Nestle 's Principles Of Business Operations

Nestle, an international recognized multinational corporation is the world’s leading nutrition, Health and Wellness Company. Nestlé’s mission of “Good Food, Good Life” aims at providing customers with the finest quality of nutritional choices within a wide range of food and beverage classifications (NESTLÉ - Vassos Eliades. (n.d.). Retrieved from http://www.vassoseliades.com/consumer-goods/nestle.html, para. 1). The merger in 1905 between Nestle and the Anglo-Swiss Milk Company created the Nestle we know today. Nestle is one of the world’s largest suppliers of food and nutritional products operating with 461 factories in 83 countries, with 328,000 employees worldwide (Fries, Lorin, Goldberg, Ray, 2012. Nestle: Agricultural Material

Referring to the message from the chairman of Nestle towards their shareholders, one of the corporate strategy implemented in Nestle according to the annual report of 2013 is to Creating Shared Value (CSV). CSV is not only a principle for guidance but also the core of Nestle and the keyword for the founder to successfully developed Nestle into a well known company. CSV is the major approach for the Company to take the business as a whole. They not only focus on the nutrition but also water, environment and rural development. This clearly explained that Nestle also managing their commitment towards the environment, economic and social.In Nestle, the company subscribed in CSV not only focus on the social responsibility and development but also focusing in how to create a long-term value towards their shareholders by creating

Nestle tend to focus more on financial aspects of the project and overlook the employee engagement. From Tangonet and Sveiby (1991), we learned that both tangible and intangible assets are important for organizations, and people is the most valuable resources that bring competence to the project. Nestle should conduct a thorough needs analysis and establish a user-centered design principles and process, where users are involved both as actors in the multidisciplinary implementation team and as the target of action (Vilpola, 2005). Nestle should put the people and organization culture in the center of the project as they can either ruin or make it great (Morris,

Nestlé’s products are categorized as business and convenience products. They different variation of products and they have a 12 product lines. Besides, they have products which are in the introduction stage, growth stage and maturity stage. Nestlé (Malaysia) Berhad are their trade name while Nestlé is their brand name. They are using mixed branding. They also provide different kind of packaging for different type of product. They are using demand-oriented, cost-oriented, profit-oriented, competition-oriented, and special adjustment approaches. Their headquarters is in Switzerland and they has 114 outlets across the world. They 7 factories in Malaysia. They are using multichannel marketing. Furthermore, they promote their products through advertising, personal selling, public relations, sales promotion and social

In order for the Nestlé Corporate Business Principles to be successful within the organization. The business would have to have a branch that oversees the code of conduct of each division that Nestlé owned. The branch would have to be responsible for implementing an effective plan that will train every individual in the organization. The group would also have to create health checks and a strong ethical compliance program that would standardize the way Nestlé Corporate Business Principles would be viewed. In the system constant monitoring and auditing, the divisions would be key. The ethical branch would also be responsible of the reprimand they would be giving out if the division were not aligned with the corporate values

Value added leadership is Nestle’s concept of bringing every employee on board irrespective of the position or the title the person holds on the organization chart. Members of the Nestle management board are more concerned with adding value to the company other exercising their powers to demonstrate who is in control of the ship.

Nestle is one of the huge multinational company, their business practices manage by integrity, honesty, fair dealing and full compliance with all applicable laws. Nestle has their own code of conduct, all employees need to committee it every day. This Code

Leading process is manager need to direct and coordinate the work activities to the people. Managers need to inspire employees, direct the activities to them, select the most effective communication channel, and resolve conflicts among people that they are leading (Robbins, .DeCenzo, & Coulter, 2015). At Nestlé, managers at all levels are more concerned with leading and inspiring people in order to add value to the company and society. Based on the Paul Bulcke, CEO of the Nestlé, he believe that a comprehensive leadership style which is leading to win, managing for results, growing talent and teams, and proactively competing and connecting with the external environment will provides the competitive edge to create shared value for the shareholders and society (Nestlé, 2011). He also sent up-and-coming managers of different nationalities to the emerging countries because they are the most who understanding the consumer habits and preferences of the different strata of societies. This will help them to provide the appropriate products that conform to the consumer habits and preferences. (Egonzehnder) By year 2015, Nestlé provide Nutrition Quotient (NQ) training. At the end, all Nestlé employees trained (NQ Foundation Module) at least once and it include e-learning module. It show that Nestlé have the intention to provide training and education that has a positive influence on their working time to maximize capability and

For this, candidates for managerial positions are clearly demonstrated earlier and reviewed their willingness and ability to apply the Nestlé Management and Leadership Principles. The Nestlé Management and Leadership Principles include the guidelines inspiring all the Nestlé employees in their action and in their dealings with others.

Nestle is the world’s leading nutrition, health and wellness company. From Henri Nestlé’s humble beginnings with the first product, Farine Lactée, which revolutionized infant feeding, the company’s priorities have remained the same -about bringing high quality, safe and nutritious foods and beverages to people through all stages of life. In Nestle’s pursuit of delighting and satisfying the customers, Nestle’s products are adapted to meet local, regional taste preferences, religious and cultural sentiments and disparities in purchasing power.

This also stumped for the leader. When leader hires employees, he needs to consider many aspects. Then, significant issue encountered by Nestle is this leadership very time consuming. For example, sometimes the decision which is very difficult to determine and there are many view and opinion from employees and leader. So, they would be discussed for a long time. It is lead to the time waste. In addition, when the employees and leader occur conflict, such as their opinion is different. They need to consult with each other. They require more patience and need to understand each other. Thus, it is also a critical review faced by Nestle. In the contrary, some leaders would feel uncomfortable with this leadership style because they may fear their power base is less than the employees. In conclusion, democratic leadership is an inefficient management style. If Nestle cannot properly apply this leadership, it would become a major

Resources are the source of the firm’s capabilities. Resources are bundled to create organisational capabilities. Some of a firm’s resources are tangible and intangible. Tangible resources are assets that can be seen and quantified. Intangible resources include assets that typically are rooted deeply in the firm’s history and have accumulated over time. Intangible resources are relatively difficult for competitors to analyse and imitate. The four types of tangible resources are financial, organisational, physical and technological. And the three types of intangible resources are human, innovation and reputational (Hanson, D., Hitt, M., Ireland, R. D., & Hoskisson, R. E., 2011, pp. 75-78).

According to me Nestle have only focus on the economic responsibilities and has been concern about the shareholders acceptations than the society. There is a wide space for improvement in the company’s policies towards society and environment.

The inquiring spirit is the core of Nestle organizational culture. Despite which position you are in, you always have the responsibility to self improve your own skills and knowledge. Therefore, an inquiring mind is

The purpose of this report is to evaluate Nestle Company industry based on the case study and comprehend how the company develop strategic intent for their business organisations following the analysis of external and internal business environments. I will analyse the strategic management process as firm used to achieve strategic competitiveness and earn above-average returns. I will discuss the strategy formulation that includes business-level strategy and corporate-level strategy.