Campbell’s Risa Cretella on Reinventing Iconic Brands and Winning in Commoditized Categories

Why It Matters

By championing speed and empowered execution, Campbell’s can protect market share against private‑label encroachment and revive relevance in fast‑moving consumer goods. The approach offers a blueprint for other legacy CPG firms facing similar commoditization pressures.

Key Takeaways

• Empowered teams act quickly without perfect data
• Private‑label growth signals brand stagnation
• Innovation builds on existing consumer habits
• Speed becomes advantage when validated by demand
• Entrepreneurial mindset drives faster decisions in large firms

Pulse Analysis

Campbell’s is re‑engineering its brand strategy by treating its massive organization like a startup. Risa Cretella, EVP of meals and beverages, describes a shift toward an entrepreneurial culture that rewards smart risk‑taking and rapid iteration. Rather than waiting for exhaustive market research, teams are given the authority to launch pilots when early consumer signals are strong, accelerating time‑to‑market and reducing bureaucratic drag.

In highly commoditized categories, private‑label brands have surged, often eroding the relevance of legacy names. Cretella argues that this growth is less about price wars and more a symptom of stagnant brand portfolios. By establishing a "right to win"—a clear, differentiated value proposition—Campbell’s can counter private‑label pressure and re‑engage shoppers who have drifted to store brands. The focus on aligning brand‑building initiatives with measurable commercial outcomes ensures that marketing spend translates directly into sales growth.

The company’s innovation engine now starts with real consumer behavior, not speculative ideas. Cretella notes that the most successful product launches simply formalize actions consumers already take, such as convenient, ready‑to‑eat meals that fit busy lifestyles. This consumer‑first approach, combined with rapid validation cycles, allows Campbell’s to stay ahead of trends while maintaining cost discipline. For the broader CPG sector, the lesson is clear: speed, empowerment, and a data‑light, behavior‑driven innovation model can revitalize even the most entrenched brands.