Within Switzerland there was high focus on doing things ...Nestle’s long term investment policy became evident when they built milk and infant food processing plants in the USA and Britain in the late 19th century and in Australia, South America, Africa and Asia in the first 3 decades of the 20th century.
This ...The SBU are also responsible for acquisitions and market entry strategy. At first they distributed “milk food” which comprised of powdered milk, baked food and sugar. Nestle then developed Nescafe, the world’s first soluble coffee drink which revolutionised the food and beverage industry. Another reason that the emerging markets looked so promising was the governments of these countries were pursuing market-oriented economic policies resulting in attractive business opportunities.They have 500 factories in 76 countries and their products are sold in 194 countries – which is nearly every country in the world. Nestle needs to ensure that they stay ahead of their competitors by producing innovative products to suit the emerging market’s needs.
Historical precedence has shown that once consumers start to earn more they tend to substitute their basic foodstuffs for branded items such as those manufactured by Nestle. At times this sort of segregated management structure fails, like it did in Japan. Innovation is at the heart of Nestlé. Responsibility for operating decisions is pushed down to local units, which typically enjoy a high degree of autonomy with regard to decisions involving pricing, distribution, marketing, human resources, and so on. Nestle managers dealing with the same thins in zones SBU’s and Headquarters. New markets needed to found and more innovative products needed to be developed to suit these markets. The developed markets of Europe and North America were saturated and Nestle knew that they would soon lose their market share due to increased competition from other multi-nationals with diverse but similar product lines such as Heinz, Kraft and ConAgra. Each SBU has its own product or products to focus on. They also decided to use local skills and ingredients to customize products for their local markets.This army consists of 700 managers who spend their time on foreign assignments. This strategy allows for all the products under the Nestle umbrella to be equally developed. In 1998 Nestle sales were at SWF 72 billion ($ 51 billion), but only 1% occurred in Switzerland and similarly only 3% of its 210 000 employees are located in Switzerland. The challenge tothe firm is to scan, monitor, forecast, and assess those elements in each segment that are ofthe greatest importance.
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