Real Changes, Improving Performance Kellogg Company Barclays - - PDF document

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Real Changes, Improving Performance Kellogg Company Barclays - - PDF document

Kellogg Company September 5, 2018 Real Changes, Improving Performance Kellogg Company Barclays Global Consumer Staples Conference Boston September 5, 2018 Forward-Looking Statements This presentation contains, or incorporates by reference,


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Real Changes, Improving Performance

Boston September 5, 2018

Kellogg Company

Barclays Global Consumer Staples Conference

BARCLAYS CONFERENCE I SEPTEMBER 5, 2018

Forward-Looking Statements

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This presentation contains, or incorporates by reference, “forward-looking statements” with projections concerning, among other things, the Company’s global growth and efficiency program (Project K), the integration of acquired businesses, the Company’s strategy, zero-based budgeting, and the Company’s sales, earnings, margin, operating profit, costs and expenditures, interest expense, tax rate, capital expenditure, dividends, cash flow, debt reduction, share repurchases, costs, charges, rates of return, brand building, ROIC, working capital, growth, new products, innovation, cost reduction projects, workforce reductions, savings, and competitive pressures. Forward-looking statements include predictions of future results or activities and may contain the words “expects,” “believes,” “should,” “will,” “anticipates,” “projects,” “estimates,” “implies,” “can,” or words or phrases of similar meaning. The Company’s actual results or activities may differ materially from these predictions. The Company’s future results could also be affected by a variety

  • f factors, including the ability to implement Project K (including the exit from its Direct Story Delivery system) as planned, whether the expected amount of

costs associated with Project K will differ from forecasts, whether the Company will be able to realize the anticipated benefits from Project K in the amounts and times expected, the ability to realize the benefits from our implementation of a more formal Revenue Growth Management discipline, the ability to realize the anticipated benefits and synergies from the acquisitions in the amounts and at the times expected, the impact of competitive conditions; the effectiveness of pricing, advertising, and promotional programs; the success of innovation, renovation and new product introductions; the recoverability of the carrying value of goodwill and other intangibles; the success of productivity improvements and business transitions; commodity and energy prices; transportation costs; labor costs; disruptions or inefficiencies in supply chain; the availability of and interest rates on short-term and long-term financing; actual market performance of benefit plan trust investments; the levels of spending on systems initiatives, properties, business opportunities, integration of acquired businesses, and other general and administrative costs; changes in consumer behavior and preferences; the effect of U.S. and foreign economic conditions on items such as interest rates, statutory tax rates, currency conversion and availability; legal and regulatory factors including changes in food safety, advertising and labeling laws and regulations; the ultimate impact of product recalls; business disruption or other losses from war, terrorist acts or political unrest; and other items. Forward-looking statements speak only as of the date they were made, and the Company undertakes no obligation to update them publicly. This presentation includes non‐GAAP financial measures. Please refer to the earnings press release, which is available on the Investor Relations page on the Company’s website, www.Kelloggcompany.com, for a reconciliation of these non‐GAAP financial measures to the most directly comparable GAAP financial measures. Management believes that the use of such non-GAAP measures assists investors in understanding the underlying operating performance of the company and its segments.

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What a Difference a Year Makes

 Transitioned to new management  Launched Deploy For Growth strategy  Completed most of Project K restructuring, including transition out

  • f DSD

 Acquired RXBAR, increased West Africa investment, consolidated Multipro  Ramped up Brand Building investment

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Improving Performance

Net Sales, Organic Growth *

  • Big brands back in growth
  • Accelerated emerging-

markets growth

  • Frozen Foods momentum
  • Improved velocities in U.S.

Snacks

  • Stabilized cereal in U.K.,

Australia, Canada

* Organic growth excludes the impact of acquisitions, dispositions, shipping-days differences, and foreign-currency translation.

