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IBS Center for Management Research

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Influencing Consumer Purchase Decisions: Campbell Soups

Tryst with Neuromarketing

This case was written by Tangirala Vijay Kumar, under the direction of Debapratim Purkayastha, IBS Center for Management
Research. It was compiled from published sources, and is intended to be used as a basis for class discussion rather than to
illustrate either effective or ineffective handling of a management situation.

2012, IBS Center for Management Research. All rights reserved.

To order copies, call +91-08417-236667/68 or write to IBS Center for Management Research (ICMR), IFHE Campus,
Donthanapally, Sankarapally Road, Hyderabad 501 504, Andhra Pradesh, India or email: info@icmrindia.org

www.icmrindia.org

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Influencing Consumer Purchase Decisions: Campbell

Soups Tryst with Neuromarketing

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When we walk down an aisle in a grocery store, our purchasing decisions are made in less than
four seconds. There is no way we can think about that in a complete way. Those decisions take
place in the subconscious part of the brain.i

Martin Lindstrom, a marketing expert, on the significance of Neuromarketing.

[] the Campbell Soup Company publicized a bold redesign of its iconic label with the
assistance of neuromarketing. Pundits promptly predicted brand suicide, decrying the company for
using pseudo-science.ii

Fast Company, February 22, 2010.

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In 2008, Campbell Soup Company (Campbell), the largest soup maker in the world, embarked on a
research exercise that lasted two years, to boost the sales performance of its condensed soups. One
of the key techniques employed in the initiative was neuromarketing1. There were two reasons for
initiating this exercise. One, Campbells condensed soups, which were the companys flagship
products, had been witnessing weak growth momentum since 2002. And, second, the company had
been increasingly finding a disconnect between its highly-talked-about advertisements and soup
purchases on-the-ground. Campbell wanted to figure out what consumers sought in its condensed
soups. The company adopted a clinical approach in conducting this neuromarketing exercise. It
recorded and assessed the biometric details of over 1500 individuals in collaboration with three
neuromarketing enterprises, and, also verified the results of the study using conventional market
research techniques.iii One of the initial outcomes of the study was that the package labels of the
condensed soups were outdated.iv Campbell immediately set about redesigning the container labels
of some of its condensed soups. This tinkering with the soup labels proved controversial as,
according to experts, Campbells soups had been donning these labels for more than a hundred
years and they had come to partly symbolize American culture and consumerism. In August/
September 2010, the company relaunched some of its condensed soups with these redesigned
labels. However, that the label redesign did nothing to mitigate Campbells soup troubles was
evident from the dwindling sales of its condensed soups in the subsequent quarters in its main
market of USA. So, were Campbells problems deeper than could be addressed through mere
cosmetic changes?

BACKGROUND NOTE
Campbell Soup Company (Campbell) was a maker and seller of food products. The company had
its head office at Camden, New Jersey, USA. As of November 2011, it was the largest soup
manufacturer globally. It had a three-fifth share of the US wet-soup market, amounting to annual
sales of nearly 2 billion cans.v
1

Examining consumers brain processes to fine-tune products and their promotions.

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Influencing Consumer Purchase Decisions: Campbell Soups

Campbell started as a tinning unit in 1869. It started manufacturing condensed soups in the late
1890s.vi As of 1904, the unit had annual soup sales of 18 million cans. In 1922, the unit was
incorporated as the Campbell Soup Company.vii Campbell introduced its chicken noodle and cream
of mushroom soups in 1934, tomato juice in 1938, and, cream of chicken soup in 1947.viii The
company achieved annual sales of US$100 million in the early 1940s. For the year ended July 31,
2011, it generated net sales of US$7,719 million and net earnings of US$802 million (Refer to
Exhibit I for Campbells financial performance from 2008 to 2011).

