Introduction When preparing a strategy for success, a business needs to be clear about what it wants to achieve. It needs to know how it is going to turn its desires into reality in the face of intense competition. Setting clear and specific aims and objectives is vital for a business to compete. However, a business must also be aware of why it is different to others in the same market. This case study looks at the combination of these elements and shows how Kellogg prepared a successful strategy by setting aims and objectives linked to its unique brand. One of the most powerful tools that organisations use is branding. A brand is a name, design, symbol or major feature that helps to identify one or more products from a business or organisation. The reason that branding is powerful is that the moment a consumer recognises a brand, the brand itself instantly provides a lot of information to that consumer. This helps them to make quicker and better decisions about what products or services to buy. Managing a brand is part of a process called product positioning. The positioning of a product is a process where the various attributes and qualities of a brand are emphasised to consumers. When consumers see the brand, they distinguish the brand from other products and brands because of these attributes and qualities. Focused on Kellogg, this case study looks at how aims and objectives have been used to create a strategy which gives Kellogg a unique position in the minds of its consumers. The market The value of the UK cereals market is around £1.1 billion per year. Kellogg has a 42% market share of the value of the UK’s breakfast cereal market. The company has developed a range of products for the segments within this market, targeted at all age groups over three years old. This includes 39 brands of cereals as well as different types of cereal bars. Consumers of cereal products perceive Kellogg to be a high quality manufacturer. As the market leader, Kellogg has a distinct premium position within the market. This means that it has the confidence of its consumers. K E L L O G G ’S Using aims and objectives to create a business strategy CURRICULUM TOPICS • Aims and objectives • Branding • Positioning • Communication GLOSSARY Branding: process of managing brands by using the position of the brand to communicate a series of values to consumers. Product positioning: emphasising the attributes and qualities of one brand against the qualities and attributes of its competitors. Market share: proportion of total sales of products by value, against total sales within the market. Segments: parts of a large market. Market leader: the firm that has the largest share of the market, measured by sales (value or volume). Premium: high position within a market, based upon the faith and confidence of consumers. Branding Influences perceptions of consumers Consumer confidence Product choice based upon perceptions Name, design, symbol Produ.

1. Introduction
When preparing a strategy for success, a business needs to be
clear about what it wants to
achieve. It needs to know how it is going to turn its desires into
reality in the face of intense
competition. Setting clear and specific aims and objectives is
vital for a business to compete.
However, a business must also be aware of why it is different to
others in the same market.
This case study looks at the combination of these elements and
shows how Kellogg prepared
a successful strategy by setting aims and objectives linked to its
unique brand.
One of the most powerful tools that organisations use is
branding. A brand is a name,
design, symbol or major feature that helps to identify one or
more products from a business
or organisation. The reason that branding is powerful is that the
moment a consumer
recognises a brand, the brand itself instantly provides a lot of
information to that consumer.
This helps them to make quicker and better decisions about
what products or services to buy.
Managing a brand is part of a process called product
positioning. The positioning of a
product is a process where the various attributes and qualities of
a brand are emphasised to
consumers. When consumers see the brand, they distinguish the
brand from other products

2. and brands because of these attributes and qualities. Focused on
Kellogg, this case study
looks at how aims and objectives have been used to create a
strategy which gives Kellogg
a unique position in the minds of its consumers.
The market
The value of the UK cereals market is around £1.1 billion per
year. Kellogg has a 42% market
share of the value of the UK’s breakfast cereal market. The
company has developed a range of
products for the segments within this market, targeted at all age
groups over three years old.
This includes 39 brands of cereals as well as different types of
cereal bars. Consumers of cereal
products perceive Kellogg to be a high quality manufacturer. As
the market leader, Kellogg
has a distinct premium position within the market. This means
that it has the confidence of its
consumers.
K
E
L
L
O
G
G
’S
Using aims and objectives to
create a business strategy

3. CURRICULUM TOPICS
• Aims and objectives
• Branding
• Positioning
• Communication
GLOSSARY
Branding: process of
managing brands by using
the position of the brand to
communicate a series of
values to consumers.
Product positioning:
emphasising the attributes
and qualities of one brand
against the qualities and
attributes of its competitors.
Market share:
proportion of total sales of
products by value, against
total sales within the
market.
Segments: parts of a
large market.
Market leader: the firm
that has the largest share of
the market, measured by
sales (value or volume).
Premium: high position

