nestle would also like to thank nestle teacher G.AHMAD RANA for giving us opportunity to work on this project.

MR TANVEER AHMAD MISS SIDRA SHABBIR MISS SAMEEN ASHFAQ

ADD

MEANING OF NESTLE
Henri Nestl endonestled his company with the symbol derived from his name. His family coat of arms, the nest with a mother bird protecting her young, became the Companys logo and a symbol of the Company's care

ABOUT NESTLE
NESTL IS THE WORLD'S LEADING NUTRITION, HEALTH AND NESTLELLNESS COMPANY. IT IS COMMITTED TO INCREASING THE NUTRITIONAL VALUE OF NESTLE PRODUCTS WHILE IMPROVING THE TASTE. WHILE NESTL CORPORATE BUSINESS PRINCIPLES CONTINUE TO EVOLVE AND ADAPT TO A CHANGING WORLD

IN THE 140 YEARS SINCE THEN, THEY

BRANDS

VISION
THE NESTL GLO IS TO BAL V ISION BE TH E LEA HEALT D I NG H, WE NUTRI LLNES S, AN TION D CO M P A NY I N WORL THE D

MISSION GOOD FOOD IS THE PRIMARY SNESTLECE OF GOOD HEALTH THROUGHOUT LIFE. NESTLE STRIVE TO BRING CONSUMERS FOODS THAT ARE SAFE, OF HIGH QUALITY AND PROVIDE OPTIMAL NUTRITION TO MEET PHYSIOLOGICAL NEEDS. IN ADDITION TO NUTRITION, HEALTH AND NESTLELLNESS, NESTL PRODUCTS BRING CONSUMERS THE VITAL

MISSION STATEMENT (PROPOSED) GOOD FOOD IS THE PRIMARY SNESTLECE OF GOOD HEALTH THROUGHOUT LIFE. NESTLE STRIVE TO BRING CONSUMERS FOODS THAT ARE SAFE, OF HIGH QUALITY AND PROVIDE OPTIMAL NUTRITION TO MEET PHYSIOLOGICAL NEEDS WITH THE BEST TECHNOLOGY AROUND THE GLOBE. IN ADDITION TO NUTRITION, HEALTH AND NESTLELLNESS, NESTL PRODUCTS BRING CONSUMERS THE VITAL INGREDIENTS OF TASTE AND PLEASURE THAT IS MATCHED BY NONE. NESTLE WANT TO EXCEL AS MARKET LEADER IN THE INDUSTRY

STRUCTURE

KEY PLAYEERS SHEZAN HALEEB ENGRO FOODS SHAKARGANJ FOODS

NO OF FACTORIES/OFFICES
HEADQUARTERED IN LAHORE, THE COMPANY OPERATES FIVE PRODUCTION FACILITIES. TWO OF ITS FACTORIES IN SHEIHUPURA AND KABIRWALA ARE MULTI PRODUCT FACTORIES, WHILE ANOTHER ONE AT KARACHI IS ALREADY FOR PRODUCTION. ONE FACTORY IN ISLAMABAD AND TWO IN KARACHI PRODUCE BOTTLED WATER

GOALS/ OBJECTIVES

 OPENNESSANDCURIOSITY FORDYNAMICANDFUTURE TRENDSINTECHNOLOGY

A PERSONALIZED AND DIRECT WAY OF DEALING WITH EACH OTHER. THIS IMPLIES A HIGH LEVEL OFTOLERANCE FOR OTHER IDEAS AND OPINIONS

 NESTLS BUSINESS OBJECTIVE IS TO MANUFACTURE AND MARKET THE COMPANYS PRODUCTS IN SUCHAWAYASTOC REATEVALUETHATC ANBESUSTAINEDOV ERTHELONGTERMF ORSHAREHOLDERS, EMPLOYEES, CONSUMERS, AND BUSINESS PARTNERS.

AL RN TE /I N AL RN TE NT EX ME RN VI EN

STEPLE ANALYSIS
SOCIAL FACTORS
HEALTH CONSCIOUS TREND IN LIFE STYLES INCREASED PRODUCT DEMAND ON SOCIAL N RELIGIOUS EFFECT.

TECHNOLOGICAL FACTORS
PRODUCT TRANSITION FIRST MOVER ADVANTAGE DIFFERENTIATED PRODUCTS THROUGH PROPER R&D.

