Good Food, Good Life

Dominance of Nestle Products after 30 years in the Global Market

The humble beginning of Nestle Company   just started as a small food company,    with

its very first product line the milk food formula.  However, it turned out a success in the

market. And, because the owner’s dedication and hard work, it had been able to serve a

diverse consumers in the world market.    Consequently,   it had always complied with

the strict standard requirement and policy in processing its products.  The company has

a clean and healthy working environment that had been even gone beyond the strict

standard of the food industry law.  This essay reveals that Nestle has been using LC1

ingredient that best mixed with all their food and beverage products.   It was found out

too that LC1 has been considered the most sought food ingredient in all Nestlé’s

products. As a matter of fact, it is the active ingredient of most of the Nestle food

products because of its outstanding health characteristics and health value provided to

the human consumption.  Not only that, medical research even proved that robotic

agent for human microbial food supplements that helps the human intestine to function

better is the  active ingredient  in every Nestle product.  So, Nestle products have the

ability to strengthen the human immune system against various diseases.  

  Obviously,  Nestle products  such as   such as baby foods, yogurts, breakfast cereals,

dairy products, chocolates, ice creams,  confectionery, bottled water, prepared foods,

beverages  among many others are  very dominant in the world market until these days.

The affordability of the Nestle products as well as the wellness quality that the company

has been promoted in the global market made them one of the leading and respected

brand even in this new generation.  Apparently, the secret of the continuing success of

the brand attributed to the core missions and objectives that it has for the whole world. 

It has a strong commitment to its consumers to provide them with complete high quality

made-natural food for the entire family.  Aside from that, Nestle never failed to provide

babies food supplement and bottled milk for infants in every part of the globe.  The

company brand has been a long time partner of all mothers out there   on raising their

children well. This is also the major reason that until now, Nestle products are prominent

brand over the rest of its competitors.

(http://articles.castelarhost.com/nestle_background.htm)

Furthermore, Nestle has been able to evolve with the modern world and society at

large.  Every product has been tested to suit the taste of the consumers, from older,

adults, young adults, teenagers, toddlers, and even babies in the market.  All its

products have had captured the entire food requirements of the whole family. Apart from

deepest understanding of its main responsibility to its consumers worldwide, it is also

the best effort of the company to be able to identify the both basic and   advanced need

of the customers.  More than that, every product that is out in the world market

associated with complete health benefits that many people do not get from other
products in the industry.  Foremost, the customers in this new generation are so

meticulous and even smarter in choosing the right products or brands for them and for

their families.  They   even go beyond commercialization; they know already the

products that truly provide them continuous benefits   in terms of health and financial

aspects.  The company knows very exactly to take good care of the welfare of the

clients more than anything else. 

 (http://www.research.nestle.com/NR/rdonlyres/BD74B3CC-3E8C-4957-A009-

35E8B69A7982/0/rd_brochure.pdf)

Nestle   has a high standard R & D that  has been developed  new concepts and  

create more wellness food for the whole family.   With the help of their advanced

technology, the company never failed to bring premium natural food to the consumers... 

Also, the very nature of  the food  only contains limited   industrial processed  food

ingredients ;  the products contain more   natural ingredients  that have essential

nutrients for the growth and  development  of  human bodies.  As a result, the company

stills the number one trusted wellness brand of millions of consumers worldwide.   In

similar manner, it even offers effective health solution to physical   problems among the

consumers.   The company’s advocacy of healthy living and lifestyle    lead the

consumers to become health conscious and put extra effort to engage in a regular

fitness program during these days.  As various physical activities and sports together

with the company’s global product campaign have been touching many lives all over the

world.   This   lifetime advocacy of Nestle caused consumers to stick with their
products.  Seemingly, it has already a tradition of every family to pass on the  

patronage of Nestle brands from one generation to another generation. 

1(http://www.research.nestle.com/NR/rdonlyres/BD74B3CC-3E8C-4957-A009-

35E8B69A7982/0/rd_brochure.pdf)

References:

(http://articles.castelarhost.com/nestle_background.htm)

(http://www.research.nestle.com/NR/rdonlyres/BD74B3CC-3E8C-4957-A009-

35E8B69A7982/0/rd_brochure.pdf)

Nestle S.A. (OTC: NSRGY) is a multinational packaged foods and beverage manufacturer headquartered
in Switzerland. It is widely considered to be the world’s largest food manufacturer, with more than 2000
brands and operations in 197 countries.[1]

Nestle reported revenues of $99.09 billion on December 31, 2015, and estimated sales of $92.62 billion
for the current fiscal year. Nestle had a market capitalization of $245.71 billion, according to
YCharts.com; because the company is based in Switzerland, it does not have to report its enterprise
value like an American company would.[2]

Currently Nestle operates in 12 different segments of the consumer products market, including baby
foods, bottled water, cereals, candy, coffee, prepared and prepackaged foods, dairy, drinks, food
service, healthcare and nutrition, ice cream and pet care. Its staple of brands includes some of the best-
known names in the industry, such as Stouffer’s, Dreyer’s, Haggen-Daz, Purina, Aero, Butterfinger,
Gerber, Maggi and Perrier.

Strengths
 Nestle is a highly-diversified company operating in many different markets and sectors of those
markets.

The variety of brands gives Nestle a strong ability to weather economics because it serves many
different segments of the market.

It has well-established relationships with other powerful brands, including Coca-Cola, Colgate
Palmolive and General Mills.

Nestle owns some of the world’s most recognized and trusted brands. Some families have used its
products for generations. Gerber has historically been one of the most trusted brands of baby food in
the United States.

It has strong research and development capabilities that are growing.

Nestle has strong relationships with retailers.

It includes well-established brands with a large amount of market share in some of the largest
national economies, including Europe and the United States.

Weaknesses

Much of its sales depend upon a few well-recognized brands. This makes the company vulnerable to
any sudden changes in consumer behavior.

Grocery sales in some major markets are increasingly concentrated in the hands of a few giant
retailers such as Walmart and Kroger in the United States and Tesco in the United Kingdom. These
companies have the ability to force sharp reductions in price. Some of these retailers are intent on
supplementing name brand products with more-profitable house brands.

Some of its brands, such as Carnation milk, are not tailored to modern lifestyles and are seen as old-
fashioned by some customers.
 The company is heavily dependent upon advertising to shape consumer opinion and drive traditional
sales. This can lead to high marketing costs with a questionable return on investment.

There is a high cost for launching new brands to supplement older, less-fashionable food products.

Opportunities

Growth in online retail could open up new distribution channels such as Amazon Prime that can
bypass traditional retailers.

Growing middle classes in nations such as China and India create larger and broader markets for
Nestle’s products.

Increased disposable income in countries like China could increase the demand for luxury items like
bottled water, ice cream and pet food.

Changes in lifestyle, such as longer work hours, more women in the workforce, and more single-
person households, increase the demand for prepackaged foods.

