What are the pitfalls in strategic planning

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Reference no: EM131063678 , Length:

Topic of "Business Strategy and Policy "

Part -1:

CASE STUDY: KELLOGG

Kellogg is a global company committed to building long-term growth in volume and profit and to enhancing its worldwide leadership position by providing nutritious food products of superior value. Kellogg is headquartered in Battle Creek, Michigan, where the company was started in 1906. Kellogg's common stock is traded on the New York Stock Exchange under the symbol K. Kellogg is the world's largest producer of ready-to-eat cereals and a leading producer of cookies and snacks, also known as convenience foods.

Kellogg manufactures products in 17 countries and markets them in over 180 countries. Kellogg has a long history of international operations. It started marketing its products in Canada, England, and Australia before World War II and then entered the Latin American, European, and Asian markets. Despite its emphasis on international operations, Kellogg receives about two-thirds of its sales and pre-tax income from North America.

Kellogg's primary competition in ready-to-eat cereals comes from General Mills, headquartered in Minneapolis, Minnesota. Kellogg also competes with the Post unit of Kraft Foods and the Quaker Oats unit of PepsiCo in the ready-to-eat cereal market. General Mills' Cheerios is the world's best selling cereal. When Kellogg's market share briefly fell behind that of General Mills in 2001, Kellogg responded quickly to regain the lead. Kellogg's primary competitors in convenience foods are the Frito- Lay unit of PepsiCo and the Nabisco unit of Kraft Foods. Frito-Lay is the largest maker of salty snacks (Lay's potato chips, Doritos) while Nabisco is the largest maker of cookies and crackers. Thus in each of its major product lines, Kellogg faces firms that are at least as large as it is and have the resources to spend to grow their brands, develop new products, and make acquisitions. Kellogg also faces competition from vastly improved store brand products which sell for less than brand name products since they don't require much spending for advertising or promotion.

Until the 1980s, Kellogg distributed its products through grocery stores and was largely able to set its own price. Now Kellogg's largest customers are cost-conscious discount merchandisers such as Wal-Mart and Target. Since Wal-Mart and Target are much larger than Kellogg, they can exert pricing pressure on Kellogg. Wal-Mart accounted for 14 percent of Kellogg's sales in 2004, up from 12 percent in 2002.

One of Kellogg's ongoing problems is that most of its best known products (Corn Flakes, Rice Krispies, Bran Flakes) were developed over 50 years ago. Its last major in-house product was Pop-Tarts, developed in the 1960s.

Kellogg in 2006 is further reducing and eliminating the trans fatty acids and saturated fats in its products by using genetically modified soybeans. The company has begun to use Vistive, an oil made from St. Louis-based Monsanto Co.'s genetically modified soybeans that is low in linolenic acid, an essential fatty acid. Kellogg is one of the first large food manufacturers to use the oil to lower levels of trans fat and saturated fats in its products. Due to a shortage of soybean oil that is low in linolenic acid, Kellogg will also work with the Bunge/DuPont Biotech Alliance to increase production of Nutrium, another low-linolenic soybean oil made from genetically modified soybeans. Kellogg will begin using Nutrium in 2007.

In January 2006, shares of breakfast cereal maker Kellogg Co. climbed to over $50 as earnings climbed. Kellogg has been gaining market share from rivals General Mills and Kraft Foods Inc., parent of Post cereals. Kellogg is likely to retain its No. 1 position in the U.S. ready-to-eat cereal market for the foreseeable future.

Question 1 is based on the Case Study: Kellogg

1. (a) As mentioned in the case study above, Kellogg is going through a challenging time. Perform an external audit on Kellogg. Discuss the opportunities and threats facing the company.

(b) Apply Porter's Five Forces Model to assess the competitive position of Kellogg. Justify assumption made, if any.

2. What are the pitfalls in strategic planning that management in an organization should watch out for or avoid? Identify any five pitfalls and describe them.

3. Define and explain three intensive strategies and give an example for each strategy.

4. Describe the seven-step process of effective contingency planning in strategy evaluation.

Part -2:

Select a topic that interests you and is related to the contents of this course.

When writing your research paper, please note the following guidelines:

- Write no less than 2000 words scholarly paper (excluding the title page, bibliography and appendices) on this topic.

- In addition to your primary text, you are required to use a minimum of 10 additional references from professional journals and books to produce your scholarly paper.

- Your research paper must adhere to the style and format requirements set forth in the Publication Manual of the American

Psychological Association. Your paper must include a title page, headings and a bibliography. The bibliography is to be used to reference quotes and other previously written works. Appendices containing support information can also be added.

- Your paper must be in your own words

Part 1: Final Assigment - anwser 3 out of 4 questions (question 1 is compulsory), total no. of words (not including references quotes) for the 3 answers must not over 2000words.

Part 2: Course Scholarly Paper - total no. of words (not including references quotes) for the paper must not less than 2000words.

These homework is not urgent and you can take longer time to complete.

Verified Expert

The report has been created according to APA format and contains approximately 4000 words. The report talks about one of the most important concept in strategic management, which is the environment analysis of a business firm. The report discusses the factors and the forces that are included in the internal and the external environmental of a business firm, which can help a company in formulating appropriate strategies for the future.

Reference no: EM131063678

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