A Project On Nestle BD PDF

LOCAL BUSINESS POLICIES OF NESTL
BANGLADESH LTD.
INDEPENDENT UNIVERSITY, BANGLADESH

DEPARTMENT OF BUSINESS ADMINISTRATION
REPORT ON
LOCAL BUSINESS POLICIES OF NESTL BANGLADESH LTD
PREPARED FOR:
Dr. Shibli Noman Khan
Lecturer
Department of Business Administration
Independent University, Bangladesh
PREPARED BY:
Alif Al Mohammed Shalahuddin
ID: 1221557
MBA 509
Date: 30 July 2012
Letter of Transmittal
30th July, 2012
Dr. Shibli Noman Khan
Asst. Professor
Independent University Bangladesh,
Subject: Submission of Term paper
Dear Sir,
Its our great pleasure to submit the Report on Nestle Bangladesh Ltd. A study was making on a
company that you have asked to prepare to study. I have tried our best to follow the instruction
that was given by you. Throughout this study I tried to identify how Nestle operating their local
business being a multinational company in Bangladesh.
I sincerely hope that you will enjoy this report as I enjoyed while writing it. If you need any
further clarification or quarry in interpreting this analysis, we will be glad to oblige you.
Thank you,
Alif Al Mohammed Shalahuddin

ID: 1221557
MBA-509
Table of Contents
Particulars
ABSTRACT
PART ONE: INTRODUCTION TO REPORT
Origin of the Report
Objective of the Report
Scope and Limitation
PART TWO: NESTL BANGLADESH LTD.
2.1 Introduction
2.2 History of Nestl
2.3 Global Brand of Nestl
2.4 Nestl in Bangladesh
Customers of Nestl Bangladesh Limited
Functions of Nestl Bangladesh
Products of Nestl Bangladesh
PART THREE: ORGANIZATION STRUCTURE OF NESTL
3.1 Global Organization Structure of Nestl
3.2 Organization Structure of Nestls in Bangladesh
PART FOUR: STRATEGY OF NESTL
4.1 Key Success Factors
External factors
Internal factors
4.2 Marketing Strategy
Market Segmentation
Target market
Positioning strategy
Advertising and Promotional activities
Medium Responses
4.3 Competition Structure
4.4 Nestls Consumer Communication and Relationship
4.5 Retaining Old Customer or Attracting New Ones?
Customer Satisfaction Level
4.6 Market Audit
External Audit
Internal Audit
4.7 Nestls Commitment to Environmentally Sound Business Practices
4.8 The Supply Chain
Raw Materials
Manufacturing
Distribution Marketing
4.9 What Makes Nestl to Become Nestl?
Medical support
Food support
Sports Development Programme
4.10 Conclusion
PART FIVE: APPENDICES
References
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Table of Figures
Particulars
Figure 01: Sales Regions
Figure 02: Sales Process
Figure 03: Organizational Functions
Figure 04: Nestl Brands in Bangladesh
Figure 05: Global Organizational Structure
Figure 06: Organizational Structure in Bangladesh
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Abstract
The study seeks to identify the local business policies of Nestle Bangladesh Ltd. as a
multinational company. How they operate their business in Bangladesh being a multinational
company to compete with their local competitors. To operate their business how they develop
their strategy to gain the competitive advantage.
In details the study aimed to identify the business policy and their strategy in Bangladesh. What
is there key success factors, marketing strategy, competition structure, market audit as well as
how they develop their market segmentation, target market, positioning strategy, advertising and
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promotional activities and what is the output.
Local Business Policies of Nestl Bangladesh Ltd.

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Part One: Introduction to Report

Origin of the Report

During the summer2012 semester of MBA program of Independent University, I was required
to do a term project in the course International Marketing (MBA 509). This course is designed to
give the business students an understanding international marketing that is necessary
tounderstand the in department of international marketing concepts applied by companies. Out of
several options of the term project topics, I have chosen a company Nestl Bangladesh Ltd. for
the term project.
Objective of the Report

To prepare and submit the term project within specified time. To have a very practical idea and
over viewing the marketing sector focusing on a specific company and their performance in
Bangladesh. Present companys current mission, vision, objectives, and goals. Find out their
strength, weakness, opportunities, threats. Defining their market segmentation, target market and
product positioning and key marketing areas. Source of information the report is originated from
both primary and secondary data source.
Primary data: Face to face conversations with employees. By arranging appointment

with top officials of the company.
Secondary data: Companys reports and other published materials various marketing
books, personal interview with a Nestl professional.
Scope and Limitation

There was great difficulty of finding appointment of the top officials of Nestle although talking
to the officials interviewing few personnel of top management and talking to personal references
was helpful, still we could not cover in depth analysis on the above mentioned topic. Getting
relevant papers, documents, information were strictly prohibited. The officers were hesitant to
reveal the information in regard of confidentiality Unavailability of financial data as Nestl does
not publish financial report to the public.
Bangladesh
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Restriction on time and resources of data due to absence of corporate website in
For the confidentiality concern, access to some information was not available.
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Part Two: Nestl Bangladesh Ltd.