ECONOMIC FACTORS
INCREASED PRICE OF RAW MATERIAL

POLITICAL FACTOR POLITICAL INSTABILITY POLITICAL PRESSURES TO KEEP PRICE LOW. ENVIRONMENTAL PRESSURE GREEN ISSUE ENVIRMENTAL FRIENDLY ENERGY DEFICIENCY LEGAL FACTORS EXCISE DUTY ON IMPORT OF MACHINERY

POSTER 5 FORCES MODEL

NEW ENTRANTS INTO THE INDUSTRY MUST ATTEMPT TO SEIZE A PORTION OF NESTLS MARKET SHARE IN ORDER TO SURVIVE. ESSENTIALLY, NESTL IS CONSTANTLY A TARGET, AND SO THE THREAT OF

THREAT OF NEW ENTRANTS

THREAT OF SUBSTITUTE GOODS

DUE TO THE NATURE OF THE INDUSTRY, NESTL IS BESET WITH THE THREAT OF SUBSTITUTE GOODS. FROM BOTTLED WATER TO LEAN POCKETS, THERE ARE ARRAYS OF SIMILAR PRODUCTS THAT COMPETE DIRECTLY WITH NESTL. IT IS VITAL FOR NESTL TO CONTINUOUSLY FIND NEW WAYS TO IMPROVE ITS PRODUCTS BECAUSE COMPETITION IS SO FIERCE

BARGAINING PONESTLER OF SUPPLIERS

DUE TO THE LARGE PURCHASING PONESTLER OF NESTL, AND BECAUSE THE SUPPLIERS OF AGRICULTURAL COMMODITIES OFFER A PRODUCT THAT IS FAR FROM UNIQUE, NESTL HOLDS MORE BARGAINING PONESTLERTHAN ITS SUPPLIERS. ASIDE FROM THIS, NESTL PREFERS TO CREATE AND PRESERVE LONGTERM RELATIONSHIPS WITH

CUSTOMERS HAVE A LARGE AMOUNT OF BARGAINING PONESTLERREGARDING THEIR CONSUMPTION OF NESTL PRODUCTS. AS STATED PREVIOUSLY, THERE ARE CLOSE SUBSTITUTES FOR NESTL PRODUCTS WHICH ALLOWS FOR THE PREFERENCES OF THE CUSTOMER TO BE VERY INFLUENTIAL. NESTL UNDERSTANDS THE PONESTLER OF THE CUSTOMER AND HAS TAKEN SPECIFIC STEPS TO MEET THE NEEDS OF ITS PRODUCTS CONSUMERS.

BARGAINING PONESTLER OF CUSTOMERS

COMPETITIVE RIVALRY WITHIN THE INDUSTRY

THE MODEL PLACES NESTL IN A SOMEWHAT COMFORTABLE POSITION WITHIN THE FOOD PROCESSING INDUSTRY, WHILE ACKNOWLEDGING THE THREATS TO ITS MARKET SHARE. FOR THE FINAL FORCE, THE MODEL DEPICTS

EFE External Factor Evaluation Matrix

Key External Factors Opportunities Few and nestleak competitors in the market Disposable income increased by 3.6% Consumer expenditure on food has increased by 3.6% Population density increased by 2.18% (per sq.km) Credit policy can be adopted to increase sales Potential in cold dairy market All companies contribute only 2% to processed milk market Pakistan as 7th largest milk producing country with milk output of 200 billion liters 0.12 0.07 0.09 0.05 0.03 0.02 0.12 0.12 2 3 4 3 3 3 4 3 0.24 0.21 0.36 0.15 0.09 0.06 0.48 0.36 nestleight Rating nestleighted Score

Increase in consumer food industry by 14% Threats Engro and Shakarganj as major competitors Market segment growth could attract new entrants Taste of the consumer has already developed Legal & ethical issues Economic slowdown can reduce demand Effect of seasonality upon sales Strong advertisement by major competitors Total

