nestle section s3_group 4
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Nestle S.A: International Marketing
Section S3 – Group 4
Nestle was founded in 1867, by Henri Nestle and merged with Anglo-Swiss Condensed milk Company in 1905
Nestle grew rapidly through mergers, geographical expansion and entry into new product categories
By 1982, Nestle was the 25th largest international company
In 2011, consolidated sales were CHF 107.6 billion and net profit was CHF 10.43 billion.
Nestle
Nestle expanded through creation of Local Operation Companies with their own local management.
Nestle had a hybrid structure of centralization and decentralization, with the Centre allowing its units a significant degree of autonomy.
75 Operating companies were run by country managers:◦ Responsibility for Profits and losses◦ Marketing. Manufacturing, Financial and Administrative
Functions. Personnel Transfers across Boundaries had become
increasingly difficult
Situational Analysis
Jean Robin, marketing – suggest change in marketing strategy emerging markets –Centrally Coordinated◦ Greater coordination◦ Economies of Scale◦ Effective Implementation of Ideas
Level of Coordination between Country Head & HQ will support cross fertilization of ideas & experiences
Net After Tax Profit was declining and fell below 4% of sales between 1978-1981
From Table A we see that Sales of Dairy Products Infant Food and Culinary fell between 1982 and 1983.
Situational Analysis
What factors influence our decision to centralize? How will the current organization facilitate or
adapt to a change in structure? Should Centralization be based on:
◦ Marketing Mix◦ Product Categories◦ Geographical location
Problem Statement
Internal and External Factors effecting StructureInternal / External Centralization Decentralization
Internal Factors Economies of Scale Customization – Local Markets
Interrelation / Cross over of successful ideas
New Ideas – local managers(Mouseline in France), brand names (Bollino in France)
Simplification of Organization Structure
Better relationship with local stake holders
External Factors Demographic convergence between countries
Product Differentiation
Cultural convergence Customization – advertizing , branding
Spill Over Effect Customization – as per consumer taste & cultural sensitivities
Regional and Country managers had significant control over all elements of marketing mix, except Branding
Branding was centrally controlled and standardized
A license fee was charged to countries operating companies for the use of brands and brand names
Product Positioning, Distribution, Trade Promotion, Consumer Protection and Media advertising decentralized
Structure at Nestle
Elements No HQ Initiative
HQ Promotes Cross Fertilization
HQ Persuasion for Standardization
HQ Decision Making
HQ Enforced Standardization
Marketing StrategyProduct PositioningProduct CharecteristicsBrandingPackagingDistributionTrade PromotionConsumer PromotionMedia Advertising
Planning Chart for Nestle
Primary FunctionSecondary Function
Recommendations : 4 P’s
Product:Low degree of Centralization is desirable in this area so as to cater to local preferences
Price:Price points are sensitive to local market competition, consumer’s purchasing power and brand value. Decision on Centralization is contextual and dependent on the extent of achievable economies of Scale
Place:Because of the scale of operations and the diversity of consumer groups across the globe, decentralization is recommended
Promotion:It is easier to manage resources locally and to understand what works for the target segment
Push products if more centrally coordinated will increase profits by more sales and reduced operations cost
Taste based products should be less centrally regulated
Products already having high sales are assumed to be performing well because of higher degree of centralization
Degree Of Centralization : Products
Country• Cross Cultural Understanding
between different Countries• Demographic and cultural Trends• Consumer Tastes and Preferences• Family size, Population growth ,
away from food consumption and standard of living.
• Spill Over National Boundaries• Contribute to conflicts in product
positioning.• 65% of the programming watched in
French Speaking pat of Switzerland emanated from France.
Degree OF Centralization : Geographic
Satellite TV• centralized coordination
planned to break down cultural barriers
• Offer same type of Advertising Cost effectiveness in Europe as in US.
• Harmonized Product Positioning, Packaging, Promotion and Pricing.
• Can be adopted for (Breakeven Volume)Cost/unit > Fixed Costs of$200million/Satellite and other government hindrance issues.
Prepared by
Abhishek Sharma FT13300Arjun Choudhry FT13312
Garv Sharma FT13325Irene Eltham FT13337
Mrityunjay Arya FT13350Ramachandran FT13362
Sonali Das FT13374Vijaykumar Bale FT13386
Thank You