operating model: The key element of Kraft Heinz’s transformation is a new operating model with five elements, including:
- Reconfirming employees as the most important resource;
- Shrinking the portfolio from 55 individual categories to six consumer-driven platforms;
- Creating a new supply chain that is faster, adaptable, and provides greater visibility;
- Develop new strategic partnerships; And
- Reevaluates efficiency for better fuel development.
Long-term financial goals: Kraft set a series of long-term financial goals as part of its transformation. These include organic net sales growth of 1% to 2%, adjusted EBITDA growth of 2% to 3%, and adjusted EPS growth of 4% to 6% with over 100% free cash flow conversion.
Change ‘mind-set’ Pre-blunders resulted in reduced market share to Kraft in key categories in the market. The company recorded $ 2.9 billion in July, after reducing its property value by more than $ 16 billion last year.
Kraft’s new objectives stemmed from management’s realization that earlier decisions were “too short in nature”, Kraft CEO Miguel Patricio told The Wall Street Journal. The company is now “changing that mindset.”
At the time of publication, Kraft’s stock traded at approximately $ 32.12 per share.
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