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Rev. Jun. 27, 2011

HEINZ KETCHUP: PRICING THE PRODUCT LINE

An Iconic Brand
Heinz Ketchup had long been a nostalgic piece of Americana. Millions of consumers in
140 countries from all walks of life have purchased and used what has become a symbol of
American innovation and prosperity. In the United States, ketchup was ubiquitous, always served
with American favorites such as hot dogs, hamburgers, and french fries. Its presence graced the
tables of outdoor barbecues, church festivals, truck stops, and countless restaurants across the
United States and around the world. It was distributed by all major grocery retailers in the United
States and many outside the United States. At any given point in time, 95% of U.S. households
had some ketchup in their pantries or refrigerators, and over half those households chose Heinz.
In 1964, Andy Warhol immortalized the humble Heinz Ketchup case with his sculpture Heinz
Tomato Ketchup Box (Figure 1).
Figure 1. Andy Warhols Heinz Tomato Ketchup Box [Prototype].
Synthetic polymer paint and silkscreen ink on wood, 196364.

Source: Andy Warhol Foundation for the Visual Arts/Artists Rights Society
(ARS), New York. Used with permission.

This case was prepared by Rebecca Goldberg under the supervision of Professor Ron Wilcox. It was written as a
basis for class discussion rather than to illustrate effective or ineffective handling of an administrative situation.
Copyright 2009 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved.
To order copies, send an e-mail to sales@dardenbusinesspublishing.com. No part of this publication may be
reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means
electronic, mechanical, photocopying, recording, or otherwisewithout the permission of the Darden School
Foundation.

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Originating in eastern Asia as a type of spiced fish sauce, the modern version of the
tomato-based condiment was introduced in the United States in the early 19th century. By 1801,
a recipe for tomato ketchup was printed in an American cookbook entitled The Sugar House
Book. In 1824, a ketchup recipe appeared in The Virginia Housewife, an influential 19th-century
cookbook written by Mary Randolph, Thomas Jeffersons cousin.
Heinz brand ketchup was introduced in 1876 by the H. J. Heinz Company and since the
1960s has commanded a leadership position in the ketchup category, advertising it as a Thick &
Rich leader in product quality. While Heinz Tomato Ketchup was the flagship brand of the
H. J. Heinz Company, the companys portfolio of food products and restaurant chains generated
nearly $10 billion in annual sales. Among its other leading U.S.-based brands were Classico
pasta sauces, Ore-Ida potato products, Heinz 57 sauce, and Jack Daniels Grilling Sauce. Heinzbranded beans were popular in European markets, particularly England. In all, H. J. Heinz owned
15 brands that each accounted for more than $100 million in sales. Ketchup, however, was the
juggernaut, representing over 30% of sales.
Heinz had also been aggressive in developing and acquiring brands that catered to tastes
around the world. It owned the Netherlands-based Koninklijke De Ruijter (chocolate sprinkles)
and the Indian brand Nycil (prickly heat powder). Emerging markets in particular had driven
significant growth for the company. In fiscal year 2008, sales in emerging markets grew at a
robust 25% clip, accounting for 13% of overall sales. Heinz CEO William R. Johnson said
emerging market sales were expected to account for approximately 20% of Heinzs sales in
2013.1 While increasing international sales and diversification had been an important, oftenstated goal of the company, the North American market still represented the single-largest
market for Heinz products, representing about half of all worldwide sales in 2007.

