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1866 NESTLE‟s history begins back in 1866, when the first European condensed milk factory was opened in Cham, Switzerland, by the Anglo-Swiss Condensed Milk Company. 1867 In Vevey, Switzerland, our founder Henri Nestlé, a German pharmacist, launched his Farine lactée, a combination of cow‟s milk, wheat flour and sugar, saving the life of a neighbour‟s child. Nutrition has been the cornerstone of our company ever since. “Henri Nestlé, himself an immigrant from Germany, was instrumental in tur ning his Company towards international expansion from the very start. We owe more than our name, our logo and our first infant-food product to our founder. Henri Nestlé embodied many of the key attitudes and values that form part and parcel of our corporate culture: pragmatism, flexibility, the willingness to learn, an open mind and respect for other people and cultures.” Peter Brabeck-Letmathe, Nestlé Chairman 1905 The Anglo-Swiss Condensed Milk Company, founded by Americans Charles and George Page, merged with Nestlé after a couple of decades as fierce competitors to form the Nestlé and Anglo-Swiss Milk Company.
Nestlé's relationship with India dates back to 1912, when it began trading as The Nestlé Anglo-Swiss Condensed Milk Company (Export) Limited, importing and selling finished products in the Indian market. After India's independence in 1947, the economic policies of the Indian Government emphasised the need for local production. Nestlé responded to India's aspirations by forming a company in India and set up its first factory in 1961 at Moga, Punjab, where the Government wanted Nestlé to develop the milk economy. Progress in Moga required the introduction of Nestlé's Agricultural Services to educate, advise and help the farmer in a variety of aspects. From increasing the milk yield of their cows through improved dairy farming methods, to irrigation, scientific crop management practices and helping with the procurement of bank loans.
Nestlé India is a subsidiary of Nestlé S.A. of Switzerland. With seven factories and a large number of co-packers, Nestlé India is a vibrant Company that provides consumers in India with products of global standards and is committed to long-term sustainable growth and shareholder satisfaction. The Company insists on honesty, integrity and fairness in all aspects of its business and expects the same in its relationships. This has earned it the trust and respect of every strata of society that it comes in contact with and is acknowledged amongst India's 'Most Respected Companies' and amongst the 'Top Wealth Creators of India'.
Nestlé has been a partner in India's growth for over nine decades now and has built a very special relationship of trust and commitment with the people of India. The Company's activities in India have facilitated direct and indirect employment and provides livelihood to about one million people including farmers, suppliers of packaging materials, services and other goods.
The Company continuously focuses its efforts to better understand the changing lifestyles of India and anticipate consumer needs in order to provide Taste, Nutrition, Health and Wellness through its product offerings. The culture of innovation and renovation within the Company and access to the Nestlé Group's proprietary technology/Brands expertise and the extensive centralized Research and Development facilities gives it a distinct advantage in these efforts. It helps the Company to create value that can be sustained over the long term by offering consumers a wide variety of high quality, safe food products at affordable prices.
It thus becomes important to build a strong brand and maintain it. Also. NESTLÉ SLIM Milk. MISSION "Nestlé is the largest food company in the world. The challenge For Nestle. MAGGI. Volatility. BAR-ONE. But . this challenge becomes an obvious reality for brands. Antonio Helio Waszyk. Chairman & Managing Director. Nestle has produced cult brands such as Maggi and Nescafe and with changing times. Targeting consumers in this complexity also becomes a challenge for a brand like Nestle. in a country like India. MILKYBAR. complexity is a given with high disparity in behaviour. for marketers. the challenge has been to keep these brands alive in the minds and hearts of consumers. With uncertainty and change being the only constant. this cliché becomes the greatest challenge. NESTLÉ Dahi and NESTLÉ Jeera Raita.com/blog/2012/01/03/pitch-cmo-summit-2011-nestle-keeping-it-fresh/ Pitch CMO Summit 2011: Nestle – Keeping it fresh It is now a cliché to call the present generation a fast paced one. Nestlé India is a responsible organisation and facilitates initiatives that help to improve the quality of life in the communities where it operates. the meaning of these brands has also evolved. uncertainty. Nestlé India . MILKMAID and NESTEA and in recent years the Company has also introduced products of daily consumption and use such as NESTLÉ Milk. KIT KAT.Nestlé India manufactures products of truly international quality under internationally famous brand names such as NESCAFÉ.more important to them is to be the world's leading food company Problem Statement of the org (Why Strategic planning) http://pitchonnet. class and beliefs. However. complexity and ambiguity (VUCA) become the hurdles in this endeavour.
