2.  BriefDescription about Kraft
 Case Introduction
 Leadership Corridor Model
 Analysis Of The Case
 Conclusion In Perspective Of Other
Organisation

3.  Kraft Foods, Inc is the largest confectionery, food, and
beverage corporation headquartered in the United States.
 Kraft Foods was formed on December 10, 1923 by Thomas H.
McInnerney & is headquartered in Northfield, Illinois.
 It was initially set up as an ice-cream industry but through
acquisitions it expanded into a dairy industry.
 By 1930 it exceeded Borden to become the largest dairy
company in the world.

4.  The company's core businesses are in beverage, cheese and
dairy foods, snack foods, confectionery, and convenience
foods.
 Few major brands of kraft are Kraft Dinner, Oscar Mayer,
Maxwell House, Cadbury, etc.
 Each brand of Kraft generate a revenue of about $ 1 billion.
50 additional brands have revenues greater than $100 million.
 In 2010, Cadbury was bought over by Kraft which resulted in
the boycott of all its products.

5.  The case talks about Kraft’s Leadership
Corridor Process.
 Need for such development process.
 Leadership development: “On the job, for the
job.”
 Implications on other Organizations.

6. Leadership
Corridor
Bottom Line Loose – Tight Company Before
Responsibility Management Individuals
Up or into
Exposure Exposure Creative
the right
Dissattisfaction
to outside to top role
talent managers
Movement Learning
around from staff
the matrix function

7.  Bottom – Line Responsibility
 Objective: Cost Control & Brand Building.
 Category Business Directors
 This stage has two touch points:-
 Exposure to outside talent
 Exposure to top managers

8.  Loose – Tight Management
 Objective: Room for creativity
 Induce profitability with tough financial &
operational controls.
 It has two touch points:-
 Movement around matrix
 Learning from staff functions

9.  Company Before Individuals
 Objective: Improve the company’s products &
processes
 It has two touch points:-
 Creative Dissatisfaction
 Up or into the right role

10.  In Perspective of Kraft
 Complete understanding of the entire gamut of business across
every employee.
 Increase in intellectual capital along with new business ideas &
better practices.
 Developing expertise in business management
 Focusing on making the business to be a pioneer.
 Creation of staff slots to keep talent onboard.
 Tight Integration: Reduced cost, build brands & develop
people

11.  In Perspective of Other Organizations
 Loose – tight management was applied to high level managers.
 Since the model was tailor made as per Kraft, so organizations
needed to modify the model as per their needs.
E.g.:- Case of Gillette
 Cost cutting is secondary objective & is usually reactive.

12. Presented by
Shreyas Pendharkar
Shivangi Sahu
Sridip Sarkar
Subrato Biswas