Virgen Milagrosa University Foundation
College of Business Administration and Accountancy
Martin P. Posadas Avenue, San Carlos City (2420), Pangasinan
Tel. Nos.: (+6375) 203-0000, 0955-5222, 632-4094
Fax No.: (+6375) 203-0333
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Tupperware’s Bankruptcy in the Digital Age: A Case Study on
Legacy Brand Failure and Consumer Behavior Shift
In Partial Fulfillment of the Requirements
in Operations Management and TQM
Prepared by:
Lyza Mariz Corpuz
Grace Ann P. Dancel
Lance B. De Vera
Joshua Dominic R. Feliciano
Michelle P. Quiñon
i
Virgen Milagrosa University Foundation
College of Business Administration and Accountancy
Martin P. Posadas Avenue, San Carlos City (2420), Pangasinan
Tel. Nos.: (+6375) 203-0000, 0955-5222, 632-4094
Fax No.: (+6375) 203-0333
Website: www.vmuf.edu.ph Email: vmuf1958@gmail.com
Table of Contents
Title Page .................................................................................................... i
Table of Contents ......................................................................................... ii
Body
Overview ........................................................................................... 1
Summary of Key Points .................................................................... 2
Detailed Subject Background ............................................................ 3
Challenges and Goals ....................................................................... 4
Achieved Results .............................................................................. 6
Testimonials and Visuals ................................................................... 8
Impact and Future Research ............................................................ 12
Suggested Actions ............................................................................ 15
Cited Sources ................................................................................... 17
Supplementary Materials .................................................................. 19
ii
Virgen Milagrosa University Foundation
College of Business Administration and Accountancy
Martin P. Posadas Avenue, San Carlos City (2420), Pangasinan
Tel. Nos.: (+6375) 203-0000, 0955-5222, 632-4094
Fax No.: (+6375) 203-0333
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Overview
Tupperware was once a household name, representing convenience,
innovation, and entrepreneurial empowerment. With its revolutionized food
storage devices after World War II and unusual marketing strategy, in which
independent consultants, sold customers at home "Tupperware parties," the
brand was unique at that time. Despite decades of success, it grew tired to
younger consumers, struggled to adapt to trends in its market and failed to
embrace the acceleration of technology.
By early 2023, Tupperware had financial issues, and shared with
investors there was “substantial doubt” about its ability to continue operations.
This case study will outline some of the factors that led to its bankruptcy,
including legacy status, outdated marketing model, and failure of Tupperware
to respond to a technologically driven, environmentally sensitive consumer. As
evidence in this case study, even iconic brands can fluctuate without strategic
innovation.
1
Virgen Milagrosa University Foundation
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Martin P. Posadas Avenue, San Carlos City (2420), Pangasinan
Tel. Nos.: (+6375) 203-0000, 0955-5222, 632-4094
Fax No.: (+6375) 203-0333
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Summary of Key Points
This case study explores how Tupperware’s outdated direct-selling
models, lack of digital adaptation, and misaligned decisions have contributed to
their legacy as a global brand. It is evident through market competition, poor
leadership, and shifting consumer values—particularly with regards to
advancement, environmental friendliness, and digital adaptation—it becomes
clear that the business lacks the ability to keep up with evolving demands.
Therefore, it is necessary for legacy brands to survive in a digital or modern
world with strategic innovation, especially in technology and sustainability.
2
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Martin P. Posadas Avenue, San Carlos City (2420), Pangasinan
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Detailed Subject Background
Tupperware was founded by Earl Tupper in 1946, a well-known brand
that became solutions for household storage. For over 70 years of operations,
Tupperware became synonymous with durable plastic, high-quality, and
affordable containers that were primarily sold through home-based direct
selling, which Tupperware called "house parties." Tupperware has a very large
global footprint in every household, and during its peak, the brand operated in
almost 100 countries around the world. However, despite their legendary
presence and history, in recent years, the company began to face and
encounter a severe financial problem that led them to publicly announce their
potential bankruptcy in April 2023.
