Case Study: Dior's Haute Couture Crowdsourcing

Fascinating story of crowdsourcing in the high fashion industry. Dior’s head of social media shares a behind-the-curtain view of Dior’s “The Lady Noir Affair,” starring Marion Cotillard. […]

Social Networking Conference Case Study: Ben Newton on Wal-Mart's Social Network

How Wal-Mart’s employee social network addresses a 2 million member global workforce and seeks to draw them into an online community that adds value to the employee experience […]

Social Networking Conference Case Study: Travis Falstad on Gaming & Social Networks

Social Networking Conference L.A. 2009 recap: Travis Falstad on gaming and social networks, Facebook, MySpace, Mobsters, Playfish, Pet Society […]

Rebooting Kraft—CEO Outlines Growth Strategy at Executives' Club Breakfast

Rebooting Kraft—CEO Outlines Growth Strategy clearly shows the innovation imperative: A Play in Two Acts, Starring the Consumer.

Rebooting Kraft—CEO Outlines Growth Strategy: Irene B. RosenfeldIrene B. Rosenfeld, Chairman & Chief Executive Officer of Kraft Foods, outlined her vision for relaunching Kraft at the Executives’ Club of Chicago’s Chicago CEO Breakfast on May 30, 2007 at the Mid-America Club. She was enthusiastic about the company’s second lease on life: having spun off of Altria this spring, the company is newly independent, and she was eager to share her plan to drive growth by addressing the “eye of the consumer.”

Kraft Foods is the second largest food company in the world and the largest in North America. It has seven brands that produce revenue of over $1 billion and fifty that bring in over $100 million each. Central to her strategy is leveraging Kraft’s formidable brand portfolio and other economies of scale. Rosenfeld “came home to Kraft” about a year ago, having had highly visible leadership roles at the company in the past and the top job at Frito-Lay immediately prior.