潜水简介:
- Kraft Heinz is approaching its one-year anniversary as a combined company, but costs and synergies from the merger are still being ironed out.
- To date, the company has realized only about one-third of the merger's costs (just over $1 billion of $3 billion in total), as streamlining and restructuring are ongoing. Costs stem in part from implementation of zero-based budgeting and the identification of overlaps and inefficiencies between the two companies and their production, which are common since they both operate in the same market.
- 到2017年，当管理层预计完成合并后重组时，该公司每年节省成本的目标为15亿美元。
潜水见解：
The Kraft Heinz merger stands out in the record-breaking flurry of thepast year's mergersnot just because of its sheer size but also the extent of its overlap, which hasraised questionsabout potential brand divestments. The size of its overlap may produce challenges for certain brands, but it also provides significant opportunities.
Kraft Heinz will achieve synergies in part by gaining shelf space through increased scale, but it is doing so by appealing to different target markets within the same product category. For example, last week Kraft Heinz launched a marketing campaign to support the launch of five newHeinz barbecue sauces, though Kraft already sells eight barbecue sauce varieties. Kraft Heinz executives don't believe Heinz's line will take sales away from Kraft because Heinz is using regional flavors to compete with premium regional brands rather than Kraft's value-added market.
卡夫·海因兹（Kraft Heinz）还打算扩大海外牛皮纸产品的销售。合并之前，Kraft主要是国内制造商，而亨氏在国际上售出了约60％的产品。通过利用两家公司的单独平台，Kraft Heinz可以为美国和国外的所有品牌建立更大的占地面积，以增加销售额，同时降低成本。这种增长策略对于合并后公司的未来至关重要，因为这些公司的几个旧品牌lost market share初创企业和其他竞争对手。
Kraft and Heinz brands also use many similar ingredients, which offers more synergies along the supply chain. By utilizing each other's suppliers and distribution channels, Kraft Heinz finds the best prices to boost margins and improve efficiencies. 3G proved its ability to increase margins with Heinz on its own. Now with the opportunities offered by Kraft and its supply chain, 3G can take its cost-cutting strategies a step further by identifying optimum synergies between two companies it now owns.
