Quaker planned to expand the division by building plants in Europe, raising its target age group, and lowering unit selling prices. By Quaker had a return on invested capital of The company still needed to divest its interests in companies that absorbed profits.
In the first half of the decade, Quaker sold Burry, a cookie maker; Needlecraft; Magic Pan restaurants; its Mexican toy operations; and its chemical division. During the same period, the company made several acquisitions. Like many food companies at the time, Quaker entered specialty retailing, with such purchases as Jos.
Bank Clothiers, the Brookstone mail-order company, and Eyelab, all purchased in ; all would be sold in late By then, Smithburg had decided that the price for retail chains was inflated and that Quaker could get a better return on food.
He proved himself right. By Quaker's return on shareholder equity matched Kellogg's. Quaker confirmed its new path with its acquisition of Stokely-Van Camp, the maker of Gatorade sports drink and Van Camp pork and beans.
By expanding Gatorade's geographic market, Quaker made the drink its top seller in Quaker's revival came about through the strong potential of its low-cost acquisitions. Golden Grain Macaroni Company, the maker of Rice-A-Roni, gave the company a base to expand further into prepared foods. With the purchase of Anderson Clayton, financed by the sale of its unwanted divisions, Smithburg managed to strengthen Quaker's position in existing markets and improve its product mix without overloading the company with specialty products.
Products with leading market shares made up 75 percent of sales and over half came from brands that Quaker had not owned six years earlier. The late s tempered that success, however. The corporation was a rumored takeover candidate because of its high volume of shares outstanding and its strong branded products. In response, the company announced in April that it would repurchase seven million of its nearly 80 million outstanding shares, and that July, Smithburg reassigned some managerial duties.
The company also decreased its advertising and marketing expenses. Despite some setbacks, Quaker entered the s with 14 years of unbroken sales growth. The company concentrated on three major divisions: American and Canadian grocery products; international grocery products; and Fisher-Price toys.
Still, Quaker continued to streamline its operations into the early s, spinning off Fisher-Price Toys in , a move which made Quaker solely a packaged-food company for the first time in over 20 years. Quaker's international sales continued to be a significant percentage of the company's total, and in , the company restructured both its European and Latin American operations to focus marketing on a continental, as opposed to a country-by-country, basis.
As it divested itself of its nongrocery products, Quaker continued to expand its packaged foods portfolio. Its concentration was on healthful food brands, such as Near East rice and pasta products, Chico-San rice cakes, and Petrofsky's bagels, all acquired in On the international front, Quaker continued its aggressive Gatorade marketing drive, and by the beverage was available in 25 countries across Latin America, Asia, and Europe.
The company also strengthened its foothold in the Latin American food products market with the acquisition of Adria Produtos Alimenticos, Ltd. Although much of Quaker's expansion was through acquisitions, the company also sought to grow its products portfolio internally, especially in its historically strong rice and grains category.
Between and , volume in that category tripled with the addition of new products such as Quaker chewy granola bars and flavored rice cakes. Despite its record sales figures, Quaker's overall financial outlook was not so bright as it entered Due to the acquisition of Snapple, Quaker held a high debt to total capitalization ratio and felt it necessary to divest itself of a number of businesses in early In March, H.
Heinz Company acquired Quaker's U. The selloff continued in with the sale of the company's U. While Quaker worked to pay down debt incurred with the Snapple acquisition, it also almost immediately found that it had paid dearly for a faltering brand.
In hindsight, it became clear that Quaker had bought Snapple just as the brand reached its peak. By the end of Lipton had claimed 33 percent of the market and Nestea 18 percent, while Snapple was left with only a 15 percent share.
In addition to the increased competition, Snapple was also hurt by distribution problems and failed marketing campaigns. Unable to turn the brand around, and facing pressure from angry shareholders, Quaker sold Snapple to Triarc Companies, Inc. Almost immediately, Morrison took several decisive measures. Feeling that for a relatively small food company Quaker had an overall complex management structure, Morrison eliminated an entire layer of top management then elevated ten managers to head the company's main brands, with each reporting directly to the new CEO.
He also initiated a number of restructuring moves, including a consolidation of U. Morrison also took a hard-line approach to the company's brand portfolio, jettisoning those product lines identified as underperforming. The sale of the troubled Adria pasta brand followed in While some analysts predicted that Morrison was getting Quaker Oats in shape for a sale, such a turn of events was not in the immediate offing.
Morrison planned to center the company around the fast-growing Gatorade brand, which accounted for about 38 percent of overall sales in , a figure the company expected to increase to more than 50 percent by about We are glad you are interested.
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We love hearing from our consumers and welcome feedback. In the spirit of transparency, we want to be clear about how to interact with the brand Filter Results All. Try our new Quaker Rice Chips! How many carbs are in Quaker's oatmeal? By the address on the packaging, the products are easily identifiable. Quaker distributes by-products from cereal manufacturing to firms using them to produce fire logs and pellets.
The oatmeal boxes of the firm appeared in Milford, Connecticut, from , with a voucher to be redeemed for the legal act of the little lot.
Instead, the lots were cut out of a 15 hectare. The designer of the future subdivision anticipated that the landowners would recruit him to build homes on the grounds, but a combination should take place before construction can begin. The legal acts generated huge amounts of documentation for city tax collectors, who sometimes could not identify the property owners and got practically no tax income from them.
In the mids, the city finalized the oatmeal load by condemning almost all of the building, which now belongs to a BiC corporation business. Their overall foreclosure. In , Quaker Oats again provided property to the U. The firm sold authentic certificates to land in the Klondike with its Puffed Wheat and Puffed Rice boxes. The logo of the Quaker Oats began in It included a figure of a guy from Quaker depicting himself in his full length, sometimes carrying the term Pure, similar to the classical woodcuts of William Penn, the philosopher from the 17th century and earlier Quaker.
McCauley, a model for his colleague Coca-Cola artist was first published in Saul Bass, a graphic designer famed for his movie picture title and corporate logos, developed the monochrome logo of Quaker Oats, modeled on the Sundblom image.
His picture was of a guy dressed in a quaker attire with a Quaker hat, who was picked because the faith of the Quaker reflected the ideals of honesty. Members of the religious society of the friends sometimes voiced displeasure because they were confused with the portrayal of Quaker Oats.
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