It appears that this merger is really a hot business item. Unfortunately my knowledge of business is pretty low and all I know about these two companies is one makes great chocolate and the other makes great caramel. In my mind that’s the perfect mix, however I’m sure there’s more to it than that.
Click here to learn about the employees of Cadbury.
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3 comments:
I think that a lot of the problem (e.g. look at the picture in that article) is that Cadbury would be taken over by a non-British company.
The British have a very strong association with Cadbury and, in many ways, it's one of the "Faces of Britain". And over the years, the other major British candy makers (Rowntrees, Macintosh) have been taken over by other companies.
So, I suspect that a lot of the kerfuffle is about the emotion of the issue.
I believe Cadbury's have been having problems for a number of years now and they recently closed one of their factories.
That said, I'm sure it's a hot business item because Cadbury is one of very few candy companies with a truly global reach (although less so in the USA than elsewhere).
I think as Richard said it is just a shame to see what has been a quintessentially British company be taken over by a huge American one. Cadburys has been around since the world wars...
Kate xx
http://secretofficeconfessions.blogspot.com
Cadbury is actually pretty big here in Canada too. I generally like to keep my nose out of business when it comes to candy so I can’t say that I really have an opinion about the actual transaction. I do however have a regular fear when companies like this become one (through merger or buyout) and that’s homogenization. I hate it when a company buys another and the quality starts to slip. Quality to me means more than just ingredient quality too. I’m also talking about quality of creative products, quality of distribution as well. I guess it sucks if people are losing their jobs and plants are shutting down, but what’s the point of doing this kind thing if the product (the point of the company) suffers.
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