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Case collection: MIT Sloan School of Management

About MIT Sloan School of Management

MIT Sloan is a different kind of management school. It’s not iterating on a better widget or cashing in on the latest business fad. It’s not talking about management in the abstract.

As part of the world’s leading research institution, MIT Sloan brings together today’s brightest minds to tackle global challenges. For real.

At the intersection of business and technology, MIT Sloan explores the future of work. It launches companies that kick start local economies in the developing world. It retools systems to make health care work better and to engage people around the world in addressing climate change.

For students , this means different kinds of opportunities. Hands-on learning. Global experience. And a relentless focus on impact.

For faculty , this means different fields of research. New work in emerging areas that don’t fit into existing departments. And colleagues across MIT.

For alumni , this means a vibrant global network of like-minded innovators, ready to help you advance your career and turn your vision into reality.

For organisational leaders the world over, this means a wellspring of ideas and talent. Brilliant minds. Practical problem-solvers. Meaningful research. And tools you can apply to your own work.

MIT Sloan. Ideas made to matter .

About the collection

Case studies are narratives that facilitate class discussion about a particular business or management issue. Teaching cases are meant to spur debate among students rather than promote a particular point of view or steer students in a specific direction.

Some of the case studies in this collection highlight the decision-making process in a business or management setting. Other cases are descriptive or demonstrative in nature, showcasing something that has happened or is happening in a particular business or management environment.

Whether decision-based or demonstrative, case studies give students the chance to be in the shoes of a protagonist. With the help of context and detailed data, students can analyse what they would and would not do in a particular situation, why, and how.

Since 2009, the MIT Sloan School of Management has provided open and free access to its case study collection. Every case carries a creative commons license allowing it to be downloaded, copied, and distributed/used free of charge by anyone worldwide, no permission required. While this collection covers a wide array of industries, companies, and organisations, it focuses mainly on areas in which MIT Sloan’s innovative research and teaching are world renowned.

MIT Sloan Management Review

At MIT Sloan Management Review (MIT SMR) they share with their readers an excitement and curiosity about how the practice of management is transforming in the digital age. The MIT SMR expert contributors help leaders explore the trends that are shaping how organisations operate, compete, and create value in a technology-fuelled world. They deliver the kind of evidence-based analysis and practical insight that will inspire leaders to do great work.

Collection contact

For any queries related to the MIT Sloan School of Management case collection, please contact:

Cate Reavis e [email protected] t +1 617 253 3673

Browse the case collection Browse prize-winning cases Browse MIT SMR articles

Available from The Case Centre

The MIT Sloan School of Management’s collection of over 60 cases, and their accompanying instructor materials and software, is available from The Case Centre.

Also available are over 1,700 articles from MIT Sloan Management Review .

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Top ten bestselling cases

Browse the top ten bestselling cases from MIT Sloan School of Management in 2022.

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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’.

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An MBA in Entrepreneurship: How and Why to Use the MBA

Are you itching to start your own company and wondering whether an MBA in entrepreneurship can help you achieve that dream? Entrepreneurship is a hugely popular course of study at elite business schools. Stacy Blackman herself is a serial entrepreneur, and SBC supports young professionals aspiring towards careers with purpose, passion, and meaning.

Today, we’re sharing insights from e ntrepreneur and current Kellogg School of Management student Karen Desai. She is a former SBC client who partnered with senior admissions consultant Caryn for comprehensive services. Karen’s advice couldn’t have come at a better time.

Young professionals, and especially women of Asian and South Asian cultural origin, need to hear her affirming message of “Just go for it.”

As her SBC consultant shares, “Karen’s rich background of unique experiences enabled us to put forth compelling insights of what she could add to her MBA program. I was so thrilled that Kellogg recognized her strong potential and can’t wait to see her future successes!”

Karen’s reflections on the MBA application process and her professional journey will surely inspire future entrepreneurs. Enjoy!

Is an MBA in entrepreneurship on your radar? Are you curious about what programs are right for you? Request a free analysis of your MBA candidacy here .

You recently launched an entrepreneurial endeavor, after which you applied for the MBA at Kellogg. You wrote in your Kellogg essays about how this is the ideal time to attain the MBA degree. What inspired you to take your entrepreneurial vision to the MBA program at Kellogg?