2.1 Introduction
Todays Nestl, the world's largest food and nutrition company, founded by the Henri Nestl (10
August 1814 7 July 1890); a German confectioner in Vevey, Switzerland in 1866. In the food
industry Nestl is the most trusted name with high quality products. Good food Good Life is
the mission of Nestl, which drives the company to provide consumers with the best tasting and
most nutritious choices in a wide range of food and beverage categories and eating occasions.
The vision of creating shared value and the very own Corporate Business Principles
shaped the company culture and made them a reliable investor over 86 countries of the world.
Today Nestl employs around 280000 people and have factories or operations in almost every
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country of the world with a total equity of CHF 62.60 billion.

2.2 History of Nestl

1866-1905: Henri Nestl's quest for a healthy, economical alternative to breastfeeding is the
important factor that drives the history of Nestl Company. Henri Nestl, pharmacist, began
experimenting with various combinations of cow milk. His ultimate goal was to help combat the
problem of infant mortality due to malnutrition. People quickly recognized the value of the new
product, as Nestl's new formula saved the life of children within a few years. In August, 1867
Charles and George Page, two brothers from Lee County, Illinois, USA, established the AngloSwiss Condensed Milk Company in Cham. In 1877 Anglo-Swiss added milk-based baby foods
to their products and in the following year the Nestl Company added condensed milk so the
firms became direct and fierce rivals. Henri Nestl retired in 1875 but the company under new
ownership retained his name as FarineLacte Henri Nestl. Their headquarters in Glendale,
California, USA.
1905-1918: The Company formed by the 1905 merger was called the Nestl and Anglo-Swiss
Milk Company. Most production facilities remained in Europe, however, and the onset of World
War I brought severe disruptions, as a result acquiring raw materials and distributing products
became increasingly difficult. At the same time the war created tremendous new demand for
dairy products, largely in the form of government contracts. By war's end, the Company had 40
factories, and its world production had more than doubled since 1914. Moreover in this period
Nestl added chocolate to its range of food products and also the Condensed-milk exports
increased rapidly as the Company replaced sales agents with local subsidiary companies. In
1907, the Company began full-scale manufacturing in Australia.
1918-1938: The end of World War I brought with it a crisis for Nestl. Rising prices for raw
materials, the worldwide postwar economic slowdown, and declining exchange rates made the
situation worst. In 1921, the Company recorded its first loss. Nestl's management brings Louis
Dapples as an expert to deal with the situation; his rationalized operations and reduction of the
company's outstanding debt improve the financial condition. On the other hand Nestl's first
expansion beyond its traditional product line came in 1920s by producing chocolates. In the

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coffee surplus, after eight years of research Nestl came with Nescaf became an instant success.
meantime Brazilian Coffee Institute first approached to Nestl in 1930 to reduce Brazil's large
1938-1944: in this period World War II were felt immediately upset the business once again and
Profits dropped from $20 million in 1938 to $6 million in 1939. To overcome distribution
problems in Europe and Asia, factories were established in developing countries; particularly in
Latin America. As the end of the war approached, Nestl executives found themselves
unexpectedly heading up a worldwide coffee concern, as well a company built upon Nestl's
more traditional businesses.
1944-1975: The graph of growth sets its trends little higher between 1944 and 1975. As a result
many new products were added as and outside companies were acquired. In Nestl merged with
Alimentana S.A in 1947, purchase of Findus frozen foods occurred in 1960, Libby's fruit juices
joined the group in 1971 and Stouffer's frozen foods in 1973and finally in 1974 the Company
became a major shareholder in L'Oral, one of the world's leading makers of cosmetics. The
Company's total sales doubled in the 15 years after World War II.
1975-1981: In 1920s the economic situation was in challenge due to price of oil rose, growth in
the industrialized countries slowed down and worldwide unstable political situation. In 1975 and
1977 price of coffee bean and the price of cocoa tripled. In this situation to maintain a balance,
Nestl went to second venture outside the food industry by acquiring the pharmaceutical and
ophthalmic product producer Alcon Laboratories Inc. of U.S; as a result it increased competition
and shrink the profit margins.
1981-1995: Improvement of financial situation through internal adjustments and strategic