4. within a market, based
upon the faith and
confidence of consumers.
Branding
Influences perceptions
of consumers
Consumer confidence
Product choice based
upon perceptions
Name, design, symbol
Product positioning
24765_KELLOGGS 8/3/07 08:45 Page 1
Developing an aim for a business
Today, making the decision to eat a healthy balanced diet is
very important for many consumers.
More than ever before people want a lifestyle in which the food
they eat and the activities they
take part in contribute equally to keeping them healthy.
Research undertaken for Kellogg, as well
as comprehensive news coverage and growing public awareness,
helped its decision-takers to
understand the concerns of its consumers. In order to meet these
concerns, managers realised it
was essential that Kellogg was part of the debate about health
and lifestyle. It needed to promote

5. the message 'Get the Balance Right'.
Decision-takers also wanted to demonstrate Corporate
Responsibility (CR). This means
that they wanted to develop the business responsibly and in a
way that was sensitive to all of
Kellogg’s consumers’ needs, particularly with regard to health
issues. This is more than the
law relating to food issues requires. It shows how Kellogg
informs and supports its consumers
fully about lifestyle issues.
Any action within a large organisation needs to support a
business direction. This direction is
shown in the form of a broad statement of intent or aim, which
everybody in the organisation
can follow. An aim also helps those outside the organisation to
understand the beliefs and
principles of that business. Kellogg’s aim was to reinforce the
importance of a balanced lifestyle
so its consumers understand how a balanced diet and exercise
can improve their lives.
Creating business objectives
Having set an aim, managers make plans which include the right
actions. These ensure that
the aim is met. For an aim to be successful, it must be supported
by specific business
objectives that can be measured. Each of the objectives set for
Kellogg was designed to
contribute to a specified aim. Kellogg’s objectives were to:
• encourage and support physical activity among all sectors of
the population
• use resources to sponsor activities and run physical activity
focused community programmes

6. for its consumers and the public in general
• increase the association between Kellogg and physical activity
• use the cereal packs to communicate the ‘balance’ message to
consumers
• introduce food labelling that would enable consumers to make
decisions about the right
balance of food.
Well constructed objectives are SMART objectives. They must
be:
• Specific
• Measurable
• Achievable or Agreed
• Realistic
• Time-related.
Each of the objectives set by Kellogg was clear, specific and
measurable. This meant Kellogg
would know whether each objective had been achieved. The
objectives were considered to be
achievable and were communicated to all staff. This made sure
that all staff agreed to follow
certain actions to achieve the stated aims. The objectives were
set over a realistic time-period
of three years. By setting these objectives Kellogg set a
direction that would take the business
to where it wanted to be three years into the future.
GLOSSARY
Corporate
Responsibility (CR):
way in which a business
organisation is sensitive to

7. all of the needs of
individuals and
organisations that it
deals with.
Aim: broad statement of
intent providing a direction
for an organisation, from
which more specific
objectives could be set.
Objectives: specific and
measurable targets that
follow the aims of a
business organisation.
SMART objectives:
framework for constructing
objectives in a way that
meets a business aim.
Aim
Specific measurable objects
24765_KELLOGGS 12/3/07 09:44 Page 2
Strategy
Having created an aim and set objectives, Kellogg put in place a
process of planning to
develop a strategy and a series of actions. These were designed
to meet the stated aim and

8. range of business objectives.
In the area of food labelling, Kellogg introduced the Kellogg’s
GDAs to its packaging,
showing the recommended Guideline Daily Amounts. These
GDAs allow consumers to
understand what amount of the recommended daily levels of
nutrients is in a serving of
Kellogg’s food. Working with a group of other major
manufacturers, Kellogg introduced a
new format in May 2006, with GDAs clearly identified on brand
products and packages.
These GDAs have been adopted by other manufacturers and
retailers such as TESCO.
For many years Kellogg has been working to encourage people
to take part in more physical
activity. The company started working with the Amateur
Swimming Association (ASA) as far
back as 1997, with whom it set some longer term objectives.
More than twelve million people
in the UK swim regularly. Swimming is inclusive as it is
something that whole families can do
together and it is also a life-long skill. The ASA tries to ensure
that ‘everyone has the

9. opportunity to enjoy swimming as part of a healthy lifestyle’.
As a lead body for swimming,
the ASA has been a good organisation for Kellogg to work with,
as its objectives match
closely those of the company.
Kellogg became the main sponsor of swimming in Britain. This
ensured that Kellogg’s
sponsorship reached all swimming associations so that
swimmers receive the best possible
support. Kellogg sponsors the ASA Awards Scheme with more
than 1.8 million awards
presented to swimmers each year. This relationship with the
ASA has helped Kellogg
contribute in a recognisable way to how individuals achieve an
active healthy balanced
lifestyle. This reinforces its brand position.
Working with the ASA helped Kellogg set up links with a
number of other bodies and
partners. For example, Sustrans is the UK’s leading sustainable
transport organisation.
Sustrans looks at the different ways that individuals can meet
their transport needs in a way
that reduces environmental impact. It is the co-ordinator of the
National Cycle Network.

