Kraft Heinz announced plans to split into two separately traded companies, reversing its 2015 megamerger, which was orchestrated by billionaire investor Warren Buffett.
As both consumers and regulators push back against ultra-processed foods, the companies that make them have been splitting up or divesting iconic brands. Last year, Unilever spun off its ice cream business into The Magnum Ice Cream Company. Kraft Heinz is preparing to break up later this year, undoing much of the merger forged more than a decade ago by Warren Buffett’s Berkshire Hathaway and private equity firm 3G Capital. And Keurig Dr Pepper is planning a similar split after it finishes its acquisition of JDE Peet’s.
In 2024, nearly half of mergers and acquisitions activity in the consumer products industry came from divestitures, according to consulting firm Bain. Over the next three years, 42% of M&A executives in the consumer products industry are preparing an asset for sale, a Bain survey found.
Of course, the trend isn’t confined to just the consumer packaged goods industry. Industrial companies like GE and Honeywell have pursued their own breakups in recent years. It’s happening too in legacy media; Comcast spun off many of its cable assets into CNBC owner Versant, while Warner Bros. Discovery is planning to spin off its cable networks later this year as Netflix acquires its streaming and studios division.
“In many of the spaces that we’re seeing this type of activity, there are many very fierce competitive pressures that are making it harder to operate,” said Emilie Feldman, a professor at The Wharton School at the University of Pennsylvania.
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The squeeze on packaged food and beverage companies comes from lower demand, which has led to shrinking volume for many of their products. To turn around their businesses and win back investors, they are counting on dumping underperforming brands.
February will bring both quarterly earnings reports and presentations at the annual CAGNY Conference, offering investors more opportunities to hear about food executives’ plans for their portfolios. Companies to watch include Kraft Heinz, which could share more details on its upcoming split, and Nestle, which is considering selling off multiple brands in its portfolio.
Cases of Dr. Pepper are displayed at a Costco Wholesale store on April 27, 2025 in San Diego, California.
Kevin Carter | Getty Images
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Shrinking sales
For more than a decade, consumers have been buying fewer groceries from the inner aisles of the grocery store, instead focusing on the outer aisles with fresh produce and protein. The pandemic served as the exception, as many consumers returned to the brands that they knew. However, price hikes and “shrinkflation” as life eased back to normal largely erased that shift in behavior.
More recently, regulators, emboldened by the “Make America Healthy Again” agenda espoused by Health and Human Services Secretary Robert F. Kennedy Jr., have put both more pressure and a bigger spotlight on processed foods. And the rise of GLP-1 drugs to combat diabetes and obesity have meant some of food companies’ key consumers have lost their appetite for the sweet and salty snacks that they used to eat.
As a percentage of overall spending, the consumer packaged goods industry has held onto its market share. But the biggest companies are losing customers to upstart brands or private-label products, according to Bain partner Peter Horsley.
On average, about 35% of large consumer products companies’ portfolios are in categories with more than 7% growth, Horsley said. For comparison, over half of private-label brands are in high-growth categories, like yogurt and functional beverages, and for insurgent brands, it’s even higher.
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For Big Food, the result has been slowing — or even declining — sales, followed by stock declines. In some cases, activist investors push for companies to focus more on their core offerings and to offload so-called distractions.
“You’re seeing a lot of pressure from a valuation standpoint, especially for these publicly traded companies,” said Raj Konanahalli, partner and managing director of AlixPartners. “One way to reset expectations is to really kind of focus more on the core offerings and dispose or divest the slower, capital-intensive or non-core businesses.”
While getting bigger helped food companies develop scale, enter new markets and grow their sales, it also made their businesses much more complex, according to Konanahalli. Become too big, and it becomes too difficult to make decisions quickly or to decide how and where to invest back into the business.
To be sure, some of these divestitures and breakups follow deals that seem to have been ill-advised from the start. Look no further than the merger of Keurig Green Mountain and Dr Pepper Snapple Group in 2018, to form Keurig Dr Pepper.