acquisitions are the two important moves in this period. As a result between 1980 and 1984,
diversification of several non-strategic or unprofitable businesses occurred. On the other hand
Nestl managed to put an end in the third World to about a serious controversy over its
marketing of infant formula in this period. In 1984 Nestl acquire American food giant Carnation
and became one of the largest company in the history of the food industry.
hand in July 2000 Nestl launched a Group-wide initiative called GLOBE (Global Business
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towards liberalization of direct foreign investment was good news for the company. On the other
1996-2002: The opening of Central and Eastern Europe, along with China and a general trend
8 Excellence) aimed to simplifying business process. Two more acquisitions took place in this
period-U.S. ice cream business was to be merged into Dreyer's and the acquisition of Chef
America, Inc. a leading U.S.-based hand-held frozen food product business.
2003-2009: Within this area the acquisition of Mvenpick Ice Cream, Jenny Craigand Uncle
Toby's enhanced Nestl's position as one of the world market leaders in the super premium
category. On the other hand Novartis Medical Nutrition, Gerber and Henniez join the Company
in 2007. Meanwhile Nestl entered into a strategic alliance with the Belgian
chocolatierPierreMarcolini at the end of 2009.
2010 to onward: In mid-2010 Nestl finalized the sale of Alcon to Novartis; at the same time
Nestl bought Krafts frozen pizza business. Another important move in this period is launch of
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Special. Tea machine system and the completion of the CHF 25 billion share buyback program

2.3 Global Brand ofNestl

The brand portfolio delivers the message once again how big Nestl in the food industry. It is the
trust and effort of the Nestl professionals which created the win wining scenario. Today Nestl
covers almost every food and beverage category giving consumers tastier and healthier
products.
1. Baby foods: Cerelac, Gerber, Gerber Graduates, NaturNes, Nestum
2. Bottled water: Nestl Pure Life, Perrier, Poland Spring, S.Pellegrino
3. Cereals: Chocapic, Cini Minis, Cookie Crisp, Estrelitas, Fitness, Nesquik Cereal
4. Chocolate & confectionery: Aero, Butterfinger, Cailler, Crunch, Kit Kat, Orion,
Smarties, Wonka
5. Coffee: Nescaf, Nescaf 3 in 1, Nescaf Cappuccino, Nescaf Classic,NescafDecaff,
Nescaf Dolce Gusto, Nescaf Gold, Nespresso
6. Culinary, chilled and frozen food: Buitoni, Herta, Hot Pockets, Lean Cuisine, Maggi,
Stouffer's, Thomy
7. Dairy: Carnation, Coffee-Mate, La Laitire, Nido
8. Drinks: Juicy Juice, Milo, Nesquik, Nestea
9. Food service: Chef, Chef-Mate, Maggi, Milo, Minors, Nescaf, Nestea, Sjora,Lean
Cuisine, Stouffer's
10. Healthcare nutrition: Boost, Nutren Junior, Peptamen, Resource
11. Ice cream: Dreyers, Extrme, Hagen-Dazs, Mvenpick, Nestl Ice Cream
12. Petcare: Alpo, Bakers Complete, Beneful, Cat Chow, Chef Michaels Canine Creations,
Dog Chow, Fancy Feast, Felix, Friskies, Gourmet,Purina, Purina ONE, Pro Plan
13. Sports nutrition: PowerBar
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14. Weight management: Jenny Craig

2.4 Nestl in Bangladesh

Popular Nestl brands started entering this part of the sub-continent during the British rule and
the trend continued during the pre-independence days of Bangladesh. After the independence in
1971, Nestl World Trade Corporation, the trading wing of Nestl S.A, sent regular dispatch of
Nestl brands to Bangladesh through an array of indentures and agents and some of the brands
such as NESPRAY, CERELAC, LACTOGEN, and BLUE CROSS etc. became some very
common products.
Nestl Bangladesh Limited started its commercial operation in Bangladesh in 1994. Its total
authorized capital is TK1.5 billion and total paid up capital is TK 1.1 billion. The only factory of
the company in Bangladesh is situated at Sreepur, 55 km north of Dhaka. The factory produces
the instant noodles and cereals and repacks milks, soups, beverages and infant nutrition products.
Today Nestl Bangladesh Ltd. is a strongly positioned organization. The Company is
continuously growing through the policy of constant innovation, concentrating on its core
competencies and its commitment to high quality food to the people of Bangladesh.
Since the beginning of Nestls operation in Bangladesh, the chairman of the company has been
Mr. LatifurRahman, one of the top industrialists of the country, his firm Transcom used to import
the products of Nestl. His business house Transcom is still involved in wide range of business
like beverage, pharmaceutical, electronics, newspaper, tea export, fast food franchises etc. Still
he remains as an honorary chairman of the company although his group Transcom does not
capture any share today as Nestl S.A. holds 100% share of this company.
In Bangladesh Nestls vision is-to be recognized as the most successful food and drink
Company in Bangladesh, generating sustainable, profitable growth and continuously improving
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results to the benefit of shareholders and employees.

