Академический Документы
Профессиональный Документы
Культура Документы
PRESENTED BY:
- Environmental analysis.
- Marketing strategy.
This analysis will involve the use of relevant literature and academic principles,
models and theories to support the opinion and recommendations.
- Complex system strategies: This was the development into the modern
era. (Historical development of Strategy, www.vjaykumarbhatia.com)
The company grew with a lot of challenges and competition from cereal and
readymade meal companies like Quaker Oats and General Mills. By the
nineteen eighties, Kellogg under the governance of William E. Lamothe carried
out an extensive marketing strategy which shaped the preferences and likes of
the middle aged class and hence boosted their market share. During this time the
company was a market leader as most competitors were struggling to catch up
with their growth pace.
In March 2001 Kellogg acquired The Keebler Company, the second largest US
cookie and cracker manufacturer in order to diversify. Having acquired
Morningstar Farm, Kashi subsidiaries; Kellogg owns, Bear Naked, Natural
Touch, Famous Amos, Cheer-it, Murry, Austin, Gardenburger and Plantation
brands. Enlisted under the NYSE with the abbreviation K, Kellogg has the
largest market share in the ready-made breakfast cereals industry, owning over
40% of the worlds market. The company has over 40 plants in 19 countries and
sells in 160 countries with Head quarters at Battle Creek, Michigan, US and
Factory Head quarters and international Head quarters at Trafford Park,
Manchester, UK. In 2007 the company became the highest UK grocery business
with sales of more than 550. In 2010 Kellogg totalled sales of $12 billion
making Kellogg the biggest convenience foods and cereals producer. Presently
the company is under the governance of John A. Bryant as acting CEO and the
company has a share price range of 48.51p 57.70p and Earnings per share of
3.34p estimate for 2011 accounting year. (www.fundinguniverse.com/company-
histories)
3. ANALYSIS OF KELLOGGS CORPORATE
STRATEGY
The main strategic strength behind the success and development of the
Company is the establishment of a strong and precise marketing plan and
corporate focus. The study will concentrate on the UK international branch of
Kellogg which accounts for the majority of the companys international sales.
Kellogg has established objectives which have SMART qualities meaning they
are
Specific
Measurable
Attainable
Realistic
Time sensitive
The company laid down the following objectives in its aim to provide valuable
services, enhance public relationship and promote sales:
Ideally a mission statement needs to be, inspiring, create a common identity and
sense of purpose, competitive, unique, simple and also foster risk taking and
experimentation.
Kellogg has a mission statement and a vision which are deeply incorporated into
their objectives;
Kellogg works with the vision to be the food company of choice. Here they
refer to a company whose products will be first choice to consumers, whose
employees will be proud of the business, whose share holders and potential
investors will value and who will create a positive impact on their environment.
3.3 ENVIRONMENTAL ANALYSIS
Kellogg UK is a company with great control over its internal and external
environment. The following table is a summary of Kelloggs environment.
Internal environment
Kellogg has a Twenty-Two person Senior Management Team, forty six next
level key members. There is A The company has senior Organisational Leaders
who are given a level of autonomy in their domain with respect to manage team
work, plan on vacancies, develop employees and carry out performance
appraisal. Kellogg uses a form of 360 degree performance appraisal where
workers are rated by supervisors, employees document self input on
performance and comparative peer group review meetings are organised. 98
percent of employees are paid based on their performance appraisal. The
company communicates core values, mission statement implications and visions
to the employees through departmental objectives, job prescriptions and
orientation packs.
Kellogg is famous for its values called the K values which shape the culture
and guides the way to run their business. In 2005 the company started the W.K.
Kellogg values Award, which is an annual award to the team of employees or
individual who best exhibits the k values in their work. These values include:
Passion: Show love and pride in the companys products at all times and places,
provide quality customer services, promote and integrate innovative ideas and
solutions, aggressively promote and protect the company reputation.
Humility: Have humility and the anxiety to learn, provide honest and
constructive feedback, admit mistakes and learn from them, never
underestimate competitors.
Simplicity: Break down internal barriers and processes which slow down
business success, deal with issues and people directly with total disregard to
hidden agendas and strive for better results and acceptability.
Results: Achieve results and celebrate. Make people feel valued and
appreciated, Have a can do attitude, encourage team spirit, help others in the
best way possible.
These values define the company culture and what is expected of each
employee. The company through this has developed an advance performance
evaluation technique which has incorporated these qualitative values.
External environment
The external environment comprise of the factors which constrain or limit the
activities of the organisation and are not readily controllable by the
organisation. The main external factors affecting Kellogg in the UK are the
socio-cultural, technological, economic, ecological, political, industry life cycle
and competitors.
The economy and fiscal policy of the UK has also been a concern. The global
economic breakdown and tightened government policy on taxes has negatively
affected consumer spending and increase in the Value Added Tax has led to a
slight rise in prices. The company has done some extensive adjustments on
pricing strategy to provide moderate and competitive prices.