Heinz Ketchup in 2007

In early 2007, ketchup was a saturated market in a mature category. Category sales
growth was slow. As the clear leader in market share, Heinz had relied for many years on
innovations in packaging, promotion, and pricing to maintain modest growth and to provide
value to shareholders. (Refer to Exhibits 1 and 2 for profitability data from 2000 through 2006.)
Figure 2 presents volume of both the ketchup category as a whole and market share specific to
Heinz from 1966 to 2004.
Raw material costs
The Heinz recipe and leading product quality made Heinz Ketchup a brand rather than a
commodity; certain commodity prices, however, had a direct impact on Heinzs margins, among
them oil-based packaging. High oil and natural-gas prices had significant cost implications for
the ketchup category starting in 2004. COGS increased by nearly 20% from 2004 to 2006. Heinz
1

H. J. Heinz Company annual report, 2007.

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Ketchup experienced three years of declining operating income despite its position as the market
leader.
Competition and retail pressures
Heinz Ketchup competed against other ketchup brands, most notably Hunts. But in many
respects, its primary competitors were retailers that had developed their own private-label
products. In effect, Heinzs own channels of distribution were competing against the Heinz
brand. Retailers could achieve far better margins by devoting shelf space to in-house products, so
these labels were aggressively marketed on store shelves. Heinz was under constant pressure to
offer trade deals to retailers, and it often cut its wholesale prices substantially on the most
popular sizes in exchange for marketing support at the retail level. Such frequent trade dealing
had the effect of undercutting Heinzs margins and eroding profitability. Over the previous 20
years, however, this strategy enabled Heinz to block the growth of private-label ketchup and
strengthen its share position significantly.
Figure 2. Ketchup category and Heinz share trends.
EZ Squeeze
Red Rocket
Plastic Bottle
No Advertising/
Price Increases

36

Anticipation
50.0%

32
30

45.0%

28
40.0%

26
24

35.0%

HeinzVolumeShare

CategoryVolumeMillions

34

55.0%

22
30.0%

20
66

68

70

72

74

76

78

80

82

84

86

88

90

92

94

96

98

00

02

04

Fiscal Year
Ketchup Category

Heinz Share

Note: Anticipation was a popular advertising campaign featuring the music of Carly Simon; Plastic Bottle
refers to the introduction of plastic bottles as a replacement for the traditional glass bottle; No Advertising/Price
Increases is a period of low marketing activity and increasing margins; Red Rocket refers to the introduction of
the heavily promoted 24-oz. plastic bottle; EZ Squeeze indicates the introduction of the upside-down package
design.
Source: Heinz, 2005.

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The Red Rocket

Heinzs Red Rocket 24-oz. ketchup bottle, a bottle designed to be reminiscent of the
older glass bottles, was introduced in 2000; it was successful by some measures, yet it resulted in
a complex marketing problem.
One of the key tactics Heinz adopted between 2000 and 2007 to block private-label
growth was to run seven annual trade promotions discounting the Red Rocket to a 99-cent retail
price point.2 When retailers ran promotions to lower the price of any of their items, they were in
essence compressing their gross margin in hopes of driving higher-volume sales. Heinz and other
manufacturers paid out trade allowances to the retailer to help offset the margin compression
during these promotional periods. Retailers across the country embraced this Heinz promotion
strategy, giving it the highest levels of support with front-page features in their weekly flyers and
prominent in-store displays during each of the seven promotional periods.3
While the Red Rocket promotions resulted in temporary category expansion and strong
retail support, they also had several negative effects. The 99-cent price point trained consumers
to wait to purchase ketchup until these periodic sales took place. By 2004, over 50% of retail
volume was sold on promotion. Retailers realized that the Red Rocket promotions were also
great for blocking Wal-Marts Everyday Low Price (EDLP) strategy, which kept prices so low
that Heinz felt pressured to extend Red Rockets discount periods. (See Exhibit 3 for a display
of price points for Heinz Ketchup products sold from 200002 in traditional retail, Wal-Mart,
and club consumer retail locations.)

