HOW CAN CORNFLAKES COMPANIES

EXPAND THE CATEGORY IN INDIA?

Submitted By: GROUP 5

Anosh Doodhmal –DM14109

Mridula Mallya- DM14126

Susan Chandy- DM14152

Rachna Menon- DM14160

Shiven Saluja- DM14248

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 TABLE OF CONTENTS

Introduction

 Market share………………………………………………………………………..3
 Competitive Analysis………………………………………………………………3
 Prospects……………………………………………………………………………3
 Product mix…………………………………………………………………………4

Challenges faced by Kellogg………………………………………………………………5-6

Marketing & Positioning Efforts by Kellogg.....…………………………………………...6-8

Current Efforts at Expansion

 Line Extension………………………………………………………………………..8
 Brand Extension…………………………………………………………………...9-10

Recommendations

 Line Extension……………………………………………………………………10-13
 Brand Extension………………………………………………………………….......13

Conclusion……………………………………………………………………………………14

References...………………………………………………………………………………….15

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INTRODUCTION

The Indian breakfast cereal market is a small market when compared to countries like the
USA but it is growing rapidly. This segment was valued at $139 million in 2012 and has
witnessed a doubling of market growth over the past six years. It is comprised of cold cereals
like cornflakes and muesli which represent 60% of the market and hot cereals like oats which
represent 40% of the market. The market leader in this segment is Kellogg, which is far ahead
of its competitors.

The room for growth of the cereal industry had reduced and thus the cereal industry had been
stagnant for over a decade in its core countries like the US and the UK. Thus, in the
beginning of the 90s Kellogg’s had to look beyond the countries in the US and Europe.
Deciding that India was a suitable target didn’t take too long for Kellogg’s. With a population
of over 950 million, out of which 250 million were from the middle class, and let’s not forget
that India was a completely untapped market and had a huge potential for growth.

Kellogg’s decided to invest US $65 million in India in 1994 three years after the international
trade barriers were lifted. They used this to launch Corn Flakes as its number one brand. It
was estimated that even if Kellogg’s grabbed two percent of the market share available it
would result to 18 million consumers and this would make it the largest market above the
entire US.

MARKET SHARE

Since the first attempt by Kellogg's at localisation, the market for convenience goods has
expanded. The breakfast segment by itself is estimated at Rs 600 crore, growing at 18-20%,
with Kellogg's the leader with a roughly 55% share. Others wanting a slice of this segment
include PepsiCo, Marico, Bagrrys, Dr Oetker, Britannia and McCain.
COMPETITIVE LANDSCAPE

Although Kellogg India has maintained its lead in breakfast cereals, the company has been
losing value share every year for a decade at least. This is because Kellogg mainly offers
flakes products, while in India, much of the action has been taking place in muesli and oats.
Kellogg does have a presence in muesli and in oats, though it was Bagrry’s India which has
been consistently leading the muesli sector. Within the oats category, Frito-Lay held the
leading share of value sales in 2012 with its well-established Quaker brand

PROSPECTS

The expectation is that breakfast cereals will maintain high growth rate between 2012 and
2017. Oats and muesli will further gain a share of consumers’ spending. This is because of
two reasons:

 Oats and muesli suit the Indian taste more than cornflakes do
 There is a rising awareness among the population that oats are healthy and good for
the heart.

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The trend that oats and muesli are more acceptable now in the Indian market is evident from
the fact that almost half of the shelf space given to breakfast cereals in modern retail is taken
up by oats and muesli, while the other half is flakes. This suggests that modern retail is
pushing oats and muesli.

PRODUCT MIX

KELLOGG'S CORN FLAKES KELLOGG'S EXTRA

KELLOGG'S CHOCOS
MUESLI
Corn Flakes Chocos Nuts Delight

Corn Flakes With Real Honey Chocos Smacks Fruit Magic

Corn Flakes With Real Chocos Duet Crunchy Fruit & Nut
Strawberry Puree
Chocos Moons and Stars Kellogg's Honey Loops
Corn Flakes With Real
Almond & Honey Kellogg's Special K Kellogg's Oat Bites
Corn Flakes With Real Mango Kellogg's All Bran
Puree
Kellogg's oats
Corn Flakes With Real Banana
Puree & Chips

CHALLENGES FACED BY KELLOGG’S

Though Kellogg had few direct large competitors, the major challenge faced by them was to
promote not only their products but also the concept of eating cereal for breakfast. Their main
task was to change the behaviour of consumers by changing their mind-sets.