Customers of Nestl Bangladesh Limited

Nestl Bangladesh Limited markets its products throughout the country with the help of the
distributors. A part from that, Nestl Professional is a separate function which is responsible for
the institutional sale. There are currently 80 distributors of Nestl Bangladesh products of which
76 are retail distributors and remaining 4 are Nestl Professionals distributors providing
products for the out of home consumptions. The whole country is divided into six regions:
Dhaka North
Dhaka South
Chittagong
Khulna
Sylhet
Bogra
Figure1: Sales regions
The retail distributors supply Nestl products to four types of outlet, while Nestl Professional
Distributors supply products to different institutions.
Vending Site
Tea Bunk
Retail Distributor
Mordern Trade
Nestl
Bangladesh Ltd.
Figure2: Sales Process

Institutional Sale
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Nestl
Professional
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Retail/Wholesale
Functions of Nestl Bangladesh

Day by day demand and trust on the Nestl products are growing. Focusing on the substantial
growth and the other business perspective, the company developed its own functional areas.
Currently the existing fictional areas are:
General
Management
Finance and
Control
Human
Resource
Supply Chain
Marketing
Nutrition
Nestl
Professionals
Sales
Figure3: Organizational Functions
No matter how many functions are running, their main aim is to gain ultimate excellence. Every
function contributes from their end to meet the corporate goal. The General Management take
cares of the overall operation of the company and makes the key decisions. Human Resource
focuses the management of employees and organizational culture; moreover HR professionals
are also responsible for retaining the people who are making the difference with their
competitors at the end of the day. Supply Chain ensures the stable supply of the products
according to the demand of the customers. Marketing looks after the existing brands, market
share and product development of the products. Nestl is the worlds largest Nutrition Company
that is why the importance of the Nutrition products is much more in compared to the other food
companies; as a result they created a totally separate team to look after the Nutrition products,
such as, CERELAC, LACTOGEN. Finance and control deals with the financial transactions and
most importantly they also apply the control mechanism to remain the company complaint
revenue for the company, but sales goes for the retail distributors and Nestl Professionals looks
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after the institutional sales.
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financially and procedurally. Finally Sales and Nestl Professionals are responsible for earning

Products of Nestl Bangladesh

Globally the product line of Nestl is very large but in Bangladesh currently there are only 12
products. Nestl believes all foods and beverages can be enjoyable and play an important role in
a balanced and healthy diet and lifestyle; as a result no matter how short the product line may be
but it ensures the same quality in compare to the other countries.
Beverage
Nescafe
Culinary
Maggi, Shade-Magic
Nestea
Dairy
Breakfast
Cereal
Nutrition
Nido
Comflex
HunyGold
Coffeemate
Kokocranch
Lectozen
Nesfuta
NAN
Cerelac
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Figure 04: Nestl Brands in Bangladesh

Part Three: Organization Structure of
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Nestl

3.1Global Organization Structure of Nestl
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Table 2: Global Organizational Structure

3.2 Organization Structure of Nestls in Bangladesh
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Figure 06: Organizational Structure in Bangladesh

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Part Four: Strategy of Nestl

4.1 Key Success Factors
Strong brands / relationships with consumers-
Research and development-
Innovation and renovation-
Product availability-
Building relations with medical and scientific community in light of Nestl Bangladesh Ltd., this
report tried to analyze the following components of marketing strategy through different theories
and applications:
External factors
Social: Nestl makes an effort to integrate itself as much as possible into the cultural and
social values of the different countries. During operation in Bangladesh Nestl has
launched products with integration of social & cultural factors. This has been done to
match the taste buds of Bangladeshi consumers.
Ethical: Although Nestl faces ethical dilemmas in commercialization of its products, it

does not consider its high price to be an ethical crisis. This is because they are not ready
to compromise their quality in order to make their product widely available to all.
Internal factors
Marketing structure: Nestl is more people, product and brand oriented than system
oriented. Nestl favors long-term successful business development and even to greater
extent, customer life-time value. At the same time Nestl does not lose sight of the
necessity to improve in terms of quality, price and distribution. However, Nestl remain
conscious of satisfying the wants needs and demands of its consumers. It is also aware of
the need to generate a sound profit annually.
Nestl seeks to earn consumers confidence, loyalty and preference and anticipate
their demands through innovation and renovations. Therefore Nestl is driven by an acute
sense of performance adhering to quality and customer satisfaction Nestl is as
decentralized as possible within its marketing strategic definitions requiring increasing
flexibility. Nestl is always committed to the concept of continuous improvement of its
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marketing.
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activities and customer satisfaction through market segmentation, positioning and target

The effective formulation of their marketing strategy depends on the proper

match between the three key elements:
o Consumer
o Quality
o Competition
One thing to be mentioned is that the match between consumer and quality is most important for
Nestl. Besides there are some other concerns that effect the marketing strategy. This concerns
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are where to compete, how to compete and when to compete