Increased mobility and car ownership increase the demand for candy, bottled water and snack foods
in nations like China.

Increased interest in health and nutrition could increase demand for some Nestle products, such as
energy drinks.

Threats

Retailers such as Walmart, Kroger and Aldi are increasingly promoting house brands, which are more
profitable for them. House brands are often sold at a lower price and given greater visibility on shelves.
Some retailers such as Aldi and Trader Joe’s emphasize house brands at the expense of traditional
products.
 There is pressure from large retailers such as Walmart to cut prices.

The growing use of new retail channels such as Amazon Prime and dollar stores may not favor
traditional retail products.

They have experienced disruption of the traditional grocery industry in countries like the United
States by new players such as Whole Foods Market and online retailers.

There is a growing ineffectiveness of traditional advertising as new technologies such as streaming

video supplant traditional broadcast and print media.

Consumers in some countries are eating fewer meals at home, which means less demand for some
Nestle products. Bloomberg reported that Americans’ spending on restaurant meals overtook spending
on groceries for the first in April 2015.[3]

A growing suspicion of prepackaged foods as unnatural and unhealthy in Europe and North America is
becoming common. This increases the demand for fresh and natural foods in some markets. It also
increases the demand for organic and other alternatives.

There is a possibility of increased government oversight and regulations in some markets, such as
India. India’s government ordered billions of dollars of Maggi instant noodles be pulled from the shelves
in the summer of 2015 because of allegations of excessive levels of lead in the product.[4]

Despite the threats, Nestle still owns some of the world’s best-recognized and most profitable food
brands. Unfortunately, it faces a dramatically-changing grocery market in which traditional brands are
losing much of their effectiveness. Such brands are heavily dependent upon traditional advertising and
marketing strategies such as television commercials, which are often ineffective in today’s world.
http://pestleanalysis.com/swot-analysis-nestle/
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SWOT and PESTEL analysis of

Nestle
Published: 23, March 2015

Introduction
This report presents a strategic analysis of Nestlé. Critically analysing
the internal workings of the firm, this report presents a SWOT analysis to
reveal an identification of the internal strengths, weaknesses,
opportunities and threats seen within Nestlé. Nestlé is a company with a
varied brand portfolio consisting of a wide range of products including a
number of household brands: Nescafe, Rowntree’s Fruit Pastilles and
Nesquik. Earlier this year, Forbes (2014, p.1) referred to Nescafe, one of
Nestlé’s core brands as the 27th most valuable brand in the world.
Employing over 8000 employees, Nestlé is present in a number of
domestic and international markets. With their headquarters in
Switzerland, Nestlé is a firm, which in total operates within 86 countries
of which North America is their largest and most profitable market
(Shotter, 2012, p.1). The firm’s strong internationalisation strategy
reflects the firm’s commitment to resource and capability development in
the external environment. This will be explored further through the use of
a PESTLE analysis to determine the key external forces present within
the macro environment and, how importantly Nestlé respond to such
forces in a strategic manner.

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A look back at the history of the firm reveals a strong commitment to

product development. It all began back in the mid-1860s when Nestlé
created a new baby formula to offer to the market. Seeing a gap in the
market underpinned by those mothers who could not breastfeed, Nestlé
developed a formula to be offered to the European market. This very
early development within Nestlé soon developed to include an expansion
of products within the firm with chocolate being added to milk products to
reach a larger target market. Since its first product offerings, Nestlé has
gone on to have a varied brand portfolio with annual sales of $100.64
billion (Nestlé, 2014, p.1).

Nestlé's mission
Nestlé’s mission statement is supported by the expression ‘good food,
good life’ (Nestlé, 2014, p. 1). Meaning more than the nutritional values
of the food they produce, Nestlé support the need to show a commitment
to quality, safety and ultimately convenience for the consumer to
enhance enjoyment. The notion of the creation of ‘shared value’ is a
main focus of the firm and is an area which is supported by the firm’s
ability to ‘go beyond compliance and sustainability and create new and
greater value for our people, our shareholders and society as a whole’
(Nestlé , 2014, p.1). This statement supports the integrated approach
Nestlé adopt through their commitment to recognising the responsibility
the firm has to the wider external environment, which moves beyond a
simple aspiration of profit.

SWOT analysis
This section presents a SWOT analysis to review the micro environment
of the firm reflecting specifically upon the strengths and weaknesses of
Nestlé and the opportunities and threats the firm must respond to
through an alignment of firm strengths to such forces. A SWOT analysis
is often used, as a strategic tool to allow a presentation of the firm’s
resources and capabilities, which can be further, developed to aid
competitive advantage. A SWOT analysis therefore underpins the
development of future strategic options. As seen within the work of
Barney (1991, p. 99) and Teece (2009, p. 12) a desirable competitive
advantage is one obtained through a minimisation of threats aligned with
the seizing of opportunities.

Table One: SWOT analysis

Table one below reveals the internal dynamics of Nestlé and the
opportunities/threats facing the firm.

Positive Factors Negative Factors

Internal Strengths Weakness

Factors
1. Strong cultural values stemming
from the firms integrated approach
to business and commitment to their
stakeholders (Schein, 2012, p.3).
1. A number of Nestlé’s products have
faced criticism as a result of their
nutritional value. Increased emphasis
has been placed on healthy eating
2. Current strategic position of Nestlé
supported by three key areas of
business ‘quality leadership,
customer satisfaction and
sustainability’ (Business Green,
2013, p. 1).
3. Nestlé have a strong commitment to
corporate social responsibility with
reference being made to ‘long term
commitment never being sacrificed
for short-term performance’ (CSR
Wire, 2014, p. 1).
4.
through government initiatives and
Nestlé would benefit from reviewing a
number of their products to support their
mission of ‘good food and good life’ in
a changing social environment i.e. rising
levels of child obesity.
2. The past of Nestlé is tainted in parts by
negative public relations as a result of
what is referred to as the baby milk
scandal. Noted in a recent article by
Muller (2013, p.1) it was stated that the
scandal had ‘grown up but not gone
away’.
3. Recognising the need for stability and
consistency in the processes found
within the company’s global supply
chain. International standards demand a
need for standardisation yet this has to
be balanced with the firm’s strategic
need for adaptation to different cultural
environments.
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 Diversified and varied brand
portfolio.

5. Global recognition driven by the

number of strong brands within the
firm’s portfolio.

6. The reputation of Nestlé’s brand is

estimated to be valued at $7billion
(Nestlé, 2014b, p.1).

7. Nestlé has a place in the heart of

consumers due to its longstanding
history.

8. Development of trust and loyalty

highlighting the capability
development of the firm.

9. Strong teamwork within the firm

promoting good levels of job
satisfaction and employee
commitment.

External Opportunities Threats

Factors
1. Ability to reach new consumer
markets and in particular new
international markets i.e. Nestlé’s
work in emerging economies.
1. Higher levels of buyer power within the
industry fuelled by greater choice and
lower loyalty (Porter, 2008, p.12: 2011,
p.5).