My company LUKH is an online rental service dedicated to making South Asian fashion accessible and affordable in the U.S. I launched the company in early 2020, and the momentum with customers and potential investors was exciting. However, once the pandemic hit, events were postponed, customers canceled dress orders, and investors became hesitant.

Initially, I panicked and considered getting another job. However, the time given to me during the pandemic allowed me to step back and self-reflect on what I could do to effectively grow my entrepreneurship skills and develop as a leader.

I decided there was no time like the present to attain an MBA. I view the Kellogg MBA as my vehicle to personally grow and professionally relaunch LUKH in a post-COVID world.

Coming with seven years of marketing experience, I had followed and loved the marketing professors and courses Kellogg offered. And most importantly, I was excited by the entrepreneurship pathway’s courses (new venture development, new venture launch, and the famous class launching and leading start-ups taught by Carter Cast). I really wanted to learn these course concepts and apply them first hand to my business.

How do you view the MBA at Kellogg as supportive of your entrepreneurial growth?

As a young start-up founder, the expert guidance from Kellogg’s entrepreneurship program and professors immediately attracted me. I was looking for mentorship and entrepreneurial support and felt I could find that through Kellogg’s initiatives, including the Zell Fellowship, The Garage, Kellogg’s entrepreneurship organization, and the Kellogg Innovation and Entrepreneurship program.

As planned, I am now co-running my business while directly applying my learnings from the Kellogg MBA experience in real-time.

Did your application efforts help refine your professional plans so you could start Kellogg with greater focus? If so, how?

Writing my application and working with Caryn empowered me to self-reflect and better understand what was most important to me and why. It helped me realize that I have a true love for marketing. But what really excites me is entrepreneurship and learning from the success of other business owners and venture capital firms.

Business school can be fast-paced and overwhelming, with so many class options and extracurriculars to try. It can be easy to lose sight of what you came to school for.

As a result, I find it incredibly valuable to read my application at least once a quarter to remember why I’m here and what I hope to achieve in my short time here.

Have you met with other entrepreneurs at Kellogg yet? Do you have a sense of how common entrepreneurial aspirations are for the students at Kellogg? Have you heard of professors with start-up interests?

As a resident of The Garage, a member of the Kellogg Entrepreneurship Organization, and a student in the Entrepreneurship launch-pad courses, I’ve had the opportunity to meet, brainstorm, and commiserate with many other entrepreneurs at Kellogg.

We may be focused on different industries or business models, but we are all going through similar challenges, especially during COVID. Consumer behaviors and investor relations are unpredictable right now, and I’m so grateful to have a community to navigate all of this through.

Your journey, including your LUKH start-up, has been inspired by cultural awareness. Tell us about how cultural understanding is influencing your Kellogg experience so far.

I am a first-generation South Asian, and my parents immersed me in the culture while growing up. That exposure fueled my passion for Indian dance, music, holidays, and more. This is what inspired my entrepreneurial spirit for LUKH. I am grateful to draw from my heritage to democratize South Asian culture by guiding consumers of all different backgrounds to find the perfect outfit to wear to Indian wedding festivities.

So far at Kellogg, I have experienced many exciting cultural events through clubs and making friends from all around the world. This spring, I’m looking forward to LUKH running a fashion show as part of India Business Club’s Bollywood bash.

In refining my LUKH business goals since starting Kellogg, I was able to do a lot of hypothesis testing in my New Venture Development class. I learned that most of my customers are non-Indian, so offering a service to provide cultural guidance really resonates. As a result, moving forward, I hope that LUKH will be not only a rental service for fashion but also a cultural concierge service.

What general advice do you have for applicants who seek an MBA in entrepreneurship?

Entrepreneurship is what you make of it. If you take classes, you’ll learn how to do customer discovery, hypothesis test, build a financial model, and effectively market your business. The courses teach you the fundamental concepts and offer success/failure stories for learning.

However, it’s really up to you to take it a step further. I would encourage anyone pursuing an MBA in entrepreneurship to spend time networking with other entrepreneurs in their class as well as with alumni. That’s the best way to learn and find opportunities to grow.

Do you have any specific advice for young start-up founders who want to use the MBA to launch, relaunch, or grow?

To me, the best time to start running a business is while getting your MBA. It’s a safe two years, and you should be taking risks! Take as many courses as you can and network as much as possible with fellow entrepreneurs and professors.

Then, apply your learnings from class in real-time to your business. And I think it’s crucial to remember that it’s okay to fail or to pivot because it’s all a learning experience in these two years.