10. This provides more than 10,000 miles of walking and cycle
routes on traffic-free paths
throughout the UK. To meet its business objective of
encouraging and supporting physical
activity Kellogg is developing a promotion for a free cyclometer
which will be advertised
on television in 2007.
Walking is one of the easiest ways for people to look after
themselves and improve their
health. To encourage people to walk more often, Kellogg has
supplied a free pedometer
through an offer on All-Bran so that individuals can measure
their daily steps. During 2006
more than 675,000 pedometers were claimed by consumers.
From a research sample of 970
consumers, around 70% said they used the pedometer to help
them walk further. Kellogg’s
Corn Flakes Great Walk 2005 raised more than £1 million
pounds for charity on its way from
John O'Groats, through Ireland and on to Land's End. In 2004,
630,000 people took part in
the Special K 10,000 Step Challenge.
Kellogg has also delivered a wide range of community

11. programmes over the last 20 years.
For example, the Kellogg’s Active Living Fund encourages
voluntary groups to run physical
activity projects for their members. The fund helps
organisations like the St John’s Centre in
Old Trafford which runs keep-fit classes, badminton and table
tennis.
Since 1998 Kellogg has invested more than £500,000 to help
national learning charity
ContinYou to develop nationwide breakfast club initiatives.
These include start-up grants for
new clubs, the Breakfast Club Plus website, the Kellogg’s
National Breakfast Club Awards and
GLOSSARY
Planning: series of
procedures designed to
meet the needs of a
business aim and a range
of objectives.
Sponsor: long-term
association between a
business organisation and
another body, involving the
co-ordination of activities,
promotions and branding.
K

12. E
L
L
O
G
G
’S
24765_KELLOGGS 12/3/07 09:44 Page 3
the Breakfast Movers essential guide. Breakfast clubs are
important in schools because they
improve attendance and punctuality. They help to ensure that
children are fed and ready to learn
when the bell goes. Kellogg promotes breakfast via these clubs,
not Kellogg’s breakfast cereals.
Together Kellogg and ContinYou have set up hundreds of
breakfast clubs across the UK,
serving well over 500,000 breakfasts each year.
Communicating the strategy
Effective communication is vital for any strategy to be
successful. Kellogg’s success is due to
how well it communicated its objectives to consumers to help
them consider how to ‘Get the
Balance Right’. It developed different forms of communication
to convey the message ‘eat to

13. be fit’ to all its customers.
External communication takes place between an organisation
and the outside world. As
a large organisation, Kellogg uses many different forms of
communication with its customers.
For example, it uses the cartoon characters of Jack & Aimee to
communicate a message that
emphasises the need to ‘Get the Balance Right’. By using Jack
& Aimee, Kellogg is able to
advise parents and children about the importance of exercise.
These characters can be found
on the back of cereal packets.
The company has also produced a series of leaflets for its
customers on topics such as eating
for health and calcium for strong bones. These are available on
its website.
Internal communication takes place within an organisation.
Kellogg uses many different
ways to communicate with its employees. For example, Kellogg
produces a house
magazine which is distributed to everybody working for
Kellogg. The magazine includes
articles on issues such as getting the balance of food and
exercise right. It also highlights the
work that Kellogg has undertaken within sport and the
community. To encourage its
employees to do more walking, Kellogg supplied each of its
staff with a pedometer. Such
activities have helped Kellogg’s employees to understand the
business objectives and why the
business has created them. It also shows clearly what it has
done to achieve them.

14. Conclusion
Research undertaken by Kellogg as part of the 2005 Family
Health Study emphasised that a
balanced diet as well as regular exercise were essential for good
all round health and
wellbeing. Kellogg is demonstrating good corporate
responsibility by promoting and
communicating this message whenever it can and by investing
money in the appropriate
activities. This was the broad aim. To achieve this aim, Kellogg
set out measurable objectives.
It developed a business strategy that engaged Kellogg in a
series of activities and
relationships with other organisations. The key was not just to
create a message about a
balanced lifestyle for its consumers. It was also to set up
activities that helped them achieve
this lifestyle. This case study illustrates how consumers, given
the right information, have
made informed choices about food and living healthily.
Questions
1. Explain what is meant by a premium brand.
2. Describe the difference between an aim and an objective.
3. Outline the purpose of Kellogg’s work with the ASA.
4. Using examples to support your dialogue,
evaluate how Kellogg communicates and
discuss how this enables it to position its brand.
www.kelloggs.co.uk