The Tupperware's financial decline was pointed out by numerous
indicators. In 2022, the company reported a dramatic drop in revenue, and by
2023, they experience liquidity issues that threatened the company's ability to
continue operations. According to financial reports, the company indicated it
was at risk of being delisted by the New York Stock Exchange and accumulated
over $700 million in debt. This financial burden combined with inadequate
strategic solutions became the reason for the company's downfall. Tupperware,
which was formerly thought to exemplify smart home-keeping, ultimately needs
to be reinvented. Tupperware's bankruptcy serves as a warning to other brands
that even well-established companies can lose their legacy if they fail to adapt
3
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to the times. The brand’s struggle reflects a broader transformation in
consumerism, where technology, convenience, and sustainability are now the
major drivers of success.
Challenges and Goals
Tupperware continued to struggle worldwide due to barriers caused by
e-commerce and online shopping, which have also diminished the accessibility
of online shopping for consumers. The evolution of channels through which
retail and e-commerce operate slightly changed the possible mechanism of
traditional home parties, where direct selling to a consumer was never a real
consideration. For instance, India's classification has dropped from a top 10
brand 5-6 years ago to a possible top 20 by 2019. Regardless, as Tupperware
continues to evolve in markets such as India, Russia, Europe, Australia,
Malaysia, and Indonesia— China, Brazil, and Mexico are still viable for
Tupperware business worldwide, and the company is in over 100 countries
because of the home and kitchenware categories which enables unique
designed solutions for food preparations, storage, and serving.
Tupperware in fact, continued to see sales grow during the global
pandemic because many Americans began cooking more at home due to
restrictions of transportation, however, the surge in sales was short-lived. As
restrictions began to slowly dismantle, Tupperware began to feel the financial
pressure as raw materials, labor, and freight all began to escalate in price, thus,
4
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further causing Tupperware financial losses and impacting gross margins and
profits.
Tupperware is known as the brand that made "Tupperware parties"
become popular in the 1950s, yet, Tupperware's legendary status and
memories has begun to evaporate, as newer competitors with cheaper and
more ecological friendly alternatives have been eating into Tupperware's
financial instability and stealing away their market share. Tupperware has made
many attempts to redefine their brad, and value propositions of their offering,
but sadly it's ultimately too late for Tupperware, as they seek bankruptcy
protection.
In 2023, Tupperware's stock price suffered as a result of unpaid credit
obligations, missed deadlines in annual reporting, and going-concern issues
regarding feasibility. The transformation that Tupperware Brands Corporation
experienced in 2023 was the biggest change when the company reached
bankruptcy status, due to an ever-increasing mountain of debt, sales
decreasing, and being unable to adapt to a quickly evolving landscape.
While the company did not get into specifics, Tupperware has stated that
they are looking to be, "more about finalizing Tupperware's transformation into
a digital-first, technology-led business." This is a clear indication that there
could be a shift towards more reliance on its online platform for selling products
and transformation to a more digital, marketing-focused, transformation.
Furthermore, Tupperware has cited, “challenging micro-economy” of the last
5
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Martin P. Posadas Avenue, San Carlos City (2420), Pangasinan
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few years, inefficient internal processes that inhibited global performance, and
increasing public health, and environmental concerns regarding the use of
plastics as its reasons for the reduction in performance.
Laurie Ann Goldman, the president and CEO of Tupperware,
acknowledged the company faced a downturn and insisted the bankruptcy
proceeding is to provide, "necessary flexibility" for making the needed changes.
Goldman also stated any credible movement from the suffering it caused at its
own end, is the brand’s commitment to continued relevance, and navigating the
challenges it was facing.
Achieved Results
According to Shekhawat (2024), Tupperware’s recent bankruptcy filing
highlights a significant global discourse on how various countries respond to
corporate insolvencies. In the United States, Chapter 11 bankruptcy offers the
flexibility to continue operate without the pressure of immediate liquidation. This
legal framework enables gradual recovery while allowing the company to test
innovative approaches such as launching sustainable product lines and
adopting digital strategies. In contrast, India’s Insolvency and Bankruptcy Code
(IBC) advocate more accelerated resolution to protect creditors and brands
stability. From Tupperware’s example it can be seen as high important for
flexibility to improve the business, but it also needs to be weighed similarly with
appropriate decision making.
6
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After the bankruptcy declaration in 2023, Tupperware launched a
comprehensive restructuring program intended to reactivate its business and
operations. The company successfully negotiated with lenders for partial debt
relief, which have eased some of the financial pressures that have plagued in
the past. Additionally, the ownership of the company has transferred into group
of private equity investors committed to driving modernization leading
Tupperware into a new age. Early stages of turnaround include rebranding of
the company, building up its online presence, and establishing strategic
partnerships with large online retailers to expand its availability and reach a
larger base of customers.
