case study of kellogg company

Join Our Team
News & Events
Set a target

Case Study - Kellogg

Kellogg Company is a multinational food manufacturing company which produces cereal and convenience foods, including cookies, breakfast cereals, frozen waffles, and vegetarian foods. Learn why and how Kellogg set their science-based targets.

Kellogg Company (also known as Kellogg’s) is a multinational food manufacturing company headquartered in Battle Creek, Michigan. The company’s brands include Froot Loops, Corn Flakes, Rice Krispies, Special K, Pringles, Pop-Tarts, Nutri-Grain, and Morningstar Farms.

Kellogg products are manufactured in 18 countries and marketed in over 180 countries. In 2012, Kellogg became the world’s second-largest snack food company (after PepsiCo) by acquiring the Pringles potato crisps brand from Procter & Gamble. We spoke to Kellogg’s Senior Sustainability Manager, Amy Braun, about Kellogg’s science-based targets.

Why did you set a science-based target?

During COP21 we wanted to do something smart and long term that aligned with the ambition of governments going to Paris. We had already committed to setting targets for scopes 1, 2 and 3 and we decided we wanted to incorporate the science, as a way of making the target we set strongly justifiable. It was also a way for us to continuing to establish our leadership. And of course, there’s a strong business case as we need to ensure long-term access to the ingredients and resources needed for our foods.

What was the process like?

We are not subject matter experts in climate science: we make excellent food! So, we partnered with WWF, WRI, and CDP to come up with a plan to set targets using the latest information from the Intergovernmental Panel on Climate Change (IPCC). We really dug into the science from the outset: we wanted to understand the IPCC findings, the related global aspirations, and where we fitted in.

We convened our NGO advisors – including the Science Based Targets Initiative partners – and we looked with them at where the company was at in its journey, and the commitments it had made so far. We asked them: what do we need to do to make this more long term, more ambitious? They introduced us to the methods – the Sectoral Decarbonisation Approach and the 3% Solution – that helped us shape and validate our initial thinking.

It was really critical that we worked with others – the NGOs, but also government, suppliers, other stakeholders – to understand how we could make meaningful impacts.

What challenges did you encounter?

It was a challenge to change our internal culture to think more long-term and to understand how our short-term commitments (up to 2020) contributed to and helped to build a longer-term vision. We needed to think big, to recognise that as an established, successful company we were not going anywhere, and therefore needed to shift our time horizon from 5 to 35 years.

What changes came about as a result of having set the target?

This was the first time we had had a quantifiable emissions reduction target for scope 3 emissions. It meant that we had to engage with our suppliers, establish a baseline, and work with them to decide what changes could be made. Since we set the target, we have already begun to engage 75% of our suppliers (over 400 of them) by requesting they respond to the CDP Supply Chain questionnaire on GHG emissions. We have also developed materials to help them understand the challenge and the options they have.

We have 35 programs globally designed to help farmers decrease their footprint. We have committed to supporting half a million farmers to implement smart agricultural practices focused on emission reduction and resilience. We are collating research and aggregating learning from best practices and then sharing back with individual farmers so they can benefit from the collective information.

Having the headline, long term, science-based targets has also bought everyone in the business together, under the same tent. Now logistics, distribution, and manufacturing are all working together to drive towards the same target. This allows for everyone to be part of one company-wide team that is driving greater sustainability. It creates a different culture.

What benefits have you experienced as a result of setting a science-based target?

The benefits are huge. We are one of just a few companies that have set holistic scope 3 targets for all of our suppliers. This is so powerful and yields a real leadership dividend. It’s a demonstration of how quickly we have upped our game since 2008 when we first set emission reduction targets. This kind of acceleration leads to recognition from internal and external stakeholders, which is really valuable.

Having a science-based target helps us build relationships with government and changes the nature of the conversation we have with them. Overall, this is all part of our wider story as ‘brands with purpose’, and the actions we are taking as result of having set a science-based target are essentially proof points of our commitment to sustainability and to leadership to protect the planet.

Is this something you think your customers wanted you to do?

Our customers are retailers and they really want us to do this. Consumers are perhaps less knowledgeable but awareness is growing, and they are all interested in the ingredients in their food. With our Morningstar Farms brand for example, we can see that people are aware of their carbon footprint, and are excited about actions they can take to reduce it. We are running “Veg of Allegiance” campaign where people substitute one vegetarian product for a meat product they would normally eat. People love it.

What costs have you encountered?

There are obviously trade offs to be made but in most cases we see reductions in energy use as a direct benefit. Some things may be higher cost as a result of efforts to reduce emissions, but we are always looking for the win-win. This might mean we need to look over a longer time line. But the win-wins are there: we believe we can do this without having to accept higher costs.

Has this motivated innovation in the company?

Absolutely. For example, we now have fuel cell technology at our waffle-making facility in San Jose, which generates electricity. This is the first time Kellogg has explored this sort of thing and it was motivated directly by the emissions reduction target. It has led to new learning for the sustainability team, the plant, and the supply chain managers. It took a while to get it off the ground but it’s now working, and we are looking to replicate it in another facility. Overall, I think people are now more willing to try new things to help drive towards the target: it has created a ‘start-up mentality’.

Join the companies taking action

Case studies, latest news.

We use cookies to improve your experience on our site. By continuing to use our site you accept our use of cookies. Please see our cookie policy and privacy policies for details.

Directory Global directory
Logins Product logins
Support Support & training
Contact Contact us

Talent Insights

Based on empirical research with more than 2,400 stand-out lawyers around the world, firms can now examine what action needs to be taken to nurture, retain and attract top talent.

Featured event

Jan 23, 2023

The 30th Annual Marketing Partner Forum

How to integrate ESG risks into the enterprise’s overall risk management

Why ESG is so important when choosing a project’s location in Latin America

Erosion in the rule of law creates potential corporate governance gaps & increases risks for management

More insights.

SVB’s failure has led US regulators to see higher capital as solution to future crises

Tech-aided prevention efforts can best fight business-to-business fraud, says new benchmarking report

Conversational AI trained to bust scammers’ business models using scam script patterns in Australia

MBA Knowledge Base

Business • Management • Technology

Home » Management Case Studies » Case Study: Kellogg’s Business Strategy

Case Study: Kellogg’s Business Strategy

Kellogg’s is the world’s largest cereal maker since 1906 and is located in the United States. Kellogg’s products has become a part of the delicious mornings for the people around the world since a century. Its business is operated in two segments: Kellogg’s North America and Kellogg’s International. 66% of the revenue to the company comes from North America region which consists of the Canada and the United States. The remaining 34% comes from the Kellogg’s international market which consists of Europe (20%), Latin America (8%) and Asia Pacific (6%). The products vary from ready-to-eat cereals to convenience foods such as cereal bars, cookies, toaster pastries, crackers, frozen waffles, snacks and veggie foods. Obesity and Health & Wellness is the primary concern for people in the world today. Kellogg’s has invested on this trend by introducing many health focused products like Kellogg’s ®, Pop-Tarts ®, Cheez-It ®, Mini-Wheats ®, Nutri-Grain ®, Rice Krispies ®, Keebler ®, Special K ®, Chips Deluxe ®, Famous Amos ®, Morningstar Farm ®, Sandies ®, Eggo ®, Austin ®, Club ®, Murray ®, Kashi ®, Bear Naked ®, Gardenburger ®,All-Bran ®,and Stretch Island ®. The demand for its products came from the continuous advertising since 1906. The main competitors are General foods, Quaker Oats, General Mills and Ralston-Purina. It started out in Battle Creek, Michigan with 44 employees which eventually has grown into a multinational company with 30,000 employees. The manufacturing of its products is taking place in 18 countries and selling them over 180 countries successfully with the implementation of intelligent strategies and leadership .

Key Success Factors of Kellogg’s

The main key factors for Kellogg’s Success are it perceived to have a healthy image when compared to other daily breakfasts and snacks like chocolates and crisps. They made the products convenient enough so that they can be carried anywhere easily. They offer a range of cereal bars which are quite useful for people on the morning rush. Few Kellogg’s products are really versatile as mom’s can give them as a snack between breakfast and lunch to their kids. Sodium content in the food is a major issue that the company has to deal with. Kellogg’s are trying to develop products with less salt content and including more amount of fruits in the bars and cereals for people with health concerns. They have created a high level of brand awareness in the people which allowed them to win the customer loyalty. They have designed various products since a century for all age groups from children’s to adults. Innovation has influenced Kellogg’s market to a greater extent. Introducing new products according to the changing markets and tastes of people from time to time has made Kellogg’s to win the customers. They offered the products at a lower price which made an average household to afford, hence retaining the customers at large. Kellogg’s market its products itself. It do not manufacture cereals for any other company who sells them under their own brand. All these factors added for the company to run successfully and become the world market leaders in the highly competitive market.

Kellogg’s Business Strategy

Kellogg’s aim was to be the food company of choice and also make customers understand the importance of a balanced lifestyle which can be achieved by their products. The mission is “to drive sustainable growth through the power of the people and brands by better serving the needs of customers, consumers and communities.” Based on their vision and mission they crafted their strategy to achieve aims and objectives with the power of position and brand image. Kellogg’s targeted various groups of people and deigned the products accordingly to attract their mind sets. ‘Balanced Lifestyle’ is the broad strategic objective of the company. It implemented these strategies by some tactical plans like supporting the physical activity among all age groups and to sponsor these activities with the use of companies resources, the communication of the balance diet to consumers using the cereal packs, and also introduction of food labelling which would allow consumers to understand the balanced diet content of their products. Kellogg’s has introduced the recommended Guideline Daily Amounts (GDA) to their packaging labels. This allowed the customer to have a knowledge of the amount of nutrients in take in a serving of Kellogg’s food. Their strategy is to attract customers by encouraging them to take part in the swimming programs organised by the company in relationship with the Amateur Swimming association (ASA). Kellogg’s has sponsored almost 1.8 million awards every year to the swimmers. This idea of teaming up with ASA has helped the company to reinforce its brand image. It also has started many community programs and breakfast clubs to create awareness of their products in people. By all these activities it shows that the company is trying to create a good CSR image in the industry. Kellogg’s believed that if consumers are given proper information about their products, they can retain them. So, they chose various methods to communicate their objectives to the world such as using cartoon characters, and also through effective advertising. It also distributed nutrition magazines for the employees to make them better understand about the objectives.

