nestle pcsr
TRANSCRIPT
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Getting to Know Nestle
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Swiss company - global reach
Around 254,000 people working for us
Operating in more than 80 countries
World´s leading food & beverage company
People, brands & products are key
Our Global Organization
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NESTLE PAKISTAN LTD. 1988 joint venture with Milkpak 1997 Sheikhupura factory starts the production of NESTLE
NIDO milk powder and cereals. 1992 Nestle takeover the management 1996 changed the name company to nestle Milkpak ltd. 1997 Kabirwal plant becomes a fully owned unit 2005 formally changed to nestle Pakistan ltd.
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Environment Infant Formula Policy
Quality Coffee Prices UN GlobalCompact
Sustainability Gene Technology
Nestlé Donations
Water Nestlé in the Community
Our Responsibility
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People – our source of energy
Around 254,000 people make up the Nestlé family
Continous training and improvement of skills
Respect and cultural diversity
Our People
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THE NESTLÉ SPIRIT
We believe in people rather than systems
Committed to creating value for our shareholders
Descentralized
Committed to continuous improvement rather than dramatic, one-off changes
Careers at Nestlé
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JOINING NESTLÉ
Our success depends on the capacity to attract, retain and develop employees able to ensure continuous growth
Career development – people are our greatest asset
Graduate Programs for i nternational careers
Internships for students or young graduates
Careers at Nestlé
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PERSONNEL PROFILE
5,870 employees 33% women, 77% men 66% married Average permanence: 7 yrs Average age: 34
24%16%
14%16%
30%
20-26
27-30
31-35
36-40
mas 40
Nestlé in Mexico
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ATTRACTING TALENT & EMPLOYMENT OPPORTUNITIES
Talent in Nestlé: Adding V alue, Openess, Working with others & Inspiring people
Internship programs - students
Trainnee programs – Commercial, Technical & Administrative
Recruitement fairs and university forums
Participation in youth events
Nestlé in Mexico
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OUTLINE History Vision Mission Goals /objective Culture and environment Strategies types and information) Decision making (approaches and styles) Forecasting Organizational structure
– Work specialization– Departmentalization– Chain of command– Span of control– Decentralization or centralization– Formalization
Resource allocation techniques
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NESTLE IN PAKISTAN
since 1988 parent company first acquired 40% shares in Milkpak Ltd
Nestlé has been serving Pakistani consumers
1990 the Sheikhupura factory starts the production of NESTLE NIDO milk powder and cereals.
A milestone was achieved in 1998 when “NESTLE PURE LIFE” bottled water was premiered in Pakistan. Within a few years it becomes one of the world’s leading brands of bottled water.
In 2005 the GLOBE project is successfully launched, and is intended to further cooperation and information sharing with Nestlé companies around the world.
Today Nestlé is fully integrated in Pakistani life, and are recognized as producers of safe, nutritious and tasty food.
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NESTLE VISION
“We envision Nestlé to grow in the shortestpossible time into the number one food company inPakistan with the unique ability to meet the needs of consumers ofevery age group from infancy to old age,for nutrition and pleasure, through development of a largevariety of food categories of the highest quality.
We envision the company to develop an extremelymotivated and professionally trained workforce, whichwould drive growth through innovation and renovation.
We aspire, as a respected corporate citizen, to continueplaying our due role in the social and environmental sectors of the country.”
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MISSION STATEMENT
In analyzing an organization it is very important to begin with what the organization stands for and why it exists, thus leading us to the mission statements of Nestle, which states;
“Nestlé is dedicated to providing the best foods to people throughout their day, throughout their lives, throughout the world. With our unique experience of anticipating consumers’ needs and creating solutions, Nestlé contributes to your well-being and enhances your quality of life.”
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EXTERNAL ENVIRONMENT
Nestle is operating in a society which is very large in nature
a huge number of forces which can potentially influence the functioning of nestle in many ways.
Dealing with external elements that are directly related to it in conducting its daily operations .
Forces that may create uncertainties that can not be predicted.