4.2 Marketing Strategy

The current marketing strategy of the company is based on the foundation of the four pillar
strategy which has the following factors:
Market Segmentation
Nestl is targeted towards the consumer market. So Nestl food products can be treated as
consumer products. The major factors which play key role in the process of
consumer segmentation are:
Demographic (age, income, etc.)
Consumption pattern
Social economic factors
Brand loyalty patters
Perceptual factors
Cultural factors
Proper consideration of the given factors results in effective consumer segmentation for Nestl.
Since the product range is expensive in Bangladesh; FoysalAlam, the Marketing Officer, says,
we have to concentrate strongly on income of consumers.
Target market
Nestls main focus is the socio-economic class, which is the company wide target. Nestls
potential consumers are those who acknowledge that Nestl is all about quality and most
importantly those who can afford the products. The strategy for selecting their target market is
the following:
Income level (>10000 Tk)
Education
Quality realization
Positioning strategy
Nestls positioning strategy comprises of the three steps:
Identifying the right competitive advantage
Choosing the right competitive advantage
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Selecting the right completive advantage

The company then effectively communicates and delivers the chosen position to the market.
Nestl strongly believes that their products are specific and so are the product benefits. This,
Foysal Alam, the marketing officer, termed as Benefit Positioning
Regarding new upcoming products, Nestl is looking forward to renovation and innovation for
Maggi noodles and soups. This might be in terms of new flavors or improvising the quality and
the quantity of the products.
Advertising and Promotional activities

The company focuses on its corporate image that Nestl is all about quality. It hardly
emphasizes on promotion and publicity because consumers in Bangladesh already know that
ensuring product quality is what Nestl focuses, not price. Nestl mainly focuses the two
possible advertising objectives:
Informative advertising
Persuasive advertising
Since Nestl is already an acknowledged and quality food product company in Bangladesh, it
does not emphasize much on publicity and promotion. Here are a few points to ponder about
advertising done by Nestl Bangladesh Ltd.:
Nestl cannot advertise for infant milk.
Mass advertising is done for new products only
Advertising and promotion is done by product wise
15% of marketing communication budget is spend for publicity
More indulged into product sampling and test marketing Nestl had performed test
sampling in the year 2003 on Nescaf.
Nestl Bangladesh Ltd. has specialized agencies for their promotional purposes. They
Nescaf -Unitrend
Milo - (25%) Unitrend
Maggi - Protishobdo
Polo Protishobdo

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are:Product name advertising agencies:
Nestl is associated with the following profiles of major media types:
Medium Responses
Newspapers (e.g. ProthomAlo) Small Pass along audience, approx. 1 lakh. High cost
per exposure.
TV Reach up to 20 lakh audience
Billboards Very few
Local Magazines Negligible
Outdoor
The given table suggests that Cost per Contact is better in television advertisement than in
newspapers and other media for Nestl. Nestl also believes that television receives better
clutter, fleeting, exposure and a mass audience for promotion, which is only to be considered for
Nestl Bangladesh Ltd.
The main advertising is done on television and to a very little extent, newspapers. The emphasis
is on building a corporate image about maintaining their high quality. There are also
considerations underway to promote upcoming brands and products to extend their promotional
activities by putting up more billboards, posters, flyers, and banners. They will start internet as
their medium from year 2005. These decisions are carried out by the marketing department.
Hence, Nestl Bangladesh is trying to integrate their promotional activities and have an
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integrated marketing approach

4.3 Competition Structure

Nestl supports free enterprise and therefore competes fairly and ethically and expects other
companys right to do so. The competition structure for Nestl in Bangladesh is very limited
whereas it faces bigger challenges in other countries such as India, china,etc. Still Nestl tends to
face competition in the food market. In terms of quality and product square is the biggest
challenge and threat. Pran is the strong contender in terms of turnover. When it comes
to beverage and drinks Nestl consider Ispahani and Cocola to be strong players. Although 7080% consumers prefer Maggi noodles, Cocola seems to be catching up fast.
In terms of competitive advantage, quality seems to be the foremost tool for Nestl. Although
Nestl tends to face criticisms in terms of price and number of products sold, in comparisons to
local competitors, Nestl intends to abide by their policy which never attempts to compromise
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quality.

4.4 Nestls Consumer Communication and Relationship

Nestl is committed to offering consumers high-quality food products that are safe, tasty and
affordable. The Nestl Seal of Guarantee is a symbol of this commitment.
It also believes in maintaining regular contact with the consumers. This applies both to how they
present their products and to how they address their consumers questions and concerns. When
Henri Nestl prepared his first boxes of infant formula for sale, he put his address on the
packages so people would know where to go if they had questions. Today, the Consumer
Relationship Panel with the words Talk to Nestl expresses the same commitment.
This is why they have a worldwide Nestl Consumer Services network devoted to caring for
their consumers. Nestls people have expertise in a wide range of areas such as nutrition, food
science, food safety and culinary expertise. They provide the prompt, efficient and high quality
service that consumers expect from Nestl.
In addition, the expertise teaches them talk with consumers and above all, to listen. Listening
helps them to understand what people want. Nestl uses the insights gained from relationships
with consumers to drive product development.
Nestl care for Nestls consumers because its success depends on meeting their needs and
expectations. Through listening and understanding, it can make products that they will want to
use all through their lives.
Although Nestl is very conscious of its role in communicating responsibility to consumers,
Nestl in Bangladesh does not really perform much consumer communication. As noted their
marketing officer, For Nestl, our consumers are our distributors. Nestl has a separate
department designated as Consumer Relation Department where the purpose is served. A P.O.Box had been assigned where consumers can send complaints, mails or any enquiries directly in
order to reach Nestl. This can also be termed as Post Purchase Service. Consumer
communication is not much practiced in Bangladesh because at the moment, Nestl does not
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takes any initiatives in case of consumer communication.
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have any organized internal database of its consumers. Hence, it can be said that Nestl hardly