Market Research

It is seen that Kellogg’s consumers buying behavior is mostly dependent on the company’s focus towards customers and how well they treat them rather than manufacturing, pricing or merchandising of the products. Consumers tend to purchase the products which are more healthy. Hence they want to know all the available information about the products they want to buy or consume. The product’s information, beliefs, intentions and attitudes of the customers influence the decision process . So Kellogg’s has to perform a market research on whether the consumers buy their products based on the label information or not. The visual inspection of the product or the experience of purchasing the product play a major role in the decision making of the consumer. Advertising and promotion of the product might as well have a greater impact on the buying pattern. It is difficult enough to understand the consumer behavior within the borders of a single country. Understanding and serving the needs of consumers from different countries can be daunting. The values, behaviors and attitudes of the consumers vary greatly across the world. Kellogg’s must design the marketing programs and products according to the peoples needs. For example, in the United Kingdom where most people eat cereal regularly for their breakfast, Kellogg’s should try persuading consumers to buy their brand rather than a competitors brand. In France, however where most people prefer croissants and coffee or no breakfast at all, it should advertise to convince people to eat cereal for breakfast and in India, where many consumers eat heavy fried breakfasts and skip meal all together, the company should make attempts to convince the buyers to shift to a lighter, more nutritious breakfast diet.

Customer Focus and Retention Strategy

There is a huge discussion in the EU market about the food nutrition and labeling and the negative media image produced about the products of the company. The Kellogg’s products are criticized by food standard agency (FSA) as red products and junk food. They said that the company is trying to show their products healthier than they actually are. These statements and actions of FSA has not only affected the overall business and its image but also the consumer attitude towards the products.

To cover up the damage caused due to the labeling issue by FSA, Kellogg’s Should determine the customer’s needs and convert them into requirements. In order to fulfill them, it should fully understand the current and future needs of the customers, identify the customers, determine their key product characteristics, identify and assess market competition, identify opportunities and weakness , define financial and future competitive advantages , ensure that it has sufficient knowledge about the regulatory requirements, identify the benefits to be achieved from exceeding compliance and also identify their role in the protection of community interests. Kellogg’s can start launching some new products aimed at the health conscious consumers. They can start selling them for a lowest price in the market and satisfy them with a good value products for every penny they spend. They can concentrate more on three groups of people like individuals, families and supermarkets who wanted to have a healthy diet. They can focus more on health conscious people from age group from 25-50 by promising them healthy diet with their products. By the introduction of these products in the market they can show the customers that Kellogg’s is being paid attention to what they want and how important their health is to the company. They can start collecting information from consumers and people by conducting surveys about what kind of products they are actually looking for and based on that they can prepare them and position them to win the competitive advantage. So the only mantra to attract the customers again and to cover up the loss created by FSA is obsessive customer attention. Even though making health conscious customers happy might affect the short term profits, yet it helps to acquire a loyal customer base which pays off in the future. Making these products available at all consumer stores and super markets at a lower retail price might assist in building up the brand image yet again. Advertisements play a crucial role in winning the brand image and loyalty of the customers. If the company tries to create an awareness about the product and the low price buying strategy, it would encourage the consumers to buy them that results in the greater sales of the product.

Awareness of changing dynamics of the consumer market will definitely help Kellogg’s to gain a competitive edge in the cereal industry. The increasing trend of health consciousness and the changing tastes can be known time to time by extensive market research. The feed back from consumers and the surveys conducted will allow the company to learn about their drawbacks and work up on them. It enables the business to minimize price sensitivity, improve profitability , differentiate itself from the competition , improve its image in the eyes of customer, achieve a maximum number of advocates for the company, increases customer satisfaction and retention, enhance its reputation, improve staff morale , ensure products and services are delivered right ‘first time’, increase employee satisfaction and retention, encourage employee participation, increase productivity and reduce costs, create a reputation for being caring customer-oriented company, foster internal customer / supply relationships and also bring about continuous improvements to the operation of the company.

Case Study: Tesco's US Grocery Market Entry
Case Study of FedEx: Leveraging Information Technology to Grow Business
Case Study of Cemex: Incorporating IT into Business
Business Model Analysis of Starbucks
Case Study of Fedex: Using Marketing Channels to Create Value for Customers
Case Study: The Rise and Fall of Enron
Case Study: L'Oreal International Marketing Strategy
Case Study: The Body Shop's Ruby Ad Campaign
Case Study on Corporate Governance: Enron Scam
Case Study of Procter and Gamble (P&G): Structure and Culture

How Kellogg's Went From Corn To Multinational Food Manufacturer

Table of contents.

Like most specialty foods, breakfast cereal is the result of a kitchen accident rather than deliberate planning. The brothers, who worked as a superintendent and a bookkeeper at a local sanitarium, were experimenting with various diets and accidentally discovered the process for making delicious and crunchy cereal.

After several name changes, the company that eventually became the Kellogg Company has grown into a multinational organization selling its breakfast treats in 180 countries. Over the decades, both the ingredients and the recipe have changed significantly: Originally intended as diet food, and later with large amounts of sugar added, the company has now refocused on healthy eating.

In this article, we take a look beyond the controversial founders to learn how a small cereal company became a Fortune 500 corporation and what its business looks like today.

A few key facts about Kellogg's:

The Kellogg Company was founded in 1906.
Kellogg's employs 31,000 people around the world.
Kellogg's reported $13.77 billion net sales for 2020 .
The gross profit in 2020 was 3% of net sales .
In 2020, the company spent $780 million on marketing .
Kellogg's is marketed in 180 countries around the world .
The company sells 54 different products .
The Kellogg Company spends less than 1% of its revenue on Research and Development .

The Story Of The Kellogg Company

Two brothers, a sanitarium, and a kitchen accident.

The Seventh-day Adventists are a church group founded in the 1860s that preaches strict vegetarianism (and a ban on alcohol, tobacco, and other drugs). The Kellogg brothers, Will Keith Kellogg and John Harvey Kellogg were among the church's most ardent followers and made every effort to live a lifestyle consistent with religious observances. The meat was not part of their diet, so they tried to spice up their otherwise rather monotonous meals with a variety of grains. The monotony stemmed not from the ban on meat, but from the fact that John Harvey liked a hard meal and, along with Seventh-day Adventists, was a staunch follower of Sylvester Graham, the inventor of graham crackers and graham flour. He held that salt, sugar, and various spices should be avoided, in addition to meat, because they cause undesirable passions in the human body.

The Kellogg brothers ran a large and popular resort sanatorium in Battle Creek, Michigan, where patients were required to follow a strict diet in addition to regular enemas and exercise. According to some contemporary accounts, the spa was a transition between a luxury hotel and a military training camp. Methods included ice-cold showers, frequent enemas, and the use of bizarre devices of the spa's own design.

But the severity with which he treated his patients did not stop celebrities of the time from turning to Kellogg for their health. Female aviation legend Amelia Earhart and Hungarian-born Olympian Johnny Weissmuller, who played the first Tarzan, were among the patients who had access to Kellogg's sanatorium, and automobile magnate Henry Ford also willingly submitted to the doctor's will. It was here that cornflakes were born - initially from wheat.

The idea for cereal did not come first from Kellogg's. The idea came from Dr. James Caleb Jackson, who made the first dry granola in 1863, which he called "granola." It was not particularly successful until the Kellogg Company finally made the real breakthrough with sweetened cereals.

The Kelloggs found the recipe for success by accident: they had accidentally left a batch of grain in the soaker, but, short of cash, decided to use the shaken-up raw material. The wet grains were then pressed together to produce the distinctive flakes, which were initially offered to "invalids with digestive problems", constipation or other problems resulting from overly fatty, salty, or spicy American cuisine, and excessive caffeine and alcohol consumption.

How Will took over the family business

Will also realized he could make better quality by using much tastier corn instead of less exciting-tasting grains, and with his excellent business sense, he realized the market was not just people with stomach problems, but almost anyone who wanted a quick and convenient nutritious breakfast.

As soon as guests left the sanitarium, hundreds of mail-order requests from them were made for flaked wheat. Will was forbidden by Dr. John Harvey to distribute cereal beyond the boundaries of his consumers. Consequently, the brothers fell out, and Will founded Battle Creek Toasted Corn Flake Company on February 19, 1906. He persuaded his brother to give him the rights to the product, which was then developed and produced by his company, and renamed the Kellogg Toasted Corn Flake Company in 1909, later becoming the Kellogg Company in 1922.

Turning the company into a responsible organization

"I'll invest in people," Will declared as the United States plunged into the Depression in 1930. The company split shifts and hired new workers. He also established his own foundation (named after him), which still exists today, to give poor children a start in life. For further commitment to people, Kellogg began displaying cereals' nutritional information on their boxes, so customers knew exactly what they were eating.

The company’s engineers helped manufacture supplies in Kellogg's machine shops during World War II and produced K-rations for the US military overseas. Introducing Kellogg's Raisin Bran helped the company bring new whole-grain cereal to life, helping America get more nutrition.

In 1969, while Neil Armstrong, Buzz Aldrin, and Michael Collins were on the Apollo 11 mission to the moon, the Kellogg Company provided breakfast for them.

From the late 60s, the company invested more (but as later turned out, not enough) in marketing and expanded its advertising activities to television. This has been one of the busiest periods of the company’s history with events including:

Sunday morning TV shows used the slogan "Kellogg's puts more into your day" from 1969 to 1970.
As of 1977, Kellogg's had acquired Salada Foods, Fearn International, Mrs. Smith's Pies, Eggo, and Pure Packed Foods, among others. The company was later criticized for not diversifying further as its competitors did at that time.

Kellogg's market share in the US dropped to 36.7% in 1983 after it underspent on marketing and product development. Wall Street analysts called it "a fine company that's past its prime".

The overall market reception encouraged Kellogg chairman William LaMothe to improve, which primarily involved marketing cereals to the 80 million baby boomers rather than children. As a result of emphasizing cereal's convenience and nutritional value, Kellogg's helped increase cereal consumption among US consumers aged 25 to 49 by 26% over the last five years.

In 1983, the US ready-to-eat cereal market was worth $3.7 billion, but by 1988, it had grown to $5.4 billion and had expanded three times as fast as average grocery categories. In addition to Crispix, Raisin Squares, and Nutri-Grain Biscuits, Kellogg's introduced Just Right for Australians and Genmai Flakes for Japanese consumers. The company, which marketed largely children's cereals, maintained a competitive edge over its top competitors: General Mills and Post, which faced challenges in the adult cereal market.

Preparing for the future with acquisitions

Kellogg's bought Keebler in 2001 for $3.87 billion, while also cutting 470 jobs at the same time. The company has also acquired Morningstar Farms and Kashi over the years. In addition, the company owns Bear Naked, Natural Touch, Cheez-It, Murray, Austin cookies and crackers, Famous Amos, Gardenburger (acquired in 2007), and Plantation brands.

As part of a cash transaction, Kellogg's acquired Pringles from Procter & Gamble in 2012 for $2.7 billion , becoming the world's second-largest snack food company (after PepsiCo). 5 years later, Rxbar, a simple food company in Chicago, was acquired for $654 million .