Kellogg is in the fast food readymade cereals industry which is at its peak and is
a sustainable industry. Kellogg has for long resisted diversification of cereals
production because they relied on the sustainability of the industry, their
reputation and prospects for innovation and branding. But they have started to
realise the competitive thread which results from being too focused. Hence in
2001 Kellogg purchased The Keebler to diversity into cookies and crackers.
Strengths:
- Have control of over 40% of the sweet cereals which is more than triple
any of its competitors
Weaknesses:
- Slow in diversification
- Product focused
These strengths and weaknesses are under the control of the company and
depending on their decisions; they can readily tailor them towards success.
Opportunities:
- High prospects of success in low cost and high market share with a good
pricing strategy.
Threads:
- Weetabix and General Mills are using pricing strategy and product
diversification to rival Kelloggs market
To achieve these goals the company put forth the following objectives to be
applied to each market or sub segment accordingly:
Focusing on the promotion and public relation sector, Kellogg has adopted the
following unique practices;
Kellogg is the greatest sponsor of swimming in the UK, providing the Armature
swimming Association (ASA) award scheme with more than 1.8 million awards
to swimmers each year. This link strengthens their brand position as more than
twelve million people in the UK are actively involved in swimming.
Community work
Kellogg as the market leader in the UK cereals and convenience meals has six
segments which were developed over the years following extensive marketing
research and development. Below are the segments with some corresponding
brand examples;
These segments represent the market segmentation base in which new brand
developments and innovations are established. In the event that Kellogg wishes
to introduce a new brand or revitalise an existing brand, the company will
determine the characteristics needs of the segment or deficiencies of an existing
brand.
For example with the Special K brand, Kellogg France introduced a new brand
of red berries to the Special K cereal which sold well and presented an
opportunity. Market research in the UK proved to be receptive to this product
and in October 1999, Special K Red Berries was launched in the UK. This
product produced exceptional sales. In February 2003, Kellogg, after extensive
marketing research launched Special K Peach and Apricot. They ensured that
the taste was completely different from the previous launch to ensure customers
do not switch from the old product and kill it.
4. PORTERS STRATEGIC ANALYSIS OF
KELLOGG AND RECOMMENDATIONS
This refers to the ease with which new companies can spring into a market. The
level of entry relies highly on the market entry cost. Entry barriers like buyer
switching costs, good product differentiation and brand power, access to
channels and retaliation from competitors can greatly influence the level on
new entries.
Kellogg, having a huge brand name and well established as the market leader
has very little thread from new entrants. The company can enjoy economies of
scale and carryout very costly advertising which cannot be matched by new or
potential entrants.
b. Competitive rivalry.
Competitive rivalry results from the pressure and challenges other companies in
the same industry exert on a companys position. It relies on the number of
rivals present, the level of control they have over the market, the strengths and
weaknesses of these rivals. Switching costs and growth rate in the industry are
also great determinants to a companys competitive strength.
For the case of Kellogg UK, Weetabix and General Mills are great competitors
with good marketing strengths and provide a great thread to Kellogg. The
competition is quite high and is backed by high advertising and promotion
costs. Kellogg must be aware of the pricing war and develop a good pricing
strategy which is an identifiable weakness.
c. Supplier Power
This feature depends highly on the classical demand and supply laws. The
power of the suppliers relies on the number of suppliers, the availability of
close substitutes and level of collaboration with the suppliers.
Kellogg has a large size and great company recognition. The main supplies are
sugar, food grain and flour which have a pool of suppliers. Kellogg is able to
exert great control over their suppliers and have the leverage to switch among
suppliers.
d. Availability of substitutes
He asserts that, in order for a business to stay strategically healthy at least one
generic strategy must be employed. Any organisation achieving all three
strategies will be operating on the best case scenario.
4.3 RECOMMENDATIONS
Kellogg is a market leader in the cereals and convenience foods industry. The
company has successfully established a high international reputation and has
great brand recognition.
However, Kellogg needs to revise its pricing strategy. Kellogg needs to be ready
to sell at low prices because this weakness is exploited by General Mills to
erode Kelloggs market share. The merger between General Mills and Nestle is
a call for concern. Nestle provides General Mills with a good distribution
Network. General Mills have brands like Cheerio and Golden Graham which
have surpassed their corresponding Kelloggs brand.
Kellogg has to realise the potential decline of the cereals industry because of the
presence of close substitutes. Kellogg has been a little product focuses than
flexible by relied on Marketing campaigns and promotion to push their
products. The company is big enough to diversify into other industries while
maintaining its objective to grow. The great challenge for the company is to
keep up with their brand innovation, marketing research and development.
5. REFERENCES
1. Jay Liebowitz, Strategic Intelligence, Auerbach Publications, 2006, pp7
7. Businessdictionary.com
8. www.findinguniverse.com/company-histories
9. www.kelloggs.com
10. Mastersalliance.com
12. www.wikipedia.com
13. Micheal E. Porter,The Five Competitive Forces that Shape Strategy, January
2008 Harvard Business Review.