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Essay / Research Paper Abstract
A 5 page paper discussing Harvard case 9-795-191. The ready-to-eat (RTE) cereal industry had come to a turning point by 1994. Its leading manufacturers maintained fairly consistent pricing, and one did not make a radical move without first consulting with the others. All other areas of American manufacturing had changed by 1994, and it was well past time for the RTE industry to do the same. The industry resisted the change, of course, until General Mills broke with tradition in 1994 by announcing a significant reduction in its couponing promotions accompanied by an average 11 percent price reduction. Bibliography lists 2 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSmgmtCereal94.rtf
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Unformatted sample text from the term paper:
The ready-to-eat (RTE) cereal industry had come to a turning point by 1994. Its leading manufacturers maintained fairly consistent pricing, and one did not make a radical move without
first consulting with the others. All other areas of American manufacturing had changed by 1994, and it was well past time for the RTE industry to do the same.
The industry resisted the change, of course, until General Mills broke with tradition in 1994 by announcing a significant reduction in its couponing promotions accompanied by an average 11
percent price reduction. Synopsis J.H. Kellogg can be credited with developing the original breakfast cereal industry. He was a doctor and the
administrator of the Battle Creek Sanitarium in the late 19th century, in search of an easily digestible food for the benefit of the wealthy patrons of his Battle Creek Sanitarium.
An "eccentric advocate of biological eating, Dr. Kellogg ... hit upon toasted grain flakes in 1894" (Serwer, 1994; p. 103), and founded Battle Creek Toasted Corn Flake Company in
1906. Since then, the company has produced more than 25 million tons of cereal, the equivalent of 800 billion bowls (Serwer, 1994). The companys first year set the
course for later growth: W.K. Kellogg sold 33 cases a day when the company first opened. By the end of its first year, the company sold 2,900 cases
daily. Until General Mills broke with tradition in 1994, the leading manufacturers in the RTE industry largely acted as one. They competed
in the same markets for the same customers, but they maintained an understanding about pricing. They would remain cooperative in their pricing and promotion strategies, stopping just short of
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