Ferrero SpA announced on April 1, 2019, that they would be acquiring Famous Amos, Murray's, Keebler, Mother's, and Little Brownie Bakers from Kellogg’s. The acquisition deal was completed later that year. The Kellogg Company kept the Keebler cracker line but brought it under the Kellogg's brand umbrella.

Key takeaways

The Kellogg brothers were unable to settle their cornflakes dispute until their deaths, and their relationship was forever damaged after they started their own company. But this personal tragedy does not diminish their joint achievement of inventing one of the world's most famous and beloved foods.

From the company's history, it's clear that Will, a skilled accountant, quickly understood what they needed. Kellogg's needed to capture more and more markets. After focusing on specific regions, the company moved on to targeted market segmentation - primarily targeting children and their parents with its products.

Kellogg’s Brands And Flagship Products

Who owns the company today.

Today, Kellogg’s is among the largest food manufacturing and grocery holdings companies traded on the stock exchange. The major shareholders of the company are the following, according to Market Screener .

Kellogg’s brands

The world's largest food and beverage brands are controlled by about ten companies. These companies are:

General Mills
Associated British Foods

And, of course, Kellogg’s .

The Company’s brands include Kellogg’s, Keebler, Pop-Tarts, Eggo, Cheez-It, All-Bran, Mini-Wheats, Nutri-Grain, Rice Krispies, Special K, Chips Deluxe, Famous Amos, Sandies, Austin, Club, Murray, Kashi, Bear Naked, Morningstar Farms, Gardenburger and Stretch Island.

Kellogg’s flagship products

According to a study by IRI Worldwide in 2017, Kellogg’s had a share of 30.01% in the US breakfast cereals market. This was because the company produced 4 out of the 10 favorite bowls of cereal:

Raisin Bran
Frosted Mini Wheats
Fruit Loops
Frosted Flakes

Sunshine Biscuits

The American Biscuit & Manufacturing Company was founded in 1890 by 33 Midwest and western bakers. The goal of consolidation, i.e., the merger of small, local companies, was to oust the two largest U.S. companies from the top of the market. The American Biscuit and New York Biscuit groups tried to eliminate the competition by opening bakeries in each other's areas and lowering prices. The National Biscuit Company (Nabisco) was formed by combining 114 factories in February 1898.

As a member of Nabisco's Board of Directors, Joseph Loose created the Loose-Wiles Biscuit Company in Kansas City in 1902, along with his brother Jacob and John H. Wiles. They imagined a factory that was filled with sunlight, so they called their products SUNSHINE. The company began expanding, opening plants in Boston and then New York.

It took Loose-Wiles forty years to dissuade other companies from using the term "sunshine" or any related term in products or advertising because it did not register its brand name. Sunshine Biscuit, Inc. finally became the official name of the Loose-Wiles Company in 1946.

The company developed new products and acquired established brands from smaller competitors in the early part of its history. There are many products and their names that resemble those of their biggest competitor, the National Biscuit Company.

The company was purchased by the American Tobacco Company in 1966. Following the sale to GF Industries, a privately held California company, the company merged with Keebler in 1996. In 2001, it joined Kellogg's group, already part of Keebler.

Cheez-It snack crackers, as well as Krispy Crackers saltines, are Sunshine's best-known products.

Frank Dorsa developed a process for cooking, freezing, and packaging waffles in San Jose, California. In 1953, similar to Kellogg’s, the Dorsa family came up with Eggo frozen waffles as "Froffles" (putting together the words "frozen" and "waffle"). A waffle iron was not necessary to prepare frozen waffles, which immediately made the product unique to the market.

Customers called them Eggos because of the egg flavor. As more and more people started calling their frozen waffle products Eggos, the owning family realized it was worth taking the opportunity to rename the company.

Eggo potato chips (and Golden Bear potato chips) and Eggo syrup were also produced by the Dorsa brothers, in addition to frozen waffles. In San Jose, CA, a sprawling plant and factory on Eggo Way produced all of the products. As active members of their local community, the Dorsas donated a great deal to local schools and community projects.

Kellogg Company acquired Eggo in 1968 as a means of diversifying. Through their television commercials, their advertising slogan "L'eggo my Eggo" was developed in 1972.

The Eggo brand of breakfast cereals is shaped like waffles and is produced by Kellogg's. It comes in flavors such as maple syrup and cinnamon toast. Originally produced from 2006 to 2012, the brand was reintroduced in 2019 following a successful campaign.

Fredric J. Baur (1918-2008) was tasked by Procter & Gamble in 1956 with creating a new kind of potato chip in response to consumer complaints about broken, greasy, and stale chips, as well as air in the bags. A canister was selected as the container for the saddle-shaped chips that Baur created from fried dough for two years. Pringles chips have a saddle shape known as a hyperbolic paraboloid.

Baur's work was restarted by P&G researchers in the mid-1960s, and they succeeded in improving the taste. The patent name on the Pringles chip is Liepa's, not Baur's, even though Baur designed the chip's shape. The machine that cooks them was developed by Gene Wolfe, an author and mechanical engineer. Pringles were first sold in Indiana in 1968 by P&G. Throughout most of the US, they were available by 1975, and internationally by 1991.

The product was originally called crisps, but due to a competitor's veto, the product was eventually required to include the words crisps made from dried potatoes. However, for understandable reasons, the company could not easily use this name in its advertising, so it was changed to "crisps".

The deal would have more than tripled the size of Diamond Foods' snack business if it were to sell the brand to P&G in April 2011. After a year-long delay, Diamond's accounts caused the deal to collapse in February 2012. As part of its strategy to grow its international snack business, The Kellogg Company acquired Pringles for $2.695 billion on May 31, 2012. As a result of its acquisition of Pringles, Kellogg became now the world's second-largest snack company.

Pringles has five plants worldwide as of 2015: in the US, in Belgium, in Malaysia, in Poland, and China.

GardenBurger

Paul Wenner developed the Gardenburger at his vegetarian restaurant, The Gardenhouse, in Oregon, around the early 1980s. In March 1985, Wholesome & Hearty Foods, Inc., was incorporated. Paul Wenner and Allyn Smaaland received their first funding as part of a venture capital investment program of Louisiana-Pacific Corp. As a result, L-P took a controlling stake in the company immediately. About a year later, the company received a second round of venture capital financing. Despite filing for bankruptcy in 2005, Gardenburger continued to operate by becoming privately owned.

It announced in 2006 that it would remove eggs from all of its products, except for one item sourced privately, which now contains organic, cage-free eggs. In 2006, the company renamed itself Wholesome & Hearty Foods. A year later, Kellogg’s acquired the company to broaden and diversify its portfolio.

The Kellogg's Company has been very involved in product development since its founding. Without it, the breakfast cereal market would not exist - although it should be added that countless studies have shown that these products have contributed greatly to the morbid obesity of American children. However, the company's strategy was clear: drive product development through the creation of new brands and acquisitions.

Today, Kellogg's has developed a complex portfolio of products and brands that includes all types of breakfast and snack foods - from frozen waffles to hamburgers.

The most famous of the acquired brands are undoubtedly Pringles, which reformed the potato chip market with its distinctive shape and flavor. In almost a decade, the group has become one of the strongest brands in the industry.

The Outline Of The Company’s Strategy

The kellogg’s better days program.

‍ Kellogg's Better Days , Kellogg's signature purpose platform, has provided 3 billion servings of food to people in need since 2013. As part of Kellogg's commitment to increase ambition in 2019, the company captured a wider range of goals and aligned with the United Nations Sustainable Development Goals.

Kellogg will address food security and create Better Days for 3 billion people by 2030 through its updated program goals. To drive positive change for people, communities, and the planet, the company focuses on wellbeing, hunger relief, and climate resilience. Kellogg's specifically supports:

Delivering nutrients of need to 1 billion people while addressing hidden hunger.
Providing food donations and expanded child-feeding programs to 375 million people in need.
Achieving science-based targets, sourcing ingredients responsibly, reducing organic waste, and providing sustainable packaging while supporting 1 million farmers and workers across the value chain.
Advancing the values of the founder by advocating for children facing hunger, encouraging employee volunteering, ensuring an ethical supply chain, and supporting diversity and inclusion.

Raw materials

As a result of the COVID-19 pandemic, food companies have run into serious difficulties as labor shortages have led to sharp price fluctuations in the commodity market. Kellogg's normally sources its raw materials from local growers but says it is increasingly reliant on imports. To compensate, Kellogg's is gradually extending contracts with its suppliers, tying up capacity in advance to ensure predictability and planning.

The trend in the international market is that the strong fluctuations in raw material prices mainly affect the US market, so Kellogg's other factories can continue to operate smoothly.

Research and Development

At the WK Kellogg Institute for Food and Nutrition Research in Battle Creek, Michigan, and other locations around the world, researchers support and expand the use of existing products and develop new products. Despite having a dedicated research institute dedicated to food quality, safety, and new product development, the company spends surprisingly little: 2020-$135; 2019-$144; 2018-$154.

Food scientists at Kellogg's world-class research facility develop innovative breakfast foods that meet consumers' expectations for taste, nutrition, and convenience.

Nine conference rooms, a boardroom, a 120-seat auditorium, a 3-story atrium, a stainless steel staircase, and state-of-the-art technology are all included in the new building. As a result, the WK Kellogg Institute consolidates the Company's global food research efforts in one location. This enables Kellogg researchers and technical experts to better share knowledge while enabling new products to be introduced to consumers more quickly.

Equity and diversity within human resources

Kellogg established a separate, independent Diversity & Inclusion Office in 2005. A major focus of this internal organization has been to recruit and retain a diverse workforce, create awareness about diversity issues, foster a supportive, inclusive work environment, and embed accountability for diversity across all lines of business. The company strives to reflect the diversity of its consumers. ED&I (Equity, Diversity, and Inclusion) is reported directly to the Board of Directors periodically.

This organization is divided into 8 different Business Employee Resource Groups:

KVets and Supporters
Kellogg Multinational Employee Resource Group
Kellogg’s Young Professionals
Kellogg African American Resource Group
Women of Kellogg
Hola (Latino resource group)
KPride & Allies (LBGTQ+ resource group)
Kapable (support group for people with disabilities).

Risk assessment with a COVID-19 focus

Kellogg's is being unusually open about the risks that management sees in COVID-19 and the economic difficulties that have followed in its wake, mainly, of course, under pressure from and for the information of its shareholders.

In its annual report, the company cites the negative impact of COVID -19 on the supply chain as the biggest risk. Forced shutdowns due to regulatory quarantine and illnesses within the company (including Kellogg Company subcontractors) make it very difficult to meet order backlog. This applies primarily to the US but could affect any other country if the outbreak worsens.

