, compassionate and innovative world. My passion to lead people to impact some of humanity's greatest societal struggles comes from observing and learning from my family, whom inspire me every day. My father spent 30 years impact investing with the World Bank. He is a global thought leader in inclusive business and conscious capitalism. My grandfather was a renowned agriculture pioneer in India who dedicated his life to soil conservation and environmental sustainability. My uncle was an economist who fought against poverty and economic divides. He fought for transparency in governments and to turnaround income inequality. Another uncle forged the Shiv Nadar University, India's first multi-disciplinary university which has disrupted the higher education systems. He continues to work on improving the quality of and access to education. Through the examples of my family members, I am driven to continue a legacy of purpose and positive change for future generations. What advice can you offer to women who want a career in your industry? In marketing, as with any field of expertise, it's important to cultivate a growth mindset, insatiable curiosity, passion and the intellectual rigor required to seek out first principles. Strive for excellence in the process of work rather than perfection in the outcome. Fear can be a good thing and a signal that you're headed out of your comfort zone into something that will help you grow to your greatest potential. Failure and success are simply data points telling you which way to go, listen to them but don't dwell on them. Lastly, always strive to gain knowledge as we are all lifelong learners who can grow each day. What is the most important lesson you've learned in your career to date? One of my most vivid memories with my grandfather takes place on a warm day in New Delhi. We sat in our garden and were engaged in musings about life. Since he was over 90 years old and one of the wisest, smartest and most genuine hearted people I knew, I asked him what advice he would give to others who hoped to live a fulfilling life. He said that one should never wait until they're rich enough or have enough time to be of some use. From then on, I've strived to use my education and professional experiences to be of use in solving the problems humanity faces today. How do you maintain a work/life balance? I don't know if such a thing exists in my world. I love what I do, the people I meet as a result of my projects and passions, and the process of work itself. Work and life doesn't separate as disparate entities in my mind and heart. For me, they mesh together and complement one another. I've trained myself to become a morning person. I'm usually up soon after sunrise and use those few quiet hours for meditation and work that requires deep focus. I avoid coffee and alcohol. I keep a gratitude journal and often reflect upon my goals and mission. I strive to stay fully present in each moment during the day. How has mentorship made a difference in your professional and personal life? Mentorship has been a blessing and gift I've been fortunate to receive in my professional and personal life. I'm grateful to call some of the smartest, most inspiring and caring people I've ever met, my friends and mentors. Through the shared experiences of others, I can spearhead the projects that I am passionate about. The energy I receive from my mentors and friends inspires me to keep going each day. It is an honor for me to pass along the same guidance and friendship to others. Perpetuating the cycle to other passionate individuals is a joy and privilege I don't take lightly. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
The Zacks Analyst Blog Highlights: Kraft Heinz, Coca-Cola Amatil, Craft Brew Alliance, Coty and McCormick & Company
The Zacks Analyst Blog Highlights: Kraft Heinz, Coca-Cola Amatil, Craft Brew Alliance, Coty and McCormick & Company
Given an improving labor market and the gradual rise in wages, we expect consumer spending to improve. Momentum investing should be a winning strategy for investors seeking higher returns in a short spell.
While men still enjoy a bigger piece of the corporate pie, things are starting to shift. Twenty-three women now head Fortune 500 companies and hundreds more are in CXO positions, a definite sign of progress. But despite this achievement, 34% of the population still believes that men are better at assessing risk than women are. Is one gender truly superior to the other in the boardroom? Or are company culture and regulation still holding women back from reaching their true potential? Let's take a look at five of the most compelling female CxOs from high-profile companies: 1. Pepsi-Cola - Indra Nooyi Indra Nooyi is the leader of Pepsi-Cola, a company currently valued at $19 billion. Much like its rival, Coca-Cola, Pepsi has been forced to make some tough decisions in recent years thanks to a more health-conscious America. Nooyi chose to embrace this, producing healthier alternatives alongside the classics. This caused a rift in the company; Nelson Peltz attempted to tear the company in half and people thought Nooyi's days as CEO were numbered. But they weren't. In fact, the last 9 years she's been CEO, Pepsi's stock has risen. What's her secret? Innovative design and user experience. A great example is how Nooyi revamped vending machines to not only be healthier, but keep user-friendly design in mind. Interactive screens, the ability to mix products and save a user profile has turned the archaic vending machine an addictive, modern innovation. This shouldn't be surprising -research has shown that female executives may drive more innovation and growth than their male peers because they have better empathy, which helps them hone in on customer pain points. 