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Since the early 2000s, with its soup offerings already in the maturity phase of the product lifecycle,
Campbell had been struggling to make people consume more of its soup. In the financial year (FY)
2002, Campbells US condensed soup sales shipments reduced 5% over 2001. In FY 2003, the
same condensed soup sales shipments saw a further decline of 6% over the previous year. Again,
in FY 2004, the product sales witnessed a decline of 2% due to 4% decrease in shipments. Even in
FY 2008, the US condensed soup sales were flat when compared to the previous year. And, in FY
2010, the product category registered a 2% decline.ix Experts attributed the weakening of
Campbells soup sales partly to increased competition and reduced consumption due to the
downturn in the US economy since the latter half of 2007.x,xi A study done by the Campbell in
2005 indicated that the companys advertisements which its previous surveys had suggested were
consequential, had little influence over alterations in its sales.xii Also, Campbells managers faced
certain constraints using the conventional consumer research methodologies. One, consumers did
not have a concrete opinion on soups which could have resulted in their feedback being of
consequence. Second, the consumers actual buying patterns were not consistent with the
correlation they had exhibited between ad remembrance and willingness to buy.xiii Campbell
resorted to neuromarketing in 2008 to identify the factors that actually drove a consumer to buy its
condensed soups, a category which contributed more than a billion dollars to its annual sales, and
to make them more compelling.xiv,xv

ABOUT NEUROMARKETING

Neuromarketing referred to the practice of examining the brains response to different catalysts in
advertisements, communiqus, pictorial presentations, and other marketing ploys, besides product
packaging, and endeavoring to employ those observations to improve the marketing activities. xvi
The argument was that consumer purchasing decisions took place in micro seconds in the
subconscious, emotional segment of the brain and by assessing what consumers preferred, did not
prefer, needed, were scared of, or were less enthused by, as suggested by their brains responses to
propellants, marketers could develop products and messages that would cater better to market
requirements, and bond and influence the purchase.xvii In neuromarketing, three basic parameters
were examined: concentration (the extent to which the test consumers brain was engrossed),
remembrance (whether the portions of the brain linked to recollection were activated), and
emotional involvement (whether the consumer was experiencing anything because of the
communication). Consumers were exposed to marketing spurs and their brains actions were
tracked employing EEG2 or fMRI3.xviii In many cases, sensors were also employed to gauge

An EEG or an electroencephalogram machine is an instrument that is employed to develop a visual of the

brains electrical processes. The fundamental parts of an EEG gadget are electrodes, amplifiers, a
computer chip, and an exhibit platform. When an individual is engaged in a thought process, or is
reading, or watching television various constituents of the brain are activated. This produces various
electrical impulses that an EEG can track. The EEG gadgets electrodes are hitched on to the scalp to
enable them to record these minute brain upsurges generated by the nerves. As the signals traverse the
gadget, they pass through amplifiers which magnify them for viewing. Based on the technology, the EEG
gadget generates a printout of the wave line or records it on a computing device to be viewed through a
display. (Source: www.enotes.com)
fMRI or functional magnetic resonance imaging pictures the flow of blood in the brain to examine action
segments. The alterations in the flow of blood, which can be viewed on a computing device, assist in
2

Influencing Consumer Purchase Decisions: Campbell Soups

alterations in a test consumers physiological condition, as evident from aspects such as heart beat,
breathing pattern, and galvanic skin response4.xix An important addition to the gadgetry was eye
tracking software that was used to measure a consumers pupil enlargement and blink pace to
gauge his/ her experience when viewing a package design or an advertisement.xx

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According to experts, the need for probing techniques like neuromarketing arose from the reality
that 98 percent of the brains activities related to subconscious reasoning, with only the remaining
two percent devoted to rational processes. So, according to the proponents of neuromarketing,
conventional consumer study techniques such as consumer surveys and focus group meetings were
basically flawed as the members could not express the subconscious influences that made them
desire certain products. So, for advertising exercises to generate results, they had to tap the brains
subconscious portion the segment which triggered a consumers nascent enthusiasm for
products, penchant for their purchases, and brand stickiness.xxi Also, according to experts, there
was increasing evidence that thought mechanisms that were prejudiced by emotions mostly formed
the basis for making choices, including purchases. Traditionally, consumer studies had gauged
consumer opinions and their probable actions regarding products and concepts according to what
consumers conveyed. But companies had noticed a disconnect between what the consumers
conveyed and how they actually acted, and had realized that consumer actions vis--vis products
could be prejudiced by decision variables/ emotions that could not be expressed.xxii According to
Thom Noble (Noble), Neurofocus Inc.s5 Managing Director for Europe, Neuromarketing is
really understanding what is emotionally engaging. If youre not engaged then youre not likely to
act upon it. Its possible to infer from this how likely people are to move towards behavior.xxiii
Emotions had the task of tipping off an individual to alterations in his/ her surroundings to enable
him/ her to respond quickly to the circumstances. Hence, according to experts, emotions were
electronic impulses that traveled quickly and generated additional electronic impusles. These could
be captured and weighed by an EEG.xxiv