The initial sales figures of Kellogg after it launched its corn flakes in India seemed to indicate
that cereal consumption was increasing and it proved to be an encouragement to the
company. It was believed that people’s perception of eating cereal for breakfast had changed
and they were now willing to replace their traditional Indian breakfast items for cereal.
However, it was soon revealed that most people had bought Corn Flakes as a one-off, novelty
purchase and were not likely to repeat their purchase. They got swept away by the initial
hype surrounding Kellogg corn flakes and hence wanted to try it out.

Kellogg’s was basically launching a Western product which was attempting to appeal to
Indian tastes. Globalization is taking place rapidly but companies still need to respect and

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understand regional customs, identities and tastes. This was one of the areas where Kellogg
fell short.

The products offered by Kellogg were too expensive as compared to its other local
competitors, which cost around one third of what Kellogg cost. Kellogg was positioned as a
premium product and hence was not affordable for the masses.

Kellogg has always positioned itself as an alternative to the usual or regular breakfast
consumed by customers. They continued with this same positioning in India as well. While
this message worked globally, it did not succeed in India. The food eaten by people in India
for breakfast consists of items like dosas, puris and parathas, all of which are very heavy.
These dishes are very filling and make people feel that they have had a complete breakfast.
However, a breakfast consisting of only Kellogg’s Corn Flakes did not give consumers that
feeling of fullness and satisfaction. They did not feel that they had had a full breakfast, and
still felt hungry.

Indian consumers are used to having a lot of variety for breakfast. There are several varieties
of almost every breakfast dish ranging from dosas to idlis to chutneys.  Once an item has
been eaten on a particular day it is usually consumed only after several days. Hence it is a
part of Indian culture to eat a variety of dishes over several days and not repeat them often.
Hence when corn flakes was introduced and it was positioned as an everyday meal, it was too
much of a cultural change for people to accept.

Indians are used to having hot and spicy food for breakfast. They are not used to eating cold
or sweet items and hence this again was too much of a change from what they were used to.
Kellogg was not able to successfully convince people to switch to cereal in favour of their
usual breakfast items.

In its advertising campaign, Kellogg implied that the typical Indian breakfasts were not
nutritious or very good for health. This hurt and offended the sentiments of Indian mothers
and they felt that the company was criticizing their efforts. This turned them against Kellogg
and they started getting defensive saying that such breakfasts had been served by Indian
mothers for decades and centuries and their families had been fine. Hence once the ego of
home makers was hurt, they developed a mental block towards the concept of having corn
flakes for breakfast.

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Kellogg corn flakes have to be eaten with cold milk. However Indians have been conditioned
from childhood to drink hot milk every day. Hence the ordinary Indian family could not get
used to eating corn flakes with cold milk and so they started pouring hot milk instead. Once
the hot milk was added, the corn flakes became warm and soggy and no longer crisp and
tasty. Since Kellogg’s USP was crispy tasty cereal, it did not manage to appeal to the Indian
consumers.
Kellogg positioned its products on the basis of nutrition and health to attract the attention of
mothers. However their focus should have been on the children since they are the ones who
ask for the product and convince their parents to buy it. Hence rather than positioning
themselves as healthy and nutritious, they should have marketed their products in such a way
that they convey the message of enjoyment and fun to customers, especially children.
Hence these are some of the reasons why Kellogg corn flakes was unable to succeed in India
and faced so many challenges.

MARKETING & POSITIONING OF KELLOGGS

When Kellogg first entered the Indian market in 1994 they followed their international
marketing strategy and positioned themselves on the health platform. Kellogg's initial
offerings in India included cornflakes, wheat flakes and Basmati rice flakes. They highlighted
the nutritional values of the brand. However what was conspicuous was that in both print and
TV advertising, the famous `rooster’ identity of the brand, which symbolizes the morning,
was absent.

