A PRODUCT FOR EVERY MOMENT OF EVERY DAY, FROM MORNING TO NIGHT AND FROM BIRTH TO OLD

Swiss multinational food and beverage company

Nestlé was formed in 1905 by the merger of the Anglo-Swiss Milk Company,(1866 by brothers George Page and Charles Page), and Farine Lactée Henri Nestlé,(1866 by Henri Nestlé)

Largest food company in the world measured by revenues (Approx. US$ 100 Bn) With a market capitalization of US$239.6 Bn

Owns 447 factories. The companies have 333,000 employees in 194 countries in the world

Nestlé has 64 brands, with a wide range of products across a number of markets, including coffee, bottled water, milkshakes and other beverages, breakfast cereals, infant foods, performance and healthcare nutrition, seasonings, soups and sauces, frozen and refrigerated foods, and pet food

STRENGTHCurrent strategic position of Nestlé supported by three key areas of business ‘quality leadership, customer satisfaction and sustainability’

Global recognition driven by the number of strong and diversified brands

Efficient Distribution Channels and Geographic Presence

WEAKNESS

Nestlé’s products have faced criticism as a result of their nutritional value

International standards demand for standardization yet this has to be balanced with firm’s strategic need for adaptation to different cultural environments

Implementation of CSR

By Evaluating and measuring their current performance, a Company takes a decision on what strategies to formulate and implement

SWOT ANALYSIS

OPPORTUNITY

Ability to reach new consumer markets and in particular new international markets, especially in emerging markets

Backwards integration to gain more control over the supply chain of the firm

Advantage of having a large amount of money and brand recognition at their disposal, which gives them the opportunity of acquiring start-up's

THREAT

Higher levels of buyer power within the industry fuelled by greater choice and lower loyalty

Technological change driving both innovation and associated challenges

Variability in raw material prices influencing the firm’s ability to sustain prices in light of a commitment to wider responsibilities aside from profit

FEEDBACK CONTROL

CONCURRENT CONTROL

FEED FORWARD CONTROL

CONTROL MECHANISMSControl is a regulatory process of establishing standards to achieve organizational goals, comparing

actual performance against the standards and taking corrective action when necessary

ORANISATIONAL STRUCTURE

HEADQUARTERS

LEADERSHIP STYLEA DECENTRALIZED AND ALIGNED ORGANISATION

In addition to how our managers carry out their work as leaders, Nestlé pragmatically implements the following organizational principles

Being as decentralized as possible to optimally respond to the needs of consumers, within the framework defined by our fundamental policies, strategic directions and operational efficiencies.

Ensuring collaboration of all Nestlé businesses and compliance with Nestlé principles, policies and standards (Nestlé in the Market approach).

Building and maintaining a structure which assures operational speed, with a strong focus on results and removing unnecessary obstacles.

Establishing flat and flexible organizations with minimal levels of management and broad spans of control, which also enable people development.

Setting a shared vision and common goals to leverage the strength of people and organizational alignment. Defining clear levels of responsibility. Teamwork does not affect the manager’s duty towards his/her people

and business results. A team must always have a leader who assumes full responsibility.

A happy, stable workforce not only delivers better customer service, it is also more effective at building sales and attracting repeat business.

SAY, THANK YOU WITH A GIFT

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CAREER DEVELOPENT OPPORTUNITIES

MOTIVATION

ENDORSE A HEALTHY LIFESTYLE

FOODSERVICE REWARDS AS INCENTIVES

WORK-LIFE BALANCE

Employee skill Development.

Compelling projects allowing

to showcase and grow your

skills.Cultural Events and Values.

Work-life balance.Transparent work environment.Great leadership & mentor ship.

Respect and appreciation for work well done

Compensation, Bonus and Benefits.Employee's state of mind or Job Satisfaction level.

BEST PLACE TO WORK

1. http://www.nestle.com/aboutus/quality-and-safety2. http://www.nestle.com/randd/ourvision3. http://education-portal.com/academy/lesson/organizational-controls-feedforward-concurrent-feedback.html#lesson4. Annual Report 2013. (2014, February 12). Nestle.com. Retrieved August 30, 2014, from

http://www.nestle.com/asset-library/documents/library/documents/annual_reports/2013-annual-report-en.pdf5. Eccleston, P. (2008, May 31). Need for cheap palm oil drives deforestation. The Telegraph

. Retrieved August 29, 2014, from http://www.telegraph.co.uk/earth/earthnews/3313623/Need-for-cheap-palm-oil-drives-deforestation.html

6. Environmental sustainability. (n.d.). http://www.nestle.com. Retrieved August 30, 2014, from http://www.nestle.com/randd/environmental-sustainability

7. Nadar, S. (2013, July 19). 01 nestle sales and distribution. 01 nestle sales and distribution

. Retrieved August 29, 2014, from http://www.slideshare.net/selvakani/01-nestle-final8. Nestle announces NGO partnership to verify palm oil. (2010, May 18). CSR News -. Retrieved August 30, 2014, from 

http://www.businessrespect.net/page.php?Story_ID=26099. Nutritional profile of our products. (n.d.). http://www.nestle.com. Retrieved August 30, 2014, from 

http://www.nestle.com/randd/nutrition10. Rossman, P. (2012, May 8). New downgrade for Nestlé CSR rating .www.iuf.org

. Retrieved August 30, 2014, from http://www.iuf.org/sites/cms.iuf.org/files/Continuousexcellence.pdf