Also, according to some experts, the true value of neuromarketing was viewing the intersection of
emotional involvement and cognizant contemplation. After data had been garnered, three separate
visuals could be played out, the first showing the portions of the package design or advertisement
that the eyes viewed, the second showing the corresponding pupil enlargement to signal the
portion that was holding the test consumers thoughts, and the EEG gauging the degree of
consumer involvement. When the consumers thought processes were activated but his/ her
emotional status was unaffected, it was described as a disconnect, as in the absence of emotion, he/
she would not probably recall it or would certainly not have an emotional attachment. The
consumers emotional raptness was generally found to be at its zenith when he/ she was exposed to
various catalysts like food, beautiful faces, and touching phrases. The product design or
advertisement was deemed successful when the corporeal and emotional processes intersected. The
combination of emotional involvement and cognizant deliberation led to remembrance. Companies
had to ensure, by employing neuromarketing, that consumers could recall the aspects that they
wanted to convey.xxv

According to some neurological experts, neuromarketing was capable of furnishing insights that
could not be garnered from traditional market research techniques. They also felt that it could
unravel eclipsed information regarding how the consumers felt, and, that maximum mileage from
neuromarketing techniques could be derived before the product was launched or when the concept
was being evolved. The reasoning was that neuromarketing information could delve deeper into

comprehending the brains functioning better. (Source: Stephanie Watson, How fMRI Works,
http://science.howstuffworks.com/fmri.htm )
Galvanic skin response is the skins reaction to the transmission of a minute electric current. The
smoothness of electricity passage between two skin spots can be utilized to gauge tension. (Source:
www.answers.com).
Neurofocus Inc. is a company providing neuroscience/ neuromarketing services to enterprises.
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Influencing Consumer Purchase Decisions: Campbell Soups

consumer choices than conventional consumer assessments and be immune to the prejudices that
crept into intuitive analyses. Hence the product drafts that were not encouraging could be
discarded in the initial stages. This would result in cost-effective employment of capital to create
only viable offerings. xxvi

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However, one of the main constraints for the widespread deployment of neuromarketing was the
costs involved. It generally entailed an expenditure of US $30 million to US$100 million.xxvii But
some experts contended that as neuromarketing unraveled inexplicable information about
consumers and hence had the potential to shape their purchasing habits, the gains accruing from
superior product blueprints and enhanced sales would offset the expenses involved in conducting
the exercises (Refer to Exhibit II for instances of use of neuromarketing by other companies ).xxviii

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Between 2008 and the first half of 2010, Campbell employed neuromarketing techniques,
underlined by the methodology of triangulation6, to comprehend the impact that product
promotions and displays had on a customers nervous system and physiological alterations, and,
thereby, influenced his/ her perception about the product. This advanced method, for which
Campbell availed of the services of Innerscope Research, Inc. (Innerscope7), gauged aspects like
variations in body humidity, heart palpitations, and other biometric8 details.xxix Sensors were
employed to monitor the consumers eye motion (when he/ she was viewing the existing can
label). The number of consumers employed for the trial tests was 40 and they had to wear
waistcoats that picked up their heart beat, sweatiness, and breathing nuances.xxx Experts felt that
eye-monitoring know-how was employed as the magnitude of some eye-related characteristics like
view alignment, time span of focus, and pupil amplitude were related to psychological
concentration, grasping activities, and the feeling generated due to visible entities.xxxi The company
supplemented these biometric observations with detailed interviews of the test consumers. The
goal was to gain superior comprehension of what Bob Woodward (Woodward), its Vice President
of Global Consumer and Customer Insights, described as the why behind the what.xxxii The
specific interview method adopted was known as The Zaltman Metaphor Elicitation Technique
(ZMET9), for which Campbell engaged the services of Olson Zaltman Associates (OZA10).