However, for specific brands, such as Milo, Nestl Bangladesh has an organized database of
1000 consumers who are the core that is final consumers of Nestl. Whenever, there are any
upcoming new products, Nestl sends these loyal consumers newsletters, leaflets, free samples
and even feedback questionnaires. This is the only consumer communication that Nestl does in
Bangladesh; also consider to be Direct Marketing. For any other products Nestl never performs
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consumer communication.

4.5 Retaining Old Customer or Attracting New Ones?

For Nestl, it is a 60-40 ratio. They believe whoever is loyal, Nestl should do their best to retain
their loyalty because if this loyal consumers become disloyal their word-of-mouth may
contaminate other eager consumers. So, Nestl emphasizes more on retaining loyalty rather than
attracting new consumers.
Customer Satisfaction Level

Nestl regards its consumers as its most valuable asset involvement at all levels start with open
communication whether it deals with customer satisfaction or their needs and wants. Nestl
recognizes that its consumers have a sincere and loyal interest in the behavior, beliefs, and
actions of the company behind brands in which they place their trust. With it consumers the
company would not exist. Nestl satisfies consumers in many countries and cultures throughout
the world. According to the Marketing officer Nestl Bangladesh Ltd, customer satisfaction
varies from one aspect to another. In terms of product delivery consumers do not give similar
responses. He explained with the simple example, Nescaf for some is refreshment, for others it
is relief. At the end of the day, Nestl consumer are 100% satisfied with the high quality of
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Nestl products.

4.6 Market Audit

The marketing audit is divided in
1. External Audit
2. Internal Audit
o Opportunities
o
Threats
o Strength
o Weakness
External Audit: Scanning the external environment of Nestl, we tried to find out the
opportunities and threats that are pointed out here:
Opportunities: The ability to expand their product line that requires an approach that is
compatible with Nestls strengths and that compensates for its weaknesses, e.g. to make
certain products available in the market at a relatively lower price so that a larger number
of consumers can buy itproducts such as Cerelac. Enhance distribution of their
Infant Nutrition Products in a country like Bangladesh where malnutrition already exists,
increasing the distribution channels and channel outlets.
Threats: Few local manufacturers who tend to sale their products at a relatively lower
price through various unethical means. For instant, many do not value expiry dates since
not much restrictions are practiced in Bangladesh.High degree of bargaining power of
suppliers.
Internal Audit:
Then we tried to analyze the internal situation of Nestl and we figured out the following
strengths and weaknesses:
Strengths:
o A portfolio of products which responds to the consumer trend for lighter yet indulgent
snacking
o A unique strategic position which combines powerful local brands with strong global
targets
o Centralized organization that helps in easier coordination of business activities
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o Dedicated core staff who are willing to provide significant labor hours to accomplish
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product brands
Nestl Weaknesses:
o Far fewer staff than actually required in terms of tasks to be completed.
o Significantly less customer support services than is required in terms of the number
of customers and the complexity of the services offered.
o Except form Milo, they have no post purchase service for other products in
Bangladesh.
Another Approach toward Strengths; Weaknesses Apart from conducting the SWOT analysis,
under marketing assessment, a different approach is taken to make an in depth analysis about
Nestl. In this approach, first, some core factors are identified against which the performance or
relative strength or weakness of Nestl can be measured. These factors include:
a. Marketing Factors
b. Manufacturing Factors
c. Organizational Factors
But these factors are too broad. So, further some criteria were developed for each factor to be
evaluated. Then the relative weaknesses or strengths are measured against each criterion that is
Marginal
Strength
Strength
Neutral
Marginal
Fundamental
Weakness
Weakness
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Fundamental
Weaknesses
Strengths
summarized here in a tabular format:

Performance Measurement Criterion

Marketing Factors:
Manufacturing actors:
Organizational Factors:
Relative Market
Production facilities
Culture
Reputation
Flexibility
Leadership
Previous Performance
Workforce
Managerial capabilities
Competitive Stance
Technical skill
Workforce
Customer Loyalty
Delivery capabilities
Flexibility
Depth of product range
Adaptability
Product quality
New product program
Distribution cost
Dealer network
Geographical coverage
Sales force
After sales service
Manufacturing cost
Pricing
Advertising
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Structure of competition

4.7 Nestls Commitment to Environmentally Sound Business Practices

Nestl respects the environment, supports sustainable development and is committed to
environmentally sound business practices throughout the world. To fulfill this commitment,
Nestl:
integrates environmental principles, programmes and practices into each business;
strives for the continuous improvement of its environmental performance through

application of the Nestl Environmental Management System (NEMS);
Complies with applicable environmental legislation. Where none exist, Nestls own
internal rules are applied; and
Provides appropriate information, communication and training to build internal and
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30
external understanding concerning the Companys environmental commitment.