Thank you so much, Karen for sharing your MBA in entrepreneurship story with our readers! Curious what MBA programs are right for you? Request a free analysis of your MBA candidacy here .

SBC’s star-studded consultant team is unparalleled. Our clients benefit from current intelligence that we receive from the former MBA Admissions Officers from Kellogg, Booth and every elite business program in the US and Europe. These MBA Admissions Officers have chosen to work exclusively with SBC.

Just two of the many superstars on the SBC team: Meet Beth who held the position of Director of Admissions for Kellogg’s Full Time MBA program selecting candidates for the 2-year, 1-year, MMM and JD MBA programs.

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B-schooled podcast episode #151: using an mba in education–a conversation with recy dunn.

For this episode of B-Schooled, we sit down Recy Dunn. Recy currently serves as the CEO of Ascend Public Charter Schools and oversees a network of 16 schools serving 6,000 students in grades K-12 ... →

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Understanding the pandemic’s lasting impact on real estate.

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Where can I find MBA Consulting Casebooks?

Below, you will find links to download MBA consulting casebooks from 23 different business schools. These casebooks will provide you with over 700 practice cases that you can use to hone your case interview skills.

The year indicates when the consulting casebook was published. Some consulting clubs publish a new casebook each year while others may use the same casebook for multiple years. Therefore, even the older casebooks can still contain valuable practice cases.

What are Consulting Casebooks?

Consulting casebooks are documents that MBA consulting clubs put together to help their members prepare for consulting case interviews. Consulting casebooks provide some case interview strategies and tips, but they mostly contain case interview practice cases.

While consulting casebooks contain tons of practice cases, there is quite a bit of variety in the sources and formats of these cases.

Some practice cases are taken from actual consulting interviews given by consulting firms. These are the best types of cases to practice with because they closely simulate the length and difficulty of an actual case interview. Other practice cases may be written by the consulting club’s officers. These cases are less realistic, but can still offer great practice.

The formats of the practice cases in consulting casebooks also vary significantly.

Some practice cases are written in a question and answer format. This type of format makes it easy to practice the case by yourself, without a case partner. Other practices cases are written in a dialogue format. These cases are better for practicing with a case interview partner.

How do I use Casebooks to Practice Case Interviews?

How you should use consulting casebooks depends on whether you are practicing cases by yourself or practicing cases with a case partner.

Practicing Cases by Yourself

If you are trying to practice cases by yourself, you will need to find cases that are written in a question and answer format. Only in this format can you read the question, answer it, and then move onto the next question without getting any case spoilers.

To practice cases by yourself, read the case background. Then, summarize the case information out loud, verify the objective to yourself, and then ask clarifying questions out loud.

You likely won’t be able to answer any questions that you have by yourself, but talking to yourself out loud is good practice because it simulates what you would do in a real case interview.

Afterwards, take a few minutes to write out your case interview framework. Treat this like a real case interview, so don’t give yourself unlimited time to think about how you would structure your approach. When you have your framework written out, talk through it like you are explaining it to an interviewer.

Next, move onto the first case question. For each case question, talk through your thinking out loud as if you were in a real interview. If there is math involved, make sure you talk through your calculations out loud.

Once you have finished answering each case question, provide your final recommendation out loud. Make sure to suggest potential next steps.

Now that you have finished the case, you can review your answers and compare them to the sample answers. Try to identify areas of improvement or things that you could have done better.

For a comprehensive guide on how to practice case interviews by yourself, without a case partner, read this article .

Practicing Cases with a Case Partner

If you are practicing with a case partner, decide who is going to be giving the case and who is going to be receiving the case.

If you are giving the case, read the entire case information carefully. It may be helpful to read through everything twice so that you are familiar with all of the information and can answer any question that your partner asks you to clarify.

As the person giving the case, you need to be the case expert.

You should become familiar with the overall direction of the case. In other words, you should know what the major questions of the case are and what the major areas of investigation are. This will help you run the mock case interview more smoothly.

Depending on whether you want the case interview to be interviewer-led or candidate-led, you will need to decide how much you want to steer the direction of the case.

If your partner gets stuck and is taking a long time, you may need to step in and provide suggestions or hints. If your partner is proceeding down a wrong direction, you will need to direct them towards the right direction.