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“Frankly the surprise to us was the decision back in 2018 when Keurig Green Mountain acquired the Dr Pepper Snapple Group in an $18.7 billion deal to create Keurig Dr Pepper in the first place,” Barclays analysts Patrick Folan and Lauren Lieberman wrote in a note to clients in August when the breakup was announced. “At the time, it was seen as both odd and a very left field deal with the questionable logic of combining coffee and [carbonated soft drinks].”
(When the merger was announced in 2018, Lieberman said on a conference call with executives from both companies that she was still “scratching my head” about the logic of the deal for both players).
Shares of Keurig Dr Pepper have risen 37% since the merger. The S&P 500 has climbed 150% over the same period.
To sell or not to sell
Like many industries, the packaged food industry has gone through cycles of expansion and contraction, according to Feldman. For example, Kraft spun off a snacking business that includes Oreos into Mondelez in 2012, just three years before it merged with Heinz.
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However, in recent years, expanding through acquisitions has required more sophisticated thinking and execution.
“If you go back to those glory years of pre-2015, the rules of the game in consumer products felt fairly simple, at least if you’re a global company,” Bain’s Horsley said. “You bought another company that was relatively similar to you. You integrated it together, you pulled out the cost synergies … and then that gave you good top-line and bottom-line growth. But the rules of the game have changed.”
Around 2015, upstarts like Chobani or BodyArmor began stealing market share from legacy brands. As a result, food giants needed to become more thoughtful about what they were acquiring and how they were managing their portfolios, according to Horsley.
For a cautionary tale, look no further than Kraft Heinz, formed by a mega-merger in 2015. Investors initially cheered the deal, but their enthusiasm waned as the combined company’s U.S. sales began lagging. Then came write-downs of many of its iconic brands, like Kraft, Oscar Mayer, Maxwell House and Velveeta, in addition to a subpoena from the Securities and Exchange Commission related to its accounting policies and internal controls.
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With the benefit of hindsight, analysts and investors have blamed much of Kraft Heinz’s downward spiral on the brutal cost-cutting strategy imposed after the merger. The company’s leadership was too focused on slashing costs and not enough on investing back into its brands, particularly at a time when consumer tastes were changing.
Since Kraft Heinz began trading as one company, shares have tumbled 73%.
But not everyone is sold that getting rid of underperforming brands will benefit shareholders.
“If you don’t fix the underlying capability, it doesn’t matter how many brands you sell or don’t sell,” RBC Capital Markets analyst Nik Modi said. “They’re not addressing the root problem. It’s just something to make investors happy because it seems like they’re making a change.”
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One breakup that Modi agrees with is that of Kellogg, which split into the snacks-focused Kellanova and cereal-centric WK Kellogg in 2023. Last year, chocolatier Ferrero snapped up WK Kellogg for $3.1 billion, while Mars closed its $36 billion acquisition of Kellanova.
From Modi’s perspective, the breakup created more value for shareholders than the combined business did. Kellogg’s high-growth snack business was much more viable as an acquisition target without the sluggish cereal division attached. Plus, the two strategic buyers are both privately held companies that don’t have to worry about sharing quarterly earnings with the public.
Some investors are hoping for the same outcome with Kraft Heinz.
“The view that many have had is the best way to create value is split the companies and hope that you can create a Kellanova 2.0 where both entities get acquired at some point down the line, and that’s where value creation happens,” said Peter Galbo, analyst at Bank of America Securities.
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Kraft Heinz hired Steve Cahillane, the former CEO of Kellogg and then Kellanova, as its chief executive. Once the company separates, Cahillane will serve as chief executive of Global Taste Elevation, the placeholder name for the spinoff with high-growth brands like Heinz and Philadelphia.
Steve Cahillane, President and CEO, Kellogg Company accepts Salute To Greatness Corporate Award during 2020 Salute to Greatness Awards Gala at Hyatt Regency Atlanta on January 18, 2020 in Atlanta, Georgia.
Paras Griffin | Getty Images Entertainment | Getty Images
But acquiring either company resulting from the Kraft Heinz split would be a pretty big acquisition, making it less likely that either is snapped up, according to Galbo. And the resulting uncertainty about the value creation from the breakup is maybe why Berkshire Hathaway, the company’s largest shareholder, is preparing to exit its 27.5% stake in Kraft Heinz.