However after the massive failure of its positioning and marketing efforts in India, it
revamped its entire positioning strategy to appeal more to Indian customers.

Hence they took several steps such as

1. As a comeback strategy, they decided to launch two of its most popular brands in
other countries, in India. As part of this strategy they introduced Chocos in September
1996 and Frosties in April 1997. The Chocos brand was positioned as “The irresistible
taste of Chocolate”. This move was extremely successful and helped Kellogg get over
their initial failure. This move led to increase in popularity of the brand and also led to
a significant increase in sales.

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2. Positioning of the brand as fun filled and exciting rather than just on the basis of
nutrition. This appealed more to children and led to increased popularity of the brand.
They launched a massive consumer promotions drive of around Rs.25 crore.
3. Reduction of prices to make it more affordable to the masses. A lot of people did not
buy Kellogg because of its high prices. Hence they introduced retail packs of various
sizes to make it more affordable for different consumer groups. They made sure that
all their products were not positioned in the premium category.
4. They repositioned several of their products and the entire brand as tasty and nutritious
food. Rather than focussing only on the health aspect, they also focussed on
conveying the message to customers that Kellogg’s was tasty as well.
5. Indianising the product by introducing new flavours to appeal to the Indian palette
with the launch of a new cereal series called Mazza in August 1998. It was introduced
in 60gm pouches and priced at Rs 9.50. The glossy cardboard packaging was replaced
by pouches, which helped in significantly reducing the price. It did not position
Mazza in the premium category. The three local flavours that were available were
‘Mango Elaichi,' ‘Coconut Kesar' and ‘Rose.' They also suggested various
accompaniments like curds, bananas and pistachios. Though these flavours did not
appeal to consumers and failed to strike a chord the decision to decrease prices
seemed to be the right move and worked well for the company.
6. They also had Indian themed advertisements with a Katha Kali dancer as well as a
Yoga instructor attributing their energy and stamina to Kellogg’s. The advertisements
end with the line “Jaago jaise bhi, lo Kellogg’s hi”.
7. Kellogg decided to expand into other categories and launched Chocos Breakfast
Cereal Biscuits. This proved to be extremely successful and was a big hit especially
among children. The media expenditure by Kellogg’s on the Chocos brand was
equally distributed between Chocos flakes and Chocos Biscuits.
8. Kellogg also conducted several other activities and initiatives to promote their brand.
Though they had changed their positioning from healthy and nutritious to fun and
exciting, they still promoted nutrition in a big way. In 1997 they launched ‘The
Kellogg Breakfast Week,' which was a community-oriented initiative to create
awareness about the importance of breakfast. The program focused on preventing
anaemia and they conducted several nutrition workshops for both Individuals and
families. This initiative was launched in Chennai, Mumbai and Delhi. Following the
success of these initiatives, Kellogg’s launched the ‘Iron Shakti’ variant in 2000.

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 9. Their main forms of media communication were through the press, on posters, radio,
cinema, direct mail and on the Internet. However, the main channel for its advertising
is on television with a number of advertisements targeted towards children and adults.
They had promotion activities like ‘Kellogg Health Week’ and distributed free
samples of one-serving sachets in schools and to housewives. The company also gave
free water bottles, lunch boxes and pencil-boxes with every pack. Plastic dispensers
offering the product at discounted
10. Kellogg positioned its different variants for different groups of people. For instance,
Special K is targeted at women, Chocos is aimed at children while corn Flakes are
aimed at the whole family.

Thus Kellogg learnt several important lessons from its initial marketing and positioning
failure in the market. But despite all these efforts, it hasn’t been able to generate incremental
sales and increase its market share.

WHY SHOULD KELLOGG’S EXPAND WITHIN THE CATEGORY AND OTHER

CATEGORIES?

1. To tackle fierce competition that are expanding within the segment as well as
expanding to other categories, it is necessary for Kellogg to be pro active and make its
presence felt in growing segments

2. For products like these, it is important to introduce variants and to innovate to keep
the consumers excited and interested and to remain ahead of the pack.