A decline in national and global economic conditions, as well as volatility in financial markets, could have a variety of effects on the business and operations, including the following:

In economic downturns, consumers may opt for cheaper or more generic offerings or may forego certain purchases altogether, which could result in lower sales revenue or a shift in product mix to lower profit offerings, adversely affecting business results.
As a result of disruptions or uncertainties related to the COVID-19 pandemic, Kellogg’s could be hindered in efforts to reduce operating costs, both in the supply chain and in overhead, and the ability to implement strategic plans and initiatives.
Currency translation losses and currency transaction losses would result if the US dollar strengthened relative to foreign currencies in the countries where the company operates.
As a result of illness or government restrictions, a considerable portion of the workforce may not be able to work.
Because many of Kellogg's employees work remotely, Kellogg's is increasingly susceptible to cyberattacks due to its reliance on information technology systems.
Due to illness, government restrictions, or other workforce disruptions, a manufacturing, warehousing, or distribution facility may close down, or the supply chain may be disrupted.
As a result of reduced in-store visits and travel restrictions, it's difficult to modify trade promotion and advertising activities effectively.
During the COVID-19 pandemic, unemployment may lead to a decrease in demand for products.
A significant increase in commodity and other input prices could have a substantial impact on the results of operations.
Volatility in equity markets or interest rates can significantly affect the cost of pensions and the required contribution.

Numerous measures have been taken by the Company to help fulfill key objectives and reduce industry-related risks during the pandemic:

Keeping employees healthy and safe.
Produce and deliver food safely to consumers and customers.
Kellogg's supports the communities in which it operates.
Flexibility in financial matters.
This process involved close collaboration with medical, regulatory, and other experts.

Among the above measures, maintaining financial flexibility is discussed most openly. According to Kellogg’s, operating activities are expected to generate $1.6 billion in cash for the company in 2021, while capital expenditures will be about $500 million. Additionally, it has access to commercial paper markets and currently has revolving credit agreements totaling $2.9 billion, including $1.5 billion effective through 2023 and $1 billion through 2022.

The Kellogg Company’s operating strategy is multi-faceted and highly diversified. The Better Days program and internal strategy HR demonstrate that the company is socially responsible, to provide food to as many underdeveloped, poor regions as possible and strengthen the equity and inclusion of external and internal human resources (employees and contractors).

At the same time, another important element of the operational strategy is to ensure the stability of the company during the pandemic COVID-19. This involves ensuring that the huge demand for raw materials can be met (especially in the U.S., where shutdowns are most difficult) and providing financial stability, for which Kellogg's considerable liquidity is a great help.

But it is also surprising how little one of the world's largest food conglomerates spends on food safety and innovation. This is especially true given the pressure on the company to produce ever healthier, sugar-free products that are more beneficial to children's development - but so far this is happening more at the level of communication.

Production, Sales, and Marketing

Manufacturing breakfast.

Three nutrients - nitrogen, phosphorus and potassium - are injected into the soil in April to help the seeds grow. Two months later, the corn undergoes a growth spurt, reaching five feet tall and blooming. It is time to harvest the corn between October and November, when it is ready for sifting, cleaning, and rolling at a mill, before it is shipped to Kellogg's. Flakes are formed from corn grits in the factory. Kellogg's Corn Flakes are cooked, dried, and toasted to create these flakes, which are then sold at supermarkets.

As a traditional FMCG company, Kellogg's does not sell directly to customers but is associated with small and large grocery chains such as Walmart and Tesco. About 20% of the group's employees are in sales, mainly account managers who sell products to store networks and make sure they are positioned correctly.

There is also a dedicated team for what is known as sampling, which overlaps with sales and marketing. This involves giving customers the opportunity to try the latest products in a country-specific, localized way. With a category like cereal, the company needs to create multiple touchpoints so consumers can experience the products. Sampling, along with the right pricing architecture, helps achieve this. In this series of innovations launched over the past few years, sampling and other promotional activities have taken center stage as they help consumers experience a product firsthand before they develop an affinity for it.

Kellogg's has focused on its core target group of children - or more specifically, families with children - almost from the beginning. This is a special market segment, because you have to both persuade and engage kids (if they do not like the product, parents will buy it for free) and send the right messages to parents. The company realized early on that the packaging of the products plays an important role in this, and continues to do so today.

To meet parents' expectations, the health benefits of healthy foods must be emphasized in advertising, on packaging, and on all company communication platforms.

Kellygg's invests more than 8% of its sales in brand building , which helps the company build a strong brand in the developing world. One of the current focus areas of the company is India. According to Bakery and Snacks , the 2019 brand value of Kellogg’s was $6.7 billion - the fourth largest globally.

Kellogg's marketing campaigns have changed significantly over the years. With a marketing budget slightly below the market average, the company typically thinks about more thoughtful campaigns. Before the 2000s, it was more typical to sponsor sporting events, advertise on TV (the best time to do this was before children's shows on weekends), but they also provided the fake money for the moon landing.

In developed countries, marketing spend is increasingly shifting to the Internet (the company has over 1 million followers on Facebook in the US alone), but in developing countries, print media and television remain the most effective channels. For the poorest regions of the developing world, not only is information an important goal, but Kellogg's must also educate the market. In India, for example, a significant proportion of children do not eat breakfast at all, so Kellogg's is also raising awareness in its local campaigns.

The Kellogg's group of companies is a traditional FMCG company, meaning that it does not sell its products directly to the consumer, but involves various distributors in the process. These are smaller, local grocery stores, which are visited individually by sales representatives, and large chains and supermarkets, which are in turn contacted by central customer service representatives.

For one of the world's best-known food brands, Kellogg's spends very little on brand building and marketing activities. Much of that spending goes to developing countries, where breakfast and fake foods are not as fashionable as they are in the U.S., for example. Kellogg's is trying to market itself through education.

Final Thoughts And Key Takeaways

Growth by numbers.

Kellogg Company Group sales clearly peaked in the past decade in 2014, followed by a sharp decline and another gradual increase. However, the coronavirus outbreak changed all scenarios - providing an unexpected surge in cereal purchases (only to later lose momentum due to supply chain disruption).

One of the big challenges for Kellogg Company is the growing competition in the market, fueled not only by cereals but also by breakfast offerings from fast-food chains. However, the company does not yet have an overarching global strategy that could differentiate it from the rest of the market.

Key takeaways from Kellogg’s story:

Responsible recipes: Kellogg's focused on responsible practices relatively early on, which remains an important communication point today. However, values such as producing healthy food, promoting the trace elements necessary for children's development, and educating people about the importance of breakfast are not just marketing concepts; they play a major role in convincing families with children to buy the products in the long term.
Building complementary brands: The company has slowly but steadily developed its numerous sub-brands. These were later complemented by acquisitions of companies already established in the market. The underlying strategy was to be present in the breakfast meal and snack market with all significant product lines.
Taking responsibility within the company: Diversity and inclusion are not just buzzwords, they also help Kellogg to remain a world-leading group and provide opportunities for talent to flourish, regardless of background. It has also launched a special program to feed and educate people in poor regions.
Brand building at low cost: One of the Kellogg Group's greatest advantages is that the product line it invented is still identified with the company, giving it an advantage in competing for customers even after 100 years. For this reason, brand building is primarily focused on global regions such as certain Asian countries where there is still room for market growth.

But competitors are on a more spectacular trajectory - both Nestlé and Danone are developing much broader product portfolios, giving them the opportunity to capture a larger segment of the food market. Kellogg's is still the market leader in breakfast cereals, but if the company does not increase its pace of innovation, spend more on marketing and overcome the risks associated with the global shortage of raw materials, it could lose its leadership position.

Sustainable Agriculture
Thriving Forests
Safer Chemicals
Sustainable Energy
Green Freight

/ Resource

Science based targets: Kellogg’s case study

Published: February 23, 2019 by Science based targets initiative

Project Gigaton, Sustainable Agriculture

This case study explores how the Kellogg Company committed to a 15% reduction in emissions (ton of CO2e per ton of food produced) by 2020 from a 2015 base-year (scopes 1 & 2). Kellogg's also committed to: - reduce absolute value chain emissions by 20% from 2015-2030 (scope 3). - a long-term target of a 65% absolute reduction in emissions by 2050 from a 2015 base-year (scopes 1 & 2) and to reduce absolute value chain emissions by 50% from 2015-2050 (scope 3). You can view an interview about Kellogg's process at: https://sciencebasedtargets.org/case-studies-2/case-study-kellogg/.

Thanks for subscribing to our newsletter!

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Cras fermentum ultrices varius. Vivamus cursus turpis sed finibus ultricies. Nullam id mauris accumsan tellus facilisis eleifend. Vivamus sed lorem sit amet nisi gravida maximus. Suspendisse consequat auctor lacus et laoreet. In hac habitasse platea dictumst. Praesent ultricies elit sagittis felis lobortis, nec aliquam arcu gravida.

Harvard Business School →
Faculty & Research →
December 2017 (Revised March 2018)
HBS Case Collection

Kellogg Company/eighteen94 capital

Format: Print
| Language: English
| Pages: 19

About The Author

David E. Bell

Related work.

Faculty Research
Kellogg Company/eighteen94 capital By: David Bell, Damien McLoughlin and Natalie Kindred

Four key challenges facing Kellogg Company in a VUCA world

In the first of two blogs, Charlotte Durrant, Sedex Marketing Communications Manager, reflects on key learnings from the keynote speech by Alistair Hirst, SVP Global Supply Chains at Kellogg Company, at the Sedex Conference 2016.

Alistair Hirst, SVP Global Supply Chains at Kellogg Company, has been working in supply chain for Kellogg Company for 32 years, across four different continents. Given his long history and experience across the globe, we invited Hirst to be our keynote speaker at the Sedex Conference and share his vision for simplifying supply chain sustainability.

Hirst opened by setting the scene: “ The world has never been as complex and volatile as it is today ” he said. “ There are so many agendas out there, to have programmes and policies against, it seems sometimes insurmountable. But that’s the world we live in today .”

He described how Kellogg Company has been working closely with the Institute of the Future, based in California, to help develop their strategy in what the Institute sees as a VUCA world – volatile, uncertain, complex and ambiguous. According to the Institute, to manage in this VUCA world you need to have vision of where you’re going, understanding of how you’re going to get there, clarity of purpose and agility to help with long- or short-term supply shocks.

Hirst picked four key challenges which impact stability, risk and sustainability in global supply chains, to demonstrate the dynamics that managing in a VUCA world brings to Kellogg Company:

1. Political instability: From the crises of wars in Iraq and Syria and the migrant challenge in Europe affecting the socio-economic balance, to foreign exchange and volatility around Brexit in the UK. These kind of challenges have huge impacts on Kellogg Company’s sourcing and play into the sustainability field at a very high level.

