(NYSE: LNT) is a public utility holding company that incorporated in Madison, Wisconsin in 1981. It consists of two subsidiaries:[3]
Interstate Power and Light Company (IPL) is a public utility that generates and distributes electricity, and purchases and distributes natural gas in Iowa and Minnesota.
Wisconsin Power and Light Company (WPL) provides similar services as IPL in Wisconsin.

Kellogg's soon came to realise that the variants were responsible for a huge growth in the Special 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.

Working from its conclusions Corus has set out what it wants to achieve in a vision for sustainable construction.
"Corus aims to create valued added products and services to promote steel intensive commercially viable buildings. Through advanced design and technology we will improve the quality of life in society whilst enhancing the life-cycle credentials of the built environment."
Corus regards it as important for all staff to know the direction towards which they should be going, and vision statements are used as an effective way of communicating this.
Added value is a key part of this vision statement. Corus' potential customers in the construction sector include businesses which own offices and other commercial property. These customers want, like Corus, to increase profit and therefore returns to shareholders. They can do this by:
extending the life of the building so they can earn revenue from it longer. The average life of a commercial property is currently only 20 years
reducing the costs incurred over the life of the building especially energy costs
earning more revenue from a workforce which is more content because of a better working environment.
Corus is developing solutions to add value for customers by helping them in all these three areas. By examining the energy costs incurred over the life of an office block, Corus has identified larger opportunities for saving costs. This understanding will hopefully provide Corus with a competitive advantage.
The environmental impacts of the different phases of an office building's life cycle are:
When contemplating long-term investment decisions, brand managers face two key questions.
1. In what projects should the company invest?
2. What level of investment should be approved?
For the Kellogg company, market research suggested that using funds to develop variants on Special K looked like a comparatively low risk project that offered the prospect of a good rate of return. This was largely because it involved developing and extending a brand that already enjoyed huge consumer support in ways that could be adapted to the market place worldwide. The judgement has proved to be correct, to the benefit of the company and its many stakeholders.
 
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