0.05

0.20

0.14 0.04 0.02 0.01 0.01 0.05 0.08 1.00

3 2 2 2 2 3 3

0.42 0.08 0.04 0.02 0.02 0.15 0.24 3.02

IFE Internal Factor Evaluation Matrix

Key Internal Factors Strengths Socially Responsible Company Nestle products enjoy strong brand image Sales force as a major physical resnestlece strength Quality product distribution networks in country Net Profit increased by 94% in 2009. Price earning ratio decreased from 38.9 to 18.8 Export Sales increased by 48% to PKR 3.3 billion 0.03 0.07 0.05 0.08 0.20 0.05 0.18 3 3 3 2 4 3 4 0.09 0.21 0.15 0.16 0.80 0.15 0.72 nestleight Rating nestleighted Score

nestleaknesses Lack of awareness among target market Nestle milk always stands at last because of low advertisement. 0.04 0.09 2 2 0.08 0.18

Revenue from confectionary decreased by 14% Low credit sales and profit margin to retailers nestleak promotional activities through nestlebsites Cant launch expensive brand due to low income groups Total

0.08 0.05 0.05 0.03 1.00

2 2 3 1

0.16 0.10 0.15 0.03 2.99

CPM MATRIX
Nestle Pakistan Critical Success factors nestleights Rating nestleighted Score Engro Foods Rating nestleighted Score haleeb Foods Rating nestleighted Score 0.0 to 1.0 1 to 4 1 to 4 1 to 4

Market Share Inventory System Financial Position Product Quality Consumer Loyalty Relationship with Suppliers

0.12 0.05 0.20 0.15 0.07 0.03

3 3 4 4 3 3

0.36 0.15 0.80 0.60 0.21 0.09

2 2 2 3 2 3

0.24 0.10 0.40 0.45 0.14 0.09

1 2 3 3 1 2

0.12 0.10 0.60 0.45 0.07 0.06

Global Expansion Organization Structure

0.06 0.02

3 3

0.18 0.06

1 2

0.06 0.04

1 1

0.06 0.02

Production Capacity Advertising Efficient cost Management

0.05 0.15 0.05

3 2 3

0.15 0.30 0.15

2 4 3

0.10 0.60 0.30

2 3 2

0.10 0.45 0.20

Product R&D Totals

.05 1

0.15 3.20

.04 2.56

.04 2.27

SPACE MATRIX

Average financial increased in 18.8 Return on capital employed increases by66:34 Price earnings ratio by Debt equity ratio changes from 2010 as compared to 2009 Net profit increased in 94% was63:37as2010 as compared 38.9 Nestles netStrength 2010 by 20% intocompared to 2009to 2009 40% Financial sales strength

4 5 3

Average Industry Strength Due to in of contribute only Engro 14% Market easeconsumer All companies entry food industry byfoods, Shezand foods Increasesegment growth has attracted new entrants to increase profit potential Industry Strengthin market,6% to processed milk market and Shakarganj are properly utilizing their resnestleces

4.5 4 5

Averageproductare market leaders in many product due to quality brand extension strategy Qualityextended distribution networks Nestle enjoys strong customer loyalty in country categories product product life competitive advantage Competitive Advantage cycle is being ensured

-1.75 -1 -2

Environmental Stability

Economic slowdown can reduce the demand Fluctuating rate of inflation in the country Price range of competing products Average Environmental Stability

-2 -2 -1 -1.75

SWOT MATRIX

BCG
Brands Sales % Sales Profit % Profit % Market Share % Growth Rate
Milk and Dairy Beverages Bottled Water Confectionary and Chocolate Baby Food Foods and Cereals Total 13993 7820 9054 1646 5350 3293 41156 34 19 22 4 13 8 100 1082 661 511 150 331 270 3005 38 20 17 5 11 9 100 100 85 100 31 60 40 100 +15 +10 +3 -15 -5 8

BCG

STARS THE STARS ARE THE HIGH RELATIVE MARKET SHARE AND HIGH MARKET GROWTH.NESTLE BEVERAGESI.E. CASH COWS THE CASH COW IS MILO. . HAS TO TAKE MEASURES TO MAKE THIS PRODUCT AS S DOGS THE PHARMACEUTICAL PRODUCTS ARE NESTLE CEREALS QUESTION MARKS THE QUESTION MARKS ARE THE ICE