4.8 The Supply Chain

Bringing a food product to the consumer involves a continuous process from farm to table.
Integrated measures for preserving the environment, and consequently for optimizing global
environmental benefits, are put in place along the supply chain. Nestl endeavors to apply the
following practices to meet its environmental commitment.
Raw Materials:
In general, Nestl is not directly involved in the production of raw materials. Wherever possible,
locally available raw materials are used. They are either obtained directly from producers or
purchased through trade channels. Nestl applies the following principles when sourcing raw
materials: all raw materials must meet both legal and internal quality criteria, including limits on
possible environmental contaminants; whenever possible, preference is given to raw materials
that are produced by environmentally sound farming methods (e.g. integrated crop management);
and farmers are encouraged to apply sustainable farming methods and, where appropriate, are
provided with assistance in crop production and dairy farming. Such assistance includes the
provision of recommendations for the conservation of natural resources (soil, water, air, energy,
and biodiversity) and techniques for reducing environmental impact.
Manufacturing:
Manufacturing comprises all processes that are necessary to transform perishable raw materials
into safe and convenient food products for consumers. Nestl strives to achieve optimal
performance in its manufacturing activities, including the environmental aspects. As such, the
manufacturing practices of the Group:
Respect natural resources by emphasizing the efficient use of raw materials, water and
Minimize the use of environmentally critical substances;
Continuously seek improvement in the efficiency of production facilities; and
Reduce waste generation and emissions as much as possible; consider recycling of waste as a
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priority and dispose of non-recyclable waste in an environmentally sound manner.
31
energy;

Regular environmental assessments of Nestls manufacturing practices are conducted to:
Evaluate factory performance;
Review factory compliance with applicable legislation and Nestls own standards;
Packaging fully investigate incidents that could affect the environment and take relevant
measures; and
Compare results with previous targets and set new improvement objectives.
In addition, Nestl exchanges information on environmental protection technology and practices

in order to ensure a wide use of best practices. Nestl encourages its contract manufacturers to
use environmentally sound manufacturing practices.
Packaging serves a major role in our daily lives. It protects food products from spoilage and
ensures safety from manufacture through storage, distribution and consumption. Packaging may
also provide tamper-evidence features. It communicates information, including nutritional
information and serving instructions, and provides the convenience demanded by todays
consumers. Nestl is committed to reducing the environmental impact of packaging, without
jeopardizing the safety, quality or consumer acceptance of its products. It is Nestls objective to
develop safe and wholesome packaged foods using the most efficient and appropriate packaging
materials available, while, at the same time, satisfying consumer requirements and expectations.
Nestl seeks packaging solutions that:
result in the lowest possible weight and volume of packages;
take into account new packaging materials and processes that reduce the impact on the
environment;
avoid the use of substances that can adversely impact the environment during packaging
production and disposal;
decrease packaging waste at all stages, including package manufacturing, utilization and
increase the use of recycled materials wherever possible; and
Increase the recyclables and compatibility of its packages with existing waste management
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schemes.
32
disposal;

Regular assessments of Nestls packaging are carried out and action plans are implemented.
Nestl supports industrial and governmental efforts to promote integrated waste management
that takes into consideration matters such as source reduction, reuse, recycling, composting,
energy recovery and landfill. Nestl encourages suppliers of its packaging materials to adopt
sound environmental practices
Distribution Marketing
Distribution of products from the factory to the customer involves transport and storage.
Efficient management of the distribution system is essential to preserve the safety and quality of
Nestls products, to ensure a high level of customer service, and to meet its commitment to
environmentally sound business practices. To this end, Nestl:
selects appropriate transportation modes, with particular attention given to optimum unit
loads (pallets), vehicle capacity utilization, route planning and consolidation with
outside partners, scheduling and fuel conservation;
optimizes warehouse and distribution center locations and environmentally efficient

operational systems; and
Identifies and implements measures to reduce energy consumption and waste.
Nestl encourages its distribution service providers to use environmentally sound practices.
Marketing is based on the principle of satisfying consumers needs. The overall trust
of consumers in Nestls brands and products comes from a quality image that has been
Continuously strengthened for over 130 years. Nestl strives to increase this trust through its
commitment to environmentally sound business practices. For this reason, Nestl:
bases environmental claims in advertising, promotional material, labeling and corporate

communications on solid scientific evidence; and selects materials and printing methods for
merchandising materials such as consumer offers, in-store promotions, display materials, leaflets
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and printed materials in light of environmental considerations.