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Deploying for Growth Means Making Changes

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Agenda

  • Change in Portfolio & Footprint
  • Change in How We Innovate
  • Change in How We Build Brands
  • Change in Our Growth Trajectory
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Shaping a Growth Portfolio

CAGNY 2018 I DEPLOY FOR GROWTH

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Shaping a Growth Portfolio

Long-Term Trajectory

% of Total Net Sales; Organic-Basis Net Sales Growth

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Developed Markets Snacks – Strong Brands

Better Growth for Biggest Brands: Investment Support for First Time in Years: Our Own Challenger Brands:

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Big Brands Back in Growth:

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Developed Markets Cereal – Strong Brands

Big Brands Stabilizing: Our Own Challenger Brands:

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Developed Markets Frozen – Strong Brands

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Emerging Markets – Building Scale & Growth

Kellogg Emerging Markets, Volume in Kilos

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Emerging Markets – Strong Brands

Big Global Brands: Trusted Kellogg Masterbrand: Expandable Local Brands:

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Emerging Markets – Now a Major Driver

Emerging Markets as % of Net Sales

Source: Management’s interpretation of data from company reports, and analysts’ published estimates; peers are large-cap, U.S.-based packaged food companies

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Agenda

  • Change in Portfolio & Footprint
  • Change in How We Innovate
  • Change in How We Build Brands
  • Change in Our Growth Trajectory

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Changing How We Innovate

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A Health & Wellness Heritage

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Our Innovation Opportunity

  • Mega-trends
  • Fit for our Portfolio
  • New approach
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Emerging H&W Trends – Consumer Awareness

  • High interest in fiber and plant

protein

  • Plant-based diet getting

recognized for health, environmental, and ethical reasons

  • High intuitive link between gut

and other bodily functions, especially emotion

  • Consumers already demand

what we can offer!

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Emerging H&W Mega-Trand – Plant-Based Protein

  • Specific protein needs now

understood

  • New techniques to modify plant

protein profiles

  • Novel fermentation and cellular

agricultural processes produce unique protein and micro- nutrient profiles

  • Our portfolio and heritage is

plant-based foods!

Source: The Balanced Body Nutrition

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Emerging H&W Mega-Trend – Microbiome

  • Number of scientific-publication

references increasing exponentially

  • Increasing accessibility of gene

sequencing will continue to increase awareness

  • Human studies are underway
  • We specialize in grains and

fiber!

Source: PubMed.gov, Trilink Biotechnologies

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New Approach – From Trend to Paradigm

Science: Microbiome Plant-based sustenance Food: Culinary-inspired grainoliers Model: Rapid prototyping, iterative learners

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Getting Ideas From New Sources

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Renovating Existing Foods

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Getting Food & Communication Right

Inner Strength: Digestive Health:

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Daring to be Different

Hyper-Convenience Digestive Wellness Next-Generation Natural

..

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Agenda

  • Change in Portfolio & Footprint
  • Change in How We Innovate
  • Change in How We Build Brands
  • Change in Our Growth Trajectory

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Building World Class Brands

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Data & Analytics at the Center of What We Do Better Data Advanced Analytics

  • First party database
  • 26 million consumers
  • Receipt / loyalty card

purchase data

  • Program that identifies

individual consumers by device

  • Enables move from “One

message for all” to “Right message for each” Real time integrated consumer response Weekly media / content

  • prtimization

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Shifting Media Mix, Influencing Consumer/Shopper

MEDIA % MIX

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Extending Brand Building into eCommerce

Commercial channel Test & Learn Brand building

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Already Seeing Improved Results

Source: Kellogg Nielsen Market Mix Model

RETURN ON INVESTMENT COST PER AD IMPRESSION RETURN ON AD SPEND (BY DATA SET) % QUALITY IMPRESSIONS

Source: Starcom Source: Nielsen Catalina Services Source: Moat

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Creating Personalized Experiences

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Creating Trial and Buzz

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Contemporizing and Customizing our Content

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Agenda

  • Change in Portfolio & Footprint
  • Change in How We Innovate
  • Change in How We Build Brands
  • Change in Our Growth Trajectory
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Moving Toward Sustainable Growth

Reduce Cost Structure Invest in Brands & Capabilities Deliver Sustainable Growth

  • Complete Project K
  • Sustain ZBB
  • Brand Building &

Innovation

  • Pack Formats
  • Commercial Execution
  • Portfolio
  • Balanced Top-Line

Growth and Margin Expansion

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In Summary

  • Improving results
  • Strengthened portfolio
  • Enhanced capabilities