Nestle has come to understand that the Indian consumer appreciates not just price but value as well. the communication of the benefit of the product. in such a scenario. To build a brand the Nestle way. Nestle played on this very aspect and interviewed 2. Geometrically. Maggi. delighting with product experience. both in terms of impact and cost. it is she and the child who decide what goes into the shopping basket.dynamic. It was after this primary research that Maggi came up with its classic masala offering. which is a cult brand under mother brand Nestle has been developed on the basis of consumer insights.The strategy For Nestle. it has taken up steps like knowing consumers deeply. who is 26 years old and is talking on phone most of the time. which are independent of the economic class they belong to. Nestle feels that a regional approach to advertising becomes much more effective. Two years ago. innovating and creating engaging brand experience. Around 1. benefit and value. This is because hours on TV do not necessarily mean great impact. while a pyramid is very static. inspiring with brand vision and essence. Consumer insights and inputs contribute in the development of the product and the positioning as well. the understanding of the changing Indian society remains to be the greatest strength. knowing the consumers deeply is of strategic importance. He reinforced the importance of point-of-sale as that is the moment of truth for marketers. Also. Maggi and Top Ramen were the only brands in the instant noodles category. If one likes a communication. “How so much communication you do. brands need to find opportunities in a different kind of communication. price is a component of value. Nestle‟s consumer insights have helped it to plan the strategy for the brand. Nestle has also come to realise that one way communication with the audience results in passive consumers. Antonio Helio Waszyk. Nestle has used the digital medium to connect with consumers. A product or a service clicks with consumers not just because of its price but also because of its features. Merchandising is another strategy that Nestle is taking up. what matters is the „last square feet‟. The implementation There has been a common perception that Indian consumers like goods that are low in price. masala. Understanding how consumers cook and eat contributed to the innovation. digitalisation and merchandising. even if these aspirations are similar. Approaching six to seven prominent regions.000 consumers to know how they cook their masala. The category is now growing with three new entrants. Also. Nestle India. and having a regional approach rather than having one national spot on a national channel has worked better for Nestle. It thus becomes important for marketers to listen to consumers and give importance to their voice and opinion. To build a brand the Nestle way. For Nestle.” The placement of the product in the shelf. However. Nestle also realised that courtes y the changed role of the woman. a diamond is dynamic and consumer opportunities in India are exactly the same. The mantra for Nestle has been to attract and engage.5 million people interacted on the page. Noodles are not a part of the Indian platter. watching it once will do the trick. The use of Bollywood stars in television campaigns and simultaneous digital campaigns on social media sites is helping the brand connect with the audience. However. and the communication of the values of the product at the point of sale are important factors that contribute to the awareness of a brand. reach and frequency are not the factors to analyse the effect of communication. feels. however. is. The consumers today have very high aspirations. It thus became imperative for the brand to target women and children. Chairman& MD. . Nescafe created a „know your neighbour‟ Facebook page which was a continuation of Nescafe‟s TV campaign starring Deepika Padukone. It is a diamond both in value and structure. It realised that the Indian consumer is „she‟. who do not connect with the brand. More opportunities are now available for the average Indian consumer. Like many other marketers. the communicat ion of the experience. staying connected with consumers is a must for every brand. As price of commodities increases and investment in advertising decreases. This understanding included viewing India as a diamond rather than a pyramid. repetitive communication on television means a lot of money. The male does not have a say in it. the access to these aspirations is dissimilar. The key strategy for Nestle has been regionalisation.
regionalisation. R&D and differentiation have also been considered as important factors which distinguish „players‟ from „competitors‟. good to eat‟.scribd.com/doc/30768475/Swot-analysis-Nestle-Company Porter’s 5 Forces Analysis http://www. The brand has been able to maintain a strong presence in other categories as well courtesy its strong positioning.mba-tutorials. which had to be provided to consumers anyhow. Nestle moved to „Taste bhi. leave the product on the shelf and go. it is being consistent. With changing times.scribd.com/doc/46511099/Competitive-Advantages-of-Nestle Benefits (Financial and Non-Financial) http://lasanthaw. Maggi‟s positioning five to six years ago was convenience. For me. the communication. Waszyk says. Another part of Nestle‟s strategy has been to create engaging bran d experiences.com/strategy/1671-porters-five-forces-model-of-nestle. This has been achieved through various advertisements that help create brand awareness and brand connect.” The result Nestle has been successful in maintaining its leadership in the instant noodle category despite the entry of new players. If a marketer did not give convenience. A player will come.com/hub/Potential-strategic-financial-objectives-of-an-organization .Inspiring with brand vision and essence has also been an important part of Nestle‟s strategy of building brands. The tagline for the brand was „Fast to cook. Innovation is another factor that has been at the core of Nestle‟s marketing strategy.html Strategy lifecycle(Planning and Implementation (left) ???? Competitive advantage http://www. digitalisation and merchandising. the regionalsation and add value to the category. Nestle realised that convenience became a given. “Good marketing for me is not to reinvent every two -three years. the consumer would not buy the products.” Nestle has kept the brand‟s essence intact and has evolved in terms of communication. health bhi‟.hubpages. With the advent of the „health -conscious‟ generation. “A competitor will have his focus on the product. According to Waszyk. SWOT: http://www.