Caveats to Using MBA Consulting Casebooks

In general, MBA consulting casebooks are great resources because they are free and provide tons of practice cases to hone your case interview skills. However, there are several caveats that you should be aware of.

1. Similarity to Real Case Interviews

Some cases in MBA consulting casebooks are not representative of actual case interviews because they are written by consulting club officers instead of interviewers from consulting firms.

For example, some cases may be too short or too long in length. Some cases could also be too technical or may require you to have specialized knowledge. If you come across a case that is way too complicated or way too simple, keep in mind that the case may not be representative of an actual case interview.

2. Quality of Sample Answers

While consulting casebooks provide sample solutions, these answers are often not the best or highest quality answers. If you use the answers in casebooks as your benchmark for what a great answer looks like, you may not be learning the best way to answer case interview questions.

3. Ease of Use

Consulting casebooks are all written in different formats and by different people. Therefore, it can be challenging to find cases that you can consistently use to practice cases by yourself or with a partner.

Case information may be written in an unorganized way. The main questions of the case may be hidden in the case background information or in the answers. You’ll have to learn the best way to read and digest each case in each casebook.

If you are looking for the highest quality cases to practice with, we recommend using the cases in our comprehensive case interview course or in our case prep books . These cases have detailed, step-by-step solutions and are specifically written in a format such that you can practice them by yourself without a partner.

These are the case interview prep resources we recommend:

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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.

Kellogg’s Case Study – New New Products From Market Research

Introduction

The Kellogg Company is the world’s leading producer of cereals. Its products are manufactured in 18 countries and sold in more than 180 countries. For more than 100 years, Kellogg’s has been a leader in health and nutrition through providing consumers with a wide variety of food products. These are designed to be part of a

balanced diet and meet the different tastes of consumers. Kellogg’s focuses on sustainable growth . This involves constantly looking for ways to meet consumer needs by growing the cereal business and expanding its product portfolio. Market research is a specific area of marketing that informs businesses like Kellogg’s about the things consumers need, how best to design products to answer those needs and how to advertise those products to consumers. Market research goes

beyond finding out what consumers are thinking today. It can identify what consumers might want in the future. In this way market research helps a business to make more informed choices.

This reduces the risks for any new product development (NPD) . It also increases the likelihood that products will be well received by consumers when they are launched. Kellogg’s launched Crunchy Nut Cornflakes in the UK in 1980. Since then, it has become one of the most important brands for Kellogg’s with a sales value of £68 million*. In 2003 the Crunchy Nut brand created a brand extension . This involved using the Crunchy Nut name to launch a new product called Crunchy Nut Clusters. This variant has two varieties, Milk Chocolate Curls and

Honey and Nut. Both of them have enabled the brand to reach a wider group of consumers. This brand extension is now worth £21 million in annual value sales.*

This case study focuses on the importance of market research during the development and launch of Crunchy Nut Bites, a more recent extension to the Crunchy Nut brand. The objective of this innovation was to provide a new flavour and texture for consumers, helping Kellogg’s extend its share of the breakfast cereals market.

Why carry out market research?

Many organisations are described as product orientated . This means they develop a product and then look for a market to sell to. Kellogg’s is market orientated . This means that the whole organisation focuses on the needs of its consumers. It is therefore essential that it identifies and anticipates changing consumer needs before the development of new products. Market research adds value to businesses like Kellogg’s by identifying consumers’ needs. It helps Kellogg’s to plan ahead, for example, looking at what products or extensions it should develop and for whom. It focuses the business on the needs of its consumers. An organisation that does this can improve its

competitive advantage .

In an established market, such as breakfast cereals, there is little room to increase the overall sales in the market. Kellogg’s is therefore always looking for ways to strengthen its own portfolio. Designing new products is a good way of doing this. However, this can take a long time and may involve considerable costs. In addition to the resources required during development, suppliers must produce an advertising campaign to raise awareness of the product among consumers and encourage retailers to stock the product. Launching a new product can be a risky business. Of the hundreds of products launched every year in consumer goods markets, very few reach significant market share. In order to reduce risks, market research is, therefore, essential. A product extension is a less risky way of increasing market share by providing consumer products with new features under an existing brand. New product extensions give more choice to consumers and help them to feel more favourably about the existing brands.

Types of research

To develop a new Crunchy Nut brand extension, Kellogg’s commissioned primary research . This is research gathered firsthand to answer questions that are specific to the project.