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Food divestitures pick up
A month into the new year, it’s unlikely that the divestiture trend will slow down.
On Tuesday, General Millsannounced that it is selling its Muir Glen brand of organic tomatoes to focus on its core brands. And last week, Bloomberg reported that Nestle is preparing the sale of its water unit; the Swiss giant is also reportedly considering offloading upscale coffee brand Blue Bottle and its underperforming vitamin brands.
And if Big Food is making any acquisitions, the deals are more likely to involve “insurgent brands,” according to Bain. Over the last five years, acquisitions with a value of less than $2 billion represented 38% of total consumer products deals, up from 16% in the period from 2014 to 2019, the firm said. For example, last year, PepsiCo bought prebiotic soda brand Poppi for $1.95 billion and Hershey snapped up LesserEvil popcorn for $750 million.
Bigger deals are harder to come by because of the current regulatory environment, Konanahalli said. Buyers might not be strategic players, but instead private equity firms with plenty of cash on hand. For example, in January, L Catterton bought a majority stake in cottage cheese upstart Good Culture.
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But a flashy divestiture or acquisition might not be the solution to a food conglomerate’s woes — or a surefire way to lift the stock price. Sometimes, good old-fashioned elbow grease can work even better.
“Just because it seems like the wind is blowing your way, it doesn’t mean that you can’t put in some hard work and turn things around,” AlixPartners’ Konanahalli said.
| Revenue of $3.91B (-1.71% Y/Y) misses by $316.78M
Corteva, Inc. (CTVA) Q4 2025 Earnings Call February 4, 2026 9:00 AM EST
Company Participants
Kimberly Booth – Vice President of Investor Relations Charles Magro – CEO & Director David Johnson – Executive VP & CFO Judd O’Connor – Executive Vice President of Seed Business Unit Robert King – Executive Vice President of Crop Protection Business Unit
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Conference Call Participants
Christopher Parkinson – Wolfe Research, LLC Vincent Andrews – Morgan Stanley, Research Division Joel Jackson – BMO Capital Markets Equity Research Kevin McCarthy – Vertical Research Partners, LLC David Begleiter – Deutsche Bank AG, Research Division Joshua Spector – UBS Investment Bank, Research Division Jeffrey Zekauskas – JPMorgan Chase & Co, Research Division Aleksey Yefremov – KeyBanc Capital Markets Inc., Research Division Patrick Fischer – Goldman Sachs Group, Inc., Research Division Kristen Owen – Oppenheimer & Co. Inc., Research Division Chengxi Jiang – Jefferies LLC, Research Division Arun Viswanathan – RBC Capital Markets, Research Division Patrick Cunningham – Citigroup Inc., Research Division Matthew DeYoe – BofA Securities, Research Division Michael Sison – Wells Fargo Securities, LLC, Research Division Edlain Rodriguez – Mizuho Securities USA LLC, Research Division
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Presentation
Operator
Thank you for standing by. My name is Kate, and I will be your conference operator today. At this time, I would like to welcome everyone to Corteva Agriscience 4Q 2025 Earnings. [Operator Instructions]
I would now like to turn the call over to Kim Booth, VP, Investor Relations. Please go ahead.
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Kimberly Booth Vice President of Investor Relations
Good morning, and welcome to Corteva’s Fourth Quarter 2025 Earnings Conference Call. Our prepared remarks today will be led by Chuck Magro, Chief Executive Officer; and David Johnson, Executive Vice President and Chief Financial Officer. Additionally, Judd O’Connor, Executive Vice President, Seed Business Unit; and Robert King, Executive Vice President, Crop Protection business unit, will join the Q&A session.
We have prepared presentation slides to supplement our remarks during
Julian Lin is a financial analyst. He finds undervalued companies with secular growth that appreciate over time. His approach is to look for companies with strong balance sheets and management teams in sectors with long growth runways.
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Quindalup, Western Australia — A 13-year-old boy has been hailed a hero after swimming approximately 4 kilometers (2.5 miles) through choppy, shark-frequented waters for four hours to raise the alarm when his mother and two younger siblings were swept out to sea off Geographe Bay, authorities and family members said.
