Johnson disagreed with Mcgovern’s growth should come primarily from the acquisition of small fast-growing food companies and from the introduction of new products that served some niche of the food industry instead Johnson believed that Campbell soup should concentrate on growing sales of its best-known brands- the red and white soup line prego Pepperidge farm vlasic and swanson – and to increase its U.S. market share in these product categories. During the 1980s, for example, Campbell’s tonnage in canned soups had risen a paltry I percent annually and campbell’s market share of the U.S. soup market according to wall street estimates had slipped from a lofty 80 percent in the 1950s and 1960s to 70 percent in mid-1980s to around 65 percent in 1990 johnson also decided to press harder and faster than McGovern had in order to gain increased penetration of foreign markets.