GSM

QSPM
Acquisitions HALEEB FOODS No Aquisitions

Key factors
OPPERTUNITIES
Few and nestleak competitors in the market Disposable income increased by 3.6% Consumer expenditure on food has increased by 3.6% Population density increased by 2.18% (per sq.km) Credit policy can be adopted to increase sales Potential in cold dairy market All companies contribute only 2% to processed milk market Pakistan as 7th largest milk producing country with milk output of 200 billion liters

nestleights

AS

TAS

AS

TAS

0.12 0.07 0.09 0.05 0.03 0.02 0.12 0.12 0.05

4 3 3 4

0.48 0.27 0.15

2 1 2 -

0.24 0.09 0.10

Increase in consumer food industry by 14%

0.20

0.10

THREATS Engro and Shakarganj as major competitors Market segment growth could attract new entrants Taste of the consumer has already developed Legal & ethical issues Economic slowdown can reduce demand Effect of seasonality upon sales Strong advertisement by major competitors
0.14 0.04 0.02 0.01 0.01 0.05 0.08 1.00 3 1 2 0.02 0.12 0.02 4 4 3 .03 0.48 .08

QSPM(Continued)
Acquisitions No Aquisitions HALEEB FOODS

Key factors
STRENGHTS Socially Responsible Company Nestle products enjoy strong brand image Sales force as a major physical resnestlece strength Quality product distribution networks in country Net Profit increased by 94% in 2009. Price earnings ratio decreased from 38.9 to 18.8 Export Sales increased by 48% to PKR 3.3 billion nestleAKNESSES Lack of awareness among target market Nestle milk always stands at last because of low Advertisement. Revenue from confectionary decreased by 14% Low credit sales and profit margin to retailers nestleak promotional activities through nestlebsites Cant launch expensive brand due to low income groups Total

nestleights

AS

TAS

AS

TAS

0.03 0.07 0.05 0.08 0.20 0.05 0.18

2 3 2 3 0.60 0.10 0.54 0.14

1 1 1 1 0.20 0.05 0.18 0.07

0.04 0.09 0.08 0.05 0.05 0.03 1.00

1 2 0.06 2.75 0.05

3 4 0.12 1.89 0.15

Matrix Analysis
Alternative Strategies Back ward integration Forward integration Horizontal integration Product Development Market Penetration Market Development Related Diversification Unrelated diversification Retrenchment Divestiture Liquidation Space BCG Grand Strategy Matrix Count

X X X X X X X X

X X X X X X

2 2 3 3 2 2

 DECISION NESTLE RECOMMENDATION: CONSIDERING THIS FACT NOW NESTLE RECOMMENDED NESTLE PAKISTAN TO HALEEB FOOD TO EXCEL AS A MARKET LEADER FOR THE YEAR 2012

HORIZONTAL STRATEGY

REASON BEHIND

NESTLE SA EXPANDS GLOBALLY EITHER THROUGH ITS OWN BRAND OR THE ACQUISITIONS OF NATIONAL BRANDS, CONSIDERING THIS FACT IT SEEMS A CRITICAL TIME FOR NESTLE SA TO EXPAND THROUGH A NATIONAL BRAND.

CORE COMPETENCIES
UNMATCHED PRODUCT AND BRAND PORTFOLIO UNMATCHED RESEARCH AND DEVELOPMENT (R&D) CAPABILITY UNMATCHED GEOGRAPHIC PRESENCE PEOPLE, CULTURE, VALUES AND ATTITUDE

CORPORATE CULTURE
THANKS TO THE DEDICATION AND EFFORTS OF NESTLE EMPLOYEES, EVERY DAY NESTLE MAKE A DIFFERENCE TO THE LIVES OF MANY CONSUMERS AROUND THE WORLD. NESTL HAS A STRONG CORPORATE CULTURE WHICH UNITES MORE THAN 281000 PEOPLE [KPI] WORKING IN MORE THAN 100 COUNTRIES. OVER A THIRD (33.9%) OF NESTLE WORKFORCE IS LOCATED IN EUROPE, 38% IN THE AMERICAS AND 28.1% IN ASIA, OCEANIA AND AFRICA. DURING THE GLOBAL