3. Brands extensions help in spreading the risk and avoiding the situation of having ‘all
the eggs in one basket’

4. Image of the brand is extended when the product is expanded. The product seems
rejuvenated and up to date.

CURRENT EFFORTS AT EXPANSION

Line Extension:

Kellogg is now facing increased competition with multinational and local competitors
PepsiCo, Marico, GlaxoSmithKline and Dr Oetker entering the oats and muesli segments.

Besides expanding their distribution extensively, shopper engagement programs have helped
them to drive shopper off take. Also, Kellogg has kicked off a 'konsumer konnect'
programme whereby the whole organisation steps out for one day in a year to meet with

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consumers. Kellogg has been aggressively driving the distribution of its single serve packs
priced at Rs 10, in tier I and II towns to attract new consumers.

The premium brand went to the bottom of the pyramid by launching corn flakes at a price
point of just Rs 10 to increase penetration. The company calls this Kpak format. The idea was
to increase the penetration of the Kellogg’s brands through affordability, as breakfast cereals
still form a very small market in India. Low price points helped them to reach the Tier II and
III towns.

Kelloggs' Corn Flakes at Rs 10 has what the company calls ‘Iron Shakti’.  The product
positioning was changed as well: From a breakfast cereal, it was now also a ‘Shaam ka
Nashta’ or evening snack. The new positioning was aimed at promoting out-of-home
consumption.

Although the small-pack strategy will help Kellogg’s push its sales in tier II and III towns,
the company is not looking to hit rural markets yet as it feels that there is still a lot of room in
urban India, bearing in mind the low penetration.
Kellogg’s has a market share of more than 70 per cent value share in the ready-to-eat cereal
category. However, competition for Kellogg’s is heating up with PepsiCo increasing its focus
on Quaker and also planning on bringing more products from its global breakfast portfolio. 
Competition is also strong from the private labels of some retailers like the Future Group,
which have achieved huge success out of its Tasty Treat cornflakes. While Tasty Treat
cornflakes are priced at the same rate as Kellogg’s, it is not available at the Rs 10 price point
which gives Kellogg's an advantage.
In 2012, Kelloggs India took a second shot at localising its India portfolio, more than a
decade after the launch of coconut and elaichi variants of its cornflakes had met with tepid
response. The maker of cornflakes, Chocos, Special K and Heart-to-Heart oats rolled out
variants like pudina, tomato and garam masala as a part of its oats range and is likely to
follow this with localised variants of its other products as well

Brand Extension:

After eight years in India, Kellogg's seems to have woken up to the fact that it needs a
different bill of fare. So there'll be less of the cornflakes, more snap, crackle and pop coming
from munchies.

For Kellogg India, it represents the beginning of a two-pronged strategy. First, it's expanding
its portfolio beyond cereals to the large, fast-growing snacks category. Second, it will use the
wider and deeper distribution it's built up for these low-priced products to increase the reach
of its 'core' business, which continues to be breakfast cereal.

The cornflakes business accounts for two-thirds of Kellogg India's turnover - the rest is the
biscuits brand Chocos. And it's likely to fall to 50 per cent or less, and that too in a year or so.
Venkateish says that he expects snack foods to grow fast, to a quarter of the turnover in a
year or two.

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And, together with biscuits, the non-cornflakes business could be close to half total revenues
in a year's time. That's more along the lines of Kellogg's international portfolio, in which non-
cereals went from just 29 per cent of turnover in 2000 to 45 per cent in 2001, post the global
acquisition of Keebler.

Another significant move by Kellogg’s is that the cereal company took over Pringles potato
chips from P & G Co. in a deal worth around $2.7 billion. This has now given Kellogg’s huge
diversification and has instantly made it a big player in overseas snacking. Now the
acquisition of the Pringles brand will change its sales mix to 40% cereal, 40% snacks and
20% frozen foods and products sold in food service and vending channels.

Kellogg has seen slow overall growth but now Pringles can help Kellogg’s build on its snacks
business and expand into a huge market since the snacks category is growing faster than
cereals.