2. Further internationalisations with a 2. Variability in raw material prices

particular focus on the BRICS
economies (Brazil, Russia, India,
China and South Africa) – these
economies are noted as being current
growth spots (Wilson and
Purushothaman, 2003, p. 1).
3. Increased dynamism in the external
3. Development of intangible
capabilities to aid competitive
advantage. Barney (1991, p.100)
argues that competitive advantage is
influencing the firm’s ability to sustain
prices in light of a commitment to wider
responsibilities aside from profit i.e.
CSR initiatives (Servaes and Tamayo,
2013, p.1047).
macro environment fuelling short-term
decision making and heightened
competition (Teece, 2009, p.15).
 achieved through inimitability and 4. Technological change driving both
this should be a focus of the firm. innovation and associated challenges.

4. Backwards integration to gain more 5. Ageing population shifting the

control over the supply chain of the demographics of the workforce (Kooij
firm (Martin and Eisenhardt, 2010, et al, 2014, p. 2192).
p.1105 ).

5. Innovative development of
distribution channels.

The SWOT analysis above reveals that Nestlé have a number of

strengths, which translate into the development of core resources and
capabilities, which aids their competitive position. Notably, one of the
core strengths of Nestlé is the strong brand image they have which
inspires trust in consumers. Nestlé are able to build on this reputation to
extend their brand categories. Further, recent efforts to follow corporate
social responsibility strategies have heightened the firms approach to
sustainability, which is aligned to current expectations from the
consumer market for firms to take a greater responsibility towards the
wider macro environment. Moving on to a critical analysis of the
weaknesses of the company, one of the core weaknesses of Nestlé is
the content of some of their products, which marks a move away from
healthy eating initiatives. For example, Nestlé produce a number of
confectionary goods including sweets and chocolate bars. Nestlé will in
the future have to work with the UK government to ensure that a clear
marketing message is put across for such treats to only be enjoyed
alongside a balanced diet. Overall, however, Nestlé’s strengths
overshadow their weaknesses and many of the weaknesses are being
tackled by strategic actions. Recognition of the firm’s opportunities and
threats leads to a discussion of the value of internationalisation and in
particular the opportunities present within emerging economies. Further,
the development of capabilities and thus the translation of strengths into
intangible and inimitable capabilities is an area, which could see the firm,
further develop their sustainable competitive advantage. Developing
from the opportunities of the firm, it is also necessary to consider the
threats, which face Nestlé. The SWOT analysis revealed one of the core
threats is the increasingly competitive nature of the industry and the
challenges, which arise from this level of competition. As a result, a great
threat facing the firm is the level of dynamism and turbulence to contend
with which influences the nature and direction of strategic choices.

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PESTLE analysis
A PESTLE analysis is used as a strategic tool to measure industry
dynamics through recognition of the core political, economic, social,
technological, legal and environmental forces/changes having influence
on the industry (Henry, 2007, p.23). Table two below presents a
PESTLE analysis for the industry Nestlé are present within and this
information is then used to form a critical discussion for the future
strategic options available to the firm.

Table Two: PESTLE analysis

The PESTLE analysis below identifies a number of forces, which have
an influence on industry dynamics. Of these forces, perhaps the most
prominent are social forces, which relate to differences in consumer
behaviour. As an international firm, Nestlé have to be able to ensure a
level of adaptation, which is appropriate to different markets driven by
different cultures and consumer preferences.

Political Economic

1. Changing regulation surrounding 1. Awareness and knowledge of

food standards and marketing changing inflation, economic
actions. growth rates and income levels.

2. Government stability in new 2. Changing consumer budgets, rise of

emerging economies – question of the cost conscious consumer.
risk as part of the
internationalisation process (Kumar 3. Rising price of raw material goods
et al, 2013, p.205). in relation to the need to source
from sustainable suppliers (Kumar
3. Changing global regulations – et al, 2013, p.205).
standardised practice yet adaptation
to different political forces (De
Mooij, 2013, p.61).

Social Technological

1. Changing consumer attitudes – 1. Rise of social media, consumers

move towards healthier products in
line with government initiatives
(Newman et al, 2014, p.15)
supporting balanced diets and the
dangers of sugar.
interacting with firms and being able
to do so across a range of platforms.
2. Innovation fuelled by technological
developments.

2. Changing lifestyle – return back to 3. E-commerce as a platform for

home cooking and the promotion of development (Lin et al, 2014, p.3).
family time in a world of
convenience.

3. The need to adapt to different

cultural settings i.e. language,
religious beliefs and family settings.

4. Understanding of consumer
behaviour is crucial to ensuring a
personal approach to marketing.

5. Consumers viewing the firm as an

agency for power in the wider
external environment (Eisenhardt et
 al, 2010: 1263).

Legal Environmental

1.Changing nature of regulation. 1. Increased attention directed towards

corporate social responsibility
2. Need to adhere to global regulations and (Servaes and Tamayo, 2013, p.
changes across different international 1045).
markets (Schaffer et al, 2014, p. 12).
2. Environmental concerns from
consumers including concerns over
packaging/recycling (Dubois, 2012,
p. 36).

Corporate Objectives
It is important that an alignment exists between corporate objectives,
brand image and firm activities (Cornelissen, 2014, p.55). Commonly
used as a strategic tool to support this analysis, Ansoff’s matrix can be
applied to Nestlé to review the different strategic options available to the
firm (Ansoff, 1980, p. 133). The overall corporate objective of Nestlé is to
be one of the world’s best and largest brands in the food industry. To
break this down further, there is a need to apply individual firm level
marketing objectives to a specific brand within their portfolio. This
section focuses upon the presentation of marketing objectives and
strategies for Nestlé’s baby milk products.

Marketing Objectives
Marketing objectives identify a target market and market need and apply
this to the brands they are offering. With regards to the baby milk
products Nestlé offers, one of their core marketing objectives should
relate to improving sales through the use of social media outlets. Aligned
to the rise of relationship marketing and the need to develop a deeper,
emotional connection with consumers it is argued that one of the
marketing objectives for increasing sales of this product needs to be
related to understanding the consumer base. The following marketing
objectives are proposed in relation to the firm’s baby milk products:
 1. To increase interaction with consumers using social media as a
platform.

2. To increase sales by 10% through a promotional campaign across

an integrated set of marketing platforms.

3. To follow a relationship marketing campaign to increase

interactions with consumers to enhance understanding of the
consumer base.

Ansoff’s matrix
Ansoff’s growth matrix is a marketing tool often used to understand the
different strategic options available to a firm (Ansoff, 1980, p. 131).
Looking at the opportunities available in both new and existing markets,
emphasis within the matrix is placed on the benefits and challenges of
each strategic option and the extent to which the options are aligned to
the internal resources and capabilities of the firm.

