The Curtis Candy Company: Ownership and Mergers

The Curtis Candy Company was a long-time producer of popular icon brands like Butterfinger and Baby Ruth. Initially, the company was part of the Standard Food Company. It wasn't until 1981 that the Curtis Candy Company embarked on a significant change by merging with Nabisco, one of the largest food manufacturers in the United States.

This merger was a pivotal moment for the historical brands, as it placed them in the hands of Nabisco. However, the journey of Butterfinger and Baby Ruth didn't end there. In 1990, Nestlé, a Swiss multinational food and beverage corporation, acquired Butterfinger and Baby Ruth from Nabisco. This shift marked a new era for both brands, signaling a fresh direction and set of challenges in the evolving confectionery landscape.

Nestlé's Ownership and Evolution

Nestlé's acquisition of Butterfinger and Baby Ruth in 1990 paved the way for significant evolution and modernization of the brands. Nestlé, known for its extensive reach and expertise in the food and beverage industry, brought a range of resources and marketing strategies that transformed the traditional image of Butterfinger and Baby Ruth.

Nestlé's marketing efforts were geared towards making these iconic brands more appealing to a younger demographic. This not only involved revamping the classic advertising campaigns but also introducing new product lines and flavors to meet changing consumer preferences. Additionally, the company invested heavily in creating modern packaging that stood out on the shelf, aiming to attract new customers while retaining their existing fanbase.

One notable strategy was the diversification of the Butterfinger brand. Nestlé introduced a range of new products, including snacks and confectionery items themed around Butterfinger. This strategic move allowed the brand to expand its presence in the market, guaranteeing consistent supply and maintaining strong brand loyalty.

Modernization and Advertising: A Continuous Process

The modernization of Butterfinger and Baby Ruth was not just a one-time transformation but a continuous process. Nestlé continued to invest heavily in advertising and promotional efforts to keep the brands relevant and engaging to consumers. Following the merger, Nestlé spent substantial resources on creating fresh and innovative marketing campaigns that resonated with the younger generation.

Moreover, Nestlé leveraged digital platforms and social media to engage with a wider audience. The company recognized the power of online presence and used it to its advantage, ensuring that Butterfinger and Baby Ruth remained a staple in the digital landscape. Through targeted social media campaigns, interactive content, and engaging with consumer feedback, Nestlé maintained a strong connection with its customers, thereby ensuring the long-term success and growth of the brands.