Austin Appelbee, a Year 9 student from Western Australia, was on a family holiday in Quindalup — about 200 kilometers (124 miles) south of Perth — when strong afternoon winds on Friday pushed their inflatable paddleboards and kayak far offshore from the beach near Dunsborough. What began as a leisurely outing quickly turned perilous as the family found themselves stranded more than 4 kilometers from shore with no means of communication or immediate rescue.
Austin’s mother, Joanne Appelbee, 47, asked her son to attempt paddling back to land on his kayak to seek help. But as rough seas battered the vessel, it began taking on water, forcing the teenager to abandon it and enter the ocean. Clinging to determination, Austin swam the remaining distance, initially wearing a life jacket for the first two hours before ditching it to swim more efficiently.
“I just kept swimming,” Austin told ABC News in an interview after the ordeal. “I did breaststroke, freestyle, survival backstroke — whatever worked.” He credited prayer and sheer willpower for getting him through the fading light and cold conditions. “I didn’t know if Mum and the kids were still alive when I reached shore,” he added. “I just did what I had to do.”
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Upon reaching land around 6 p.m. local time, exhausted but resolute, Austin ran an additional 2 kilometers (1.24 miles) to the family’s accommodation. Using his mother’s phone, he called emergency services. His detailed description of the family’s last known position enabled rescuers to launch a coordinated search involving marine police, volunteer vessels, and a helicopter.
The effort paid off: Joanne, 12-year-old brother Beau, and 8-year-old sister Grace were located clinging to the paddleboards after spending up to 10 hours in the water. All three were rescued unharmed but suffering from exposure and fatigue. They were treated at a local hospital and released the following day.
South West District Superintendent Paul Bresland described Austin’s actions as “superhuman.” “The boy showed incredible endurance and courage,” Bresland said. “Swimming that distance in those conditions — rough seas, low visibility, potential marine hazards — is an amazing feat for anyone, let alone a 13-year-old.”
Experts weighing in on the incident noted factors that likely aided Austin’s survival. Saltwater buoyancy, a mix of swimming strokes including survival backstroke (which conserves energy), and mental resilience played key roles, according to swimming instructors and survival specialists quoted in The Guardian. The teenager’s decision to remove the life jacket midway — counterintuitive but allowing freer movement — demonstrated practical thinking under pressure.
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The family had been enjoying a holiday paddle when sudden wind changes created a swift offshore current. Geographe Bay, known for its scenic beauty and popularity with families, can turn treacherous with shifting weather. Marine authorities have long warned of the risks associated with inflatable craft in open water, especially without tethers or proper safety gear.
Austin’s story quickly spread across social media and news outlets, with many drawing parallels to other tales of youthful heroism. Online comments praised his quick thinking, with some noting ironically that he had reportedly failed a school swimming test just weeks earlier — a reminder that formal assessments don’t capture real-world capability.
The incident has renewed calls for water safety awareness in Western Australia. Surf Life Saving WA and local councils emphasized the importance of life jackets, weather checks, and avoiding inflatables in unprotected areas. “Even calm days can change fast,” a spokesperson said. “This family’s ordeal shows how quickly things can escalate — and how one person’s bravery can make all the difference.”
Austin, speaking modestly to the BBC, downplayed his role. “I don’t think I’m a hero,” he said. “I just did what needed to be done to get help for my family.” His mother expressed profound gratitude, describing the moment rescuers arrived as overwhelming relief after hours of uncertainty.
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The Appelbee family is now recovering at home, with Austin returning to school amid newfound local fame. Authorities have launched a WorkSafe investigation into the incident, focusing on equipment and conditions, though no foul play or negligence has been suggested.
In a region where the ocean is both a playground and a peril, Austin’s swim stands as a testament to courage under extreme duress. His actions not only saved his loved ones but reminded the community of the unbreakable bonds that drive people to extraordinary lengths.
As the Appelbees reunite and reflect, their story serves as inspiration — and a cautionary tale — for families enjoying Western Australia’s stunning coastline.