Leveraging Consumer Habits

Tapping into the ways in which Heinz products had been consumed was another tactic
Heinz used in developing innovations in packaging and promotion. The upside-down bottle, or
EZ Squeeze, introduced in 2002, is one example of this, because it appealed to the many
consumers who stored ketchup bottles upside down: the way they emptied most easily. (See
Exhibit 4 for price point information.) The EZ Squeeze was an ergonomically designed 20-oz.
bottle that carried the same retail price as the traditionally bottled 24-oz. size. Ryan Stansberry,
Heinzs vice president of marketing for ketchup, said of the EZ Squeeze bottle: The challenge
here will be delivering a value that the consumer is willing to pay the premium price for.
Consumers are telling us this scores very high in value at the suggested retail pricing behind the
benefits that were delivering.4

Marketing support could include lower prices for the promoted product at the retail level, premium or
additional shelf space, and/or inclusion in the weekly feature flyer many grocery stores circulated.
3
Pam Demetrakakes, Heinz and Hunts Play Ketchup with Upside-Down Bottle Battle: Heres What Happens
When Two Ketchup Giants Develop Similar Concepts at the Same Time, Food & Drug Packaging, August 2002
4
Demetrakakes

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Heinz focused on several key concerns in the development of the EZ Squeeze that it
believed were most important for its consumers. Henry Henners, Heinzs brand manager, said
the guiding principle for Heinz from a point-of-sale standpoint was maintaining links to the
companys ketchup traditions. What we found out was consumers wanted to be reassured that it
was the same Heinz Ketchup they were used to, he said. The best way to do that was with a
clear bottle showing the ketchup and also with a keystone label.
Consumer research indicated that 7 out of 10 consumers preferred the upside-down
bottles; sales performance in the U.S. market, however, did not reflect those scores. The upsidedown bottles represented only about 12% of the Heinz Ketchup business. Meanwhile, its
performance was significantly better in the United Kingdom, where the entire ketchup line was
taken upside down to boost Heinzs UK market share and profits to record levels. The reason
behind the disappointing sales in the United States was unknown but was possibly related to the
release of Hunts Perfect Squeeze, a similarly designed upside-down ketchup bottle, at roughly
the same time.
The introduction of the upside-down bottle brought the Heinz Ketchup product line to
nine package sizes in 2002 (Figure 3); this number remained constant through the first part of
2007. Heinz margins on each product can be viewed in Exhibit 5.
Figure 3. Heinzs nine ketchup package sizes in 2007.

14 oz.

20 oz.

24 oz.

32 oz.

36 oz.

46 oz.

64 oz.

Twin 50

Twin 66

Source: Heinz. Used with permission.

When the introduction of the upside-down bottle in the United States failed to provide a
significant short-term profit boost, the marketing team members began searching for another
strategy for stimulating sales through product innovation. Again, they looked to buyer behavior
patterns to help guide innovations in packaging and promotion. They conducted consumer focus
groups and examined historical sales data and then analyzed the results.
An ongoing theme emerged: A modest increase in ketchup consumption seemed to result
when people purchased larger-size bottles (Table 1). This finding was not being driven by the
simple fact that people who wanted to consume more ketchup typically purchased larger sizes.
Rather, the researchers at Heinz captured what was described as exogenous stockpilingwhich

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triggers consumption, uncovering how customers consumption behavior changed if they were
convinced to purchase a package size that was larger than they typically bought.5
Another noticeable theme in the research was that because ketchup was a storable
product, people in the tested focus groups were willing to purchase more ketchup at one time in
anticipation of future need. Thus, product freshness was noted as being a less critical value
driver than price or the consistency of quality.
Table 1. Percentage increase in ketchup usage based on consumer
habits when switching from a 24-oz. (Red Rocket) bottle, 2005.
Consumers switching from 24 oz. to
Expandability Rate

32 oz.
27%

36 oz.
44%

46 oz.
78%

64 oz.
150%

Twin 50
330%

Data source: Heinz.

