Nestle Strategies Essay Example for Free

Nestle Strategies Essay Four competitive advantages In recent years the Nestle 4x4x4 Roadmap has helped us build both a strong alignment within our Company and a deep understanding of what we want to achieve, strategically and ? nancially, and how to go about it. Our people are better able than ever today to pursue our ambition to be the recognised and trusted leader in Nutrition, Health and Wellness. That trust is re? cted in the hundreds of millions of purchase decisions – made by consumers every day – enabling them to enhance their lives and those of their families by providing tastier and healthier food and beverage choices for all stages of life, and at any time of the day. True to our values and principles, and our commitment to environmental sustainability and compliance along every step of our value chain, we also seek to Create Shared Value in communities where we operate. We believe that this is the only way to secure long-term value creation for our shareholders. Our commitment is to provide Good Food, Good Life. Nestle’s product and brand portfolio ranges from global icons to local favourites. It is supported by an unmatched research and development capability, with clear priorities, focused on driving innovation and renovation that is relevant and attractive for consumers. Our Group has an unmatched geographic presence, due to the depth of our roots in countries all over the world, which often stretch back many generations. This has created strong relationships between our brands and their consumers, as well as an unrivalled understanding of consumers, enabling us to anticipate their needs and improve the quality of their lives. Our people, culture, values and attitude are our greatest strength. The Nestle culture, with its natural openness to diversity, binds our people together all over the world with a shared set of behaviours and values into a single way of doing business. Our culture combines a long-term mindset with shortterm action. It encompasses a passion for quality – in products, in relationships, in everything we do. It is focused on competitiveness, calculated risk-taking and an unswerving determination to deliver our goals, while creating value for society as a whole. Four growth drivers Leadership in Nutrition, Health and Wellness means offering tastier and healthier choices to consumers throughout the day; it means responding to speci? c nutritional needs through Nestle Nutrition; and it means pioneering ways to address critical illness through nutrition at Nestle Health Science. Emerging consumers are consuming our Popularly Positioned Products (PPP). We bring all our nutritional know-how to these consumers, the same brand promise and quality, and we strive to add the extra plus – such as forti? cation against nutritional de? ciencies. With premium products, consumers want an indulgent moment of pleasure, an everyday reward. Our premiumisation strategy, incorporating systems, services and products, is enhancing consumers’ lives, whilst creating additional value per consumption moment: many consumers are not looking to eat and drink more; they are looking to eat and drink better. Out-of-home consumption is a fast growing part of our industry. This covers leisure, from roadside kiosks in Asia to gourmet restaurants in the capitals of the world, and institutional catering, from schools to hospitals. Our focus here is on added-value branded food and beverage solutions and services. Four operational pillars We want to be the leader in innovation and renovation, whether of products, systems or processes. Some products will be entirely new, some will have a refreshed aspect. Regardless, we take an invigorating point of view to keep our consumers excited about our brands. We also need to have the most ef? cient supply chain – from farm to fork and beyond – to ensure that we have the best raw materials, the best processes and the freshest products on our customers’ shelves. Nestle Continuous Excellence is our approach to operational ef? ciency, with its objectives of eliminating waste, increasing ef? ciency and effectiveness, and improving quality in all operations. It is not enough, however, just to make the most innovative products in the most ef? ient way; we also need to ensure that our products are available sustainably whenever, wherever and however consumers want to buy them. And, of course, we need to engage with our consumers in a dynamic way: both to keep them abreast of all that is new and exciting, but also to learn from them, so that we can bring their experiences to bear on our new and updated products – helping us to achieve our ambition to be a leader in innovation and renovation. You will ? nd some of these aspects brought to life on the following pages.