15. GLOSSARY
External
communication:
communication with
individuals outside a
business organisation
within the business
environment.
Internal
communication:
communication that takes
place within an
organisation between
members of staff working
for the business.
House magazine:
magazine for employees
distributed within an
organisation.
24765_KELLOGGS 12/3/07 09:44 Page 4
Mission
“To empower every person and every organization on the planet
to achieve more.”
Accessibility Mission
At Microsoft, our mission is to enable people and businesses
throughout the world to realize their full potential. We consider
our mission statement a commitment to our customers. We
deliver on that commitment by striving to create technology that
is accessible to everyone—of all ages and abilities. Microsoft is

16. one of the industry leaders in accessibility innovation and in
building products that are safer and easier to use.
Cultural Mission
Empower every person and organization on the planet to
achieve more. That’s what inspires us, drives our work and
pushes us to challenge the status quo every day. At Microsoft
we also work to empower our employees so they can achieve
more. We believe we should each find meaning in our work and
we ensure employees have the freedom and the reach to help
make a difference in the world.
Accessibility Strategy
Accessibility, as part of overall usability, is a fundamental
consideration for Microsoft during product design,
development, evaluation, and release. Microsoft endeavours to
integrate accessibility into planning, design, research,
development, testing, and documentation.
Microsoft addresses accessibility by:
· Continuing our longstanding commitment and leadership in
developing innovative accessibility solutions.
· Making the computer easier to see, hear, and use by
building accessibility into Microsoft products and services.
· Promoting innovation of accessibility in the development
community and working with industry organizations to
encourage innovation; and,
· Building collaborative relationships with a wide range of
organizations to raise awareness of the importance of
accessibility in meeting the technology needs of people with
disabilities.
Cultural Strategy
· Growth mindset
· Customer obsessed
· Diversity and inclusion
· One Microsoft
· Making a difference

17. Introduction
When preparing a strategy for success, a business needs to be
clear about what it wants to
achieve. It needs to know how it is going to turn its desires into
reality in the face of intense
competition. Setting clear and specific aims and objectives is
vital for a business to compete.
However, a business must also be aware of why it is different to
others in the same market.
This case study looks at the combination of these elements and
shows how Kellogg prepared
a successful strategy by setting aims and objectives linked to its
unique brand.
One of the most powerful tools that organisations use is
branding. A brand is a name,
design, symbol or major feature that helps to identify one or
more products from a business
or organisation. The reason that branding is powerful is that the
moment a consumer
recognises a brand, the brand itself instantly provides a lot of
information to that consumer.
This helps them to make quicker and better decisions about
what products or services to buy.
Managing a brand is part of a process called product
positioning. The positioning of a
product is a process where the various attributes and qualities of
a brand are emphasised to
consumers. When consumers see the brand, they distinguish the
brand from other products
and brands because of these attributes and qualities. Focused on
Kellogg, this case study

18. looks at how aims and objectives have been used to create a
strategy which gives Kellogg
a unique position in the minds of its consumers.
The market
The value of the UK cereals market is around £1.1 billion per
year. Kellogg has a 42% market
share of the value of the UK’s breakfast cereal market. The
company has developed a range of
products for the segments within this market, targeted at all age
groups over three years old.
This includes 39 brands of cereals as well as different types of
cereal bars. Consumers of cereal
products perceive Kellogg to be a high quality manufacturer. As
the market leader, Kellogg
has a distinct premium position within the market. This means
that it has the confidence of its
consumers.
K
E
L
L
O
G
G
’S
Using aims and objectives to
create a business strategy
CURRICULUM TOPICS

19. • Aims and objectives
• Branding
• Positioning
• Communication
GLOSSARY
Branding: process of
managing brands by using
the position of the brand to
communicate a series of
values to consumers.
Product positioning:
emphasising the attributes
and qualities of one brand
against the qualities and
attributes of its competitors.
Market share:
proportion of total sales of
products by value, against
total sales within the
market.
Segments: parts of a
large market.
Market leader: the firm
that has the largest share of
the market, measured by
sales (value or volume).
Premium: high position
within a market, based
upon the faith and

20. confidence of consumers.
Branding
Influences perceptions
of consumers
Consumer confidence
Product choice based
upon perceptions
Name, design, symbol
Product positioning
24765_KELLOGGS 8/3/07 08:45 Page 1
Developing an aim for a business
Today, making the decision to eat a healthy balanced diet is
very important for many consumers.
More than ever before people want a lifestyle in which the food
they eat and the activities they
take part in contribute equally to keeping them healthy.
Research undertaken for Kellogg, as well
as comprehensive news coverage and growing public awareness,
helped its decision-takers to
understand the concerns of its consumers. In order to meet these
concerns, managers realised it
was essential that Kellogg was part of the debate about health
and lifestyle. It needed to promote
the message 'Get the Balance Right'.