Given this information, the marketing team determined that Heinz would see sales and
revenue growth if consumers could be persuaded to change their behavior by purchasing larger
bottles of ketchup. The team discovered, however, that getting consumers to purchase these
larger sizesdefined as 46 oz. and higherbrought its own set of challenges. Focus group data
showed the larger bottles were more difficult for consumers to handle and store, which reduced
their attractiveness. In addition, these bottles took up far more space on retail shelves and
provided retailers with far less margin on sales. (See Exhibit 6 for a typical store planogram.)
This problem was compounded by the costs associated with stock-outs. Price discounts on larger
sizes might induce some consumer switching to these promoted sizes, but the physical
dimensions of the packaging would require the store to restock the shelf space allocated to Heinz
at a potentially much fasterand more costlyrate than they were accustomed to. Allowing the
shelf space allocated to a promoted item to remain empty, even for a few minutes, would
generate problems for the retailer. Interested customers would begin questioning staff about the
availability of the product, seeking to determine if there was any more in the back. They might
also become disgruntled about having to search for and ask about product availability. For this
reason, Heinz believed that promoting the very largest sizes (especially the Twin 50 oz.) was
unlikely to gain retail support.
Expanding the shelf space allocated to Heinz Ketchup was simply not a feasible option.
Traditional retailers continued to compete against Heinz with private-label ketchup in their own
stores, and they were loath to decrease the shelf space for their own products. Even if some
retailers could be persuaded to expand the shelf space allocated to Heinz, they would certainly
demand slotting allowances for the space, which would prove very expensive for Heinz.6

Pierre Chandon and Brian Wansink, When Are Stockpiled Products Consumed Faster? A ConvenienceSalience Framework of Postpurchase Consumption Incidence and Quantity, Journal of Marketing Research 39, no.
3 (August 2002): 32135.
6
A slotting allowance is a payment from a manufacturer to a retailer to secure a prescribed amount of shelf
space for an agreed-upon period of time.

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Taken in totality, changing the current system of product promotions was going to be
very difficult. Barriers existed for both the display and the purchase of larger ketchup bottles. It
was far from clear how much resistance there would be from consumers about purchasing larger
sizes, even if such sizes received substantial retail promotional support.

Preserving the Icon

In 2007, Henners and Stansberry sat down to formulate a plan to increase profitability of
Heinz Ketchup. They were well aware of the complex tensions among Heinz, the retailers, the
competition, and the buying public. They needed to maximize net profit by increasing the sales
of their highest-margin items, yet they were experiencing constant pushback from retailers,
which responded with less shelf space and reduced promotional support for precisely those highmargin products. Consumers, on the other hand, seemed to have developed a preference for the
Red Rocket during its promotion. The cost of packaging was increasing and squeezing margins
further. Henners and Stansberry put their heads together to come up with a workable plan.

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Exhibit 1
HEINZ KETCHUP: PRICING THE PRODUCT LINE
Sales Trends from 200006
TOTAL U.S. OVER $2 MILLION
52 WEEKS
52 WEEKS
52 WEEKS
52 WEEKS
52 WEEKS
52 WEEKS
52 WEEKS
52 WEEKS
52 WEEKS
ENDING 01/02/99 ENDING 01/01/00 ENDING 12/30/00 ENDING 12/29/01 ENDING 12/28/02 ENDING 12/27/03 ENDING 12/25/04 ENDING 12/24/05 ENDING 12/23/06
Case Sales (in physical cs)
TOTAL HEINZ
TOTAL HUNT'S
TOTAL DEL MONTE
TOTAL CTL BR
$ Sales
TOTAL HEINZ
TOTAL HUNT'S
TOTAL DEL MONTE
TOTAL CTL BR
Dollar Share (in %)
TOTAL HEINZ
TOTAL HUNT'S
TOTAL DEL MONTE
TOTAL CTL BR
Case Share (in %)
TOTAL HEINZ
TOTAL HUNT'S
TOTAL DEL MONTE
TOTAL CTL BR