2. Climate change: Climate records are being broken all the time – it’s too hot, too wet, too dry. Hirst asked, “ How do you start creating resilience in your supply chain to account for some of these things that are occurring ?” before going on to talk about how climate change is changing where the growing regions are in the world. “ We need to predict how the growing regions will be changing, because the people who are going to be affected most by climate change are the ones who are already struggling to find food security. I’m interested in what climate change will do to our business, because being a food company, everything we make starts with what the farmers are growing for us out in the fields ,” he said.

3. Food security: The most vulnerable populations out there are the ones who will be most affected by this challenge. Hirst described how “ these are our current consumers and hopefully in the developing markets, this is where our future business will be. So we have a vested interest in making sure the communities in which we operate have access to food and nourishment on a regular basis. And business can do that – we can step in and we find commercial ways to take people from subsistence farming into the commercial cash crops .”

4. Urbanisation: Hirst detailed how “ the estimates at the moment are that the world’s population will be nine billion by 2050 and 70 percent of that population are going to be in urban areas. So not only are there going to be more mouths to feed, but there will be no more land or water appearing – we’re going to have to do more with less .” For Kellogg Company, “ that means we have to have a strong sustainability agenda, particularly around productivity and finding ways to improve food security for the people who are actually left on the land, so they want to be farmers and want to produce food for those who are moving to the cities .”

These four challenges set the context within which Kellogg Company is trying to simplify its supply chain sustainability.

More case studies

The Experience

Inclusion and Belonging
Global Opportunities
Career Impact
History & Legacy
Kellogg Convocation

Degree Programs

Full-Time MBA
Evening & Weekend MBA
Executive MBA
Master in Management
Certificate Program for Undergraduates
Which Program is Right for Me?
Academic Calendars

Executive Education

Online Programs
Programs for Individuals
Nonprofit Programs
Programs for Groups
The Kellogg Advantage
Contact Executive Education
Request a Brochure
Find a Program

News + Stories

Alumni Network
Applying to Kellogg
Career Journeys
Global Impact
Inclusion & Belonging
Student Stories
Kellogg Magazine
Kellogg Insight
See All News + Stories

Academics + Research

Faculty Directory
Academic Departments
Research Centers
Research + Books
Case Studies
Faculty Recruiting
Faculty Teaching Awards
Data Analytics
Entrepreneurship
Family Business
Leadership & Organizations
Social Impact
Full-Time MBA Admissions
Evening & Weekend MBA Admissions
Executive MBA Admissions
Master in Management Admissions
PhD / Doctoral Admissions
Undergraduate Certificate Admissions
Admissions Events
Financial Aid Office
Log into my account portal
Companies + Recruiters

Take Action

Faculty & Research Overview
Departments
Kellogg Insight Magazine

Cases Published

The Brand Hopper

All Brand Stories At One Place

Case Study | Launching Kellogg’s Cornflakes in India

Case Study | Launching Kellogg’s Cornflakes in India 10 min read

“ Mothers know what they want and when; we can’t push our offering to them without giving them a reason they value, ” the Head of Marketing at Kellogg’s India clarified. The Kellogg’s cornflakes marketing team was struggling to find an appropriate positioning platform for the brand to increase sales and ensure brand growth. The brand was globally accepted but its journey in India has been bumpy. They had struggled to find a suitable place in consumer’s heart and mind, and again they were rethinking the growth strategy. Let’s delve into the classic case study of Kellogg’s launch in India and the valuable lessons it departs.

Table of Contents

Breakfast Market in India

The breakfast cereal market in India was pegged at Rs. 12 billion in 2014, an almost 15% growth from Rs. 10.4 billion in 2013, and was expected to grow at a CAGR of 13% over the five-year period. Due to increased health consciousness among consumers, hot cereals and muesli were the fastest growing product categories. Among hot cereals, oats had gained the highest popularity registering a 33% growth in 2014.

Cereal was not a popular breakfast item for Indians, and hence, the market was dominated by international brands from Kellogg’s and Pepsico. Bagry’s India Ltd and Mohan Meakin were the only two Indian players in the market. Kellogg’s India Ltd had the first-mover advantage and was the undisputed market leader with 37% value share in 2014.2 Regional players had a competitive edge over bigger brands because of their robust distribution network. Competition also stemmed from other FMCG chains that did not necessarily have packaged breakfast as their core product offering, for example, ready-to-eat players like MTR and Britannia with its range of ready-to-cook upma, porridge, and poha. These products provided consumers with healthy options that were not just quick but also healthy.

Consumer Behavior Towards Breakfast

India did not have the culture of breakfast. A typical, average middle-class Indian family did not have breakfast on a regular basis like their western counterparts. Breakfast was always combined with lunch—“Brunch” as it was popularly called. Breakfast habits (brunch) in India, for the most part, were inclined towards hot, cooked regional items, like flattened rice flakes (chivda/poha) in western and central India, whole wheat grits (dalia) and parathas in northern India along with traditional regional staples such as idli or dosa in the south. In the earlier days, women prepared fresh breakfast for the family. Serving ready-to-eat meals were not part of the cultural norm and such options were also not widely available.

However with urbanization, dual-working households, and lifestyle changes, there was a greater need for convenience. This was also coupled with increasing disposable income and health consciousness. Increasing awareness of health and susceptibility of Indians towards lifestyle ailments like heart disease and diabetes yielded a greater demand for value-added healthy breakfast options.

Hence, consumers, especially in urban areas, preferred a quick-fix breakfast and cereals would fit the bill. The influence of Western lifestyles and “eating out” trends also played a significant role in opening the gateway for experimenting with different tastes and varying eating preferences. This transition from traditional to modern breakfast took place among young Indians (24–35 years), mostly from dual income families. Choice of breakfast options was induced by personal factors like time constraint, work timings, social groups, and family members.

Kellogg’s Entry in India

In the late 1980s, ready-to-eat cereal giant and market leader, Kellogg’s had reached peak sales occupying a 40% market share in the US. The company had its presence in 18 countries and over 20 plants worldwide with annual sales of over $ 6 billion. However, in the 1990s, competition got tougher and Kellogg’s began to struggle when its nearest rival when General Mills introduced Cheerios brand. There was little room for growth in core markets; therefore, the company started looking beyond its traditional American and European countries as a potential cereal-consuming market.

India was a lucrative target market with population of over 950 million, out of which 250 million were middle class and untapped. In 1991, India went through an economic liberalization and removed the barriers to international trade. Three years later, Kellogg’s decided to invest $ 65 million towards launching its number one brand, Corn Flakes, in India. “ Even if Kellogg’s had 2% market share at 18 million consumers they would have a larger market than US itself , ” said Bhagirat B Merchant, Director of Bombay Stock Exchange in 1994.

Positioning at Launch

Globally, Kellogg’s cornflakes were positioned on the “fun and taste” platform, and they emphasized on the crispiness of its flakes. When Kellogg’s entered the Indian market in 1994, it positioned itself to families/households on the health platform, thus emphasizing on the nutritional benefits of the cereal. They tried to communicate to consumers that traditional Indian breakfast options were not as healthy, and hence, cornflakes were a good choice. This was done based on the insight that Indians consumers were not habituated to cereals as a breakfast item and needed to be educated to create acceptance and liking for not just the brand but cereal as a category.

Kellogg’s kicked off its India entry with three variants of breakfast cereal: Corn Flakes, Wheat Flakes, and Rice Flakes, packaged with an emphasis on the crispiness of its flakes compared to local cereals. These cereals were best served with cold milk without adding sugar. The tagline to reinforce the positioning was- “ Jaago jaise bhi, lo Kellogg’s hi ” (“No matter how you start your day, start it with Kellogg’s”). However, the proposition did not find much credibility with households. Average Indian did not pay much importance to iron/vitamin intake.10 The nutritional benefit was not a differentiated and strong enough proposition for Indians to change their habits and move away from traditional items as they considered their food to be equally or more nutritious.

The initial sales were impressive but Kellogg’s knew that this was a result of one-off purchases. Cereals were a new item for the Indian consumer and after the initial excitement wore off, repeat purchases were few. Another barrier to repeat purchase was the high price. A 500 grams box of corn flakes was almost 30% costlier than its nearest competitor. Indians did not find value in spending so much for an expensive breakfast and often the leftovers from the previous day were cooked or served differently for breakfast next day. In certain households, corn flakes were reserved as a Sunday or special occasions treat.

Also, the emphasis on crispy flakes failed in India as consumers were used to hot milk which made cornflakes soggy. This further diluted the Kellogg’s brand promise. On the heels of continuous unimpressive sales, Kellogg’s realized that their breakfast option was diametrically opposite to what generations of Indians have been eating. The typical Indian breakfast was still hot, home-made, heavy-as-a-meal, and savory rather than sweet. What Kellogg’s was offering was ready-to-eat, best served with cold milk, and bland unless you add a sweetener.

In early 1996, defending the company’s products, Managing Director, Avronsart said, “ Kellogg’s India is not here to change breakfast eating habits. What the company proposes is to offer consumers around the world a healthy, nutritious, convenient, and easy-to-prepare alternative in the breakfast eating habit. It was not just a question of providing a better alternative to traditional breakfast eating habits but also developing a taste for grain-based foods in the morning ”.

Indian consumers did not perceive the Kellogg’s differentiators relevant. They were not looking for thicker and crispier flakes with iron and vitamin. They sought basic health and taste which their traditional food and other competitor brands were also fulfilling.

Repositioning and Product Extensions

Kellogg’s saw that Indian households were difficult to target and moved their focus to kids with the launch of two of its highly successful international brands, Chocos in September 1996 and Frosties in April 1997. Chocos were wheat scoops coated with chocolate, while Frosties had sugar frosting on individual flakes. Frosties addressed the shortcomings of plain cereals because they were ready sweetened which sweeten the milk when it is added to the bowl. Both these variants were not positioned as breakfast items but as snack items on the proposition of fun and taste combined with health. Now the mother was urged to give Chocos as a mid-meal snack to fulfil nutrition requirement.

These variants found feet in the market and targeting kids helped. However, in 1998, Kellogg’s again tried targeting families and households by “Indianizing” its cereal range with the “Mazza” brand. Mazza cereals were available in fusion of local flavours like mango-elaichi, coconut-kesar and rose. The variant did not work. Mazza was more to do with the taste of the product and many consumers thought these were too outlandish.

