This dire situation is primarily due to shifting consumer preferences towards natural,
unprocessed foods, moving away from Campbell’s traditional processed offerings.
In an effort to adapt, Campbell’s expanded its portfolio through acquisitions, leading
to a burdensome $9 billion debt. Adding to the company’s woes is an internal power struggle.
The Dorrance family, owning 40% o f Campbell’s shares, is at odds with Daniel Loeb of
Third Point, who holds around 7% of the stock. Loeb advocates for radical changes, including
rebranding and altering Campbell’s iconic red and white cans, sparking legal disputes over
alleged mismanagement. In a recent development, CampBell’s has agreed to appoint two
directors proposed by Third Point, suggesting potential changes ahead as the company strives for survival