Following are the components of Nestlé's Mega environment: Political Economic Social Technological and International
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POLITICAL
consists of the political restraints and the objections
placed on Nestle by Govt. on the way it conduct its business in the country.
It can affect by placing quotas on the amount of products
the amount of a specific tax impact on the consumers of nestle products in the shape of higher prices.
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ECONOMIC
The second mega external environmental factor
Influences the organization is the economical factor, which controls the mechanism (contraction and expansion) of production, consumption and distribution.
Nestlé makes a significant contribution to the economic sector of Pakistan.
Through generation of tax revenue
Import substitution of milk powder
Export and infusion of over 2.3 billion rupees in the rural economy through milk purchases
Company plays an active role in promoting economic growth.
Pakistani economic system is favourable
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SOCIAL FACTORE• Focus on demographical statistic of Pakistan which includes,
• gender specification
• age specification
• religious specification
• how a social and cultural values can influence
• cultural and traditional values of area
• studying the cultural values .
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TECHNOLOGICAL
Important for the competence of firms
Always in search of new techniques
Vital importance to reseach
Spend major part of its earning on research
competitive edge from its competitors
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INTERNATIONAL FACTORS
Fluctuation in the foreign currency rates
Relationship between the countries
Favourable trade agreement with the countries
Tree trade zones
Government rebates
Tax free zones
Better infrastructure
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TASK ENVIRONMENT
second type of external environment Specific elements affect organization
Following are elements included in Nestlé’s task environment;
Competitors
Customers Supplier
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CUSTOMERS
extensive marketing network Focus on market place and the customer needs
customer’s preferences
Acquire extensive market share
product differentiated strategy
Low cost
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CUSTOMERS Nestle has an extensive marketing network to figure out
the target customers, it has marketing specialist to understand the market
place and the customer needs, secondly to is spending a lot to figure out the customer’s
preferences regarding the substitutes of its products in order to bring the customers on board and retain them.
Nestle has an extensive market share, due to the reason that it’s customers are brand loyal and do not compromise over quality and same is the case with the company’s quality assurance (QA) team.
One of the principle strategies that nestle utilizes is to produce differentiated products for each age group in order to get a high market share and preferences over other
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COMPETITORS Competitors also play a vital role in effecting the way in
which the organization operates, competitors are basically the rival firms in the same market which is providing the same product, in the case of nestle the are many competitors since there is a wide range of products offered by nestle in Pakistan.
Olpers came after nestle with a brand new strategy in order to attract new customers and some of the customers from nestle but did not manage to accomplish it completely since nestle had already gained and retained many of its customers and faces a relative low level of competition.
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SUPPLIER'S
Extensive network of suppliers packaging suppliers labor supplier vendors policy makers that helps to run the business most
efficiently at the minimum cost.
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NESTLE POLICIES IN MANAGING THE ENVIRONMENTAL ELEMENTS
great scope for betterment
Use of different strategies
design methodologies
alter its external elements creating massive awareness creating a specialized roles
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INTERNAL ENVIRONMENT
internal environment consists all the elements with in the company, employees management corporate culture
some elements affect the organization as a whole others affect only the manage.
explicit instructions to employees, empower employees
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NESTLE POLICIES
This may include how the employees at nestle are to behave and the way
they communicate within the organization and outside the organization.
policy guidelines are made in consultation
"A Policy and Procedure Forum"
Policies depend on environment
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FORMAL STRUCTURE
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CONCLUSION Nestlé is a gigantic organization. Basically it is a food concern
emphasizing on producing good food for good health. The seed Henri Nestlé had planted in 1866 is now a tree which provides extremely qualitative food to billions of people all around the world. It is also providing jobs to millions of people in more than 479 factories in 81 countries.
The fact can be judged by this that it is the number one food manufacturing and processing company of the world. It is bigger than Kraft foods and Cadburys international.
Management of Nestlé Pakistan is mostly foreign. the top management involves MD and three senior mangers (Production, marketing, Finance). They all are expatriate with only one exception which is that for the first time in the history of Nestlé Pakistan one Pakistani has gained position among these four management seats. It is the Marketing Manager Mr. Rashid Aleem Qureshi. The most important fact about this is that Mr. Rashid Aleem Qureshi is a graduate of IBA University of the Punjab.