Triangulation denotes the application of multiple techniques to the examination of a research query with
the objective of boosting the confidence in the conclusions arrived at. (Source:
www.referenceworld.com)
Innerscope is a research firm that employs advanced bio-assessment tools and in-house software
technologies to measure target consumers emotional involvement with different kinds of media catalysts.
A biometric is an assessable body-related physical aspect or conduct that could be employed for
mechanized identification. Biometrics generally assessed are finger impression, facial, pupil, signatures
and palm dimensions. (Source: http://biometrics.gov)
ZMET employs pictorial and non-pictorial representations accumulated subconsciously by consumers,
which, when extracted and examined, show how they perceived an issue. Representations are significant
evaluation metrics; and, when supported by consumers clarifications during assiduous querying by the
interviewer, they furnish a definitive understanding of the consumers actual though processes. The
information derived from this exercise is richer than those garnered through a normal interview. ZMET
assists in comprehending the interplay of the deliberate and subconscious consumer thoughts to generate
wants, chose the mode of fulfilling them, influence how the subject feels while fulfilling these wants,
and, shape opinions regarding the experience. (Source: The Zaltman Metaphor Elicitation Technique,
http://www.people.hbs.edu/krandel/mml/negotiation/zmet.html)
OZA is a market research consultancy firm and has the patent over the ZMET technique.

In previous studies, it had been proven that shoppers exhibited instantaneous echoes in many of the
physical variables just mentioned when they chose to make the purchase. According to experts,
these echoes represented the good feeling that the shoppers experienced for taking the decision and

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Influencing Consumer Purchase Decisions: Campbell Soups

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it was possible that this feeling would goad them to engage in a similar exercise some time later.
However, in Campbells context, the display and arrangement of the different companies soups in
the stores overwhelmed the test consumers, which resulted in their browsing the different displays
quickly and making a choice without any noticeable biometric reaction. Consumers who expended
more time probing the different categories exhibited instantaneous echoes in biometrics which
were discernible; they were also prone to purchasing larger quantities of the soups. Campbells
research group realized that the companys soup sales could be increased by igniting a greater
number of these vibes in stores and enticing a larger number of shoppers to devote more time to
scanning soups.xxxiii Emphasizing the significance of the neuro-research route taken by Campbell,
Dr. Carl Marci, one of the founders of Innerscope, said, Companies that rely exclusively on
traditional measures, focused only at the conscious level, are missing a critical component of what
drives purchase behavior. The vast majority of brain processing (75 to 95%) is done below
conscious awareness. Because emotional responses are unconscious, it is virtually impossible for
people to fully identify what caused them through conscious measures such as surveys and focus
groups.xxxiv Woodward later added, By integrating biometric response with eye tracking and the
measurement of pupil dilation, Innerscope was able to differentiate not only between positive and
negative responses but also, within negative responses, between a bored, disconnected reaction and
a more anxious, aversive response. Neither negative response is good, but the latter clearly
provides a bigger opportunity to improve in-store merchandising.xxxv

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In the second phase of the study that commenced in 2009, Campbell concentrated on studying the
effectiveness of its container labels and in-store promotional material. This was done by
monitoring the eye motions, pupil enlargement, and facial pronouncements of the test consumers
during the purchase process. This exercise, which was conducted by Merchant Mechanics, Inc.
(Merchant Mechanics11), revealed that the picture on the container pack and the arrangement of its
products on the store shelves had a significant impact on how consumers viewed its soup. The
labels displayed a spoon, which looked dull and utilitarian. Also, the bundling of Campbells soup
packs with similar products from other companies made its soups lose their distinctive look.xxxvi A
big takeaway for Campbell from the entire exercise was that even though consumers, when at
home, firmed up their minds to buy its product, based on outside-store-promotions, they did not
necessarily pick it up at stores.xxxvii

CHANGES EXECUTED

Campbell made some alterations to its containers to create a positive feeling among prospective
customers when they viewed it. The changes included deleting the spoon from the picture,
incorporating an image of steam rising from the soup, and a bowl with updated contours.xxxviii
According to experts, the picture of steam signaled the feeling of warmth which, they said,
connected with consumers at an emotional level.xxxix Also, the research revealed that the legendary
red colored streak at the top of Campbells soup containers made it difficult for shoppers to pick
out their preferred flavor. The width of the band was therefore made narrower and the band itself
was placed in the lower half of the container.xl (Refer to Exhibit III for a visual of the can redesign
process).