While Pringles will give Kellogg’s a larger canvas to operate in India but it won’t be easy.
The market has a value of Rs 2,000-crore but is dominated again by PepsiCo with Lays and
it’s Kurkure brands along with ITC with Bingo while Haldiram’s and Parle have its Products
firmly in the market. Pringles is going to be a new channel for additional revenues to
Kellogg’s which is already valued at an estimated annual turnover of Rs 350-400 crore at the
moment in India. It is to be seen whether Kellogg’s would opt to follow Cadbury-Kraft and
setup its own local production factory of Pringles like they did with Oreos.

RECOMMENDATIONS:

Line Extensions:

1) Oats

Oats comes under the category of cereal grain and are derived from a weed of the primary
cereals wheat and Barley. It is an annual plant and can be planted in autumn or in the spring.
The influx of the oat market is a thing of the recent past. It is widely gaining recognition and
making a place for itself in the great Indian breakfast market and is now associated with
words like hot, spicy, substantial and healthy.

Oats alone is a Rs 200-crore market and according to experts is growing at a compounded

average rate of 25%. The intensity with which the oats segment is increasing is a thing to
watch. The flurry of marketing activity that has happened in the last 5 years imposes the fact
that oats has become an active category.

Brands like quaker oats launched oats that need no cooking. This was directly aimed at the
people who don’t have too much time to eat their meals. After an year, Saffola came up with
its range of oats leveraging the strong “health” equity it enjoys. Within a few months, Kellogs
entered the oats market with a claim that their variants were made for the Indian palate and
how it helps to reduce stress. A year later, Horlicks launched oats with a promise that it will
manage the weight of the consumer, control the blood pressure and reduce cholesterol, again

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a health appeal! In the same year, Brittania constituted 4 variants simultaneously: plain,
strawberry, savoury and multi grain.

The key stimulation of this category is the increasing income of people, double-income
couples and the growing acceptance of western foods. The brands striking the right cord with
the people will eventually come out on top. Based on the findings based on secondary
research, the following are some recommendations that can be adopted by Kelloggs to
expand the oats category:

CUSTOMER COGNIZANCE

The Indian people still have a mindset that oats are horse feed and are considered inferior,
unrefined and unfit for human consumption. This makes it difficult for the product to be
accepted by the masses. This misconception needs to be removed by marketing campaigns
aimed at providing category awareness. The sooner it happens, the better it is for the oat
industry.

SPICY HOT AND FILLING BREAKFAST

Indian palate is accustomed to having spicy treats like chutneys, pickles, parathas and dosas
for breakfast. For oats to create a niche for themselves, they need to provide spicy breakfast
solutions, and area where its competitors from another category, cornflakes and muesli have
not entered. Though, it is unclear that an Indian variant of a western meal will appeal to the
customers, history says whenever it has been done, the results have been positive.( Aloo
Tikki burger, Tandoori Chicken Pizza).

Surveys have mentioned that an average Indian doesn’t find a western meal filling enough.
Oats need to be marketed in a way that it changes the consumer perception. A campaign like
a “six-hour hunger challenge” wherein you ask people to entrust you of the fact that they
won’t feel hungry for atleast six hours if they consume oats.

HEALTH ANGLE

India is slowly becoming a health conscious nation. The benefits that oats provide are
unparalleled. They are an excellent source of proteins, carbohydrates and dietary fibre and
also help in reducing cholesterol. Oats, with all the health benefits it provides, need to be
marketed as a category differentiator.

AREAS FOR FURTHER EXPLORATION:

It is very easy for a category like oats to slip into commodity space as it is perceived to be
something which keeps you healthy but doesn’t help you to seek pleasure. It is imperative for
the brands to come up with differentiating propositions from time to time to keep the buzz
alive. Examples of this could be 1. Fastest cooking oats. 2. Special oats for working women
and pregnant women. 3. Oats for growing children. 4. Oats for the aged.

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 2) Muesli

Bagrrys holds leadership share in the muesli market with about 50%. While categories such
as muesli, oats and olive oil are not yet very profitable, they are expanding speedily due to
increased awareness of health benefits associated with them. With lifestyle diseases
and obesity becoming major concerns, an increasing number of people are adopting healthy
foods habits in the country, thus opening growth opportunities for food marketers.