4.9 What Makes Nestl to Become Nestl?
Inherited attitude
Appreciation of the individual
Understanding, knowledge and ideas
The pull of its brands
People and relationship driven
Flood relief Nestl Bangladesh donates products to support the Prime Ministers Relief Fund of
Bangladesh which helps victims of floods and other natural disasters. The Company also assists
with fund-raising efforts for the Flood Relief fund.
Medical support
The Company contributes to the Floating Hospital Project which provides medical assistance for
the poorest of the poor people.
Food support
The Company also runs a feeding programme for a school, established for the under- privileged
children of Dhaka city slums. Under this programme, food is supplied twice a week for the
students.
Sports Development Programme
Cricket is the most popular sport in Bangladesh. Nestl Bangladesh has stepped forward together
with the Bangladesh Cricket Board (BCB) to develop cricket talent for the future under a special
sponsorship programme. Milo will sponsor a series of local cricket development camps and
tournaments, to be organized by BCB for the under 13 and under 15 age groups. Through this
specific programme, a pool of young talented cricketers will be identified to ultimately represent
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34
Bangladesh internationally.

4.10 Conclusion
Finally it can be said that that Nestl Bangladesh Limited is using and developing their strategy
perfectly. By using valuable marketing tools they are creating competitive advantage for
themselves which ultimately helping them to reach their market as well as organizational
objectives. Again their continuous renovation are making them leader into the market which
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leads to profit as well as customer base for their company.

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36
Part Five: Appendices

References
Corporate Governance report 2011
The Nestl Corporate Business Principles 2010
Annual Report 2011
Quick Facts 2011
Nestl Management report 2011
Nestl Sustainability Review
Nestl People Development Review
Corporate Business Principles
Million Years of the Food Industry
The Nestle Management and Leadership Principles
Nestle Policy on the Environment
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LOCAL BUSINESS POLICIES OF NESTL

INDEPENDENT UNIVERSITY, BANGLADESH

Date: 30 July 2012

Subject: Submission of Term paper

Alif Al Mohammed Shalahuddin

promotional activities and what is the output.

Local Business Policies of Nestl Bangladesh Ltd.

Part One: Introduction to Report

Local Business Policies of Nestl Bangladesh Ltd.

Origin of the Report

Objective of the Report

Primary data: Face to face conversations with employees. By arranging appointment

Scope and Limitation

Restriction on time and resources of data due to absence of corporate website in

Part Two: Nestl Bangladesh Ltd.

Local Business Policies of Nestl Bangladesh Ltd.

country of the world with a total equity of CHF 62.60 billion.

Local Business Policies of Nestl Bangladesh Ltd.

2.2 History of Nestl

Local Business Policies of Nestl Bangladesh Ltd.

1981-1995: Improvement of financial situation through internal adjustments and strategic

Local Business Policies of Nestl Bangladesh Ltd.

2.3 Global Brand ofNestl

14. Weight management: Jenny Craig

Local Business Policies of Nestl Bangladesh Ltd.

2.4 Nestl in Bangladesh

results to the benefit of shareholders and employees.

Local Business Policies of Nestl Bangladesh Ltd.

Customers of Nestl Bangladesh Limited

Figure1: Sales regions

Figure2: Sales Process

Functions of Nestl Bangladesh

Figure3: Organizational Functions

after the institutional sales.

Local Business Policies of Nestl Bangladesh Ltd.

Products of Nestl Bangladesh

Figure 04: Nestl Brands in Bangladesh

Local Business Policies of Nestl Bangladesh Ltd.

Part Three: Organization Structure of

Local Business Policies of Nestl Bangladesh Ltd.

3.1Global Organization Structure of Nestl

Table 2: Global Organizational Structure

Local Business Policies of Nestl Bangladesh Ltd.

3.2 Organization Structure of Nestls in Bangladesh

Figure 06: Organizational Structure in Bangladesh

Local Business Policies of Nestl Bangladesh Ltd.

Part Four: Strategy of Nestl

Local Business Policies of Nestl Bangladesh Ltd.

4.1 Key Success Factors

Strong brands / relationships with consumers-

Research and development-

Innovation and renovation-

Ethical: Although Nestl faces ethical dilemmas in commercialization of its products, it

Local Business Policies of Nestl Bangladesh Ltd.

The effective formulation of their marketing strategy depends on the proper

are where to compete, how to compete and when to compete

Local Business Policies of Nestl Bangladesh Ltd.

4.2 Marketing Strategy

Selecting the right completive advantage

Local Business Policies of Nestl Bangladesh Ltd.

Advertising and Promotional activities

Nestl cannot advertise for infant milk.

Mass advertising is done for new products only