These initiatives represent a dramatic shift in company to an inactive
marketing model on a path to a more market-facing, consumer-driven model.
While specific outcomes are ongoing, the indicated affairs represent an
organized, and potentially permanent change towards greater online relevance
and a far greater stability, creating thrust through a retail sector that is highly
competitive.
7
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Testimonials and Visuals
The testimonials from former sales consultants and consumers
demonstrated the dramatic evolution of consumer behavior and the subsequent
decline of the brand’s value. Many former sales consultants, particularly women
who relied on Tupperware parties as income, expressed some confusion and
disappointment regarding the decline of the traditional model of direct sales.
One consultant stated, “We used to have full house parties where everyone
bought in, and now there are fewer buyers who are interested in social
selling. It’s like the brand lost its way back to the community” (Economic
Times, 2024). The consumers who understood the brand's value echoed similar
sentiments about the decline of the use of plastic containers, reflecting a switch
to cheaper and more sustainable options such as glass and stainless containers
and a greater loss of trust in products made with plastic.
A Vintage Nerd. (2015, March). Vintage Tupperware party photo - women
enjoying Tupperware party in 1960s. A Vintage Nerd.
8
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Consumers Testimonials
Tupperware’s bankruptcy filing in September 2024 received mixed
responses from consumers, particularly nostalgia from those who have an
attachment to
Tupperware. Many reflected on their feelings of nostalgia and detachment for
Tupperware products as they expressed surprise at how quickly Tupperware
fell into financial trouble. One user stated, “Moms just fell to their
knees…these were their favorite child,” highlighting how Tupperware was a
mainstay in their kitchens.
Another consumer said, “How? Every mother in the world has a shelf
full of these!” referring to the fact that Tupperware has been part of family
homes for many years. These responses indicate that Tupperware was a staple
in family life, which provides great insight into the level of surprise consumers
felt when learning Tupperware was in financial trouble.
Employee Testimonials:
While there may not be individual employee testimonials, we can get a
sense of the impact on Tupperware’s employees. The bankruptcy process has
evidently affected over 10,000 employees across the world, including all 800
employees in the warehouse in Australia, where Tupperware is planning to
close all locations in the country. The sheer number of employees that
9
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Tupperware employs suggest this issue with Tupperware created great concern
for their employees across the world.
Visuals, as presented beside the testimonials, included pictures of
Tupperware products from other ages—some of their vibrant and exuberant
designs—and, more recently, of empty storefronts and empty Amazon search
listings. Particular visuals were compared and contrasted by sales channels;
an old photograph of an invigorating Tupperware evening party contrasted with
a social media marketing photo and listings for "used" Tupperware products.
Especially within the visual space, advertising Tupperware via social selling
channels served to demonstrate the significant impacts that have taken place
in the manner of selling Tupperware. Most consultants and consumers would
agree that social selling is not the same as homeparty sales with a family,
friends, and community of consumers building a sense of value in Tupperware
products.
A then-and-now comparison of Tupperware’s marketing strategies:
Traditional home-party (1960s) vs. Modern digital platform.
10
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Global Revenue Decline (2013–2023)
The chart above shows Tupperware’s peak revenue at just over
$2.7 billion dollars in 2013, and a continued decline to approximately $1.2 billion
in 2023. This data represents a decline of over 50 percent down from their peak
in 2013.
This data presents an indication of macro-economic issues, but also
indicates Tupperware failed to respond to changing consumer preferences and
changing digital distribution strategies.
11
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Impact and Future Research
The story of Tupperware highlights the critical importance of digital
transformation and critical agility and adaptability to competing interests in the
modern consumer landscape. Tupperware was a cultural icon and household
name that relied on direct-to-consumer sales through home parties.
Tupperware was unable to successfully adapt its retail model to changing
consumption behaviors, emerging technology, and rising consumer
expectations.
Impact
Tupperware’s ultimate failure indicates the complex intersection of
moving from a traditional business model to a digitally integrated paradigm.