Market Penetration

Market penetration is a strategy, which sees growth underpinned by

pushing existing products to existing markets. Through a focus on
market penetration the firm would be able to maintain current product
lines and focus upon increasing sales in this area through promotional
activities and advertising. Market penetration is a strategy, which would
secure growth in the market and would allow the firm to draw on their
knowledge of the market to expand sales in this area.

Market Development

The second strategic option refers to the use of selling existing products
to new markets. A new market in this case could be a new consumer
base or a new geographical base. Reflecting upon the nature of the
product, it is unlikely Nestlé would be able to target a new customer
base and thus it is advised that if this strategic option were to be
followed emphasis would be placed on opening up to new emerging
markets with existing products.

Product Development
Moving away from a focus on the market, the third strategic option
offered by Ansoff places emphasis on the importance of product
development. This strategic option would require the firm to develop new
competencies, which would appeal to existing markets. Under this
strategic option, Nestlé could focus on the development of a new
extension of products in the baby market to offer to the consumer base.

Diversification

The final option outlined is that of diversification. Diversification is a

strategy, which refers to growth achieved by offering new products to
new markets. This type of strategy would require a need for the firm to
draw on their inherent strengths and capabilities to offer something new
to the market. Underpinned by high levels of innovation, this strategy
would require both investment and an appreciation of risk. As such,
before the adoption of this strategy it would be necessary for the firm to
have a clear vision of outcome.

Which growth strategy to follow?

Based on a discussion of the various growth options above, this report
argues that Nestlé should focus upon market penetration through the
use of promotional activities and relationship marketing activities. This
strategy would see Nestlé focus upon an existing product and market yet
achieve growth through marketing campaigns and a greater utilisation of
social media. Through the use of social media and relationship
marketing it would be hoped that Nestlé would be able to develop a
stronger connection with their consumers, which is fundamental when
needing to gain the trust of new mothers (Iglesias et al, 2011, p. 632).
Strength in the baby market is underpinned by the potential for growth
due to this being a growing market.

Competitive Strategies
In support of an identification of growth strategies, there is a need to
recognise the importance of competitive strategies. Three core
competitive strategies are identified within the literature: Cost leadership,
differentiation and focus (Ortega, 2010, p. 1275). Despite a traditional
view that different competitive strategies couldn’t be mixed, recent
literature has supported the use of a hybrid competitive strategy, which
combines cost leadership and differentiation to support a competitive
strategy, which balances the actions of each strategy (Baroto et al, 2012,
p. 120).

Cost leadership is a strategy, which places emphasis on lowest cost and

thus sees the firm seeking to compete with their competition on the basis
of price. Cost leadership strategies therefore require an efficient
approach to the supply chain to ensure that raw material costs are kept
to a minimum. Emphasis within this strategy is placed on the need to
focus upon gaining economies of scale and thus low costs.

Differentiation involves firms seeking to distinguish themselves from their

competitors (Armstrong and Cunningham, 2012, p. 71). For this to be the
case, emphasis is placed on the development of a competitive
advantage through something others cannot imitate.

The final competitive strategy is a focus strategy where a segmentation

approach is followed (Weinstein, 2013, p. 51). A firm following a focus
strategy would firm to choose a niche market and therefore have specific
offerings to a specific target market.

In light of the identification of the competitive strategies and the

discussion above, it is advised that the firm should follow a hybrid
strategy reflecting on both cost leadership and differentiation to ensure
growth. A hybrid strategy would require Nestlé to seek lowest cost where
possible through economies of scale and efficiency in their supply chain
whilst also seeing the firm differentiating through the culture of the firm
and the relationships developed with consumers.

7p’s of marketing
A final consideration for Nestlé is an identification of the 7p’s of
marketing and in particular an understanding of what their product offers
to the market (Armstrong and Cunningham, 2012, p. 34). The 7p’s of
marketing is an important marketing tool outlining a focus on a clear
understanding of each factor:
Product: Baby formula, nutrients to enable a progression from breast
milk to formula or formula for those mothers choosing not to breastfeed.

Price : Price relatively low to competitors. It is important to balance the

need here between low cost and the influence this has on trust.

Place: Supermarkets, place of convincing.

Promotion: Relationship marketing principles used to engage the

consumer. Nestlé will interact with consumers during a shopping mall
road show to showcase their product offerings and the value of their
products.

People: Employees within the firm used to support the growth strategy
of particular products. Company objectives and marketing objective
translates into performance goals for teams within the firm.

Process: Customer service is important and a key determinant of trust.

As a result of this, emphasis should be placed on the role of employees
in educating the consumer and therefore translating the core elements of
the brand.

Physical evidence : Physical evidence in the form of packaging and

promotional tools will be used to support the development of the growth
strategy employed.

Monitoring and controlling

As a closing point, there is a need to consider the importance of the
ongoing monitoring of any marketing plan. Long after the
implementation, emphasis should still be placed on monitoring to ensure
that controls are put in place to review the success of a given marketing
campaign (Simons, 2013, p. 14). For example, in relation to the use of
social media, particular controls can be put in place to monitor the
success and thus levels of integration taking place.

References
 1. Ansoff, H. I. (1980). Strategic issue management. Strategic
Management Journal, 1(2), 131-148.

2. Armstrong, G., & Cunningham, M. H. (2012). Principles of

marketing. Pearson Australia.

3. Barney, J.B (1991) Firm resources and sustained competitive

advantage. Journal of Management, 17 (1) 99-120.

4. Baroto, M. B., Abdullah, M. M. B., & Wan, H. L. (2012). Hybrid

strategy: a new strategy for competitive advantage. International
Journal of Business and Management, 7(20), p120.

5. Business Green (2013) Nestlé brews up stronger environmental

commitments [online]. Available from:

http://www.businessgreen.com/bg/news/2254765/Nestlé-brews-up-
stronger-environmental-commitments [Accessed 06.10.14-.

6. Burke, R. J., Cooper, C. L., & Field, J. (2013). The Aging

Workforce: Individual, Organizational and Societal Opportunities
and Challenges. The SAGE Handbook of Aging, Work and Society,
1.

7. Cornelissen, J (2014) Corporate communication: a guide to theory

and practice. London: SAGE publications.

8. CSR Wire (2014) CSR profile of Nestlé [online]. Available from:

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Executive Summary Of The

Nestle Company Business Essay
Published: 23, March 2015

Business is a never ending race and in the fast running world of

business, there is variety of products and shops, showrooms, setups and
etc. The main purpose of this report concerns the research managing
conflicts in organization. The organization that is chosen for our research
report is 'NESTLE'. Data and observation analysis, recommendations for
managing conflicts is also discussed. The methods used for collecting
data for this report are surveys, questionnaires, personal observations,
personal interviews, newspapers, internet etc.

In the first section, we had given an introduction about the chosen

organization 'NESTLE" and then a brief description about nature of
conflict in the organization and its various types and causes of conflict.