Although primary research is often time-consuming and expensive, it is considered as a reliable source of information because it is directly from the consumer and is specifically designed to meet the objectives of a project. There are a number of different ways of collecting primary data. Sometimes agencies are employed to

collect data using, for example, street interviews or a questionnaire.

This is a systematic list of questions that obtain feedback from the consumers. For the development of Crunchy Nut Bites, Kellogg’s used various different methods of primary data collection.

Primary market data may involve qualitative research or quantitative research . Both types of data are valuable in understanding what consumers want or need. Qualitative data is concerned more about opinions, feelings and attitudes.

Quantitative data is in numerical form and is usually gathered from a large sample of respondents. Qualitative research establishes a conversation with consumers.

It prompts consumer reaction to, for example, a new product idea and helps researchers understand what they think of it, how it makes them feel, why they find it interesting or not. Qualitative research may be obtained through focus groups , where a moderator captures feedback from a group of six or seven consumers to the ideas shown to them. Those ideas may take the format of drawings or having new food prototypes to taste.

Quantitative research may use questionnaires administered to large numbers of respondents. This allows statistical analysis, such as the calculation of a mean score or percentages. It aims to give a representative picture of what consumers think of a new product idea or a new (real) food. It may involve the use of scales,

so numbers get associated with a particular meaning – for example, on a evaluation scale of 1 to 7, where 1 means ‘very poor’ and 7 means ‘excellent’. Crucially those numbers need to be interpreted to enable the business to understand the consumer’s overall response. In addition, Kellogg’s used secondary research which is existing research that has already been collected by other organisations. Sources of secondary data include books, journals, the internet and government statistics. Market research agencies collect a range of data which they process and use to provide organisations like Kellogg’s with research. The benefits of secondary research are that it is quicker and often less expensive than primary, although it may not always be completely related to the needs of a specific project.

Information gathering – discovery to selection

For Kellogg’s, the order in which the information is gathered is as important as the type of information being gathered. In order to develop the new Crunchy Nut Bites, Kellogg’s undertook four distinct stages of research.

Stage 1: Discovery

Initial research aimed to identify a set of new food ideas that would be suitable for developing a new Crunchy Nut product. Secondary research from Mintel and Datamonitor was used tofind out about innovation trends in the cereal market. It was also used to find out about new products, flavours and foods from around the world. Food developers at Kellogg’s used this information to come up with a number of new food ideas.

Focus groups were used to provide qualitative research. These were used to show consumers the new food ideas in the form of a number of different (real) food prototypes, including a mini crispy lattice product and a nutty triangle. The focus groups captured the attitudes and feelings of consumers towards the new foods. This primary research helped Kellogg’s to find out how new product suggestions could be developed and still fit in with the Crunchy Nut brand. It helped Kellogg’s to establish what consumers were looking for in terms of potential new flavours and textures.

The results allowed Kellogg’s to discard some ideas. Other ideas were appealing for consumers but needed refining and further development. At the end of this stage, Kellogg’s had a number of new food ideas that all seemed to appeal to consumers.

Stage 2: Selecting the best idea

This stage aimed to select the best idea arising from the stage 1 research. Kellogg’s put the ideas from the focus group on boards. The boards had pictures showing product ideas and a description of what the new product would be like. These boards were then shown to a large group of representative consumers in a quantitative survey. They were asked to rate those ideas against a number of scales, so Kellogg’s could identify which product ideas consumers liked best or disliked. The quantitative data created specific statistical information that indicated that a new Crunchy Nut Bites idea was perceived as the most appealing amongst all the ideas tested.

Information gathering – development to launch Stage 3: Crafting the idea into a complete new product

Once the best idea had been selected from stage 2, Kellogg’s needed to make this idea become a real product. The Crunchy Nut Bites food prototype recipe was refined using the feedback from another qualitative and quantitative survey.

The qualitative research helped Kellogg’s food technologists to explore the taste and texture of the new food idea in more detail. Kellogg’s needed to understand the ‘eating experience’ of the consumer before a decision could be made about how to develop the recipe in more detail. Following this stage, four product recipes were developed and these prototypes were then tested with representative groups of consumers in a quantitative survey to see which product consumers preferred. This enabled Kellogg’s to select the best one.

