Battle Creek Toasted Corn Flakes: A Case Study

In order to align its management processes, and ensure the organization as a whole is focused on the implementation of a long term strategy, the organization must ensure that they have a balanced scorecard (Kaplan & Norton, 2007). A framework is provide by the balanced scorecard to ensure the successful implementation of the company’s strategy, while simultaneously allowing the strategy to evolve in order to respond to any changes in the company’s technological, market, and competitive environments (Kaplan & Norton, 2007).
Without a balanced scorecard, most organizations fail to achieve the consistency of the action and vision as the company may change its direction with the implementation of new strategies and how the process is completed (Kaplan & Norton, 2007).
Kellogg's was founded as the Battle Creek Toasted Corn Flake Company on February 19, 1906, by Will Keith Kellogg as an outgrowth of his work with his brother John Harvey Kellogg (Kellogg, 2015). The company produced and marketed the hugely successful Kellogg's Toasted Corn Flakes and was renamed the Kellogg Company in 1922. The company’s products are
Keebler is one of the few packaged food brands that generates over $1 billion in annual sales. Brand recognition is key and essential for Keebler. Their product is consumed in some way in 75% of households within the United States. Additionally, over 96% of the households in the United States recognizes the Keebler name. Keebler’ execution strategy is to continue to invest in advertising and promoting the Keebler brand in order to take advantage of Product Segmentation and Keebler Brand Strength Across Product Segments. Keebler’s strength of its brand is its consumer identity across a wide variety of product segments. Keebler's strategy is to target product segments where it already has a strong position or that are not already dominated by a strong branded product (Keebler,