The second section is consists of literature review, in which we had

discussed the theories and research papers of different researchers
where they explain about conflicts and its causes in an organization and
moreover how an organization can prevent those conflicts with best
possible solution.

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The third section comprises of research methodology, research nature,

data collection techniques and sampling method.

In section forth we have scrutinized the primary data by different

graphical and statistical tools.

In final section we have given possible conclusions along with

recommendations.

CHAPTER # 1
1.1: INTRODUCTION TO NESTLE
Nestle was founded in 1866 by Henri Nestle with headquarters in Vevey,
Switzerland. It has employed around 250,000 people and has factories
or operations in almost every country in the world. It is one of the world's
biggest food and Beverage Companies. The Company's priority is to
bring the best and most relevant products to people, wherever they are,
whatever their needs, throughout their lives.

1.2: PURPOSE OF RESEARCH

The purpose of the research is to find the variable which has leads
towards conflicts in Nestle Organization. The main purpose of the
research is, firstly, to identify the causes of conflicts in Nestle and,
secondly, to manage conflicts in Nestle organization.

1.3: BACK GROUND OF THE STUDY

All of us experience some type of conflicts in our daily lives. Tensions,
antagonisms, and frustrations always occur when people work together.
There are disagreements, perhaps even fights, between employees and
the supervisor or between co-workers. Aside from personality clashes,
people simply have different viewpoints about the way things should be
done.

The main purpose of conducting the research is to find out the conflicts,
and finding the ways to manage and solve them in an organisation. In
this context we have got the opportunity to conduct our research on one
of the top organization's (Nestle).

1.4: DEFINITION OF CONFLICT

Conflict is defined as the state of discord caused by perceived or actual
opposition of needs, interests and values. A conflict can be internal or
external. The concept of conflict can help to explain many social aspects
of life such as social disagreement, fights between individuals, groups,
or organizations and conflict of interests.

In political term "CONFLICT" can refer to revolution or struggles, war,

that may involve the use of force named as armed conflict. Without
proper social resolution, conflicts in social settings can result in stress
among stakeholders.
When an interpersonal conflict does occur, the effect of it is often
broader than two individuals involved, and can affect many associate
individuals and relationships, in more or less adverse and sometimes
even humorous way.

Conflict as taught for graduate and professional work in conflict

resolution which is defined as "when two or more parties, with perceived
incompatible goals, seek to undermine each other's goal-seeking
capability".

One should not confuse the distinction between the presence and the
absence of conflict with the difference between co-operation and
competition. In competitive situations, the two or more individuals or
parties have mutually inconsistent goals, either party try to reach their
goals it will undermine the attempts of the other party to reach theirs.
Therefore, competitive situations by their nature cause conflict.

However, conflict can also occur in cooperative situations, in which two

or more individuals or parties have consistent goals, because the
manner in which individuals or party tries to reach their goal can still
undermine the other individuals or party.
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A clash of values, interest, actions often sparks a conflict. Conflict also
refers to the existence of that clash. Psychologically, conflicts exist when
the reduction of one motivating stimulus involves an increase in another,
So that a new adjustment is demanded. Even when we say, there's a
potential conflict we are implying that there is already a conflict of action
though a clash may not yet have occurred.

1.5: NATURE OF CONFLICT

Conflict may constructively be viewed as resulting from differing belief
systems, varied perspectives on the situation and values resulting from
participant's accumulated life experience and conditioning, differing
interests and objectives. Effectively dealing with conflict requires the
expression and management of participants' varying interests, belief
systems, perspectives and values.

Through the integration of participants' perspectives, belief systems,

interests and values, conflict and conflict resolution play important roles
in individual and social evolution and development. Conflict arises when
one or more participants view the current system as not working. At least
one party is adequately unhappy with the position, that they are willing to
own the conflict and speak with the hope of being able to influence the
situation to arrive at an improved condition. Conflict may be sight as a
process we put ourselves through to attain a new condition and self
definition.

Through conflict we have opportunities to be artistically self-defining. If

nothing else, conflict allows us in future to do things differently. Through
the resolution of conflict, we can evolve and redefine ourselves, our
community, our relationships our society and our world.

1.6: LEVELS OF CONFLICT

1.6.1: Inter divisional conflict
Inter divisional conflicts exists between the perceiver and another
individual within the organization. Although the other person does not
need to be aware of the conflict, the perceiver of the conflict situation
recognizes the present or future impact conflict can have on job
performance.

1.6.2: Intra group conflict

Intra group conflicts occur between perceiver and his or her immediate
group within the organization. The immediate group can consist of work
team, department or union. Whether fully or only superficially aware of
the conflict issue, the perceiver realizes that the conflict can directly or
indirectly affect job performance.

1.6.3: Inter group conflict

It arises between the perceiver's immediate group and another group
within the organization. Again, the perceiver's involvement may not be
critical, but he or she must be aware of the situation and the potential
impact the conflict can have on work performance.

1.6.4: Organizational conflict

Organizational conflict is a state of disagreement caused by the actual or
perceived opposition of needs, values and interests between people
working together.

1.7: TYPES OF CONFLICT

A conceptual conflict can rise into a verbal exchange or result in
fighting.Conflict can exist at a variety of types. These are

Community conflict

Diplomatic conflict

Emotional conflict

Environmental resources conflict

Group conflict
Ideological conflict

Interpersonal conflict

Inter-societal conflict

Intrapersonal conflict

Organizational conflict

Religious-based conflict and Workplace conflict .

1.8: CAUSES OF CONFLICTS

1.8.1: Authority relationship
Authority Relationship conflicts occur because of the existence of strong
pessimistic emotions, misperceptions or stereotypes, poor
communication or miscommunication, or repetitive negative behaviors.
Authority relationship problems often increase disputes and lead to an
unnecessary rising spiral of destructive conflict. Supporting the secure
and balanced expression of perspectives and emotions for
acknowledgment (not agreement) is one effective approach to managing
relational conflict.

1.8.2: Management style

For any organization to be effectual and efficient in achieving its goals,
the people in the organisation need to have a common vision of what
they are determined to achieve, as well as clear objectives for each
individual, group/ team and department. Management style also needs
ways of recognizing and resolving conflict between people, so that
conflict does not become so serious that collaboration becomes
impossible. The management of any organisation needs to have ways of
keeping conflict to a minimum and of solving problems caused by
conflict, before conflict becomes a major obstruction to work.
Management style helps to avoid conflict where probable and organizing
to resolve conflict where it does happen, as rapidly and smoothly as
possible.

1.8.3: Communication barriers:

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Conflict will be greater when barriers to communication exist. If parties

are separated from each other physically or by time e.g.; the day shift
versus the night shift-the opportunity for conflict is increased. To
illustrate suppose a company employs only one plant supervisor, who
works the day shift and leaves orders at the beginning of each week for
the workers on the night shift. By the end of the week, how ever, these
orders have been only partially carried out. The supervisor cannot figure
out why. Obviously, the supervisor absence from the night shift has
posed a communication barrier, which in turn causes decreased output.
As Bryans, P, Cronin argued in 1984 that Space or time separations
could promote isolated group interests rather than advance a common
effort towards joint goals.