lifestyles and the region‟s economy.Learnings : http://www.Nestlé is also helping with theconstruction of facilities for drinkingwater and lavatories in village schoolsin the Moga factory milk district.aspx#. Samalkha. helpingin turn to improve people ‟s health. identify best practices and focus on opportunities for improvement. The first phase of the initiative. Health survey A baseline survey was carried out to understand the current state of health management across the Nestlé Group. DuPont consultants visited each of the sites several times to coach managers. which is providing a strategic vision in driving towards excellence. Health management At the end of 2010. Assisting dairy farmers in India Over 30 years ago in Moga. and covered all permanent employees in India and Bangladesh. which will form the basis for an action plan for the coming years. The aim of this survey was to evaluate employee attitudes towards safety and to identify areas for improvement. in northern India. chaired by the head of the region. Later in 2011. “Safety and You”. a safety engagement programme in collaboration with DuPont to improve the safety culture in the Nestlé South Asia region. the first of its kind in the Nestlé South Asian region. This is a partnership with the schools. along with well-equipped milk collection centres.nestle. We also worked with the local community to build confidence in the milk trade. The “ Safety and You” survey will be rolled out to Sri Lanka in March 2012. Nestlé India launched Safe By Choice. Nestlé India rolled out a safety perception survey. Chairman and Managing Director of Nestlé in South Asian Region. health and environmental sustainability function. The results will help them to further reinforce their safety culture and accelerate towards our ambition of zero injuries and illnesses. Nanjangud. Manesar and Tahliwal in April 2011. a number of initiatives were launched or enhanced in order to improve our heath programmes and performance. . primarily in occupational health. Another project involves funding medicines for a local tuberculosis clinic. was launched in November in collaboration with DuPont. on the eve of the launch of the Safety Perception Survey in India and Bangladesh.ULT55ofrx5k Nestlé India safety programmes SAFETY: Antonio Helio Waszyk. we created a new global leadership position of Health and Wellness Advisor within the Company‟s corporate safety. which focused on contractor safety. In 2011. The survey also identified areas of opportunity. Nestlé India has also formed a Safety Council. The survey identified a number of aspects where current programmes are strong. without compromising religious considerations. many sites have also established health centres where sick or injured workers can receive professional care or advice. and on the health of dairy herds.com/csv/ourpeople/safetyandhealth/Initiatives/Pages/Initiatives. Throughthis assistance Nestlé has helped raise the quality. in addition to providing emergency medical assistance. Farmers are advised on good breeding and feeding practices. They have also assisted in the development of standards for high-risk activities such as working at height and excavation. hygiene and value of the milk produced by some 85 000 farmers in this district. support started with Nestlé providing loans at favourable rates to enable farmers to build their herds of cattle. A professional milk agent was established. For example. In 2011. The survey. was rolled ou t at Nestlé‟s major construction sites in Ponda.
they are not satisfied regarding their current performance. Once the pilot was successfully completed.nestle. Nestle India and Nestle S.com/essays/Management/The-Role-of-Culture. CONCLUSION: http://www. Prior to the launch of the programme. a survey and pilot study was undertaken in Nestlé‟s communities around Moga in partners hip with Punjab Agricultural University (PAU). Consequently.essayswriters. Nestle India and Nestle S. as it will foster cross -cultural interaction between the employees of both branches by giving them chances to attend the international training programs. especially in the business environment.A and Nestle India engage in superior HR policies in: Communication strategy-Nestle must adopt a valuable communication strategy to foster productive relationships between the two branches. Due to having a distinctly heterogeneous workforce.A will overcome the setbacks of cross-cultural differences. regardless of their cultural background. ensuring sustained nutrition training of 12 hours for each student. Efficient training and development-Nestlé’s approach to training and development is critical. By adopting this strategy. in order to enhance communication and better interaction.pdf While they have developed a strong corporate culture and firm set of business principles during the 135 years of our company’s existence.nestle. I would strongly recommend that both Nestle S. This is with a view to ensuring efficient serving of customers. with the roll out of nutrition training to over 11. Nestle has constantly encouraged its employee s to be innovative. it is recommendable that certain solutions with regard to strategic HR policies must be suggested and applied.A must engage in frequent activities that promote cultural. The programme for 2011 was successfully concluded.com/assetlibrary/Documents/Reports/CSV%20reports/Environmental%20sustainability/Sustainability_review_Engl ish.html RECOMMENDATION Given the countless concerns that can be experienced due to the incidence of cross -cultures in an international business corporation. Entrepreneurship strategy-Every employee must adopt an independence stance. superior product quality and guaranteed financial success. through two hour sessions spread across six weeks.in/csv/Nutrition/nestle-healthy-kids-programme/Pages/implementing-nestle-healthy-kids-programme-in-india. This allows them to engender innovative ideas and implement them.aspx Implementing Nestlé‟s Healthy Kids Programme in India Our Healthy Kids programme is conducted in the communities around our factories.369 students in the Moga region from May 2009 to December 2009. but are dedicated to continuous improvement in sustainability.500 students. teachers and parents to continue the programme year on year.SUGGESTIONS: http://www. with tremendous requests from students. and it offers its support to all its customers. personal and team building. Joint Committees consisting of members from Nestlé and our collaborating partners have been established to facilitate and evaluate the rollout. using the company’s resources and support. http://www. The pilot project covered 1. the key learnings were used to further fine-tune the final program. .
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