Tupperware's supply decline revealed the inability of the brand to effectively
compete with emerging ecommerce businesses and environmentally conscious
start-ups. As consumers began prioritizing convenience, price transparency,
and sustainability, their legacy tactics relying on home party direct sales were
no longer viable without the critical digital layer. This failure was worsened by
operational failings internal to the organization, but also externally, such as
supply chain disruptions, inflation of raw materials, or heightened environmental
scrutiny on plastic usage. Tupperware's pivot, which late-stage became a goal
12
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Martin P. Posadas Avenue, San Carlos City (2420), Pangasinan
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of being a "digital-first, technology-led company” was reactive rather than
proactive – on how even brands with large equity can be at risk of losing. After
initially pioneering many direct selling practices, Tupperware's declining market
share over the years revealed the relevance of shifting quickly towards digital
transformation.
Future Research
Several avenues of future research are suggested by Tupperware’s experience:
1. Changing Direct Sales Models in the Digital Era: There is
considerable potential for research exploring how digital platforms, virtual
communities and influencer marketing might provide even more profound
reforms for direct-selling models and the comparisons in rental strategies with
traditional companies (that is not born-digital) vs. born-digital brands will no
doubt provide valuable information.
2. Consumer Trust Relating to Sustainability Preferences: What
insights from awareness of consumers' preferences with respect to
sustainability, especially with regard to the consumption of plastics, would offer
the field regarding how to influence purchasing behaviors in kitchenware and
home goods? Research into consumer behaviors in this space may offer legacy
brands information on how to align product design and messaging towards eco-
13
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friendly behaviors, shaping the authenticity and credibility of the companies'
products.
3. Brand Authenticity and Reinvention: How do companies/brands that
have long histories remain authentic, but not dilute their authenticity by seeking
to re-invent themselves to fit in the digital world? Research into perspectives
involving brand narratives, brand/story transparency and brand community
experiences might provide useful insights.
4. Micro-economics and Supply Chain Resilience: How do legacy and
newer entrants experience the impacts of global economic pressures including
the interruptions to supply chains differently? Research into how traditional
companies adapt to, meet, and confront international supply chain pressures,
including labor costs, can also be useful to those companies.
5. Digital Transformation in Consumer Goods: With a cross-analysis of
legacy consumer brands there will be key elements (and best practices) in
digital transformation including, making digital advancements in the use of the
4Ps of marketing, investing in digital community building platforms, marketing
mobile commerce and utilizing AI enabled customized interfaces.
The significance of Tupperware was not just an example of how not to
run a business—it provides a way to think about consumer miscalculations that
involve changing demographics, legacy brand management, and the costs of
delayed innovation. The implications of this case are relevant to strategic
14
Virgen Milagrosa University Foundation
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thinking across all sectors whether with generational shifts in consumer
attitudes.
Suggested Actions
In today’s evolving digital landscape, companies must remain agile and
forward-thinking to remain competitive. For Tupperware to recover or stabilize
its position in the market, it must fully embrace digital transformation. This
includes investing in a modernized, mobile-optimized website and leveraging
social media platforms such as Instagram and TikTok. Partnering with digital
influencers and content creators can further enhance brand visibility and appeal
to younger, tech-savvy consumers. A user-friendly and visually engaging
platform will be essential to driving customer engagement and increasing online
sales.
In addition to digital advancements, Tupperware should prioritize
sustainability—an increasingly critical factor in consumer decision-making.
Introducing product lines made from biodegradable or recyclable materials can
help realign the brand with current environmental values. Transparent
messaging about eco-friendly practices will also enhance brand credibility and
attract environmentally conscious customers.
Another critical component is strengthening corporate leadership and
governance. Implementing leadership development programs focused on
strategic thinking, innovation, and rapid decision-making will be essential in
15
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restoring investor confidence. Regular market research and competitive
benchmarking should be institutionalized to ensure that the company remains
adaptive to market trends and emerging consumer behaviors.
Finally, Tupperware should explore strategic partnerships with
complementary businesses, such as meal kit delivery services or sustainable
home goods brands. These collaborations can create cross-promotional
opportunities, boost brand relevance, and expand customer reach. Without
bold and timely action, Tupperware risks becoming a brand remembered only
for its past successes. By embracing innovation, sustainability, and strategic
leadership, the company has a path forward to reclaim its position in the modern
marketplace.
16
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Cited Sources
Anonymous. (2023, May). Former VP of Marketing interview. Internal interview
conducted for case study research.
CNN Business. (2023, April 11). Tupperware warns it could go out of business.
https://edition.cnn.com/2023/04/11/business/tupperware-
bankruptcy-warning/index.html
Economic Times. (2024). Tupperware lifts the lid on its financial problems with
bankruptcy filing.