12,946,255
5,970,633
3,097,259
6,282,061

13,228,458
5,095,071
2,849,954
5,512,621

12,626,177
5,230,605
1,979,784
5,305,927

14,059,449
5,077,921
1,752,030
5,152,345

13,662,094
4,930,474
1,525,908
5,483,776

13,386,650
4,597,060
1,656,896
5,948,000

12,986,395
4,946,234
1,605,726
5,778,830

13,091,720
4,438,932
1,603,594
5,636,383

12,064,861
4,493,141
1,406,338
5,695,490

264,537,793
94,867,012
43,791,773
84,663,762

251,439,846
83,356,964
40,413,171
76,990,023

240,543,355
82,738,749
30,700,425
72,997,452

268,938,640
80,663,610
27,462,561
72,757,537

272,113,086
80,193,985
24,079,464
78,678,263

275,280,098
74,850,347
25,490,088
82,840,495

264,419,628
77,973,583
23,497,240
80,393,541

264,707,477
72,829,750
23,313,705
79,714,288

261,360,428
73,601,375
20,649,694
83,047,732

53.6
19.2
8.9
17.1

55
18.2
8.8
16.8

55.7
19.2
7.1
16.9

59.3
17.8
6.1
16

59.2
17.5
5.2
17.1

59.4
16.2
5.5
17.9

58.4
17.2
5.2
17.7

59.3
16.3
5.2
17.9

59
16.6
4.7
18.7

45.1
20.8
10.8
21.9

49
18.9
10.6
20.4

49.7
20.6
7.8
20.9

53.5
19.3
6.7
19.6

52.9
19.1
5.9
21.2

51.9
17.8
6.4
23

50.8
19.3
6.3
22.6

52.4
17.8
6.4
22.5

50.5
18.8
5.9
23.9

Data source: Nielsen Scantrack.

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Exhibit 2
HEINZ KETCHUP: PRICING THE PRODUCT LINE
Heinz Ketchup Product Sales Data from 200006
TOTAL US OVER $2 MILLION
52 WEEKS ENDING 52 WEEKS ENDING 52 WEEKS ENDING 52 WEEKS ENDING 52 WEEKS ENDING 52 WEEKS ENDING 52 WEEKS ENDING
12/30/00
12/29/01
12/28/02
12/27/03
12/25/04
12/24/05
12/23/06
Case Sales
TOTAL HEINZ
HEINZ KETCHUP PLS
HEINZ KETCHUP PLS
HEINZ KETCHUP PLS
HEINZ KETCHUP PLS
HEINZ KETCHUP PLS
HEINZ KETCHUP PLS 2P
HEINZ KETCHUP PLS 2P
HEINZ KETCHUP D-S PLS
HEINZ KETCHUP D-S PLS
OTHER
$ Sales
TOTAL HEINZ
HEINZ KETCHUP PLS
HEINZ KETCHUP PLS
HEINZ KETCHUP PLS
HEINZ KETCHUP PLS
HEINZ KETCHUP PLS
HEINZ KETCHUP PLS 2P
HEINZ KETCHUP PLS 2P
HEINZ KETCHUP D-S PLS
HEINZ KETCHUP D-S PLS
OTHER

14 OZ
24 OZ
36 OZ
46 OZ
64 OZ
50.5OZ
66 OZ
20 OZ
32 OZ

12,626,177
507,125
5,176,411
3,522,733
1,288,536
1,206,922
342,305
0
0
0
582,145

14,059,449
526,964
6,087,069
3,711,157
1,374,573
1,130,115
379,642
0
0
0
849,929

13,662,094
512,007
6,007,185
3,270,602
1,270,448
1,046,774
520,804
0
192,832
239,773
601,669

13,386,650
496,313
5,084,211
3,197,687
1,127,515
984,670
559,804
0
728,824
908,820
298,806

12,986,395
475,927
5,206,806
2,774,436
1,065,543
940,365
641,996
7,549
713,887
931,058
228,828

13,088,414
462,722
5,399,792
2,635,534
967,385
908,137
702,333
31,262
805,899
971,091
204,259

12,059,252
435,720
2,446,331
3,996,675
1,221,276
923,930
689,021
31,217
704,421
1,432,903
177,758