1.8.4: Personal factors

1.8.4.1: Behavioral
The way emotional experience gets expressed which can be verbal or
non-verbal and intentional or un-intentional.

1.8.4.2: Physiological
It's defined as the bodily experience of emotion. The way emotions make
us feel in comparison to our identity.

1.8.4.3: Cultural values

Culture tells people who are a part of it, "Which emotions ought to be
expressed in particular situations" and "what emotions are to be felt."

1.8.4.4: Physical
This escalation results from "anger or frustration."

1.8.4.5: Verbal
This escalation results from "negative perceptions of the annoyer's
character."

1.9: WAYS OF ADRESSING CONFLICTS

There are basically five ways of addressing conflicts which were
identified by Thomas and Kilman in 1976. These are

1.9.1: Accommodation
One's party surrenders its own needs and wishes to accommodate the
other party.

1.9.2: Avoidance
Avoid conflict by ignoring it, changing the subject, etc. As an expedient
means of dealing with very minor, non-recurring conflicts or Avoidance
can be useful as a temporary measure to buy time. In many cases,
conflict avoidance involves severing a relationship.
1.9.3: Collaboration
Working together can find a mutually beneficial solution. Collaboration
can also be inappropriate and time-intensive. When there is not enough
respect, trust or communication among participants for collaboration to
occur.

1.9.4: Compromise
Finding a centre point where each party is partially satisfied.

1.9.5: Competition
Take the one's point of view at the potential expense of another. It can
be more useful when achieving the one's objectives outweighs one's
concern for the relationship

CHAPTER # 2
2.1: LITERATURE REVIEW
Different researchers have published their reviews on conflicts in the
organization. We are viewing two best reviews of the researcher's
articles.

Mr. Philips in 1982 threw light on some of key conditions, which may
lead to serious organizational conflicts; he gave his views in the book
named as "Community in Organization". According to M Phillips certain
social relationships characterized various kinds of conflict behavior.
Each one could occur in your work area. The more aware the managers
are of these conflict settings, the better are the chances of correcting
them and running a smooth operation. Mr. Philip identified
communication as problem in his research. The causes of conflicts are
structural factors, authority relationships, common resources, goal
differences interdependence, jurisdictional ambiguities, specialization,
status-inconsistencies, personal factors, communication, conflict
management style, cultural differences, emotions, perception,
personalities, skills and abilities, values and ethics. The researcher
found a possible solution; it is obvious that a perfect communication
system is unlikely. But also perfection like rationality will not be achieved;
organizations do have mechanism by which they can attempt the
communication system as clear as they can. Philips also suggested that
there are such devices available which can reduce the distortion and
complications in communication process and suggested that
communication recipients should be aware of the biases of the message
senders and protect their own counter biases as protection devices.

James M Leif & John M Penrose in 1997 in the book Business

Strategies & Skills 5th Edition explained the nature of organizational
conflicts identify the causes of conflicts i.e. Structural Factors, Common
Resources , Goal Differences , Interdependence ,   Jurisdictional
Ambiguities, Inconsistencies ,Personal Factors Communication barriers,
Conflict management style ,Cultural differences ,Emotions Perception,
Personalities, Skills and abilities, Values and Ethics, Behavioral and
Physiological Cognitive. The researchers say that it is possible to avoid
conflict by having mechanism such as voting to make decision without
the disagreement of consensus. They also find that behavioral regulation
fail to match the individual need of employee, conflict is bound to occur.

In 1995 B R Siwal in his research "Resolution Strategies to Conflict"

describes that conflict is a necessary and integral part of effective
problem solving and realistic discussions. It is core sound of decision
making because disagreement is the best vehicle for enlargement the
perspective, discovering alternatives, and motivating creative interaction
among each member. The effects of disagreement, though, depend on
how it is administer by team members. Conflict can be integrative and
constructive or it can be distributive and disruptive. When
mismanagement occur, conflict can demolish team effectiveness, when
handled well it can deeply enhance the quality of team work and make
members sense proud of their work in the team. Training in the nature of
conflict and the ways of managing it is an imperative need of all the
people who participates in problem solving groups, such as those that
make up work teams. The negative association of conflicts wants to be
dispelled and substitute with more practical conceptions that made the
justifiable distinction between disruptive and constructive conflict. When
team members see that conflict can be a positive strength in
conversation, they are better prepared to take up effective proposal
attitudes and behaviors in trouble solving situations. Further more the
differences between integrative and distributive conflict can help them
learn how their own behavior contributes to the atmosphere of the team
which they belong.

Davor Dujak in 2008 describes in his research that in every organization

conflict encounters on a daily basis. The conflict cannot be avoided but it
is probable to mange them in a way that we identify them on time. It is
essential to constantly track the organizational signals which position to
their existence. If Organization does not respond accordingly, this can
lead to the condition that conflict itself manages the organization. One of
the more important determinants of productivity, performance and
efficiency and finally the job satisfaction is also the conflict as an
independent variable of organizational behavior. By systematic research
of organizational behavior we want to make a positive influence on the
dependents variables, but first we have to realize and get a good
approaching to the individual elements of organizational behavior.

In 2004 Melanie Lewis describes in her research that if conflict managed

poorly or avoided, it can be very costly to an organization. If managed
well, conflict presents an opportunity to uncover significance and
promote a healthy work place. Many organizations are finding that their
conflicts management systems have been good by financial
investments, generating a healthy return. In additional they are
recognizing the value of many less substantial benefits (lower turnover,
increased efficiencies, improved morale and improve public relations). A
precise four phased process assessment, design, implementation,
operation and evaluation helps organizations design effective conflict
management systems to gather the maximum benefit of conflict system.
Moreover this four phased approach strongly encourages the team
actually to seek to understand and incorporate the needs and interests
of all affected constituency, and creates an environment in which the
benefits of the system can be effectively communicated, implemented
and administered.

In 2010 De Dreu C.K describes in his research that conflict is a

multidimensional with both relationship and task forms. Hence it is
expected that if they change the managing type of conflicts, it will plays
an important role in organizational performance. While if organization did
not manage good, the conflict will plays a negative role. However the
researcher discussed only two types of conflicts in his research namely
affective and task conflict in order to play better role in organizational
performance.

After studying the reviews of different researchers, we will take help from
different researches but our group decided that we will follow the
research of "M Philip" because they dictate information about factors
which are important for identifying conflicts and understanding the
meaning of conflict and how it influences the organizations internal
environment in solving problems.

CHAPTER # 3
RESEARCH METHODOLOGY

3.1: Research type:

The type of research that we are conducting is applied research because

it is conducted for a particular organization. Applied research is practical
applicability of research tools on a particular organizational situation.

3.2: data collection

We will be collecting our data by using two sources which are as follows.