STRATEGIES UNDER TAKEN AT

CORPORATE LEVEL STRATEGIES

PRODUCTS GROWTH THROUGH INNOVATION AND RENOVATION (WHILE MAINTAINING A BALANCE IN GEOGRAPHIC ACTIVITIES AND PRODUCT LINES). BUILD BUSINESS BASED ON SOUND HUMAN VALUES AND PRINCIPLES. LONG-TERM COMMITMENT TO THE HEALTH AND NESTLELL BEING OF PEOPLE IN EVERY COUNTRY IN THE SCOPE OF THEIR OPERATIONS. BUSINESS SHOULD BE CONDUCTED BY ADHERING TO THEVALUES AND MANAGEMENT PRINCIPLES OFTHE IT IS THE PATHOF A COMPANYTO ACHIEVE A SUCCESSFUL BUSINESS

BUSINESS LEVELSTRATEGY:
LOW COST - LESS PRICE TRANSPARENCY IS FOLLONESTLED. DIFFERENTIATION - TO REDUCE THE RISK OF COMPLEXITY OF SUPPLY CHAIN AND LONESTLERATTRACTIVENESS FOR DISCOUNTERS

FUNCTIONAL LEVEL STRATEGY

-TO ACHIEVE CORPORATE OBJECTIVES

MANAGEMAENT STRATEGIES

HUMAN RESNESTLECE STRATEGIES

INITIATIVES WERE TAKEN SPECIFIC TO ENHANCING PERFORMANCE , FOCUSING ON EMPLOYEES CAREER DEVELOPMENT , RECOGNITION AND INSTILLING A CULTURE ALIGNED WITH NESTLE VALUES . A NEW PERFORMANCE MANAGEMENT SYSTEM WAS INTRODUCED WITHIN THE ORGANIZATION TO ENCOURAGE EMPLOYEES TOWARDS HIGH PERFORMANCE AND STRENGTHENED GOAL ALIGNMENT NESTL PAKISTAN PLACES A PREMIUM ON DEVELOPING AND SECURING THE NEXT GENERATION OF LEADERSHIP . TO THIS END , A CUSTOMIZED PROGRAM CALLED THE NESTL LEADERSHIP DEVELOPMENT EXPERIENCE WAS DESIGNED WITH THE PREMIER BUSINESS SCHOOL OF PAKISTAN

 TO STRENGTHEN NESTLE VALUEDRIVEN CULTURE, NESTLE INVOLVED NESTLE TOP& MIDDLE MANAGEMENT IN AN EXERCISE TO DEFINE THE FRAME OF NESTLE ASPIRED WORKING ENVIRONMENT NESTLE HISTORICALLY SUCCESSFUL MANAGEMENT TRAINEE PROGRAM IMPROVED APPROACH WAS APPRECIATED AND CONTINUED THIS YEAR AS NESTLE

DECISION MAKING IN NESTLE

NESTL IS AS DECENTRALIZED AS POSSIBLE, WITHIN THE FRAMEWORK IMPOSED BY FUNDAMENTAL POLICY AND STRATEGY DECISIONS REQUIRING INCREASING FLEXIBILITY. OPERATIONAL

MOTIVATIONAL TECHNIQUES
Rewards:
PERFORMANCE DRIVEN COMPETITIVE INCLUSIVE FLEXIBLE BENEFITS

TQM
1)DEVELOP,WITHINPUTFROMALLPERSONAL,TH ECOREVALUES,VISIONSTATEMENT,MISSION STATEMENT, AND QUALITY POLICY STATEMENT. 2) DEVELOP THE STRATEGIC LONG TERM PLAN WITH GOALS ANDTHE ANNUAL QUALITY IMPROVEMENTPROGRAM WITH OBJECTIVES. 3) DETERMINE ANDCONTINUALLY MONITOR THE COST OF THEPOOR QUALITY. 4) CONTINUALLY DETERMINE THOSE PROJECTS THAT IMPROVE THE PROCESS, PARTICULARLY THOSE THAT AFFECT EXTERNAL AND INTERNAL CUSTOMER SATISFACTION

MARKET ANALYSIS

PRODUCT

NESTL IS A FAMOUS GROUP OF COMPANIES. IT IS WELL KNOWN FOR ITS RENDERED SERVICES INFOOD SECTOR.NESTL HASMORETHAN70 CONSUMERPRODUCTSIN PAKISTAN.THIER FAMOUS PRODUTS ARE MILK COFFE NOODLES. THEY ALSO FAVOR READY-TO-DRINK BEVERAGES,