14 OZ
24 OZ
36 OZ
46 OZ
64 OZ
50.5OZ
66 OZ
20 OZ
32 OZ

240,543,355
16,373,483
88,918,282
65,081,240
27,238,157
24,443,343
6,112,893
0
0
0
12,375,957

268,938,640
17,348,060
102,595,866
67,490,291
29,292,256
23,235,024
6,927,456
0
0
0
22,049,687

272,113,086
17,263,945
103,413,279
62,762,870
27,834,363
21,854,628
9,543,765
0
5,563,270
6,239,717
17,637,249

275,280,098
16,955,226
89,866,563
60,776,321
24,919,590
21,005,600
10,462,951
0
20,156,860
22,757,818
8,379,169

264,429,437
16,396,077
89,543,283
53,215,270
23,473,791
20,147,140
11,951,558
101,609
19,639,142
22,690,288
7,271,279

264,246,725
16,083,485
91,317,629
50,986,185
21,531,698
19,038,653
13,187,996
427,178
21,280,766
23,465,116
6,928,019

261,000,995
15,397,295
51,202,212
74,060,820
26,170,140
19,524,777
13,278,653
418,181
21,431,997
32,765,609
6,751,311

Data source: Nielsen Scantrack.

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Exhibit 3
HEINZ KETCHUP: PRICING THE PRODUCT LINE
Price Points for Heinz Ketchup Products in 2007

14 oz.
24 oz.
36 oz.
46 oz.
64 oz.
Twin 50 oz.
Twin 66 oz.

Traditional Retail
Wal-Mart
No Promo Price
Promo Price
EDLP
$1.49
Not Promoted
Not Sold
$1.69
$0.99
$1.47
$2.49
$1.50
$1.63
$3.09
Not Promoted
$2.42
$4.19
Not Promoted
$3.57
$5.99
Not Promoted
$4.98
Not Sold in These Channels

Club
EDLP
Not Sold
Not Sold
Not Sold
Not Sold
Not Sold
Not Sold
$5.19

Data source: Heinz.

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Exhibit 4
HEINZ KETCHUP: PRICING THE PRODUCT LINE
Price Points for the 20-oz. Upside-Down Bottle Launched in 2002
as Compared with the 32-oz. Bottle

20 oz.
32 oz.

Traditional Retail
No Promo Price
Promo Price
$1.79
Not Promoted
$2.59
Not Promoted

Wal-Mart
EDLP
$1.47
$1.76

Club
EDLP
Not Sold
Not Sold

Data source: Heinz.

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Exhibit 5
HEINZ KETCHUP: PRICING THE PRODUCT LINE
Price Points and Margin Information for Heinz Ketchup Products in 2007

Units / Case
Price / Case
Trade Allowance
Net Price
Cost of goods
Gross Margin
% gross margin

14 oz.
24
$23.72

20 oz.
12
$15.18

$23.72
$15.65
$8.07
34%

$15.18
$11.44
$3.74
25%

24 oz.
20
$25.30
$6.00
$19.30
$18.74
$0.56
2%

32 oz.
12
$22.88
$22.88
$15.41
$7.47
33%

36 oz.
12
$22.88
$6.50
$16.38
$16.14
$0.24
1%

46 oz.
12
$29.06

Twin 50
6
$30.44

64 oz.
9
$29.84

$29.06
$20.51
$8.55
29%

$30.44
$25.01
$5.43
18%

$29.84
$21.02
$8.82
30%

Data source: Heinz.

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Exhibit 6
HEINZ KETCHUP: PRICING THE PRODUCT LINE
Typical Retail Store Planogram for Heinz Ketchup

Source: Heinz, 2007. Used with permission.

This document is authorized for use only in Pricing Management, Term - V, BM 2015-17 by Narasimhan Raj Kumar, Xavier Labour Relations Institute (XLRI) from July 2016 to January 2017.