Allergan, Inc., is a global specialty pharmaceutical company. Their product ranges include ophthalmic pharmaceuticals, dermatology products, and neurological products.

Initial developments came from Kellogg's in France, who introduced red berries into the cereal. This new product performed well. Market research in the UK, including consumer tests, also identified a real opportunity within the UK market. In October 1999, Kellogg's launched Special K Red Berries in the UK. From the outset it performed well, with very little damage to the core brand: most sales were additional and above expectations; consumers did not swap the 'old' product for the new variant.
Evaluating the launch revealed further scope for product development. It was, however, important to ensure that any new products tasted different from the original Special K and the Special K Red Berries, so as not to harm their sales. Extensive product development research was carried out by food technologists. Kellogg's then tested the product with quantitative research. Kellogg's launched Special K Peach & Apricot in February 2003.

A sustainable building is one that limits energy use and scarce resources. This is vital because 26% of the UK's energy use is linked to heating buildings.
Governments will use building regulations and planning permission controls to meet the Kyoto protocol.
Outer town developments will be restricted in favour of inner city developments including brownfield sites.
There will be a shortage of housing as demand increases because of more households and increased life expectancy.
Land will be increasingly scarce and therefore expensive especially in the South-East so it will have to accommodate more people per acre, through dense development.
As car ownership increases, there will be a 50% increase in car journeys.
Kellogg's already knew that women who are keen to watch their weight and shape seek a range of solutions throughout the day - not just at breakfast. With the help of both users and non-users of existing Special K products, market researchers undertook further quantitative tests of product ideas across a range of food categories.
The research identified that cereal bars offered the strongest opportunity to develop Special K as a healthy snack. The brief was then developed and the Special K bar was launched in July 2001, with significant television coverage. Consumers were also able to sample the bar through specific promotional activity. The Peach & Apricot variant was added to the portfolio in February 2003.
ecial K brand, without a drop in sales of the core cereal product. New product development had transformed the brand within the UK. This in turn gave a great opportunity to roll-out other developments in other markets, including the USA, Australia and Canada. Product research showed that the UK products could be adapted to meet the individual tastes of consumers within those markets.
The Kellogg's strategy was truly global; it developed an idea in Europe which it then adapted and applied worldwide. Within the space of 2 years the extensions to the brand had achieved global coverage, and were providing not only significant developments in sales value and volume of Special K products, but also a huge boost to the brand's equity.
Supporting such expansion was not always easy for Kellogg's UK. Initially it produced all the Special K variants sold within Europe. The UK company had to increase its manufacturing capacity and also refine supply chain management processes to ensure that the product would be available at the point of purchase. It had opened a portable foods plant at Wrexham, to produce bars. Other capacity was created by commissioning the production of Special K cereal in Spain.


ustainability was a key theme in Corus' analysis of the external environment. In 1987 the Bruntland Commission defined sustainable development as "meeting the needs of the present without compromising the ability of future generations to meet their own needs".
Most of the energy we consume - whether it is the petrol for cars or the gas that heats our houses - comes from non-renewable resources like coal, oil and gas. The reduction in energy use is, therefore, a key objective of Governments. As well as a cost to the environment, energy has a cost to those who buy it, and it makes good sense to reduce usage from both these perspectives. Fuel poverty affects between 4 to 6 million people of the population in the UK, this is not due to fuel being too expensive, but because they live in accommodation which has poor thermal insulation.
Efficient use of resources including energy is paramount during the life of a building. Buildings start off as raw materials like glass, which is used to manufacture components like windows. These are then assembled into systems like facades, which are constructed to form buildings. At the end of a building's life the sustainable loop describes how the product life can be extended.
 
Last edited:
Top