In 1999, Kellogg’s began offering fortified cereals. The “Iron Shakti” cornflakes positioned on the nutrient value of cornflakes and addressed iron deficiency in children. The nutrition platform was more focused and relevant here as no other brand or product spoke of iron supplement. This became the differentiator and sales increased by 17%. Making the brand and proposition sound Indian by using words like “Iron Shakti” and “Calcium Shakti” gave it a local feel. This approach was more successful than the brand’s previous attempt to imply that the traditional Indian breakfast was not nutritious—messaging which made the Indian housewife rather indignant. The proposition this time was a nutritious and fun breakfast for kids coupled with goodness of iron (which mothers worry about).

Besides positioning, Kellogg’s also changed the communication. It removed the rooster which had an integral association with Kellogg’s globally from all its advertisements in India. The promotions focused on inducing product trial by targeting schools across the country. In March 1996, the company gave out specially designed 50 gm packs to shoppers at select retail stores, and door-to-door sampling exercise offering one-serve sachets to housewives in the city.

However, the company knew that very few Indians had breakfast and they could grow only by growing the category. In 1997, they launched the “Kellogg Breakfast Week” in Mumbai, Delhi, and Chennai, a community-oriented initiative to create and increase awareness. The campaign focused on making people aware about the prevention of anemia, an iron deficiency disorder, and conducted a series of nutrition workshops to educate individuals and families.

As the brand had sub-segmented the market and offered specific customized variants to each with the relevant proposition, its agency, JWT, wanted to identify the triggers that enabled customers to move towards this category. Their research suggested that though Kellogg’s was positioned to kids, they were consumed by the entire family. They also found that healthy afternoon snacking was a large consumer need. Lastly, women in India were becoming more health conscious and desperately wanted to get into shape.

Using these insights, Kellogg’s launched Kellogg’s multi-grain, fortified cornflakes targeted to adult taste buds. Advertisements also began showing adults eating the cereal, rather than focusing on children alone. The assault on the afternoon-snack segment was led by Chocos. This brand was already popular with children, who were their key consumers for “4 pm munches”. The launch communication offered the Chocos variant as a nutritious substitute for chips and other junk food.

Special K: Get into Shape

In 2008, Kellogg’s launched their $1.5 billion “Special K” brand as a weight management cereal targeted at women (25–44 years) who wanted to keep in shape. It was positioned as a low-calorie weight control meal. This was again not categorized as breakfast item but a complete meal. Consultants pointed out that Kellogg’s’ brand extension strategy helped to increase its relevance across categories. It was a player in the Rs 500-crore weight management market and the Rs 750- crore convenience foods market, apart from the Rs 250-crore breakfast cereal market (which, in turn, was part of the Rs 2,000-crore health foods segment).

The marketing team knew that as against other markets, Kellogg’s not only adapted its portfolio to match Indian needs but also made changes to their global positioning to appeal to Indian consumers. Indian market is diverse and unique, and expects the offerings to fit their life pattern. The marketing head at Kellogg’s had recently read an article that incorrect positioning was the reason behind 80% brand failures. Kellogg’s have been relooking at their 5-year strategy as they have always wanted to be confident on the delivering the promise they have made to its consumers.

Also Read: Case Study | Launching And Establishing Oreo in India

To read more content like this, subscribe to our newsletter

A Case Study on “Fitbit: Find Your Reason” Marketing Campaign

A Case Study on “P&G: Thank You, Mom” Brand Campaign

Case Study – Burger King: Subservient Chicken Brand Campaign

Terms and Conditions

Search for:

Home Resources Case studies Kellogg

Receive your free benchmark : Take part in the 2020 survey 2020 Benchmark request

Kellogs launched K Partners Advantage at our Supplier Day. K Partners Advantage is the culmination of crossfunctional feedback, external benchmarking, supplier segmentation and stakeholder input into the design, planning and governance of a re-energised SRM programme. T he approach moves us beyond traditional performance management and scorecards, and it was further enabled by globalising roles (and the programme) for scale, and organising work under the umbrella of ‘supplier engagement and development’ (SE&D). SE&D encompasses SRM, supplier diversity and responsible sourcing. It provides a ready way to integrate and connect suppliers to strategies, processes, goals, and activities more effectively, and with mutual benefits.

"We can be agile and deliver value for the business with the right partners, as we will be focusing on the future and growth, in addition to the urgent here and now.” Shelly van Treeck

Kellogg cpo.

For further information on how we can help your organisation supplier management programme, please contact us at [email protected]

Reports and Publications

Case studies, newsletter sign-up, stay connected on linkedin, lang: en_us, enjoy customer of choice benefits.

Find out what your key suppliers really think of you and how to become their customer of choice.

Find out more

Stay in touch

2020 global srm research report - supplier management at speed..

Now in its 12th year, this year we have seen an increase of 29% in the number of companies responding compared to 2019. In addition, the proportion of respondents at CPO/EVP level or equivalent has increased to over 50%. Learn how now, more than ever before, procurement has the opportunity to make the case for SRM to ensure organisations don’t just survive but thrive.

Asking the better questions that unlock new answers to the working world's most complex issues.

Case studies

Energy and resources

How data analytics can strengthen supply chain performance

13-Jul-2023 Ben Williams

How Takeda harnessed the power of the metaverse for positive human impact

26-Jun-2023 Edwina Fitzmaurice

Banking and Capital Markets

How cutting back infused higher quality in transaction monitoring

11-Jul-2023 Ron V. Giammarco

At EY, our purpose is building a better working world. The insights and services we provide help to create long-term value for clients, people and society, and to build trust in the capital markets.

EY is now carbon negative

19-Sep-2022 Carmine Di Sibio

Our commitment to audit quality

13-Nov-2023 Julie A. Boland

No results have been found

Recent Searches

BEPS 2.0: as policies evolve, engagement is key

It remains to be seen whether the US will align its tax law with the OECD/G20’s global BEPS 2.0 rules. MNEs will feel the impact in 2024. Learn more.

How GenAI strategy can transform innovation

Companies considering or investing in a transformative GenAI strategy should tie generative artificial intelligence use cases to revenue, cost and expense. Learn more

Top five private equity trends for 2024

Read about the five key trends private equity firms will emphasize in 2024 as they create value

Select your location

close expand_more

EY US integrates Kellogg Executive Education AI Applications for Growth program into leadership development strategy

Press contact

Multidisciplinary professional services organization

Send e-mail to EY Americas

Ernst & Young LLP (EY US) today announced a new collaboration with Executive Education at Northwestern University’s Kellogg School of Management (Kellogg) to further advance the technology strategy and combine EY industry experience in artificial intelligence with a world-class learning institution.

The AI Applications for Growth certificate program from Kellogg will equip EY leadership and senior partners with foundational knowledge of artificial intelligence (AI) technologies and provide a deep dive into how AI is impacting businesses across the enterprise value chain. The goal of this strategic investment is to strengthen the position of the EY organization as a thought leader and consultative advisor of choice to clients that seek to take advantage of these rapidly evolving technologies.

“As our clients work to embrace the next wave of artificial intelligence, it reinforces our strong belief that continuous learning and upskilling are essential to our organization and our clients. Fundamental education on the full potential of AI combined with our deep industry experience positions us to effectively guide our clients through their transformation journeys as they assess the opportunities, impact and risks AI will have on their businesses and customers,” says Janet Truncale , EY Americas Financial Services Organization Vice Chair and Regional Managing Partner.

Throughout the customized nine-week learning experience, EY US leaders will be immersed in a wide range of case studies, hands-on exercises, and discussions with AI experts and other leaders and will complete a capstone project where they will apply emerging AI technologies to real business challenges.

“For forward-looking organizations, AI is at the top of the C-suite agenda. We created this program to help leaders and organizations understand the landscape of AI and generative AI and to develop strategies for unlocking business value and creating competitive advantage in their industry,” said Dr. Mohanbir Sawhney, Associate Dean for Digital Innovation at Kellogg, and the principal faculty of the program.

Kellogg and EY US are committed to keeping the program updated as the technologies and innovations within AI continue to shift, guaranteeing that EY US leadership remains at the leading edge of these advancements.

EY exists to build a better working world, helping create long-term value for clients, people and society and build trust in the capital markets.

Enabled by data and technology, diverse EY teams in over 150 countries provide trust through assurance and help clients grow, transform and operate.

Working across assurance, consulting, law, strategy, tax and transactions, EY teams ask better questions to find new answers for the complex issues facing our world today.

EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. Information about how EY collects and uses personal data and a description of the rights individuals have under data protection legislation are available via ey.com/privacy. EY member firms do not practice law where prohibited by local laws. For more information about our organization, please visit ey.com .

About the Kellogg School of Management

The Kellogg School of Management at Northwestern University is a premier global business school with a vibrant, global community of faculty, staff and students dedicated to groundbreaking teaching and research that shapes the practice of business around the world. As alumni, Kellogg leaders possess a special combination of analytical, creative and social intelligence that enables them to lead with impact in the face of rapid change. Kellogg offers an innovative portfolio of programs: six full-time MBA programs, including specialized joint degree programs with Northwestern’s McCormick School of Engineering, Feinberg School of Medicine and Pritzker School of Law; the Evening & Weekend MBA Program (a part-time program); the Executive MBA Program; a Master in Management; a PhD program and extensive nondegree Executive Education programs.

Kellogg Executive Education empowers business leaders to foster growth in themselves, their teams and their organizations. Its renowned faculty, consisting of the world’s best researchers, educators and practitioners, provide practical insight that participants can apply as soon as they return to work. Providing a collaborative, immersive environment for its executive development programs, Executive Education serves a variety of businesses and executives from myriad industries and geographies.

Connect with us
Our locations
Do Not Sell or Share My Personal Information
Legal and privacy
Accessibility
Open Facebook profile
Open X profile
Open LinkedIn profile
Open Youtube profile

Kellogg Defends Arbitration of 401(k) Fee Dispute in 6th Cir.

By Jacklyn Wille

A dispute over Kellogg Co.'s 401(k) plan fees was properly dismissed under an arbitration clause that allows an arbitrator to award any relief available under ERISA, the cereal maker said in a brief filed with the Sixth Circuit.

Kellogg’s retirement plan places no limits on the relief participants can seek under the Employee Retirement Income Security Act, the company said Monday. Rather, the “only limitation” is that they must raise their claims in individual arbitration, which is a permissible restriction under clear precedent from the US Supreme Court, according to the company’s brief .

The proposed class action by former ...

Learn more about Bloomberg Law or Log In to keep reading:

Learn about bloomberg law.

AI-powered legal analytics, workflow tools and premium legal & business news.

Already a subscriber?