I analyze securities based on value investing, an owner’s mindset, and a long-term horizon. I don’t write sell articles, as those are considered short theses, and I never recommend shorting.I was initially interested in a career in politics, but after reaching a dead-end in 2019 and seeing the financial drain this posed, I choose a path that would make my money work for me and protect me from more setbacks. This brought me to study value investing, in order to grow wealth with risk management in mind.From 2020 to 2022, I worked in a sales role at a law firm. As the top-grossing salesman, I eventually managed a team and contributed to our sales strategy. I spent much of my free time reading books and annual reports, steadily building my vault of knowledge about public companies. This period has since been useful in helping me assess a company’s prospects by its sales strategy. I particularly get excited when the product seems to sell itself.From 2022 to 2023, I worked as an investment advisory rep with Fidelity, primarily with 401K planning. My personal study before that allowed me to pass my Series exams two weeks ahead of schedule, and I once again found myself excelling at the job. I learned a few useful things from this more formal setting, but my main frustration was that I was still a value investor, and Fidelity’s 401K planning was based on modern portfolio theory. Lacking a way to change positions internally, I chose to walk away after a year.I gave writing for Seeking Alpha a try in November of 2023, and I’ve been here since. As I spent those years saving aggressively and building up my base of capital, I also actively invest now. My articles are how I share the opportunities that I seek for myself, and my readers are effectively walking this road alongside me.
Analyst’s Disclosure: I/we have no stock, option or similar derivative position in any of the companies mentioned, and no plans to initiate any such positions within the next 72 hours. I wrote this article myself, and it expresses my own opinions. I am not receiving compensation for it (other than from Seeking Alpha). I have no business relationship with any company whose stock is mentioned in this article.
Seeking Alpha’s Disclosure: Past performance is no guarantee of future results. No recommendation or advice is being given as to whether any investment is suitable for a particular investor. Any views or opinions expressed above may not reflect those of Seeking Alpha as a whole. Seeking Alpha is not a licensed securities dealer, broker or US investment adviser or investment bank. Our analysts are third party authors that include both professional investors and individual investors who may not be licensed or certified by any institute or regulatory body.
Plainfield, Illinois — A 9-year-old boy from suburban Chicago is recovering from second-degree burns to his face and hands after microwaving a popular gel-filled sensory toy in a viral social media trend that has sent multiple children to hospitals, his mother and medical officials said Wednesday.
Caleb Chabolla was getting ready for school on Jan. 20 when he placed a NeeDoh Nice Cube — a squishy, stress-relief toy filled with gel — into the microwave, following a TikTok video suggesting the heating would make it softer and more pliable. Within seconds, the toy exploded, splattering hot gel across the right side of his face and his hands.
“He was crying and just yelling, ‘It burns, it burns,’” his mother, Whitney Grubb, told WGN-TV and other outlets. “The right side of his face was kind of melting off, basically.” Grubb rushed Caleb to the emergency room, where doctors diagnosed second-degree burns requiring specialized care.
Caleb was transferred to Loyola Medicine’s Burn Center in Maywood, where he received treatment including wound care and pain management. He was released after several days and is now healing at home, though the burns left visible scarring and required ongoing follow-up.
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Loyola Medicine issued an urgent warning, noting that Caleb is the fourth child the center has treated this year for similar injuries from the same trend. The NeeDoh Nice Cube, marketed as a safe, non-toxic sensory toy for squeezing and fidgeting, carries no microwave-safe instructions and is not designed for heating.
“The toy itself isn’t the problem — it’s the dangerous trend pushing kids to heat it,” Grubb said in interviews with CBS Chicago and ABC7. She stressed that she had repeatedly warned her son about microwave dangers but that peer influence from school friends sharing the videos overrode caution.
TikTok videos demonstrating the “NeeDoh microwave hack” show users briefly heating the cubes to restore pliability after they firm up over time. Some clips gain thousands of views, with creators demonstrating the process without safety warnings. Health experts say microwaving gel-filled items can cause superheating, leading to explosive bursts when disturbed.
