Reason for the high-profitability of the RTE cereal business: The "Big Three" cereal manufacturers have jointly monopolized the market and have reaped high profits from their monopoly pricing combined with the tacit co-ordination they share regarding price hikes. The "Big Three" have backed up their monopoly strategy with their strong relationships with each other and with regional and national grocers. This relationship allowed them to control or buy shelf space and ideal positioning of their product
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Ready To Eat Breakfast Cereal Industry Monday‚ September 09‚ 2013 3:09 PM The Big 3 and the industry before the 1990’s 1972 Federal trade Commission file a major antitrust suit against the big 3 (Kellogg‚ General Mills‚ and General Foods) Argued: Monopolized cereal market and had taken specific steps to deter entry by new firms How? Restrained competition amongst themselves through "unwritten agreements" to limit the in-pack premiums (free toys‚ gifts‚ e tc) -Refrain from trade
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The RTE Cereal Industry in 1994 Case Analysis Competitive Strategy Presented by: Raghav Keshav Why has RTE cereal been such a profitable business? The RTE cereal market is a classic oligopoly with the four dominant players controlling 85% of the market. The return on sales earned by the incumbents in this market (18%) is significantly higher compared to rest of the food industry (5%). Efficient markets typically entice new entrants when the returns are attractive. These returns are gradually
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boundaries of RTE cereal industry from a demand-side perspective and a supply-side perspective respectively. The boundaries from a demand-side perspective in this case are the fact that buyers have low switching costs. The cereal industry has a diversified range of products so consumers can easily substitute one type of cereal for another or one brand for another. From the supply-side perspective‚ boundaries are technological in nature such that larger firms can produce many different types of cereals in large
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Decisions to Consume Breakfast and Ready-to-Eat Cereals 研究生：徐慧中撰 指導教授：周泰華 中華民國 九十六年 六月 Acknowledgements I wish to thank the many people who have made significant contributions to this research. I wish to acknowledge the excellence help and advice provided by Lin Lin Ku‚ the Senior Product Manager of Kellogg Asia Marketing Incorporation‚ Taiwan Branch. It was my honor to be able to interview Lin Lin Ku‚ and to obtain a clear picture of Taiwanese breakfast cereal industry. Besides‚ she also
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Barriers-to-entry Examples Investment To achieve minimum efficient scale‚ it is estimated that a RTE cereal plant needed to produce 75 million pounds per year‚ which requires a capital investment in excess of $100 million and about 125 employees. High Research and Development Cost The RTE cereal industry spent about 1% of gross sales on R&D in 1993‚ whereas the food industry spent only 0.7% of gross sales. It requires 2-4 years and $5-10 million to develop a new brand Distribution barrier
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UP READY-TO-EAT BREAKFAST CEREAL INDUSTRY- GROUP B-5 RTE INDUSTRY BOUNDARIES When looking at supply side of RTE cereal industry major costs to producers constitute of initial investment in production plant. Flexible manufacturing plants resulted in a rather high supply-side substitutability between different cereals. This implies that RTE cereal producers operate in a broader cereal industry as opposed to one for only a specific type‚ such as puffed or shredded wheat cereals. However‚ differences
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Submitted for partial fulfillment of award of Post Graduate Diploma in Management program in the subject of Marketing Research at INMANTEC Business School‚ Ghaziabad “A marketing research study on cereal breakfast and customer satisfaction” . INMANTEC Business School Executive Summary Consumer buying behavior is defined as the behavior that consumers display in searching for purchasing‚ using‚ evaluating and disposing of products and services that they expect
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ready-to-eat Breakfast Cereal Industry in 1994 Why RTE cereal has been such a profitable business up to the 1990s? Rivalry among existing competitors: Low. Restrained competition through effective unwritten agreements for the big three to work together on restricting – trade dealing‚ in-pack premiums‚ and vitamin fortification‚ these were viewed as powerful tools for increasing a firms market share. Bargaining power of suppliers: Low. The big three were leading the suppliers. Bargaining
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The whole Ready-to-Eat (RTE) breakfast cereal industry is a very profitable industry in general with the Big Three: Kellogg‚ General Mills‚ and Philip Morris dominating more than seventy percent market share. By using 5-Force Analysis‚ we can have a deeper insight of this Industry: • Entry Barrier: High The Big Three has spent large amount of money on advertising to establish brand recognition and to promote sales. By paying grocers “slotting allowance”‚ the Big Three gain shelf space advantage
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