FLW Value Calculator
The FLW Standard

Case Studies

Tools & Resources
The Food Waste Atlas
News & Updates
About the FLW Protocol

Kellogg Company: Food Waste in Global Manufacturing Operations

Posted on September 13, 2017 - Manufacturing

ABOUT KELLOGG COMPANY

At Kellogg Company, we are driven to enrich and delight the world through foods and brands that matter. Kellogg is the world’s leading cereal company; second-largest producer of cookies and crackers; a leading producer of savory snacks; and a leading North American frozen foods company. Kellogg is a member of the World Business Council for Sustainable Development (WBCSD), part of the United Nations (UN) Global Compact, and is incorporating the UN Sustainable Development Goals (SDGs) in all that we do. Corporate Responsibility is part of our essence, instilled more than a century ago by our company’s founder W.K. Kellogg.

WHY IS KELLOGG COMPANY MEASURING FOOD LOSS AND WASTE (FLW)?

As a global food company, we believe we have a significant role to play in helping end hunger, achieve food security, improve nutrition, and promote sustainable agriculture (UN SDG 2). We will do our part to halve per capita global food waste at the retail and consumer level and to reduce food losses along the production and supply chains, including post-harvest losses, by 2030 (UN SDG 12.3).

To support these efforts, Kellogg was one of the first U.S.-based companies to join Champions 12.3 and to become a U.S. Food Loss and Waste 2030 Champion. Kellogg also co-leads the climate-smart agriculture project of the WBCSD and supports its Statement of Ambition, which includes making 50 percent more food available and strengthening the climate resilience of food communities. See our Food Waste Position Statement for more information.

During our first generation of sustainability commitments from 2005 to 2016, Kellogg significantly reduced waste (of all types) sent to landfill. In late 2016, we set a new 2020 goal to reduce total waste generated by our plants. Food waste represents the largest component of our waste stream and therefore the greatest opportunity for reduction. We estimate that reducing food waste within our facilities represents approximately $30 million in potential cost savings, based on the cost of raw materials, confirming the clear financial benefit of measuring (and reducing) food loss and waste.

We believe leftover or unwanted materials should be viewed as valuable assets rather than “waste” and sent to landfill as a last resort. Our ultimate goal is therefore to prevent food from being wasted in the first place and that any edible surplus food is donated to people in need. In cases where this is not appropriate, we send it to be used as animal feed. We follow the U.S. EPA Food Recovery Hierarchy, sending to landfill only as a last resort when there are no other viable options.

WHAT HAS BEEN YOUR EXPERIENCE WITH USING THE FLW STANDARD ?

We have found the FLW Standard to be very helpful because it provides consistent language to use when talking about food waste and standard ways to measure and report. We used the FLW Standard to report our 2016 food waste by destination in our Corporate Responsibility Report (see page 25). This 2016 data will serve as the baseline against which we will continue to report.

The table below shows how we meet the requirements of the FLW Standard . Additional information about our food loss and waste reporting methodology and its alignment with the standard is provided below and shared on our website .

WHAT CHALLENGES IN MEASURING FOOD LOSS AND WASTE HAVE YOU ENCOUNTERED AND HOW DID YOU OVERCOME THEM?

In 2015, we used the draft FLW Standard to expand our tracking of measurable food waste to eight destinations outlined by the standard, including animal feed, biobased materials/biochemical processing, codigestion/anaerobic digestion, composting, controlled combustion (incineration), land application, landfill, and sewer/wastewater treatment.

Our first challenge was to identify which Kellogg facilities needed new ways to record food waste data in our internal tracking system and to split apart food waste that was previously being reported in a combined fashion. For example, a facility may have been reporting total waste incinerated for many years, but we were now asking it to report food waste incinerated separate from general waste incinerated.

Our second and biggest challenge has been estimating food waste sent to certain destinations, especially for sewer/wastewater treatment. We were able to use the concentration of our effluent at certain facilities using suspended solids, biological oxygen demand (BOD), and chemical oxygen demand (COD) to estimate the amount of food present in our effluent. We then extrapolated this to all of our global facilities based on effluent volumes and the types of products made at each location. Additional details are provided in the Methodology section.

WHAT ACTION HAS KELLOGG COMPANY TAKEN AS A RESULT OF MEASURING ITS FOOD LOSS AND WASTE?

We have been measuring our waste since 2005 and are working to meet our commitments to also reduce food waste in three important ways:

FARMS: Working to eliminate post-harvest loss so that more of the food which is grown is consumed.

We are working with partners to develop and promote post-harvest loss reduction practices in major ingredients relevant to Kellogg by developing sustainable agriculture programs with smallholder farmers in India, Bangladesh, South Africa, Thailand, Philippines, and other countries that promote and improve post-harvest loss reduction. Please see our Corporate Responsibility Report for additional details.

MAKING OUR FOOD: Working to eliminate food waste in our processes, capturing it instead to feed people in need, and when that use is not appropriate, ensuring it is used for animal feed.

We are committed to reducing by 2020 total waste in our facilities by 15 percent per metric tonne of food produced. We set this target after achieving a 68 percent waste-to-landfill reduction from 2005 to 2016. In 2016, only approximately 1.5 percent of our food waste went to landfill, which is why we are focused on looking beyond “landfill diversion” to reduce in total the amount of food waste (as well as other materials). This moves our focus up the food recovery hierarchy toward elimination and reuse.

REACHING OUT TO CONSUMERS: Working to standardize food date labels and educate consumers on whether food is safe to consume, as well as delivering tips and packaging innovation to help them reduce unnecessary food waste.

We are working with the industry to standardize food date labels that clearly communicate whether food is safe to consume, which helps consumers reduce their food waste. We are also increasing the use of resealable packaging in some of our cereals and granolas, snacks, and frozen foods to help further reduce consumer-level food waste.

COMMUNITIES: Using our global signature cause platform Breakfasts for Better Days™ to assure our food also goes to help those in need due to either natural disasters or chronic hunger in communities around the world.

We are committed to fighting hunger and feeding potential through our global signature cause platform Breakfasts for Better Days™ with a goal to create 3 billion “Better Days” for people around the world by 2025. We are doing this in five ways: donating food to people in need, expanding kids’ breakfast programs, improving the livelihoods of farming families and communities, enabling our employees to be involved through volunteering events, and engaging citizens in the food security conversation, as well as other Breakfast for Better Days™ initiatives.

WHAT IS INCLUDED IN THE SCOPE OF THIS FLW INVENTORY?

The following figure visually represents the scope of Kellogg Company’s food waste inventory, using the FLW Standard . All destinations are included within the scope of this FLW inventory; however, food waste only goes to those destinations marked with a green check.

HOW DOES THIS INVENTORY MEET THE FLW STANDARD’S REQUIREMENTS?

The table below provides a summary of how this FLW inventory meets the eight reporting and accounting requirements contained in the FLW Standard.

ABOUT THE METHODOLOGY

About the authors.

This case study was submitted by Erin Augustine (Kellogg Company) with input and review by Liz Goodwin, Brian Lipinski, JP Leous, and Kai Robertson (representatives of WRI), as well as FLW Protocol Steering Committee representative Dalma Smogyi of the World Business Council for Sustainable Development.

ABOUT THE FOOD LOSS AND WASTE PROTOCOL

The Food Loss & Waste Protocol (FLW Protocol)—a multistakeholder partnership—has developed the global Food Loss and Waste Accounting and Reporting Standard for quantifying food and/or associated inedible parts removed from the food supply chain—commonly referred to as “food loss and waste” (FLW). World Resources Institute (WRI) serves as the FLW Protocol’s secretariat.

For questions, please contact [email protected].

Published: August 2017

Stay In Touch and Informed

*First Name
*Country Afghanistan Åland Islands Algeria American Samoa Andorra Angola Anguilla Antarctica Antigua and Barbuda Argentina Armenia Aruba Australia Austria Azerbaijan Bahamas Bahrain Bangladesh Barbados Belarus Belgium Belize Benin Bermuda Bhutan Bolivia, Plurinational State of Bonaire, Sint Eustatius and Saba Bosnia and Herzegovina Botswana Bouvet Island Brazil British Indian Ocean Territory Brunei Darussalam Bulgaria Burkina Faso Burundi Cambodia Cameroon Canada Cape Verde Cayman Islands Central African Republic Chad Chile China Christmas Island Cocos (Keeling) Islands Colombia Comoros Congo Congo, the Democratic Republic of the Cook Islands Costa Rica Côte d'Ivoire Croatia Cuba Curaçao Cyprus Czech Republic Denmark Djibouti Dominica Dominican Republic Ecuador Egypt El Salvador Equatorial Guinea Eritrea Estonia Ethiopia Falkland Islands (Malvinas) Faroe Islands Fiji Finland France French Guiana French Polynesia French Southern Territories Gabon Gambia Georgia Germany Ghana Gibraltar Greece Greenland Grenada Guadeloupe Guam Guatemala Guernsey Guinea Guinea-Bissau Guyana Haiti Heard Island and McDonald Islands Holy See (Vatican City State) Honduras Hong Kong Hungary Iceland India Indonesia Iran, Islamic Republic of Iraq Ireland Isle of Man Israel Italy Jamaica Japan Jersey Jordan Kazakhstan Kenya Kiribati Korea, Democratic People's Republic of Korea, Republic of Kuwait Kyrgyzstan Lao People's Democratic Republic Latvia Lebanon Lesotho Liberia Libya Liechtenstein Lithuania Luxembourg Macao Macedonia, the former Yugoslav Republic of Madagascar Malawi Malaysia Maldives Mali Malta Marshall Islands Martinique Mauritania Mauritius Mayotte Mexico Micronesia, Federated States of Moldova, Republic of Monaco Mongolia Montenegro Montserrat Morocco Mozambique Myanmar Namibia Nauru Nepal Netherlands New Caledonia New Zealand Nicaragua Niger Nigeria Niue Norfolk Island Northern Mariana Islands Norway Oman Pakistan Palau Palestine, State of Panama Papua New Guinea Paraguay Peru Philippines Pitcairn Poland Portugal Portugal Qatar Réunion Romania Russian Federation Rwanda Saint Barthélemy Saint Helena, Ascension and Tristan da Cunha Saint Kitts and Nevis Saint Lucia Saint Martin (French part) Saint Pierre and Miquelon Saint Vincent and the Grenadines Samoa San Marino Sao Tome and Principe Saudi Arabia Senegal Serbia Seychelles Sierra Leone Singapore Sint Maarten (Dutch part) Slovakia Slovenia Solomon Islands Somalia South Africa South Georgia and the South Sandwich Islands South Sudan Spain Sri Lanka Sudan Suriname Svalbard and Jan Mayen Swaziland Sweden Switzerland Syrian Arab Republic Taiwan, Province of China Tajikistan Tanzania, United Republic of Thailand Timor-Leste Togo Tokelau Tonga Trinidad and Tobago Tunisia Turkey Turkmenistan Turks and Caicos Islands Tuvalu Uganda Ukraine United Arab Emirates United Kingdom United States United States Minor Outlying Islands Uruguay Uzbekistan Vanuatu Venezuela, Bolivarian Republic of Viet Nam Virgin Islands, British Virgin Islands, U.S. Wallis and Futuna Western Sahara Yemen Zambia Zimbabwe

Swiss women win landmark climate case at Europe top human rights court

Medium Text
Human rights court: Swiss climate policies fell short
Case brought against Bern by 2,000 senior Swiss women
Mixed ruling as court throws out two other climate cases

CLIMATE LITIGATION ON THE RISE

European rights court issues verdicts on three landmark climate cases

The Reuters Daily Briefing newsletter provides all the news you need to start your day. Sign up here.

