Year-Over-Year % Change 5% 3% 2002 2003 Created only two years ago, our Ethnic Marketing Team has made great strides in reaching out to a growing part of the U.S. population. In 2003, the team executed several successful promotions for this market. One was our MUSI Kellogg’s Tour, an Hispanic music tour. Similarly, the first Spanish-lan- guage advertisement for our  Special K ® brand was a huge success, driving a significant increase in sales in the Hispanic market. These efforts are good exam- ples of earning our stripes in the marketplace.  from the Keebler acquisition, we go to market in the foodservice, vending, and convenience-store channels as a much stronger company. Good innovation and sales efforts in 2003 allowed us to continue to gain share in the foodservice channel in all three of our largest categories: cereal, cookies, and crackers. We project another year of profitable growth for these other U.S. businesses in 2004. Each of these brand equities, as well as our food-away-from-home business, should benefit from new products and con- tinued emphasis on execution, both in brand building and innovation. Our  Kellogg’s Krave ® snack bars were launched nation- ally after two years in test market. This product offers con- sumers a delicious and more wholesome alternative to tradi- tional confectionery bars, and gives us another opportunity in the supermarket aisle we love best—the one with cereal, toast- er pastries, and wholesome snacks. We continued to expand the all-natural  Kashi ® brand beyond cereal. New flavors of  Kashi ®  GoLean ® snack bars were added to the line in 2003, and we had good first-year success with  Kashi TLCs TM and  Kashi TM frozen waffles.  We continue to generate growth in frozen foods. The leading frozen waffle brand,  Eggo , grew on the strength of new products. These included line exten- sions like  Eggo ® Froot Loops TM frozen waffles, a limited edition  Scooby Doo TM frozen waffle, and new products such as  Eggo ® French Toaster Sticks . Late in the year, we extended the  Eggo brand into a related category, syrup; this is an example of how we can add incremen- tal sales to existing brands without significant invest- ment or risk. Our meat alternatives business, principally under the category-leading  Morningstar Farms brand, also grew through innovation. New  Morningstar Farms ® Parmesan Ranch Chik Patties ® , for example, took advantage of increasing consumption of non-burger products in the frozen meat alternatives segment. The food-away-from-home channel was challenging for most food companies during the past two years, but our business continued to grow. Benefiting from the increased scale and broadened portfolio that resulted Other U.S. Businesses: Internal Net Sales Growth 12 Earning Our Stripes