However, before the market launch of the redesigned packages, Campbell engaged in another
cycle to confirm the findings. Biometric belts were fastened to the test consumers which, at the
same time, captured data streams: heartbeat, perspiration, breath, and physical movements.
Algorithms were applied on this data which threw light on the processing that took place in the
consumers subcortex12 and limbic system13 which regulated emotions.xli,xlii
11
12

Merchant Mechanics is a consumer behavior and neuro-comprehension research firm and consultancy.
Subcortex is the portion of the brain just below the cerebral cortex, which is the external layer of the
brains main constituent, the cerebrum.
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Influencing Consumer Purchase Decisions: Campbell Soups

Overall, the exercise comprised several techniques that augmented and verified the conclusions
derived from the biometric study. The total sample size used for these techniques varied from 110
in case of eye tracking and pupilometry14 to more than 1,300 for video-assisted behavior
assessment and facial expression analysis15. Further, 250 real consumers were interviewed in detail
in retail stores.xliii

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In August/ September 2010, Campbell launched its condensed soups in the redesigned containers
(Refer to Exhibit IV for images of the companys cans pre and post redesign). The red and white
labels were retained. A picture of a larger white bowl, containing piping hot soup with steam
emanating from it, figured prominently on the label, minus the spoon. The new stickers markedly
segregated the soups into four types: Classic Favorites, comprising 40 of its most famous
assortments; Healthy & Delicious, covering 15 nutrition-focused options; Taste Sensations,
comprising 20 in-vogue flavors; and Healthy Kids, comprising 12 varieties that catered to children.
The label revamp was also aimed at superior promotion of the products key traits fresh
vegetables, marvelous taste, and worth.xliv The company had also redesigned the store shelves to
provide better guidance and to make surveying its products more
convenient for
consumers. Some of these revamped aspects comprised superior color cataloguing, attractive
artwork, and fresh arrangement.xlv Campbell hoped that the changes made would help increase its
condensed soup sales by 2% over the next two years.xlvi

RESULTS

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In the first quarter of 201116, Campbells US soup sales went down by 5% when compared to the
corresponding quarter of the previous year. In case of its US condensed soups, sales fell by 1%.xlvii
The companys top management conceded that the decline was mainly due to the absence of new
products in its soup portfolio which could attract consumers.xlviii The sales of its soups, sauces, and
beverages, outside the US market too registered a reduction of 1% over the corresponding quarter
of the previous year. In the second quarter of 2011, the companys US soup sales dropped by 4%.
The corresponding decrease for the US condensed soup sales was 7%. For the same quarter, the
sales of Campbells soups, sauces, and beverages outside the US market registered a reduction of
4% over the corresponding quarter of the previous year.xlix The picture was also bleak for
Campbell in the third quarter of 2011 with regard to its US soups business. Campbells US soup
sales and US condensed soup sales registered a reduction of 7% and 2%, respectively.l Campbell
attributed this third quarter decline partly to the enhanced competition.li The companys US soup
business painted a similar bleak picture in the fourth quarter of 2011. Its US soup sales and
condensed soup sales registered a reduction of 9% and 10%, respectively.lii The company had
earlier, in one of its analysts meetings, predicted this decline for the financial year as it foresaw
tough competition.liii In contrast, Progresso17 soups, one of the main competitors of Campbells
condensed soups, witnessed an increase in its US sales in the third quarter of FY 2011 and an
overall increase in sales in FY 2011.liv In September 2010, four new tastes in soups were launched
under the Progresso brand. This was besides the ingredient improvements made to 13 Progresso
soups.lv

