Professional Documents
Culture Documents
Activity Map
Organic growth R&D innovation Growth
In-organic growth
Objectives
Operational efficiency
External Environment
PESTEL ANAYLSIS
Political
Taxation policy Foreign trade regulations Social welfare policies
Subsidies policy
Economic
Volatility of food price Inflation Disposable income
Exchange rates
Socio Cultural
Population demographics Changing Lifestyle Working Women
Technological
Globe initiative
Speed of technology transfer Rate of obsolescence Huge R & D spend Clusters
Environmental
Packaging of products
Pollution Global water crisis Carbon emissions from factories Use of palm oil - deforestation
Legal
Employment law Child labor Health and safety
5 Forces
New entrants
Threat of Entry
Food Processing Industry Large & Competitive New Entrants Nestle has a Brand equity Long Presence History for quality products & Consumer Satisfaction
MODERATE
Threat of Substitutes
Nature of industry
Arrays of similar products that compete directly with Nestl Innovation to improve its products Focused on the health and wellness aspects of its products to maintain competitive edge HIGH
Power of Buyers
Close substitutes Nestl has taken specific steps to meet the needs of consumers
HIGH
Power of Supplier
Nestl prides itself on creating and maintaining positive
relationships with its suppliers all over the world Large purchasing power of Nestl Low cost of production Suppliers of agricultural commodities offer a common
product
LOW
Competitors
Nestl is a powerhouse in the food processing industry but so
are Kraft Foods and Groupe Danone Continuous battle to outperform one another Rivalry is fierce which is good for consumers Consumers will continue to enjoy ever-improving product
lines
HIGH
Internal Environment
SWOT
Internal Environment
STRENGTHS Strong brand name Financial Strength & Scale Innovation Capabilities Localization First Mover Advantage Nutrition Diversified Portfolio OPPORTUNITIES
WEAKNESSES
Initially Heavy reliance on M&A Food processing Industry Small sale exposure to emerging markets
THREATS
Transition to a nutrition and wellbeing company Focus on enhancing business opportunities in emerging economies Booming eating out market
Lucrative markets for new companies Risk of strategically unviable reinvestments and acquisitions Switching cost is low
Strategies
Strategies
what makes the whole company greater than the sum of its business units.
Diversification
Related Diversification
Horizontal Integration Complementary Capabilities
Diversification
Unrelated Diversification Nutritional cosmetics
Inneov
Global Expansion
Leveraging skills of global subsidiaries
Idea Managerial skills Innovation
Global Strategy
Pressures for local responsiveness Low High Localization strategy Transnational strategy
Low
International Strategy
High
Parent
Portfolio Manager (M&A)
Parenting Mix
Strategy
Competitive Advantage
Twin objectives
Develop nutrition & wellness as a value add feature to mainstream F&B Reinforce companies leading position regarding specialized nutrition products
Stress on innovation & renovation Product proliferation Product development Efficiency programs
Strategy
Combination of Distinctive Resources, capabilities & competencies to facilitate value creation and profitability
Operational Efficiency
Customer Responsiveness
Demonstrated Leadership Top positions in 6 Brands Customization- Think Globally Act locally Response time Disinvest in unprofitable business Quickly, Acquire profitable segment Local Application Centers
Innovation Capabilities
Improve R&D and marketing Efficiencies By cutting on Investment Budgets Maximum Capacity Utilization, Distribution Logistics PTCs Swift Link between R&D and Market
Material Management
Generate savings by closing 165 factories all over Regional Manufacturing Network Benchmarking Best Practice Transfer
Information Systems
Globe 2007 Initiative
Integrate Companies business on Global Scale Align data standards Common IS Clusters improve communication & knowledge sharing
Marketing Efficiency
Reducing marketing expenditure & Strengthen product Identity ( Piggybacking)
Exploiting synergies between the brands Most products under 6 strategic brands
Operational Efficiency MH97 - Manufacturing Target 2004+ Regional Manufacturing Networks GLOBE
Recommendation
Hybrid/ Mixed Structure Combines advantage of Centralized & Decentralized achieve economies of scale Identify market niche Creation of market intelligence and analysis units
70% sales coming from mature market - Untapped emerging market
Thankyou