PRICING
NESTL HAS ITS OWN SET OF TECHNIQUES FOR SETTING THE PRICES OF THE PRODUCT. IT DOES NOT PRIMARILY FOCUS ON THE COMPETITORS PRICING STRATEGIES. IT EMPHASIZES ON THE

PLACE
NESTLMAKESITSURE THATITS PRODUCTIS AVAILABLE AT EVERY CORNER OF THE COUNTRY REGARDLESS OF RURAL OR URBAN AREAS. NESTLS MAIN FOCUS IS TO MAKE THE PRODUCT WITHIN THE ACCESS OF EVERY CONSUMER SO THAT THE CONSUMER SHOULD HAVE NO DIFFICULTY IN GETTING

PROMOTION
NESTL SETS ITS PROMOTIONAL BUDGET ON ANNUALLY BASIS. NESTL IS WELL AWARE OF THE IMPORTANCEOFTHEEFFECTI VENESSOFTHEPROMOTIONA LPROGRAM.ITDESIGNSITS PROMOTIONAL PROGRAM

MARKET SHARE
FOR 9 YEARS IN A ROW, THE COMPANY HAS WON A PLACE AMONG THE TOP 25 COMPANIES OF THE KSE.

MARKET SEGMENTATION:

GEOGRAPHICALSEGMENTATION DEMOGRAPHICAL SEGMENTATION

GEOGRAPHICALSEGMENTATION

THE COMPANY SEGMENTS ITS MARKET GEOGRAPHICALLY ON DIVISIONAL BASIS. THEY DIVIDE EACH DIVISION IN DIFFERENT ZONE. AND EVERY DISTRIBUTOR IS RESTRICTED TO SALE ITS PRODUCTS ONLY IN HIS OWN ZONE .E.G. LAHORE IS DIVIDED INTO FIVE ZONES LIKE EAST, WEST, SOUTH, NORTH, AND SOUTH WEST.

DEMOGRAPHICAL FACTOR:

IF WE LOOK NESTLE DEMOGRAPHIC SEGMENTATION THAN WE WILL FIND THAT OUR PRODUCT IS FOR EVERY ONE. PEOPLE FROM ANY AREA, ANY CULTURE, ANY AGE, ANY BELIEF AND ANY INCOME WILL DRINK WATER. IT IS NOT ANY LUXURY ITEM

MARKETING AND SALES STRATEGIES

IN ALIGNMENT WITH NESTLS GLOBAL PRIORITY OF ENHANCING THE DISTRIBUTION NETWORK, AND THE CONCEPT OF AVAILABILITY OF OUR PRODUCTS WHENEVER, WHEREVER AND HOWEVER ARE FULLY INTEGRATED INTO OUR DISTRIBUTION SYSTEM NESTL HAS ALSO EMBARKED ON A JOURNEY OF RURAL PENETRATION THROUGH OUR PPP (POPULARLY POSITIONED PRODUCTS). TO PENETRATE DEEPER INTO NARROW STREETS WHERE IT IS DIFFICULT TO REACH WITH VANS, MOTOR BIKE OPERATIONS HAVE BEEN INTRODUCED IN A BID TO OFFER NESTL PRODUCTS TO THE MASSES SO THAT THEY CAN ALSO BENEFIT FROM THE HIGH QUALITY PRODUCTS AT AFFORDABLE PRICES.

THE KEY ACCOUNT TEAM HAS WORKED WITH AN OBJECTIVE TO GENERATE SUSTAINABLE, MUTUAL, PROFITABLE GROWTH FOR NESTL PRODUCTS AND CATEGORIES.

FINANCIAL ANALYSIS

PROBLMES

 THE PROBLEMS FOR NESTLE IN TODAYS WORLDARE THE CLAIMS FACED BY IT AS BEING CHARGED WITH THE RESPONSIBILITY OF VIOLATING THE INTERNATIONAL MARKETING CODES THE COMPANY HAS A COMPLEX SUPPLY CHAIN MANAGEMENT AND THE MAIN ISSUEFORNESTLEPAKISTANIST RACEABILITY.THEFOODINDUSTR YREQUIRESHIGHSTANDARDSOF HYGIENE, QUALITY OF EDIBLE INPUTS AND PERSONNEL. THE FRAGMENTED NATURE OF THE

OM FR NS OT LAI MP SN EE CO LOY MP E RLY D . FAI ATE LIT CI AX A F DT SE REA INC SS ES I NE US RAT LE B AB NT

 CHANGING OF STANDARDS ARE NOT ENCOURAGED BY EMPLOYEES. COMMUNICATION GAP.