21. Decision-takers also wanted to demonstrate Corporate
Responsibility (CR). This means
that they wanted to develop the business responsibly and in a
way that was sensitive to all of
Kellogg’s consumers’ needs, particularly with regard to health
issues. This is more than the
law relating to food issues requires. It shows how Kellogg
informs and supports its consumers
fully about lifestyle issues.
Any action within a large organisation needs to support a
business direction. This direction is
shown in the form of a broad statement of intent or aim, which
everybody in the organisation
can follow. An aim also helps those outside the organisation to
understand the beliefs and
principles of that business. Kellogg’s aim was to reinforce the
importance of a balanced lifestyle
so its consumers understand how a balanced diet and exercise
can improve their lives.
Creating business objectives
Having set an aim, managers make plans which include the right
actions. These ensure that
the aim is met. For an aim to be successful, it must be supported
by specific business
objectives that can be measured. Each of the objectives set for
Kellogg was designed to
contribute to a specified aim. Kellogg’s objectives were to:
• encourage and support physical activity among all sectors of
the population
• use resources to sponsor activities and run physical activity
focused community programmes
for its consumers and the public in general

22. • increase the association between Kellogg and physical activity
• use the cereal packs to communicate the ‘balance’ message to
consumers
• introduce food labelling that would enable consumers to make
decisions about the right
balance of food.
Well constructed objectives are SMART objectives. They must
be:
• Specific
• Measurable
• Achievable or Agreed
• Realistic
• Time-related.
Each of the objectives set by Kellogg was clear, specific and
measurable. This meant Kellogg
would know whether each objective had been achieved. The
objectives were considered to be
achievable and were communicated to all staff. This made sure
that all staff agreed to follow
certain actions to achieve the stated aims. The objectives were
set over a realistic time-period
of three years. By setting these objectives Kellogg set a
direction that would take the business
to where it wanted to be three years into the future.
GLOSSARY
Corporate
Responsibility (CR):
way in which a business
organisation is sensitive to
all of the needs of
individuals and

23. organisations that it
deals with.
Aim: broad statement of
intent providing a direction
for an organisation, from
which more specific
objectives could be set.
Objectives: specific and
measurable targets that
follow the aims of a
business organisation.
SMART objectives:
framework for constructing
objectives in a way that
meets a business aim.
Aim
Specific measurable objects
24765_KELLOGGS 12/3/07 09:44 Page 2
Strategy
Having created an aim and set objectives, Kellogg put in place a
process of planning to
develop a strategy and a series of actions. These were designed
to meet the stated aim and
range of business objectives.

24. In the area of food labelling, Kellogg introduced the Kellogg’s
GDAs to its packaging,
showing the recommended Guideline Daily Amounts. These
GDAs allow consumers to
understand what amount of the recommended daily levels of
nutrients is in a serving of
Kellogg’s food. Working with a group of other major
manufacturers, Kellogg introduced a
new format in May 2006, with GDAs clearly identified on brand
products and packages.
These GDAs have been adopted by other manufacturers and
retailers such as TESCO.
For many years Kellogg has been working to encourage people
to take part in more physical
activity. The company started working with the Amateur
Swimming Association (ASA) as far
back as 1997, with whom it set some longer term objectives.
More than twelve million people
in the UK swim regularly. Swimming is inclusive as it is
something that whole families can do
together and it is also a life-long skill. The ASA tries to ensure
that ‘everyone has the
opportunity to enjoy swimming as part of a healthy lifestyle’.
As a lead body for swimming,

25. the ASA has been a good organisation for Kellogg to work with,
as its objectives match
closely those of the company.
Kellogg became the main sponsor of swimming in Britain. This
ensured that Kellogg’s
sponsorship reached all swimming associations so that
swimmers receive the best possible
support. Kellogg sponsors the ASA Awards Scheme with more
than 1.8 million awards
presented to swimmers each year. This relationship with the
ASA has helped Kellogg
contribute in a recognisable way to how individuals achieve an
active healthy balanced
lifestyle. This reinforces its brand position.
Working with the ASA helped Kellogg set up links with a
number of other bodies and
partners. For example, Sustrans is the UK’s leading sustainable
transport organisation.
Sustrans looks at the different ways that individuals can meet
their transport needs in a way
that reduces environmental impact. It is the co-ordinator of the
National Cycle Network.
This provides more than 10,000 miles of walking and cycle

26. routes on traffic-free paths
throughout the UK. To meet its business objective of
encouraging and supporting physical
activity Kellogg is developing a promotion for a free cyclometer
which will be advertised
on television in 2007.
Walking is one of the easiest ways for people to look after
themselves and improve their
health. To encourage people to walk more often, Kellogg has
supplied a free pedometer
through an offer on All-Bran so that individuals can measure
their daily steps. During 2006
more than 675,000 pedometers were claimed by consumers.
From a research sample of 970
consumers, around 70% said they used the pedometer to help
them walk further. Kellogg’s
Corn Flakes Great Walk 2005 raised more than £1 million
pounds for charity on its way from
John O'Groats, through Ireland and on to Land's End. In 2004,
630,000 people took part in
the Special K 10,000 Step Challenge.
Kellogg has also delivered a wide range of community
programmes over the last 20 years.