Also, at this stage, the pack design for the new Crunchy Nut Bites was developed. Several designs were developed aimed at giving the new product the same look and feel as the rest of the Crunchy Nut family. The packaging designs were tested with consumers, which enabled Kellogg’s to select the final packaging design for Crunchy Nut Bites

Stage 4: Forecasting sales for the new Crunchy Nut Bites

At Kellogg’s, every product has to undergo one final test prior to a new product launch. This is called the ‘In Home Usage Test’. The consumers are given the product to try for several days and this enables Kellogg’s to capture how consumers interact with the product for the first time. At the end of the trial, consumers complete a report on what they thought of the food in the form of

a questionnaire. This final survey measures how appealing the new product i

The data collected also helped to calculate a sales forecast for the new product for the first and second year in market. The forecast was used by the finance department to set budgets , organise the supply chain and to schedule food production. Once the data was analysed and the product concept tested, Kellogg’s was able to make the strategic decision to go ahead with the new product.

Production could then take place.

Kellogg’s used market research throughout the whole development process for a new product for the Crunchy Nut range, from the initial idea to the planning of production and delivery. During the earlier stages of research, consumer responses helped Kellogg’s to explore lots of different ideas in an open way. It then crafted some ideas in more detail and screened those ideas with consumers to select the one which seemed to have the highest appeal.

The idea became real by testing several recipes, refining the food prototype selected and developing the design for packaging. Once the food and packaging elements for the new product had been developed, the whole product was tested with consumers to ensure it met their needs. The data also provided a sales forecast

to predict the first two years of sales of Crunchy Nut Bites.

Crunchy Nut Bites has extended the Crunchy Nut family of products. In doing so it has brought new consumers to the brand and increased its consumption. Kellogg’s launched Crunchy Nut Bites in September 2008. Sales data shows it was one of the best performing brands to launch in the breakfast cereal category with a sales value of £6.9 million in its first full year of sales.* This illustrates that the detailed market research undertaken during the planning stages was valuable. It helped to ensure that the product extension hit the spot with consumers straight away.

Budgets: Financial plans for the future that show where costs and revenues will

come from. Supply chain: The chain of processes linking the manufacture of products with physical distribution management so that goods are moved quickly and efficiently through various processes to meet consumer needs.

Kellogg School of Management - Northwestern University

Kellogg School of Management is the business school for Northwestern University. Northwestern is considered to be among the most distinguished universities in the world. Kellogg School of Management is associated with multiple researchers who have made significant contributions in marketing and decision sciences.

Kellogg Business School also helped found the Association to Advance Collegiate Schools of Business. This organization sets the standards of accreditation for business schools. The business school was one of nine business schools that worked to establish the Graduate Management Admission Test (GMAT). Today, thousands of graduate business schools use this test as part of their selection criteria.

Kellogg Business School alumni include CEOs of leaders of Fortune 500 companies such as Allstate, DuPont, ExxonMobil, Kraft Foods, Mattel, Motorola, Target Corporation, and Union Pacific Corporation.

Kellogg School of Management Overview

In this section, we’ll cover an overview of the Kellogg School of Management including ranking, course information, and tuition cost.

School Rank according to US News: #4 Course Duration: 1-year and 2-year, full-time and part-time Median GMAT: 727 GMAT Range: 630 – 780 Approx. Class Size: 661 Avg. Work Experience: 5 Tuition Cost (per year): $76,638 Average Age of Student: Not listed Average Salary: $143,838 Consulting Average Salary: $156, 626 % Employed after 3 months: 94.9% Locations: Evanston, Illinois

Kellogg School of Management History

The Kellogg School of Management was founded in 1908 as the School of Commerce at Northwestern University. The school started offering an MBA degree in 1920. The program drew close to 400 students in its first two years. In 1965, Kellogg became the first business school to offer a 1-year MBA program.

In 1969, Kellogg Business School ended its MBA program to offer a Master’s of Management degree instead. The school hoped to meet the increasing demand of businesses for managers with analytical and behavioral skills. Thirty years later, Kellogg returned to offering a traditional MBA.

John L. and Helen Kellogg gifted the school $10 million in 1979. He was the son of well-known businessman, W. K. Kellogg, who founded the Kellogg Company and the Kellogg Foundation. The school was renamed the J.L. Kellogg School of Management in his honor. The gift enabled the school to expand its research and teaching programs considerably. In 2001, the name was shortened to the Kellogg School of Management.