STRATEGIES

ETRAINED S SHOULD B EMPLOYEE CHANGING NG TOTHE ACCORDI DS OF THE STANDAR IZATION. ORGAN D CONDUCT ANY SHOUL COMP E TO TIME FROM TIM SURVEY TO WHICH CCORDING TO A TRODUCED S CAN BE IN CHANGE ATION TO HE ORGANIZ IN T IN THE

 EMPLOYEES SHOULD BE GIVEN COMPENSATION IN ORDER TO KEEP THEM LOYAL. EMPLOYEES SHOULD BEMORE INVOLVED INDECISION MAKING TO BECOME MORE DIFFERENTIATED. NESTLE MUST STATE IN WRITING THAT IT ACCEPTS THAT THE INTERNATIONAL CODE AND THE SUBSEQUENT RELEVANT WORLD HEALTH ASSEMBLY RESOLUTIONS ARE MINIMUM REQUIREMENTS FOR EVERY COUNTRY. NESTLE MUST STATE IN WRITING THAT IT WILL MAKE REQUIRED CHANGES TO BRING ITS BABY

IMPLEMENTATION PLAN

 NESTLE SHOULD STRENGTHEN ITS INTERNAL STRUCTURE AS PER OUR PROJECT STUDIES, WE ACKNOWLEDGE THAT CURRENT FOOD AND BEVERAGE INDUSTRY IS A STEP IN RIGHT DIRECTION. BUT WE WOULD LIKE TO WIDEN THEIR SCOPE MORE. NESTLE SHOULD STRENGTHEN THEIR SUPPLY CHAIN MANAGEMENT SYSTEM MORE TO ENSURE THE IN TIME DELIVERY

 NESTLE SHOULD PROVIDE PRODUCTS TO THE CONSUMERS AT COMPETITIVE PRICES.BEACUSE THERE ARE DIFFERENT COMPETITORS LIKE SOFI WATER N SHEZAN JUICES WHOSE PRICES ARE LESS THAN NESTLE. SO NESTLE SHOULD REVIEW THEIR PRICE POLICY. NESTLE SHOULD INTRODUCE OR ALTER THE PRODUCTS WHICH IS NOT VERY POPULAR IN CONSUMERS .FOR EXAMPLE KNOR NOODLES DEMAND ARE MORE HIGH THAN MAGI. SO NESTLE SHOULD REVIEW ITS PRODUCT TO COMPETE IN MARKET. NESTLE SHOULD MENTION ITS PRODUCTS SERVING SIZE. BECAUSE

 NESTLE SHOULD PONDER THE PRODUCTS WHICH HAVE LOW TURNOVER RATE AND THEY NEED TO REPOSITION THEM IN MARKET. SO THAT THEY COULD COMPETE IN THAT RESPECTIVE AREA..

RECOMMENDATIO

 COMPANY SHOULD FOCUS ON MORE MARKER CAMPAIGNS N ADVERTISEMENTS COMPANY SHOULD GIVE MORE EMPOWERMENT TO EMPLOYEES COMPANY SHOULD KEEP AN EYE ON FAKE BRANDS TO PROTECT ITS IMAGE.

 KEEP CONCENTRATING ON TQM FOR INCREASED QUALITY OF PRODUCTS. COMPANY SHOULD IMPROVE ITS SUPPLY CHAIN MANAGEMENT. COMPANY SHOULD INTRODUCE NEW

CONCLUSION

NESTLE HAS ALMOST TRIED ALL OF THE STRATEGIES THERE CAN BE. NESTLE COMPANY HAS EXPANDED INTERNATIONALLY, HELPED COUNTRIES ECONOMIES GROW, BE ENVIRONMENTALLY CONSCIOUS AND CREATE JOINT VENTURES WITH OTHER COMPANIES IN WHICH ENHANCED NESTLS AND THESE

REFERENCES

www.nestle.com www.ask.com www.wikianswer.com Mr. Ashfaq hussain zahid www.wikiepedia.com www.presentermedia.com