Burn specialists at Loyola and other facilities have seen a rise in such cases, echoing past viral challenges like the “fire challenge” or “deodorant challenge” that have caused serious injuries. In January 2026 alone, Chicago-area hospitals reported teen burns from lighting hands on fire with sanitizer, but the NeeDoh trend targets younger children with seemingly innocuous toys.
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The incident highlights ongoing concerns about social media’s influence on child safety. Platforms like TikTok use algorithms that amplify trending content, often without age-appropriate filters or prominent hazard labels. Parents and educators have called for stricter content moderation and parental controls.
Grubb shared her story to prevent repeats. “I never thought a simple toy could do this,” she told reporters. “Parents need to talk to their kids about what they see online — and supervise more closely.” She urged families to keep microwaves inaccessible to young children unsupervised and to discard any videos promoting unsafe experiments.
Caleb, described by his mother as energetic and kind, has shown resilience during recovery. “He’s doing better every day,” Grubb said. “But the scars will remind us forever.”
Loyola Medicine’s burn team emphasized education over blame. “These are preventable injuries,” a spokesperson said. “We see the consequences when curiosity meets misinformation online.”
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The NeeDoh brand, produced by Schylling Toys, has not issued a formal statement on the trend but packaging clearly advises against heating. Similar gel toys have faced scrutiny in the past for microwave misuse.
Child safety advocates renewed calls for platforms to demonetize or remove dangerous challenge videos. TikTok’s community guidelines prohibit content encouraging harmful behavior, but enforcement relies on reports and AI detection.
For Caleb’s family, the ordeal serves as a stark lesson. Grubb hopes sharing their experience sparks conversations in homes nationwide about balancing screen time with real-world caution.
As Caleb heals, his mother remains vigilant. “No trend is worth this pain,” she said. “Talk to your kids — before something explodes.”
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The case adds to a growing list of social media-related injuries prompting parental awareness campaigns and calls for legislative oversight of youth-targeted content.
Peter Jones has added the American Golf chain to his growing business empire, snapping up the UK’s largest golf retailer in a deal that marks a new chapter for the loss-making brand.
The Dragons’ Den investor, a keen golfer who is said to play off a handicap of eight, has agreed to acquire American Golf from private equity group Endless, which has owned the business since 2018. Financial terms of the deal have not been disclosed.
Founded in 1978, American Golf operates more than 80 stores across the UK and employs over 1,000 staff. The retailer sells clubs, equipment, clothing and footwear from leading brands including TaylorMade, Callaway, Titleist and Nike, and generates annual revenues of around £135 million.
Despite its scale, the business has struggled to return to profitability, posting losses of £5 million last year following a £5.5 million loss the previous year. Jones is understood to see significant potential in strengthening the chain’s digital and online offering as part of a wider turnaround strategy.
Jones, whose portfolio also includes the Jessops camera chain, said the acquisition had personal as well as commercial appeal. “Golf has always been a personal passion of mine, so acquiring American Golf feels especially meaningful,” he said. “It’s a brand that truly understands golfers, from beginners to seasoned players, and has played an important role in the UK golf community for decades.”
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American Golf’s chief executive, Nigel Oddy, said the deal would support the company’s long-term growth ambitions. “Joining forces with Peter Jones marks an exciting new chapter for American Golf,” he said. “It will enable us to continue to accelerate our growth strategy and further our ambition of becoming the ultimate one-stop destination for everything a golfer requires.”
Oddy also thanked Endless for its backing over the past eight years, during which time the private equity firm invested in modernising stores and supporting the brand through a challenging retail environment.
David Isaacs, managing director at Endless, said: “We are incredibly proud of American Golf’s evolution during our ownership and to see it go from strength to strength with a clear trajectory for future growth under Peter’s stewardship.”
The deal underscores Jones’s continued appetite for well-known but underperforming consumer brands, particularly those with strong communities and opportunities to scale online.
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Jamie Young
Jamie is Senior Reporter at Business Matters, bringing over a decade of experience in UK SME business reporting.
Jamie holds a degree in Business Administration and regularly participates in industry conferences and workshops.
When not reporting on the latest business developments, Jamie is passionate about mentoring up-and-coming journalists and entrepreneurs to inspire the next generation of business leaders.