Degrees Offered

Program Details

Are you divided into cohorts? Yes

The Kellogg School of Management curriculum consists of team projects, case studies, lectures, and experiential learning. The year is divided up into quarters. Two-year MBAs take classes during the fall, winter, and spring quarters, then usually complete an internship in the summer. One-year MBAs take courses during all four quarters.

Upon arriving in the fall, students are divided into cohorts of 75. From there, they are also divided into smaller study groups within their courses.

The first year of business school at Kellogg is spent completing 9 core classes. This fulfills half the 20.5 courses required at graduation. Core courses cover fundamental business principles and consist of accounting; management and organizations; marketing; finance; managerial economics; decision sciences; operations; and management and strategy.

Before second year, students have to take a Leadership and Crisis Management course. During second year, students can choose which elective courses they want to take to complete their degree program. In addition to a wide range of electives, over 1,000 experiential learning opportunities are available for students to choose from.

Students can complete a specific major or earn an MBA in General Management. Majors include Accounting, Economics, Finance, Marketing, Managing Organizations, Management Science, Operations, and Strategy. Eighty percent of students choose to complete coursework for two majors.

Students are able to complete a dual or joint degree at Kellogg. A JD/MBA is available in partnership with the Northwestern School of Law. An MBA and M.S. degree in Design Innovation is offered in partnership with the Segal Design Institute. Students can also pursue a joint degree, an MBAi, with the McCormick School of Engineering in business and science.

Can you do a joint degree while at the school? Ex: MBA/MD between HBS and Harvard Medical School : No

What Makes Kellogg School of Management Unique?

Kellogg MBAs can choose from over 100 clubs. Clubs cover a variety of industries, geographical locations, and student interests. One of the largest clubs at Kellogg is the Consulting Club which exists to give students the resources they need to break into this field. Other clubs include the Asian Management Association, Finance Club, Jewish Business Association, Women’s Business Association, and Ski and Snowboard Club.

KWEST Worldwide Experience & Service Trips are unique to Kellogg. Over 80% of the incoming class normally participates. Students choose from 35 different trips to places like Japan, Egypt, Iceland, Italy, Peru, Alaska, Hawaii, or Yosemite National Park.

Students and faculty host several conferences throughout the year at Kellogg. The school brings in speakers and facilitates discussion around a variety of topics from tech to healthcare. The Annual Kellogg Marketing Competition is one of the most well-known competitions in the program. Students take turns pitching product ideas to the Kellogg community.

According to The Economist , students gave professors at Kellogg a 4.69 out of 5.

What is the Kellogg School of Management campus like?

The Kellogg Business School’s home is the Global Hub, a 415,000-square-foot building located next to Lake Michigan. This facility contains classrooms, faculty spaces, and an auditorium that seats 300. The Galvin Family Design Wing and Conference Center houses spaces for experiential learning.

Kellogg School of Management is located on the Northwestern University campus in Evanston, just 12 miles north of Chicago. Evanston features lake-front beaches, restaurants, cafés, shops, and theaters.

Chicago is home to world-renowned architecture in addition to parks, museums, and restaurants. Downtown Chicago is also home to the Loop, one of the largest business districts in North America. Northwestern University also has a campus in downtown Chicago. The evening and weekend MBA programs for Kellogg are located on this campus in Wieboldt Hall.

Notable Alumni

James L. Allen and Edwin G. Booz – Founders of Booz Allen Hamilton Arthur E. Andersen – Founder of Arthur Andersen Tony Vernon – CEO of Kraft Foods Brad Blum – CEO of Emeritus, Burger King Malika Chopra – President of Intent Kushagra Bajaj – CEO of Bajaj Hindusthan Roshni Nadar – CEO of HCL Christopher Galvin – Former CEO of Motorola

Kellogg Employment Report

According to the 2021 Kellogg Employment Report , the average salary for MBAs was $143,838. The average salary for consultants was almost $13,000 above that at $156,626. One third of Kellogg MBAs landed jobs in the consulting industry.

Ninety-six percent of Kellogg MBAs were offered a job within three months of graduation. Ninety-five percent of Kellogg MBAs accepted employment.

To find out what the prospects are for you to break into consulting from Kellogg School of Management, see our breakdown of the Kellogg Employment Report here .