Reporting by Gloria Dickie and Kate Abnett; Additional reporting by Oliver Hirt, Dave Graham and Deep Vakil; Editing by Kevin Liffey, Richard Lough and Barbara Lewis

Our Standards: The Thomson Reuters Trust Principles. New Tab , opens new tab

Thomson Reuters

Gloria Dickie reports on climate and environmental issues for Reuters. She is based in London. Her interests include biodiversity loss, Arctic science, the cryosphere, international climate diplomacy, climate change and public health, and human-wildlife conflict. She previously worked as a freelance environmental journalist for 7 years, writing for publications such as the New York Times, the Guardian, Scientific American, and Wired magazine. Dickie was a 2022 finalist for the Livingston Awards for Young Journalists in the international reporting category for her climate reporting from Svalbard. She is also an author at W.W. Norton.

Kate Abnett covers EU climate and energy policy in Brussels, reporting on Europe’s green transition and how climate change is affecting people and ecosystems across the EU. Other areas of coverage include international climate diplomacy. Before joining Reuters, Kate covered emissions and energy markets for Argus Media in London. She is part of the teams whose reporting on Europe’s energy crisis won two Reuters journalist of the year awards in 2022.

California impacted by another wet winter storm

Sustainability Chevron

Striking actors reach tentative agreement with Hollywood studios to end strike

Two US lawmakers raise concerns over Disney, Fox, Warner sports streaming venture

U.S. lawmakers Jerry Nadler and Joaquin Castro on Tuesday raised competition concerns over the sports streaming joint venture planned by Walt Disney , Fox and Warner Bros Discovery .

IMAGES

case study kellogg company
Kellogg's Marketing Case Study
Kellogg's Marketing Case Study
Kellogg's Marketing Case Study
Look through the Superb Case Study Essay Sample about «Case Study
case study kellogg company

COMMENTS

Case Study
Kellogg Company (also known as Kellogg's) is a multinational food manufacturing company. Kellogg produces cereal and convenience foods, including cookies, breakfast cereals, frozen waffles, and vegetarian foods. ... Case Studies Supplier Engagement Case Study - H&M Group H&M Group is a global fashion and design company, present in 79 markets ...
ESG Case Study: How corporate purpose strengthens Kellogg's ESG
Customers — Likewise, the company's retail customers recognize the importance of ESG initiatives and are eager to partner on Better Days Promise. For example, Kellogg's collaborated with a retailer to launch Kellogg's InGrained™, a program that helps rice farmers reduce climate impact. Another retail partner, recognized Kellogg's ...
Case Study: Kellogg's Business Strategy
Kellogg's is the world's largest cereal maker since 1906 and is located in the United States. Kellogg's products has become a part of the delicious mornings for the people around the world since a century. Its business is operated in two segments: Kellogg's North America and Kellogg's International. 66% of the revenue to the company ...
Kellogg's Achieves Speed and Agility with AWS
The Kellogg Company was founded in 1898 when founder W. K. Kellogg and his brother, Dr. John Harvey Kellogg, accidentally flaked wheat berry—a mistake that would result in the recipe for Kellogg's Corn Flakes. The company, which is headquartered in Battle Creek, Michigan, now operates in 180 countries, providing ready-to-eat cereals and other food products.
PDF Insight Helps the Kellogg Company Embrace Digital Transformation and
Case Study | Modern Workplace and PC Revive The Kellogg Company is a manufacturer and marketer of ready-to-eat cereals and convenience meals. Based across EMEA, US and Asia, Kellogg's products are manufactured in 18 countries and sold in over 180. The Kellogg Company wanted to transform their European business and introduce tools across
Strategy Study: How Kellogg's Went From Corn To Multinational Food
A few key facts about Kellogg's: The Kellogg Company was founded in 1906. Kellogg's employs 31,000 people around the world. Kellogg's reported $13.77 billion net sales for 2020. The gross profit in 2020 was 3% of net sales. In 2020, the company spent $780 million on marketing.
Case study: Kellog's supply chain sustainabilty journey
Kellogg Company have an organisation of 33,000 people, and Alistair Hirst has 20,000 in supply chain - that's just his direct employees. When looking at their extended supply it becomes a significantly larger number. At the Sedex Conference Hirst outlined how, " .". Hirst described the breadth of Kellogg Company's operations ...
PDF Kellogg's fuels their global workforce with frequent recognition
Kellogg's subsequent expansion into Latin America, Europe, Asia Pacific, was a major milestone for the organization. This marked the point at which their program truly became global and allowed them to unite as one global company — Kellogg leaders and teams could finally publicly recognize one another, regardless of their location. With a ...
Science based targets: Kellogg's case study
This case study explores how the Kellogg Company committed to a 15% reduction in emissions (ton of CO2e per ton of food produced) by 2020 from a 2015 base-year (scopes 1 & 2). - reduce absolute value chain emissions by 20% from 2015-2030 (scope 3). - a long-term target of a 65% absolute reduction in emissions by 2050 from a 2015 base-year ...
Kellogg's Moves Mission-Critical SAP Apps to AWS
The Kellogg Company is using AWS to increase reliability, improve performance, and conduct faster replication of its mission-critical SAP environments. Kellogg's is a renowned, 100-year-old consumer foods company that selected AWS to help reduce the costs and overhead associated with managing its traditional IT infrastructure.
[PDF] The Kellogg Company Optimizes Production, Inventory, and
KPS models Kellogg's operations in the United States and Canada, with global operations under study, and helps Kel-logg to make tactical decisions on budgeting, capacity expansion, capacity reassign-ment, and other similar issues. For over a decade, the Kellogg Company has used its planning system (KPS), a large-scale, multiperiod linear program, to guide production and distribution decisions ...
Kellogg Company/eighteen94 capital
Abstract. With 33,000 employees and revenues of $13 billion in 2016, Kellogg Company was the world's largest producer of branded packaged cereal and a leader in branded convenience foods. Founded in 1906 and based in Michigan, the company had a proud history of product and marketing innovation starting with its first product, Kellogg's ...
PDF Case Book and Interview Guide
Kellogg Case Book - 2012 Edition. If you have question or concerns please write to Sushant Khandelwal at: [email protected]. the KCC is forbidden without express written consent by KCC. 2. This book is intended for internal use by members of the Kellogg Consulting Club (KCC).
Kellog's 4 challenges for supply chain sustainability
1. Political instability: From the crises of wars in Iraq and Syria and the migrant challenge in Europe affecting the socio-economic balance, to foreign exchange and volatility around Brexit in the UK. These kind of challenges have huge impacts on Kellogg Company's sourcing and play into the sustainability field at a very high level.
PDF Inclusive Procurement Leadership Kellogg Company
Business Case and Executive Support. "Kellogg is very strategic in its approach to forming real partnerships with its suppliers. Inclusive Procurement Leadership Roundtable Case Study2. LEADING PRACTICE: Business Case and Executive Support. Kellogg Company has a robust North American supplier diversity program that encourages and facilitates ...
Comprehensive SWOT Analysis of Kelloggs
The company currently possess a net worth of 13.77 billion dollars. Its shares have been decreased by 6.75$ in the last 3 months and until they pay down the debt, it will weigh heavily on their own business. Kellogg's most recent financial statement shows total debt at $8.45 billion, with $6.93 billion. 3.
Case Studies
2023. Disney and the Big Business of Make-Believe: From Silent Movies to the Streaming Wars. Amanda Starc, Craig Garthwaite, Theo Anderson. More Cases. Kellogg School faculty is an esteemed group of scholars and practitioners, and members provide a rich source of international experience in professional management problems and practices.
PDF Kellogg Company: Food Waste in Global Manufacturing Operations
A Case Study ABOUT KELLOGG COMPANY At Kellogg Company, we are driven to enrich and delight the world through foods and brands that matter. Kellogg is the world's leading cereal company; second-largest producer of cookies and crackers; a leading producer of savory snacks;
Kellogg Company Supply Chain| Case Study
In 1898, W. K. Kellogg and his brother Dr John Harvey Kellogg were trying to make granola. The attempt failed but resulted in them accidentally flaking wheat berry. W.K. kept experimenting until he successfully flaked corn, and created the delicious recipe for Kellogg's Corn Flakes. By 1906, W.K had opened the Battle Creek Toasted Corn Flake ...
Case Study
Kellogg's Entry in India. In the late 1980s, ready-to-eat cereal giant and market leader, Kellogg's had reached peak sales occupying a 40% market share in the US. The company had its presence in 18 countries and over 20 plants worldwide with annual sales of over $ 6 billion. However, in the 1990s, competition got tougher and Kellogg's ...
SRM aims to underpin growth at Kellogg
SRM aims to underpin growth at Kellogg. While Kellogg Company had had a supplier relationship management programme for more than 15 years, given marketplace changes and in the spirit of continuous improvement, we decided that we could drive greater end-to-end value through a broader supplier engagement and development approach.
EY US and Kellogg introduce AI Applications for Growth program
EY US integrates Kellogg Executive Education AI Applications for Growth program into leadership development strategy. Ernst & Young LLP (EY US) today announced a new collaboration with Executive Education at Northwestern University's Kellogg School of Management (Kellogg) to further advance the technology strategy and combine EY industry ...
Kellogg Defends Arbitration of 401(k) Fee Dispute in 6th Cir
A dispute over Kellogg Co.'s 401(k) plan fees was properly dismissed under an arbitration clause that allows an arbitrator to award any relief available under ERISA, the cereal maker said in a brief filed with the Sixth Circuit.. Kellogg's retirement plan places no limits on the relief participants can seek under the Employee Retirement Income Security Act, the company said Monday.
Kellogg Company: Food Waste in Global Manufacturing Operations
At Kellogg Company, we are driven to enrich and delight the world through foods and brands that matter. Kellogg is the world's leading cereal company; second-largest producer of cookies and crackers; a leading producer of savory snacks; and a leading North American frozen foods company. ... This case study was submitted by Erin Augustine ...
Swiss women win landmark climate case at Europe top human rights court
The European Court of Human Rights's ruling, in favour of the more than 2,000 Swiss women who brought the case, is expected to resonate in court decisions across Europe and beyond, and to embolden ...