27. For example, the Kellogg’s Active Living Fund encourages
voluntary groups to run physical
activity projects for their members. The fund helps
organisations like the St John’s Centre in
Old Trafford which runs keep-fit classes, badminton and table
tennis.
Since 1998 Kellogg has invested more than £500,000 to help
national learning charity
ContinYou to develop nationwide breakfast club initiatives.
These include start-up grants for
new clubs, the Breakfast Club Plus website, the Kellogg’s
National Breakfast Club Awards and
GLOSSARY
Planning: series of
procedures designed to
meet the needs of a
business aim and a range
of objectives.
Sponsor: long-term
association between a
business organisation and
another body, involving the
co-ordination of activities,
promotions and branding.
K
E

28. L
L
O
G
G
’S
24765_KELLOGGS 12/3/07 09:44 Page 3
the Breakfast Movers essential guide. Breakfast clubs are
important in schools because they
improve attendance and punctuality. They help to ensure that
children are fed and ready to learn
when the bell goes. Kellogg promotes breakfast via these clubs,
not Kellogg’s breakfast cereals.
Together Kellogg and ContinYou have set up hundreds of
breakfast clubs across the UK,
serving well over 500,000 breakfasts each year.
Communicating the strategy
Effective communication is vital for any strategy to be
successful. Kellogg’s success is due to
how well it communicated its objectives to consumers to help
them consider how to ‘Get the
Balance Right’. It developed different forms of communication
to convey the message ‘eat to
be fit’ to all its customers.

29. External communication takes place between an organisation
and the outside world. As
a large organisation, Kellogg uses many different forms of
communication with its customers.
For example, it uses the cartoon characters of Jack & Aimee to
communicate a message that
emphasises the need to ‘Get the Balance Right’. By using Jack
& Aimee, Kellogg is able to
advise parents and children about the importance of exercise.
These characters can be found
on the back of cereal packets.
The company has also produced a series of leaflets for its
customers on topics such as eating
for health and calcium for strong bones. These are available on
its website.
Internal communication takes place within an organisation.
Kellogg uses many different
ways to communicate with its employees. For example, Kellogg
produces a house
magazine which is distributed to everybody working for
Kellogg. The magazine includes
articles on issues such as getting the balance of food and
exercise right. It also highlights the
work that Kellogg has undertaken within sport and the
community. To encourage its
employees to do more walking, Kellogg supplied each of its
staff with a pedometer. Such
activities have helped Kellogg’s employees to understand the
business objectives and why the
business has created them. It also shows clearly what it has
done to achieve them.
Conclusion

30. Research undertaken by Kellogg as part of the 2005 Family
Health Study emphasised that a
balanced diet as well as regular exercise were essential for good
all round health and
wellbeing. Kellogg is demonstrating good corporate
responsibility by promoting and
communicating this message whenever it can and by investing
money in the appropriate
activities. This was the broad aim. To achieve this aim, Kellogg
set out measurable objectives.
It developed a business strategy that engaged Kellogg in a
series of activities and
relationships with other organisations. The key was not just to
create a message about a
balanced lifestyle for its consumers. It was also to set up
activities that helped them achieve
this lifestyle. This case study illustrates how consumers, given
the right information, have
made informed choices about food and living healthily.
Questions
1. Explain what is meant by a premium brand.
2. Describe the difference between an aim and an objective.
3. Outline the purpose of Kellogg’s work with the ASA.
4. Using examples to support your dialogue,
evaluate how Kellogg communicates and
discuss how this enables it to position its brand.
www.kelloggs.co.uk
GLOSSARY

31. External
communication:
communication with
individuals outside a
business organisation
within the business
environment.
Internal
communication:
communication that takes
place within an
organisation between
members of staff working
for the business.
House magazine:
magazine for employees
distributed within an
organisation.
24765_KELLOGGS 12/3/07 09:44 Page 4
Mission
“To empower every person and every organization on the planet
to achieve more.”
Accessibility Mission
At Microsoft, our mission is to enable people and businesses
throughout the world to realize their full potential. We consider
our mission statement a commitment to our customers. We
deliver on that commitment by striving to create technology that
is accessible to everyone—of all ages and abilities. Microsoft is
one of the industry leaders in accessibility innovation and in
building products that are safer and easier to use.