3.2.1: Primary data

Our primary data is collected through conducting interviews and
designed questionnaires from managers and employees of Nestle.

3.2.2: Secondary data

The secondary data is collected from past records of Nestle and books
along with business articles to support our recommendations and
suggestions.

3.3: Sample size

During this survey we have taken responses from a Sample size of 30
which is further divided into two groups. We also conducted survey from
10 managers and 20 employees. The sampling type that we used is non
random sampling technique because we want to get information from
every third employee and manager of Nestle organization. Our survey is
in questionnaire and interview form, so our questionnaires consist of
open ended and close ended questions. We have conducted
unstructured interviews, asked from the respondents to get more
information.

CHAPTER # 4
ANALYSIS
4.0: INTRODUCTION TO DATA ANALYSIS
Data analysis is a practice in which the raw data is ordered and
organized in order to extract useful information from it. The process of
organizing and thinking about data is the key to understand what the
data does and does not contain. There are varieties of ways in which
people can approach data analysis, and it is infamously easy to
manipulate data during the analysis phase to push certain conclusions.
There are different methods for analyzing the data for example surveys,
charts, frequency tables, graphs and personal observations etc.

We have analyzed our data through frequency tables and bar charts.

4.1: FREQUENCY TABLE

Frequency table is one of the important concepts in mathematical
statistics and a good analyzing tool. A table divided into cells by category
with counts for each category in each cell. It is a kind of display of a
given data, in which the frequency of each data item is found. The
frequency of a data item is the number of times it occurs in the data set.

4.2: BAR GRAPH

A graph consisting of parallel, usually vertical bars or rectangles with
lengths proportional to the frequency with which specified quantities
occur in a set of data. A bar graph is a pictographic version of statistical
data in which the independent variable can attain only certain discrete
values. The dependent variable may be discrete or continuous. The
most common form of bar graph is the vertical bar graph, also called a
column graph. This type of display allows us to:

Compare groups of data, and

To make generalizations about the data quickly.

4.3: ANALYSIS OF QUESTIONNAIRES

4.3.1: FROM MANAGEMENT
1) More than the desired output of the employees make can be harmful
to the organization? 

      a) YES b) NO

Variables

Codes

Frequency

Yes

01

No

02

Table: 4.3.1.0

Graph: 4.3.1.0
2) There is a free flow of communication among the employees: 

      a) YES b) NO

Variables

Codes

Frequency

Yes

01

10

No

02

Table: 4.3.1.1

Graph: 4.3.1.1

3) Employees are properly informed about decision taken? 

      a) YES b) NO

Variables

Codes

Frequency

Yes

01

7
No

02

Table: 4.3.1.2

Graph: 4.3.1.2

4) There is a consistency among the management policies: 

      a) YES b) NO

Variables

Codes

Frequency

Yes

01

No

02

Table: 4.3.1.3

Graph: 4.3.1.3

5) Key post should be through: 

   a)   Direct
Appointment                         b)
Promotion
Variables

Codes

Frequency

Direct appointment

01

Promotion

02

Table: 4.3.1.4

Graph: 4.3.1.4

4.3.2: FROM EMPLOYEES

1) From how long have you been working in this organization? 

6 months

1 year

3 years

Or more than 3 years

Variables

Codes

Frequency

6 months
01

1 year

02

3 years

03

10

Or more than 3 years

04

Table: 4.3.2.0

Graph: 4.3.2.0

2) What kind of boss do you like to work with? 

Friendly

Competent

Leant

Difficult

Variables

Codes

Frequency
Friendly

01

17

Competent

02

Leant

03

Difficult

04

Table: 4.3.2.1

Graph: 4.3.2.1

3) Which type of leadership's style do you like the most?

Autocratic

Democratic

Variables

Codes

Frequency

Autocratic
01

18

Democratic

02

Table: 4.3.2.2

Graph: 4.3.2.2

4) How does your management is doing the evaluation among the

employees?

Performance base

Merit base

Variables

Codes

Frequency

Performance base

01

18

Merit base

02

Table: 4.3.2.3

Graph: 4.3.2.3
5) Which management level should be responsible for problems
between employees? Choose any of the following

Top level

Middle level

Lower level

Variables

Codes

Frequency

Top level

01

Middle level

02

17

Lower level

03

Table: 4.3.2.4

Graph: 4.3.2.4

Q6: How do you communicate the unforeseen problem with your

manager or general manager? 
Answer: Most of the respondents suggested that they like to meet the
general managers directly for any unforeseen events.

Q7: Do you think your organization should involve the employees in

decision making? And why? 

Answer: Most of employees consider that their managers are capable of

taking right decisions and there is no need of involving employees. While
few of them suggested that it can be a source of new and creative ideas.

Q8: What can you suggest for a better management system? 

Answer: Most of the employees have no idea about it. Few of them
believe that friendly environment and better salaries can improve
management system.

4.6: INTER ORGANISATIONAL CONFLICTS OF

NESTLE
The nature conflicts found out through the personal (unstructured)
interviews and through questionnaire with the director & the manager of
NESTLE Peshawar are as follows:

The first thing, which was found was the lack of training given to the
employees, they said that in the organization, employees always have to
work together in groups, and if some one feels that he/she cannot work
within the group, then there is some problem with that employee, but at
the same time they said that it is the organization's responsibility to teach
the employees how to work together in groups through proper training.
They mentioned that without training the organizations might face
serious types of irresolvable conflicts, which are definitely not fruitful to
the organization.

The second main reason mentioned by the manager of the company

was the "Selection Biases", he said that selection biases may also lead
to conflicts within the company, and these conflicts are normally
personal as well. The manager said that if in cases the top management
interferes in the process of hiring the employees, they might select the
wrong person for the right job.
On the other hand there may be serious conflicts going on between the
manager & the top management on the issues of authority and
responsibility balance. Further if the manager takes big decisions like job
confirmation, & salary decisions, then, there may be conflicts, these
must be taken by the top management.

The manager of NESTLE also raised the point of communication's

problem. They believe that every information's must communicate from
their tables.. If in any case any employee bypasses the manger, there
may be a conflict between them. He also said that there is no need of
any employee who bypasses the manager to access to the top
management. Usually the organizations do have "Coordinators" who are
directly answerable to the top management. He said that the manager
will not be able to properly deal with him and conflicts between them will
arise.

The manager said that young unmarried employees usually indulge in

office politics and make conflicts among the employees. According to
him only married and experienced persons should be provided with the
jobs.

Racial problems also create conflicts among the employees. Bad attitude
of the manager and arrogant nature of the boss is also one reason of
conflicts.

The manager said that effective person but highly cooperative person
would be proffered in place of an efficient but uncooperative one.

The manager presented the following ideas to prevent conflicts:

Contractual Jobs

Hire & fire system.

