Jew Corrupter: Kraft CEO Irene Rosenfeld and Children's Ads

[CrackSmokeRepublican]

I usually just skim this kind of Globalist Jew Corporate Propaganda crap but something stood out about this Jew's pushing Advertising directly at Children... typical Jew corrupter of Society...--The CSR

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Irene Rosenfeld, 56, has led Kraft since 2006 and has worked there for almost her entire professional life. She can be pretty persuasive. Early on she told her bosses that commercials for Kool-Aid should be aimed at kids (not mothers), and that Jell-O could be made modern with new flavors. In the late 1990s, she turned around Kraft's business in Canada; troubled as it was when she arrived, the first thing she had to do was show skeptical colleagues that an American could understand Canadian consumers. As chief executive, she has won most employees' cooperation for a wrenching reorganization. "When she is trying to persuade you of something, she will be relentless in coming back with facts and showing you she has the support of other people," says John Bowlin, who ran Kraft North America in the mid-1990s. "She will be totally emotionally and intellectually committed to her idea."

She had spent most of the previous decade at Cornell University completing an undergraduate degree in psychology, an MBA, and a PhD in marketing and statistics. Her thesis adviser, Vithala R. Rao, recalls that even though she was working and pregnant she was determined to finish her dissertation on how consumers make decisions about purchases. "She knew a PhD would give her an edge in the business world," says Rao. "And her husband was getting one. They were a little competitive."

When Rosenfeld presented her bosses at General Foods with research showing that Kool-Aid should be marketed directly to kids, the pitch won her a job working on the brand full-time. It was an unexpected turn for a researcher. After a presentation at one of her first meetings with Grey Advertising, Rosenfeld was so excited that she applauded. Back then, junior employees were expected to stay silent. "We were all so shocked and amused by her reaction," says Carol Herman, who worked at Grey and remains a close friend of Rosenfeld's.

In 2001, Rosenfeld suffered her first big professional setback when a contemporary, Betsy D. Holden, was appointed co-chief executive alongside Roger Deromedi. Rosenfeld stayed on almost two more years, then left to join Frito-Lay (PEP), a Kraft rival more global in its outlook and more local in its decision-making. "Irene thought about the marketing agenda and innovation much more aggressively" than the company was used to, says Indra Nooyi, the CEO of PepsiCo (PEP), which owns Frito-Lay. "She was fearless in what she did." (Pepsico is Talmudic to the core these days under Nooyi and her coterie of Globalist Jews...)

Bilderberg

Nooyi joined PepsiCo in 1994 and was named president and CFO in 2001.She is also a member of a highly globalist secretive Bilderberg Group and visited the meeting in 2004. She is a Successor Fellow of the Yale Corporation[6]. She is a Class B director of the Board of Directors of the New York Federal Reserve.

"REWIRE FOR GROWTH"

Rosenfeld gave every impression that she was committed to Frito-Lay for the long term. But when Kraft asked her to return as CEO in June 2006, she jumped. The dual leader experiment had failed; Kraft was faltering amid high commodity prices, increasing competition from private labels, and a misplaced focus on cost-cutting. She told Kraft's nearly 100,000 employees that the company had lost its heart and soul and needed to "rewire for growth." In a speech at Cornell in 2007, Rosenfeld described her return to Kraft. "The staff was tired, raw, disillusioned," she told the audience. "My slogan was, 'let's get growing.' It's not a warm and fuzzy strategy." She replaced half of her executive team and half of those in the next two levels down. She reorganized the structure of the company, changed how people receive their bonuses, and told everyone "to stop apologizing for our categories and make them more relevant." She concluded her talk: "Sometimes I lie awake thinking, 'Should we?' And then I think, 'How can we not?' "

Rosenfeld wasn't alone in wanting change—activist investor Nelson Peltz (another Drama Jew)  was demanding it. She learned that engagement and conciliation were the best ways to handle powerful dissenters. When Peltz pushed her to sell some brands, she did, unloading Veryfine fruit juice and Post cereals. And when she asked him not to purchase more than 10% of the company, he agreed. Peltz was also a big investor in Cadbury Schweppes, and he persuaded the British food giant to sell its soft drink division in 2008 and become purely a candy company. That would set the stage for Rosenfeld's eventual hostile takeover bid and provide Cadbury its philosophical defense: It didn't want to lose focus on its core business by becoming part of a conglomerate.

(So now they want to take Cadbury over...)

http://www.businessweek.com/magazine/co ... page_2.htm