13

14
15

16
17

The limbic system is a group of brain structures placed below the cortex and above the brainstem, the part
linking the cerebrum and the spinal cord.
Measurement of the width of the eyes pupil
Facial expression analysis denotes the computing mechanisms that automatically evaluate and identify
facial movements and facial characteristic alterations from visual data. (Source: www-ee.ccny.cuny.edu)
Campbells financial year ended on July 31.
Progresso soups are ready-to-serve soups manufactured and marketed by General Mills, Inc.., an
American company focused on food products. General Mills financial year (FY) ended in May. For FY
2011, it had generated net sales of US$14.88 billion and net earnings of US$1.8 billion.
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As of early July 2011, Campbells US soup sales registered a 5% reduction in sales when
compared to the corresponding period of the previous financial year.lvi Analysts attributed this
decrease partly to the company not coming out with fresh products. Campbells neuromarketing
exercises were widely reported and discussed on the Internet at the time the company was winding
up the exercise and was working on the data generated. Some observers commented that instead of
redesigning the cans, Campbell could have displayed its products separately in stores and attracted
attention to them by using hoardings and striking images.lvii Hinting at the need for going beyond
mere cosmetic changes and focusing instead on real product innovation, a consumer said that his
purchase of a soup product would still be based on the price charged as all of them were alike.lviii
Also underlining the significance of the actual product quality and the innovation required for it,
one observer commented that package redesign would go only so far; Campbell could establish
long-lasting bonds with consumers only through the tastes of its soup offerings.lix

THE ROAD AHEAD

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In November 2010, Campbells top management announced its intention to work on launching
new products. Experts also saw this move as partly an attempt on Campbells part to regain
consumers who had shifted to categories like frozen foods.lx The company conceded as much
when, in a news release, it stated, the companys advertising had become too focused on the
iconic can and few top selling varieties, rather than celebrating the quality ingredients, variety, and
great taste of its soups.lxi The companys top management was engaged in a strategic study for a
period of nine months since November 2010, and had charted out a game plan for the rollout of
new products. In July 2011, emphasizing one of the studys reflections, Denise Morrison, who was
to take on the CEOs mantle on August 1, said, our growth has stalled and we have not
capitalized on our market potential. We have not responded as effectively as we must to
demographic change and generational shifts in food preferences.lxii One of the key action points
was to rework the taste of 46 of its soups and introduce 27 fresh soup products in North America.

Some experts felt that the issues that Campbell had to tackle perhaps ran deeper than those than
could be tackled by employing neuromarketing. As Roger Dooley, a neuromarketing expert, said,
The techniques are going to work best at least as they are employed at the moment when you
are comparing different advertisements or designs for a specific product. I dont think they are so
valuable when you are looking at concepts or digging down to ask why something works or
doesnt work.lxiii

Influencing Consumer Purchase Decisions: Campbell Soups

Exhibit I

Campbells Financial Performance (2008-2011)

Category

2008

2009

2010

2011

7,998

7,586

7,676

7,719

Earnings Before Interest and Taxes

1,098

6,401

1,348

1,279

Net Earnings

1,165

736

844

802

Net Earnings per Share - Basic

3.06

2.05

2.44

2.44

Net Earnings per Share Assuming Dilution

3.03

2.03

2.42

2.42

Total Liabilities

5,156

5,325

5,347

5,766

Total Shareowners Equity

1,318

728

926

1,088

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Net Sales

*million of US$, except net earnings per share

Source: http://investor.campbellsoupcompany.com/phoenix.zhtml?c=88650&p=irol-reportsannual

Exhibit II

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Instances of Use of Neuromarketing Techniques by Some Companies

Microsoft Corporation, which was primarily engaged in the development of
computing software, collected EEG information to comprehend users experiences,
including emotional, while using computing devices
Frito-Lay, the snack foods division of the food company, Pepsico, Inc., examined the
brains of women to devise ways of making its products more attractive to them. Its
studies indicated that feelings associated with guilt should not be included in its
promotions and instead healthy moments had to be highlighted.

Google Inc., which was primarily involved in the business of providing online search
services, had engaged in a biometric research project to assess which of the two ad
formats overlay ads or pre-roll ads worked better on its online video portal
YouTube.

The Weather Channel, a leading meteorological television channel, employed EEG,

eye-monitoring, and galvanic skin response methods to gauge audience response to
three distinct advertisement campaigns for a specific program.

Adapted from Kevin Randall, Neuromarketing Hope and Hype: 5 Brands Conducting Brain Research,
www.fastcompany.com, September 14, 2009.

