My job is my passion Peter, Business Manager Europa
I started out six years ago at Campbell’s as Export Manager for Belgium, now I am responsible for Europe. There are three departments within the export division, with three Business Managers: one for the Middle East and North Africa, one for the British market and one for the European markets. As such, I mainly concern myself with the Netherlands, Italy, Switzerland and Austria. I work through partners abroad: distributors, brokers and agents. My task is to manage them, ensure a follow-up and provide support contributing to the turnover and profitability of Campbell’s as a business.
My other task involves exploring new markets. In markets where Campbell’s does not yet have a presence, I examine how our brands can mean something there. How can we adapt our existing products to this market? Which concepts can work here? Which channels and distributors can we use?
Every market is different. A simple copy/paste just won’t work, which is why we adapt our products in function of the taste preferences of local consumers. In Eastern Europe, for example, people are still used to preparing their own soup from start to end. Our ready-to-serve soups are one bridge too far. In these countries, we market a basic soup, which cooks can finish themselves. In the Netherlands, we have positioned our sauces as being above the mainstream, as a premium brand with more elegant packaging.
I am abroad every week. At the office, I have a team of four people who provide logistics support for the daily order flow. My job is my passion: everywhere I go, I always check the shelves in the soup and sauce categories of supermarkets to see how our brands are represented. If we have gained a few metres of exposure, I am a happy man.
I have enjoyed working for this company from the outset. There is something idyllic about Campbell’s as a brand. The association is always positive: gourmet, exclusive, but engaging all the same. It is an extension of the company culture. As part of a multinational, we have still managed to retain the convivial atmosphere that is typical of an SME. Everyone has a lot of responsibility and the freedom to develop his or her projects in the right way. Our biggest challenge is profitable growth, meaning making our portfolio available to the best of our abilities and as widely possible from a geographical point of view.