2. Facebook - Sheryl Sandberg Sheryl Sandberg became a billionaire in 2014, making her one of the highest-paid COOs in the nation. Given her incredibly impressive history, this isn't too surprising. After working for the World Bank, the Clinton Administration, and Google, she became Facebook's COO in 2008. Since joining, she's helped the company of "college kids" stay organized and growth-oriented. Facebook had $777 million in revenue in 2009 and $1.79 billion in 2015. Sandberg, a single mother, reveals the secrets to her success in Lean In: Women, Work, and the Will to Lead, which has sold over 1 million copies. One of the keys to her success? Her willingness to take on any role, as long as it's mission critical. "If you're offered a seat on a rocket ship, don't ask what seat." But another secret to her success lies in her COO role: research has shown that women may be better at meeting employee's essential workplace requirements. 3. GM - Mary Barra Mary Barra came into GM right before one of the largest crises in its history. Her first task as CEO was to recall 2.5 million vehicles and pay $900 million to settle criminal charges, due to a fault that could stop the car's airbags from deploying. This was one of those make-or-break-decisions that could define the CEO (and the company) going forward. Rather than take it out on middle management, Barra took full responsibility. And she was praised for it. "We're going to do the right thing, even if it's hard," she said in a recent interview. By handling the situation with leadership and grace, Barra is now moving the company forward on a far less bumpy road, recently investing $500 million in Lyft and beginning research into self-driving cars. This year, she helped usher in the 2017 Chevy Bolt EV, which put GM ahead of Tesla in the race to engineer the first affordable electric car with a range of 200 miles. The secret to Barra's success may lie in her savvy internal networking at GM. A lifer, she started working for GM at the age of 18 and has been in just about every role at least once. And it's paid off. Her $16.2 million pay package in 2015 was 80% higher than that of her predecessor, Dan Akerson. 4. Xerox - Ursula M. Burns Ursula M. Burns has the distinction of being the first black woman in America to run an S&P 500 company, which is even more impressive because she started with Xerox over three decades prior as an intern. Burns may have single-handedly saved the company with her acquisition of CEO Affiliated Computer Services. This $6.4 billion purchase-derided by her critics-now produces more revenue than all of Xerox's original copier services combined. This move was the most recent headliner in Burns' attempt to rebrand Xerox as a services company, and it's working. In 2015, she helped generate $18 billion in revenue. After six years in the CEO seat, Burns will be forced to step down when Xerox splits into two different companies (at the prodding of activist investor and board member Carl C. Icahn). However, there is a possibility that she will retain her CEO seat in the larger of the two resulting companies (an $11 billion document technology company) if she doesn't retire in 2017. According to Burns, her success in the face of overwhelming odds ("I was black. I was a girl. And I was poor.") can be attributed to following the same mantra that Sandberg did at Facebook: the courage to lean in and sit at the table. 5. Kraft / Mondelez - Irene Rosenfeld If women CEOs are unicorns, Irene Rosenfeld may well be a Pegasus. Not only has her tenure at Kraft resulted in a centuries-old company spinning off into two entities (Modelez International and Kraft Foods), Rosenfeld masterminded the split. And she did so while weathering criticism from Warren Buffett, one of Kraft's biggest investors. The bold move paid off. Kraft Foods was eventually acquired by Kraft Heinz, which has a market cap of $75 billion. Meanwhile, Rosenfeld's baby, Mondelez International, enjoyed $33.2 billion in revenue in 2014. Compare that to Kraft's last fiscal year before the spit: $18.22 billion in 2012. Somehow, Rosenfeld managed to nearly double the revenue of Kraft's spiritual successor in only two years. Rosenfeld's aggressive barnstorming at Kraft ruffled a lot of feathers, but it also paved the way for massive, unprecedented success at a company that hadn't done much to change the status quo in many years. A new generation of leadership Not only are women leaders just as capable of deciding between stressful, risky choices, they're much more likely to be altruistic and empathetic than men. As we've seen, many female CxOs make fantastic leadership decisions, even in the face of overwhelming criticism. In 2016, only 5% of the nation's top CEO roles belong to women. Hopefully, with the success of trendsetting leaders like Nooyi, Sandberg, Barra, Burns, and Rosenfeld, we will see more women "lean in" to executive roles by 2040, when a third of all CEO seats may be occupied by women. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
On Sep 2, shares of The Kraft Heinz Company (KHC) rallied to a new 52-week high of $90.54.
Based on a solid Zacks Rank #1 (Strong Buy) or #2 (Buy), a beta of less than 0.8, and dividend yields of more than 2%, we have zeroed in on five stocks that have bright prospects to ride out the impending volatility.
The Kraft Heinz Company (KHC) introduced a new line of coffee called Special Reserve under its brand Gevalia Kaffe.
The Kraft Heinz Company (KHC) is one of the largest branded food and beverage company in the world.
Mondelez International, Inc. (MDLZ) recently announced that it has entered into an agreement to acquire the license to manufacture and sell Cadbury biscuits globally from Burton's Biscuit Company.
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.