Influencing Consumer Purchase Decisions: Campbell Soups

Exhibit III

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Campbell Soup Cans Redesign Deliberation Based on Neuromarketing

Source: Campbell Soup Company

Exhibit IV

A Campbells Soup Can After Redesign

A Campbells Soup Can Before Redesign

Source: http://food-and-drink.become.com

Source: www.packagingdigest.com

Influencing Consumer Purchase Decisions: Campbell Soups

End Notes:

vii
viii
ix

x
xi
xii
xiii
xiv

xv

xvi
xvii

xviii
xix

xx

xxi
xxii

ST

www.rootsweb.ancestry.com/~njcamden/campbell.htm
http://investor.campbellsoupcompany.com/phoenix.zhtml?c=88650&p=irol-sec&secCat01.1_
rs=11&secCat01.1_rc=10&control_searchbox=&control_selectgroup=1&control_symbol=
Kelsey Swanekamp, Soups Off at Campbell, www.forbes,com, February 22, 2010.

Higher Prices Hurt Campbell Soup Sales, www.nytimes.com, November 22, 2011.
Ilan Brat, The Emotional Quotient of Soup Shopping, http://online.wsj.com, February 17, 2010.
Roger Dooley, Your Brain on Soup, www.neurosciencemarketing.com, February 18, 2010.
Brian Easter, Brands and Brains Collaborate on Packaging, www.imediaconnection.com, November
18, 2010.
Growing
the
Soup
Category:
Contemporizing
Campbell's
Condensed
Soup,
http://www.themarketingchefs.com/files/campbells.pdf.
Tracy Weise, Neuromarketing: Whats in a Brain? http://theinsidenoteblog.com, February 9, 2009.
Kevin Randall, Neuromarketing Hope and Hype: 5 Brands Conducting Brain Research,
www.fastcompany.com, September 14, 2009.
Neuromarketing Glossary, http://www.verilliance.com/neuromarketing-terms-glossary/.
Rajiv
Mani,
Neuromarketing
to
Study
http://articles.timesofindia.indiatimes.com, February 11, 2009.
www.insidestory.com.au/public/business-solutions/communicationsoptimisation/Neuromarketingresearch-INSIDESTORY.shtml

Consumer

Behaviour,

Natasha Singer, Making Ads That Whisper to the Brain, www.nytimes.com, November 13, 2010.
Philip Harris, Our Brains, our Wallets The Field of Neuromarketing, http://theconversation.edu.au,
October 4, 2011.
Jonathan Fagan, Neuromarketing, http://prote.in, May 19, 2011.

xxiii

Campbell Soup Company, www.bgsu.edu, August 2004.

Campbell Soup Corporate History, www.marketplace.org, December 18, 2007.

PO

vi

iv

Brian Easter, Brands and Brains Collaborate on Packaging, www.imediaconnection.com, November

18, 2010.
Tracy Weise, MM, MM Good Has Figured out How to Be MM, MM Better the Soups
of Neuromarketing, http://theinsidenoteblog.com, February 24, 2010.
Dan Dzombak, Campbell Soups Dividend X-ray, www.dailyfinance.com, November 27, 2011.

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iii

Neuromarketing: When Science and Marketing Collide, http://info.4imprint.com, 2010.

Jennifer Williams, Campbells Soup Neuromarketing Redux: Theres Chunks of Real Science in that
Recipe, www.fastcompany.com, February 22, 2010.

ii

xxiv

xxv

Erik
Du
Plessis,
What
Neuroscience
Really
Teaches
Marketers,
www.europeanbusinessreview.com/?p=3676
Johnny Ross, Neuromarketing: Where Marketing Meets Mind Science, www.advertising.ie, October
24, 2011.
Dan Ariely and Gregory S. Berns, Neuromarketing: The Hope and Hype of Neuroimaging in
Business, www-psych.stanford.edu, March 3, 2010.
Rachel Kaufman, Neuromarketers Get Inside Buyers Brains, http://money.cnn.com, March 18, 2010.
Dan Ariely and Gregory S. Berns, Neuromarketing: The Hope and Hype of Neuroimaging in
Business, www-psych.stanford.edu, March 3, 2010.

xxvi

xxvii
xxviii

xxix
xxx

xxxi

Jeremy Lichtenberger, Using Neuromarketing to Sell Soap, www.palio.com, March 1, 2010.