Baggrry India has been able to gain increasing market share on the back of new product
innovations and rapidly growing demand. The innovation behind their product is based on
the fact that while making corn flakes the natural bran is lost hence making it very high in
starch content, high GI and low in fibre. This according to Baggrry leads to high blood sugar
leading to weight gain, low energy and cravings. Baggrry adds back wheat bran and oat bran
to compensate for the loss of fibre during the manufacturing process.

How Kellogg can expand in the Muesli market:

Strategically, Kellogg's has a strong position in the market for both healthy foods as well as
convenience foods.

Muesli bars and snacks such as muesli biscuits have become the main growth driver, making
up more than half of sales. They could also push the muesli bars and cookies and launch a
bundled offer to attract customers.

In order to compete with Baggrry in the muesli segment Kelloggs, can slash its prices.
However doing this will lead to loss of its premium image in the market. Hence, instead of
engaging in price wars, Kelloggs could introduce more variants of the product and bring in
new and exciting flavours.

3) Blueberry, dark chocolate and similar flavoured cornflakes can be introduced to cater
to the age category of 16-25 years and thus not limit themselves to the children's
category. This age category has previously not been specifically targeted by the brand.
This segment could be targeted via the social media as this medium has not been used
by the brand
4) To make the breakfast experience fun for kids, they could change the shape of the
cereals eg. Introduce alphabets, animal shapes etc.
5) Kellogg can also enter the baby food category by introducing cereal for infants. The
brand is associated with nutrition and good health and since this is what most mothers
will be looking for when they think of food to give their children, it would appeal to
them. This category is expected to witness a substantial growth in coming years. The
reasons for this are attributed to growing affluence of people, increasing disposable
incomes, changing mind-set of consumers in smaller cities and young parents who are
willing to spend more due to lack of time and for the sake of convenience. Kellogg
would face severe competition from Nestlé India which maintains the leadership
position in baby foods in 2012 and had a market share of 80% in 2012. Its brand
Cerelac has almost become synonymous with baby food in India. Nestlé’s other

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 brands are Lactogen, Nestogen and Nestum. The other players are Amul and Farex.
Hence due to the high growth potential of this segment as well as strong brand recall
and favourable brand image, Kellogg can enter this category.

The Breakfast Food Category should always be kept in mind with all the above brand
extensions. Quality and Nutrition should be maintained so that it aligns itself with its
Kellogg’s Brand.

Brand extension

1. Chocolate straws and chocolate spoons - it makes the process of eating a bowl of cereal
into an experience. This would specifically appeal to children since it enhances the breakfast
experience and makes it enjoyable and fun. This would also stay in line with the overall
positioning strategy of Kellogg.

2. Popcorn - They can move beyond the breakfast category and move into snacks category.
They can leverage on the Pringles brand which they recently took over to enter into the
market for the salty food category.

3. Flavoured milk - They can introduce flavours that can be paired with different types of
cereal to make a delicious combination meal.

4. Cocoa powder & chocolate sauce - Cocoa powder can be introduced as it is relatable to the
consumer's idea of breakfast and this is what Kelloggs is associated with and chocolate sauce
can be also be introduced the same way.

5. Flavoured yogurt - This is a product that is associated with breakfast and hence reinforces
the message in the minds of consumers.

6. Milk Powder- milk powder would be complementary to cornflakes, chocos and similar
products. For consumers that have difficulty in getting access to milk, like students staying in
hostels, working adults etc, this would be very convenient for them. Also you could market
this product on the boxes of various cereals saying that it tastes best with this milk.

All the above brand extensions fall under the breakfast food category and are relevant to
Kelloggs brand image of nutritional foods.

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CONCLUSION

The breakfast cereal market has a lot of scope in India due to increased awareness levels
about the importance of a healthy, nutritious and balanced breakfast to start the day. For
Kellogg, while the growth of cornflakes seems to have reached saturation levels, there is a lot
of action going on in related categories like oats and muesli. For Kellogg as well as other
cereal companies, they must focus thrive on the current trend amongst consumers to eat
‘healthy and nutritious’ food. Also, they must conduct several educational programs that
spread the awareness about the importance of breakfast. By doing this, and by providing a
rich and exciting variety of products, the cereal market can definitely be expanded.

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