32. Cultural Mission
Empower every person and organization on the planet to
achieve more. That’s what inspires us, drives our work and
pushes us to challenge the status quo every day. At Microsoft
we also work to empower our employees so they can achieve
more. We believe we should each find meaning in our work and
we ensure employees have the freedom and the reach to help
make a difference in the world.
Accessibility Strategy
Accessibility, as part of overall usability, is a fundamental
consideration for Microsoft during product design,
development, evaluation, and release. Microsoft endeavours to
integrate accessibility into planning, design, research,
development, testing, and documentation.
Microsoft addresses accessibility by:
· Continuing our longstanding commitment and leadership in
developing innovative accessibility solutions.
· Making the computer easier to see, hear, and use by
building accessibility into Microsoft products and services.
· Promoting innovation of accessibility in the development
community and working with industry organizations to
encourage innovation; and,
· Building collaborative relationships with a wide range of
organizations to raise awareness of the importance of
accessibility in meeting the technology needs of people with
disabilities.
Cultural Strategy
· Growth mindset
· Customer obsessed
· Diversity and inclusion
· One Microsoft
· Making a difference
Assignment Brief(Unit with single assignment)
Name of Centre:
Coventry University College

33. Learner achievement (please circle) NB: All learner
achievement is provisional until confirmed at the AVA Awards
Board
Level Achieved:
L2
L3
Final Grade Achieved
(Level 3 units only)PMD
Resubmission?
Y
N
Title of Access to HE Diploma: Business Studies
(e.g. Science)
Unit title(s): Business Planning
Unit code(s): AA3/3/LN/053
Learner: Tutor/Assessor: Dr Paul Cook
Description of Assignment:
Task 1: Research any one of the two, following business
organisations: a) Sainsbury’s or b) Microsoft and answer the
following questions :( A.C. 1.2,1.3,3.1)
With reference to the assessment of this task the following
criteria needs to be met:
.
a) Critically evaluate how the organisation defines its purpose
and mission (look at your organisation’s mission statement).
b) Give evidence on how your chosen organisation differentiates
between its aims and objectives and give examples. ( you can
give examples of your chosen organisation from the above task
and also some other examples of other organisations)
c) Define how (SWOT and PEST) internal and external factors
affect the organisations’ plans

34. Then also research, define and explain:
d) The main elements of an effective business plan giving
examples from your chosen organisation.
Task 2: For this task you will be given a case study on
Kelloggs, the famous cereal company. This case study
highlights aspects of Kelloggs company and its brand. It also
shows the Aims and Objectives of the company and how they
are used to create/develop strategies. (A.C. 2.1,2.2,2.3)
Read the case study and Answer the following Questions
1. What are the aims and objectives of Kelloggs?
2. What strategies are developed by Kelloggs in the case study,
and around which objectives of Kelloggs, are these strategies
set?
3. Critically examine the restraints/constraints. like time,
money, labour and materiasl and the effect they have on
developing strategies at Kelloggs?
4. Explain the use of contingency/crisis strategy as an aid to
planning by Kelloggs?
The Case Study for task 2 will be tutor assessed and will
contribute towards your final grade for this unit.
Assignment advice:
Case Study task advice: Answer the questions in relation to the
case study. The questions will be in reference to the criteria
given in this assignment.
The criteria it satisfies is:
· Using aims and objectives to develop strategies
· Critically examining the effects of constraints like time,
money etc
· Explain use of crisis strategies as an aid to planning
Task 3: Write an essay of about 500 words analysing the

35. effectiveness of planning to an organisation and use of
continual evaluation in aiding planning. You can chose any
organisation for this task. (A.C. 1.1, 3.2)
Date set:
06/02/2017
Date for draft submission
(if applicable):
Date for
submission: 17/03/2017
Extension date
(if agreed):
Signed by Tutor/Assessor to agree extension:
Date
submitted:
Learner declaration:
· The explanations and evaluations in this work have been
developed and written by me.
· I have not submitted material copied from the Internet, text
books or other sources in place of my own thinking and writing.
· When I have referred to the work of others I have done so to
discuss, comment on or argue their ideas.
· I have kept quotation and paraphrasing to an absolute
minimum and only to support points I have made.
· I understand that referencing the names of authors whose ideas
I have used without including my own interpretation of those
ideas, does not meet the assessment criteria and cannot attract
the Pass, Merit or Distinction grades.
· I have not copied the work of my peers
Learner comments: (please use this space to comment on any
aspect of the assignment when handing in your work)
Signature:
Date:
TO THE LEARNER: Please attach this assignment brief to any