Rosie Mestel, To Sell Stuff, Companies Want to Read your Brain -- But Are they Even Close?
latimesblogs.latimes.com, March 12, 2010.
Neuromarketing
Eye
Tracking
Helps
Campbells
Soup
Get
a
Makeover,
http://eyetrackingupdate.com, March 9, 2010.
10

Influencing Consumer Purchase Decisions: Campbell Soups

xxxii

Leader
Interview:
How
Is
Neuroscience
www.msi.org/publications/index.cfm?id=298

xxxiii

Ilan Brat, The Emotional Quotient of Soup Shopping, http://online.wsj.com, February 17, 2010.
Jennifer Williams, Campbells Soup Neuromarketing Redux: Theres Chunks of Real Science in that
Recipe, www.fastcompany.com, February 22, 2010.

xxxvi

xxxvii

xxxviii

xxxix

Practice?

Lisa Terry, How Campbell Soup Fixed Its Confusing Shelves, http://adage.com, July 25, 2011.
Jennifer
Chang
Coupland,
Campbell
Soup
Tests
New
Marketing
Approach,
http://blogs.smeal.psu.edu, February 24, 2010.
Steve Olenski, Is Neuromarketing the Future of Marketing? http://articles.businessinsider.com,
September 21, 2011.
Stuart Fox, Campbells Uses Neuromarketing to Design New Soup Can Labels, www.popsci.com,
February 19, 2010.
Evan Cooper, Why Mutual Fund Companies are Losing the Name Game,
www.investmentnews.com, February 17, 2010.

ST

xxxv

Marketing

PO

xxxiv

Influencing

Susan Gunelius, Repackaging Campbells from the Top Down, http://corporate-eye.com, March 12, 2010.

xli

Ann Whitman, Neuromarketing: Prove Thyself & Protect Consumers, www.dana.org, December 2011.

xlii

Sheree Bailey, The 3 Major Parts of the Human Brain, www.livestrong.com, March 13, 2010.
William Bostwick, Waiter, There's Pseudo-Science in My Soup, www.fastcompany.com, February
18, 2010.
Linda Casey, Food Packaging: Campbell Freshens up Labeling for its Iconic Condensed Soups,
www.packagingdigest.com, July 1, 2010.

xliv

CO
PY

xliii

xl

Campbell Will Revitalize its Condensed Soup Brand, www.packagingdigest.com, February 17, 2010.

xlvi

Ilan Brat, The Emotional Quotient of Soup Shopping, http://online.wsj.com, February 17, 2010.

xlvii

Campbell Reports First-Quarter Results, http://investor.campbellsoupcompany.com, November 23, 2010.

xlviii

Campbell U.S. Soup Sales Fall, Despite Spending on Promotions, www.nytimes.com, November 23, 2010.

xlix

Campbell Reports Second-Quarter Results, http://investor.campbellsoupcompany.com, February 18, 2011.

Campbell Reports Third-Quarter Results, http://investor.campbellsoupcompany.com, May 23, 2011.

Agustino Fontevecchia, Competition, Inflation a Killer Mix for Campbell Soup, www.forbes.com,
May 23, 2011.
Campbell Reports Fourth-Quarter and Full-Year Results, http://investor.campbellsoupcompany.com,
September 2, 2011.
Steve Shaefer, Bernanke: Dont Blame U.S. for Emerging Market Inflation, www.forbes.com,
February 18, 2011.

lii

liii

liv

http://phx.corporate-ir.net/phoenix.zhtml?c=74271&p=quarterlyearnings
Progresso Soup Cooks up Soup Worth Talking About for Coming Soup Season,
http://eon.businesswire.com, September 30, 2010.
Gus Lubin, Campbell's Soup is Still Reeling from the 2008 MSG Attack Ads,
www.businessinsider.com, July 6, 2011.

lv

li

xlv

lvi

www.neurosciencemarketing.com/blog/articles/your-brain-on-soup.htm

lviii

www.adbroad.com/2010/02/campbells-new-label-ingredient.html

lvii

lix
lx

lxi

Ujwal Arkalgud, Focus Groups Suck! http://interpretivist.wordpress.com, February 21, 2010.

EJ Schultz, Soup Players Put Spotlight Back on Taste, New Products, http://adage.com, November
24, 2010.
Campbell Launches Its Amazing What Soup Can Do Ad Campaign to Promote Campbells U.S.
Soup Brands, http://investor.campbellsoupcompany.com, September 7, 2010.

lxii

EJ Schultz, Incoming CEO Sets New Course for Struggling Campbell, http://adage.com, July 12, 2011.

lxiii

Clive Cookson, A Head Start with Brainwaves, www.ft.com, December 21, 2011.
11