Kellogg Company is a manufacturer of cereal and convenience foods, such as cereal bars, fruit-flavored snacks, frozen waffles, cookies, and crackers. Kellogg manufactures its products in 17 countries and sells its products in over a hundred countries. The sales of core products, like cereal, has declined over time in major markets like the United States and Europe. Cereal was a convenient food for breakfast, but now consumers do not have time to “sit down with a bowl, milk, and spoon.” Snacks have become a core product for the company. Kellogg acquired Pringles to expand its market share in international snacks. Kellogg’s investors were pleased with the acquisition. Mr. Bryant paid for Pringles acquisition at a high price of $2.7 billion versus $950 million of Diamond’s deal, because he speculated Pringles would help Kellogg increase profits. Kellogg has faced intense competition from GM & Ralston, Quaker, Post & Nabisco, etc.. Knowledgeable consumers and nutritionists criticized the high caloric content and use too much of salt in Kellogg’s cereals. Mr. Robert Dickerson, Kellogg’s consumer research analyst, believed that the company should refresh its entire portfolio to attract consumers by changing its image on packaging and rebranding the products. Problem statement: Kraft is refocusing their production toward snacks, and Kellogg can face intense competition. Kellogg’s core market sales, profit, and share price have declined. Kellogg must find a solution to increase its sales and to stay competitive in the U.S. and Europe.
Alternative solution: Due to “increasing scrutiny of Kellogg's healthy-eating credentials from ever-more savvy consumers, the company may yet have to more to work to do on its brand.” 2 Kellogg should change its ingredients. Because of high demand for healthy foods, Kellogg should create new products with more fiber and less calories. It also needs to lower the sugar and salt content in new products.
Kellogg’s sales have increased in snacks like Cheez-It crackers, Rice Krispies Treats, and Nutri-Grain Bars, but cereal sales have decreased in the U.S. and Europe. Therefore, Kellogg should decline its breakfast cereal product line and manufacture more snacks.
The ultimate solution needs to focus on two conditions: (1) satisfying the modern lifestyle convenience and (2) providing healthy products according to the nutritionists’ criteria. Brand Keys researched the Customer Loyalty Engagement Index of both cereals and snacks and results showed that, “for snacks, the most important contributors are brand trust and appeal for the whole family. In the cereal category, however, it’s all about the brands that help you maintain your lifestyle.” 3 The research demonstrates that snacks have more brand-loyal customers than cereals. In response, Kellogg should make a “structural decline in breakfast cereals”1 and focus on snack product. kellogg acquired Pringles was the right decision, but Pringles alone is unable to turn around Kellogg’s future sales. “The company needs to integrate Pringles and come up with a creation of a brand that it can grow sales.” 1 Kellogg needs to create its own snack brand. Kellogg’s ardent R&D with 400 scientists, engineers, and technicians is feasible to introduce a new strong snack brand.
Kellogg should lower the salt and sugar content in its cereals and snacks to avoid criticism from health advovates. The consumers who prefer sweet cereals may not change their habit immediately and completely switch to the new cereals with less sugar. It will take time for consumers to comprehend which products are truly good for their health. Using Kellogg’s existing capacity to produce the new products, it will not cost too much rather than to refresh its products by changing packages and images. Refreshing product branding will not satisfy the two conditions mentioned above.
Intermediate metrics: Kellogg should conduct a survey