36. written work you are handing in for assessment offline, or
submit the brief as instructed.
YOUR WORK CANNOT BE ASSESSED UNLESS YOU HAVE
SIGNED AND SUBMITTED THIS FORM
Level 3
(please circle)Unit title:
This assignment addresses the following Assessment Criteria
from the unit (or a copy of the unit may be attached, if all AC
are covered):
AC no
Level Three
1.1
Explain the key reasons why business planning is important
1.2
Analyse the effectiveness of planning to a given organisation
1.3
Explain with examples what external or internal issues might
impact on the success of business planning
2.1
Explain the process for developing strategies from a set of
objectives
2.2
Evaluate the effects that restraints such as time, money and
labour can have upon developing strategies

37. 2.3
Explain ways in which contingency crisis strategies can be used
as an aid to planning
3.1
Explain with examples the main elements of an effective
business plan
3.2
Analyse the extent to which the use of continual monitoring and
evaluation of the effectiveness of implementation of the plan
can aid the planning process
Level 3 units only:
Learners achieve a Pass if they meet all Level 3 Assessment
Criteria for a unit. You will achieve a Merit or Distinction by
meeting the following Grade Descriptors. Your tutor will give
you feedback for all three grades.
Grade Descriptor. 1
Merit
Distinction
Understanding of the subject
The student, students’ work or performance demonstrates a very
good grasp of relevant knowledge and demonstrates a very good
understanding of different perspectives associated with the area
of study.
The student, students’ work or performance demonstrates an
excellent grasp of relevant knowledge and demonstrates an
excellent understanding of different perspectives associated
with the area of study
Grade Descriptor 2

38. Merit
(Choose one or more relevant grade components)
Distinction
(Choose one or more relevant grade components)
Application of Knowledge
The student, student’s work or performance makes use of
relevant theories and concepts with very good levels of
consistency and analysis.
The student, student’s work or performance makes use of
relevant theories and concepts with excellent levels of
consistency and analysis.
Grade Descriptor 7
Merit
(Choose one or more relevant grade components)
Distinction
(Choose one or more relevant grade components)
Quality
Learner’s work, taken as a whole, demonstrates a very good
response to the demands of the brief/assignment.
Learner’s work, taken as a whole, demonstrates an excellent
response to the demands of the brief/assignment.
Grade Guidance: Learners must carefully read the guidance
below which is linked to the components above
MERIT: (e.g. To achieve a Merit your work will show…..)
To achieve a Merit you will show that you have generally
applied the relevant theories and concepts of aims and
objectives as well as your strategies to your explanations and
observations in relation to Kellogg. You will have demonstrated
very good levels of consistency in your analysis, assessment
and application of the various ideas like continual evaluation,
effective planning and mission statements of an organisation.
You will have supported your explanations and arguments and
any suggestions which you make with clear and relevant
evidence and examples. Your work will be written in a
generally fluent and coherent style using a register generally

39. appropriate to your purpose. Your work will generally exhibit a
logical progression and development of ideas and explanations
relevant to the sphere of the task you have been set. Your
answer will be informed by accurate use of technical and
specialist language.
DISTINCTION: (e.g. To achieve a Distinction your work will
show…..)
To achieve a distinction you will show that you have
consistently applied the relevant theories and concepts of aims
and objectives, elements of a plan with examples to your
explanations and observations in relation with various
organisations. You will have demonstrated excellent levels of
consistency in your analysis, assessment and application of the
various ideas concerning the strategies, contingency
constrains/restraints in relation to the case study on Kellogg .
You will have supported your explanations and arguments and
any suggestions which you make especially relating to continual
evaluation and effectiveness of planning with very clear and
relevant evidence and examples of an organisation. Your work
will be written in a consistently fluent and coherent style using
a register consistently appropriate to your purpose. Your work
will consistently exhibit a logical progression and development
of ideas and explanations relevant to the sphere of the task you
have been set. Your answer will be consistently informed by
accurate use of technical and specialist language.
Part A: Feedback on credit level
AC no
Credit achieved (L2/L3)
Location of evidence
Tutor/Assessor comments on assessment criteria
(you could also indicate on the work itself where each AC is

40. met)
1.1
1.2
1.3
2.1
2.2
3.1
3.2
Level achieved
Tutor/Assessor’s signature:
Paul Cook
Date:

41. Resubmission (if applicable) If any of the assessment criteria
for this assignment have not been met at Level 3, a
resubmission may be permitted. Resubmission must follow the
QAA guidelines and be permitted only once.
Requirements for resubmission/new Task set:
Date Set:
Date due:
Date Submitted:
Feedback on resubmission:
Level achieved
after resubmission:
Tutor/Assessor’s signature:
Date:
Part B: Feedback on grading (Applicable only if all assessment
criteria achieved at Level 3)
Grade Descriptor

42. Tutor/Assessor comments against grade descriptors
Grade indicator
(P/M/D)
Please enter the final grade on page 1 based on this grade
profile e.g. PPM=P
GD1
GD2
GD7: Quality
Tutor/Assessor’s reason for final grade decision (if applicable):