Authority to the manager

Some of them had a bit different views. He held the middle

management's capabilities responsible for the conflicts within the
organization. He also said that there is no relationship between the
authority and reasonability with the conflicts. He proffered the autocratic
style of management in the beginning, but it should be shifted to the
democratic style in the later portions.

He said that although the centralized system slows down the process of
working, but it will also decrease the conflicts between the employees.
They said that, if you (Employee) have to be successful in the company,
then you have to become a big "YES SIR".

He also mentioned that horizontal conflicts are more common. Super

seeded persons normally indulge in making conflicts. He said that super
seeded persons should be terminated in place of super seeding them.
Dress code can experience the resentment from the employees due to
Ethnic affiliations to some dresses.

They was strongly in favor of "Coordinator", he said that a coordinator

channels the communication process between the manager and the top
management. He also gave the following ideas to prevent the possible
conflicts in the organizations:

Promotions

Clear line of Authority

Not more than one employee from same Regional locations and same
institutions/Universities.

CHAPTER # 5
5.1: CONCLUSION
"The Organizational Conflicts" is itself not a problem, but it is a serious
symptom of some factors that are usually ignored while designing the
organizational structures. From the literature review, theoretical
framework, , taking samples (convenience) & analysis of the data
gathered, some factors are identified that usually are the root cause of
the conflicts. Some of these are:

Ethnicity

Personal Jealousy
Arrogant behaviors (low temperament)

Communication problems

Due to the nature of the issue the responses from the top, middle &
lower management were totally contrary with each other. For this
purpose the structured interviews were conducted and intentionally the
format of the questions in interview and questionnaires were kept same.
That made the deductions possible by comparing the non verbal
responses and the rephrasing the same questions two-three times to
check the consistency of the replies.

The ethnic issue is the most important and it justifies the hypothesis.
Due to ethnicity no sampled branch has been successful in
implementing the dress code yet. Even though, all the respondents
favoured it.

It is observed that employees belonging to NWFP are very low

tempered. Their frequency of jobs switching is higher than others. It
proves that they cannot work in teams and work with an arrogant
manager.

To conclude, who should be held responsible for conflicts, the manager

is the key person who channels the communication whether upward or
down ward.

5.2: RECOMMENDATIONS
The current thinking should be for the maximum utilization of the
company's resources and to push the power and decision making
authority down the hierarchy of the organization. This can create more
power and flexibility within the company as a whole.

Good leaders should not have any problem in delegating power and
responsibility.

Disagreement with the supervisor should be encouraged as long as it

leads to productive results.
It is critical for the manager to get diverse work force to work well
together and respect their differences. Diversity should be encouraged
because it can help the organization in future to adapt to the changing
global market.

All problems can be prevented from happening and/or rectified, if the

middle management (Manager) of the company justifies its position.
Middle management plays an anchor role. Manager should be able to
deal with all the employees who have different cultural backgrounds,
personalities & priorities. Hiring experienced and matured managers and
providing them training could help the case.

On job training of the employees.

Open house discussions should be there at least one a month.

While assigning the groups to the employees for tasks, it must be

assured that all the groups are properly matched.

REFRENCES
http://www.google.com.pk/

B R Siwal http://www.scribd.com/doc/19166679/Conflict-Resolution

Jeremy.Cooper.SF.FIN.http://docs.google.com/viewer?
a=v&q=cache:TvBuLFIn6cIJ:www.asic.gov.au/asic/pdflib.nsf/LookupByFi
leName/managing_conflicts_of_interest.pdf/
%24file/managing_conflicts_of_interest.pdf+managing+conflicts+in+orga
nisations&hl=en&gl=pk&pid=bl&srcid=ADGEEShWIvUB9ODNmBPY_Su
BHHriELge_-
ajYrM2GAB_GdCcGHVc1Slay8KLaQWeEH8Hs9NQsvTWgzLMu8qNwB
LlojCEWJY7C4s3wvJ0PrI9aEbaSpIQQNv3GU5exbiXOups9_WNlTsk&si
g=AHIEtbSiNo79yiEuMgGbHymtiDsX3T780g

Jacob.Bervich.http://docs.google.com/viewer?
a=v&q=cache:TTsjsLgfD18J:sunzi.lib.hku.hk/hkjo/view/50/5000214.pdf+i
dentifying+organisational+conflict+researches&hl=en&pid=bl&srcid=AD
GEEShq7znNgklQojLZtzDtIpb8Vgf4jN1of_M1wy-yd5fZI-
LjOBI4Xj45YLByaD0y5A1_CVEsastRkbrrlGKmH-V1ZA
De Dreu C.K http://www.scribd.com/doc/25752945/MANAGING-TYPES-
OF-CONFLICT-IN-THE-ORGANIZATION-CAN-LEAD-TO-A-BETTER-
PERFORMANCE

BIBLIOGRAPHY
Peter Fenn and Rod Gameson "Construct Conflict Management and
Resolution" First edition 1992.

V. Venkaiah, Venkaiah & Srilatha "Organizational Conflict" 1991.

M. Afzalur Rahim "Managing Conflict in Organizations" 2010 Forth

edition.

Rennie Fritchie, Malcolm Leary "Resolving Conflicts in Organizations"

1998.

Janos Bertok "Managing Conflicts of Interests in Public Service" 2003.

http://jobs.bemis.com/jobs/detail/2804/manufacturing-finance-manager

Main Duties & Responsibilities

Put safety first and perform as a safety leader in all responsibilities, encouraging an environment where
each employee makes safety their first priority.

•Act as a safety leader and put safety first in all responsibilities, promoting an environment where each
employee makes safety their first priority

Review, prepare and supervise monthly, quarterly and yearly financial reports especially close month
end processes to support the corporate and plant.

•Supervise, review and prepare month/quarter/year end financial reports as well as month-end close
processes to support the plant and corporate

Make a list annual budget, month and quarterly forecasts, and financial comparisons and explanations
of current results versus the financial estimates.

•Generate annual budget, month and quarterly forecasts, and financial comparisons and explanations of
actual results versus the financial estimates

Analyze and prepare material wastes, cash statements, manufacturing numerical fact, labor analysis,
sale analysis and profit and loss statements.
•Prepare and analyze material usage, cost statements, profit and loss statements, manufacturing
statistics, labor analysis, and sales analysis

Key accounts of Balance sheet analysis, including preparation or approval and inventory for account
reconciliations.

•Balance sheet analysis for key accounts, including inventory and preparation or approval for account
reconciliations

Support internal/external audit activities and compliance to accounting policy.

•Support internal/external audit activities and compliance to Bemis Accounting policy

Analyze financial results and operating to identify activities and trends driving those make re-
commendations and results on potential changes, to improve performance both financial and operation
in nature.

•Analyze operating and financial results to identify trends and activities driving those results and make
recommendations on potential changes, both operation and financial in nature, to improve performance

Actively involved and lead finance teams. Factory model data and validate cost take out.

•Actively participate and/or lead WCOM Teams. Validate cost take out and factory model data