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case study on Kellogg's - Business/Marketing bibliographies - in Harvard style

These are the sources and citations used to research case study on Kellogg's. This bibliography was generated on Cite This For Me on Saturday, October 10, 2015

Kellogg's Official Website | Breakfast, Snacks, Recipes, Cereal

In-text: (Kellogg's Official Website | Breakfast, Snacks, Recipes, Cereal, 2015)

Your Bibliography: Kelloggs.com. 2015. Kellogg's Official Website | Breakfast, Snacks, Recipes, Cereal . [online] Available at: <http://www.kelloggs.com> [Accessed 10 October 2015].

Marketing management

2000 - prentice hall - upper saddle river, n.j..

In-text: (Kotler, 2000)

Your Bibliography: Kotler, P., 2000. Marketing management . Upper Saddle River, N.J.: Prentice Hall.

Leonard, J. K.

Management controls and marketing planning, 1980 - industrial marketing management.

In-text: (Leonard, 1980)

Your Bibliography: Leonard, J., 1980. Management controls and marketing planning. Industrial Marketing Management , 9(1), pp.85-86.

Starcevic, S.

Research of brand personality concept in marketing, 2013 - marketing.

In-text: (Starcevic, 2013)

Your Bibliography: Starcevic, S., 2013. Research of brand personality concept in marketing. Marketing , 44(2), pp.149-172.

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The Kellogg case collection contains more than 500 cases, plus their related teaching notes, technical notes and supplementary materials. All Kellogg cases are taught in the classroom before being added to the collection.
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Business Case Studies. 11.8 C. London. Monday, March 13, 2023. Subscribe; Write For Us; Contact Us; My account. Access account. ... Schools and Colleges. Students and Teachers. Studying. Studying Internationally. Universities. Writing Services. ... The Kellogg Company is the world's leading producer of cereals. For more than 100 years ...
Case collection: MIT Sloan School of Management
Collection contact. For any queries related to the MIT Sloan School of Management case collection, please contact: Cate Reavis. e [email protected] t +1 617 253 3673. Browse the case collection Browse prize-winning cases Browse MIT SMR articles.
Cases
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Case Study
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 ...
An MBA in Entrepreneurship: How and Why to Use the MBA
Entrepreneurship is a hugely popular course of study at elite business schools. Stacy Blackman herself is a serial entrepreneur, and SBC supports young professionals aspiring towards careers with purpose, passion, and meaning. Today, we're sharing insights from e ntrepreneur and current Kellogg School of Management student
Kellogg Insight
Find tools to grow your career and business here. Kellogg Insight is the research & ideas magazine of Kellogg School of Management at Northwestern University. Find tools to grow your career and business here. ... We prefer to work for people who can make themselves vulnerable, a new study finds. But there are limits. Careers Don't Panic ...
23 MBA Consulting Casebooks with 700+ Free Practice Cases
These casebooks will provide you with over 700 practice cases that you can use to hone your case interview skills. Australian Graduate School of Management (2002) Booth (2005) Columbia (2007) Darden (2019) ESADE (2011) Fuqua (2018) Goizueta (2006) Haas (2019) Harvard Business School (2012) Illinois (2015) INSEAD (2011) Johnson (2003) Kellogg (2012)
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 Case Study
In order to develop the new Crunchy Nut Bites, Kellogg's undertook four distinct stages of research. Stage 1: Discovery Initial research aimed to identify a set of new food ideas that would be suitable for developing a new Crunchy Nut product.
Kellogg School of Management
Kellogg Business School alumni include CEOs of leaders of Fortune 500 companies such as Allstate, DuPont, ExxonMobil, Kraft Foods, Mattel, Motorola, Target Corporation, and Union Pacific Corporation. ... case studies, lectures, and experiential learning. The year is divided up into quarters. Two-year MBAs take classes during the fall, winter ...
case study on Kellogg's
Management controls and marketing planning 1980 - Industrial Marketing Management In-text: (Leonard, 1980) Your Bibliography: Leonard, J., 1980. Management controls and marketing planning. Industrial Marketing Management, 9 (1), pp.85-86. Journal Starcevic, S. Research of brand personality concept in marketing 2013 - Marketing
Why Kelloggs Failed ?
Why Kelloggs Failed ? | Kellogs Fall & Rise Business Strategy | Business Case Study | Kelloggs Business Case Study Apply Now for the #JeetegaSparkHi Scholars...
Kelloggs Case Study Analysis and Case Solution
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