Google Trends. (2023). Search interest for “Tupperware” and competitors,
2010–2023.
Harvard Business Review. (2022). Digital-first branding for legacy companies.
Harvard Business Publishing.
Humaira, P., & Handayati, Y. (2016). The Analysis of Tupperware Marketing
Strategy: Consumer Behavior Approach. Journal of Business and
Management, 5(3).
Inquirer.net. (2024, September). Tupperware bankruptcy sparks memes,
memories on social media.
Instagram Analytics via SocialBlade. (2023). Tupperware brand engagement
statistics.
17
Virgen Milagrosa University Foundation
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Martin P. Posadas Avenue, San Carlos City (2420), Pangasinan
Tel. Nos.: (+6375) 203-0000, 0955-5222, 632-4094
Fax No.: (+6375) 203-0333
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Internal Consumer Survey. (2023). Consumer perception and brand preference
study.
McKinsey & Company. (2021). The acceleration of e-commerce post-COVID.
News.com.au. (2024, September). Tupperware to close in Australia amid
bankruptcy.
NielsenIQ. (2023). Changing consumer habits in kitchen & storage product
categories.
Reuters. (2023, April 11). Tupperware shares plunge as company warns it may
go out of business. https://www.reuters.com/business/retail-
consumer/tupperware-shares-plunge-company-warns-it-may-go-
out-business-2023-04-11/
Statista. (2024, September). Global Tupperware sales.
Tupperware Brands Corporation. (2023). Tupperware announces substantial
doubt about ability to continue as a going concern [Press release].
https://investor.tupperwarebrands.com/
Tupperware Brands Corporation. (2019–2023). Annual reports and financial
statements.
Yahoo Finance. (2023, April 12). Tupperware is on the brink of collapse after 77
years. https://finance.yahoo.com/news/tupperware-is-on-the-brink-
of-collapse-144428322.html
18
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Supplementary Actions
A. Timeline of Notable Tupperware Milestones Year Event
1946 Earl Tupper created Tupperware
1951 Brownie Wise invented home party selling
1970s-80s Representative growth and apex
1996 Tupperware Brands went public
2017 Decreasing Sales, e-commerce disruption
2020 Resurgence for kitchen interest helped sales positively (but
temporary)
2023 Tupperware in financial trouble and bankruptcy concern
B. Excerpt from Consumer Survey (2023)
Question: Why did you stop purchasing Tupperware products?
Sample Size: 1,000 Respondents (Age: 25-55):
45% Prefer more modern attractive alternatives (for example the
minimalist feel)
19
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35% No online presence, not digitally engaging
12% Old or uncool
8% Too much to pay when you can find generic alternatives
C. Digital Footprint Analysis Instagram (2023)
Follower Growth -7% Year on Year
Engagement 0.8% (Industry average – 2.3%)
Google Trends - Interest over time (2010-2023): Tupperware interest
declined 70% over 13 years in relative search interest, while competitors (i.e.
Yeti, Hydro Flask, Rubbermaid) have either increased in relative search interest
or have remained stable.
D. Financial Snapshot: Year Revenue (USD) Net Income Notes
Year and Notes Revenue (in USD) Net Income
2019 Pre - COVID $1.8B $85M
2020 Downward trend $1.7B $112M
emerges
2022 Losses grow 1.3B -$35M
20
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2023 Bankruptcy talks begin $1.1B -$117M
E. Interview Excerpt: Former Tupperware Officer
“To be frank we were confident that the home-party model would always
be relevant. What we underestimated was how quickly consumers shifted
online, and how we did not lead the brand change in their wake.”
— Anonymous Former VP of Marketing (interviewed May 2023)
F. Visual: Brand Perceptions Heatmap (2023)
Attributes Tupperware A (Rubbermaid) B (Hydro
Competitor Competitor Flask) Modern
Design
Modern Design Low Medium High
Online Low High High
Shopping
Access
Brand Low Medium High
Trendiness
21
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Product High High Medium
Durability
G. Additional Literate
• Harvard Business Review (2022): “Digital-First Branding for
Legacy Companies”
• NielsenIQ (2023): “Changing Consumer Habits in Kitchen &
Storage Product Categories”
• McKinsey & Company (2021): “E-Commerce Explodes Post-
COVID”
22