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NESTLE CULTURE
Democratic style team focused Open door policy which become one of its corporate
strengths Focuses on collectivism Performance orientation attitude Encourage employees to work harder
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OBJECTIVE
world's largest and best branded food manufacturer, is h products of the highest quality
product creates value long term for shareholders, employees, consumers,
business partners and the national economies in which Nestle operates.
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NESTLE STRATEGIESNESTLE STRATRGY
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FOUR PILLAR STRATEGY
Operational performance:
Total performance management nestle continuous excellence
Innovation and renovation:
Consumer focused differentiation for Nutrition , health and wellness
Consumer communication:
Creative and resonant
Effective and efficient Whenever ,whenever, however
Top ten customers traditional retail from home to home
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NESTLE’S CORPORATE LEVEL STRATEGIES
· Product’s growth through innovation and renovation · Long-term potential
sound human values and principles.
commitment to the health and well being
values and management principles of the organization.
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BUSINESS LEVEL STRATEGIES
Low cost –
less price transparency is followed.
Differentiation –
to reduce the risk of complexity of supply chain and lower attractiveness for discounters.
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FOUR GROWTH PLATFORMS
· Nutrition
· Emerging consumers
· Premium goods
· “Out-of-home” goods.
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Decentralization Sincere and ligitimate interest of customers legislation is the most effective safeguard\ voluntary business principles success of a corporation is a reflection of the
professionalism conduct and the responsible attitude of its
management recruitment of the right people and ongoing training
and
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Decentralization the form of voluntary business principles is
beneficial in order to ensure that the highest standards are met throughout the
organization. o Nestlé is conscious of the fact that the success of
a corporation is a reflection of the professionalism, conduct and the responsible
attitude of its management and employees. Therefore recruitment of the right people
and ongoing training and development are crucial. o Nestlé continues to maintain its commitment to
follow and respect all applicable local laws in each of its
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HR STRATEGY
To support the differentiation strategy, Nestle practices following HR strategies to
• long term performance measures. does not favour short-term profit extensive trainings of employees
equal and fair pay practices
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HR STRATEGY
Rewards & incentives systems recruitment of people who bring in new ideas. Broad career paths high employee participation
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TRAINING OF EMPLOYEES
New employees are prepared to gain experience in sales and marketing-related activities & other areas of the business activities include:-
Production Supply chain & information systems, Finance & control, Purchasing, Communication & Market Research.
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REWARDS & BENEFITS
Health screening/on-site occupational health facilities Sick pay 25 days' holiday Mobile phone on a business need basis Company bonus scheme Contributory final salary pension scheme Childcare vouchers (dependant on salary) Gym facilities at larger sites Staff shop at most sites Flex time at some sites
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FUTURE PROSPECTS
focused on product expansion improvement of distribution efficiency. The Dairy
business is being expanded and is expected to drive growth in the long run, although short-term profitability may be impacted in the investment stage. The company’s entry into the mineral water segment is a concern, as the segment is already overcrowded and the company faces stiff
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COMPANY FROM FOUNDATION TILL NOW
1866 Company's foundation
1905 Merger between Nestlé and Anglo-Swiss Condensed Milk Company
1929 Merger with Peter-Cailler-Kohler Chocolate Suisse's S.A.
1947 Merger with Alimentana S.A. (Maggi)
1971 Merger with Ursina-Franck (Switzerland)
1985 Acquisition of Carnation (USA)
1988 Acquisition of Buitoni-Perugina (Italy)
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COMPANY FROM FOUNDATION TILL NOW
1988 Acquisition of Rowntree (GB)
1992 Acquisition of Perrier (France)
1995 Nestlé acquires Victor Schmidt & Söhne, Austria's oldest producer of confectionery, including the famous 'Mozartkugeln'.
1997 Nestlé, through the Perrier Vittel Group, expands its mineral water activities with the outright acquisition of San Pellegrino.
1998 Nestlé acquires Spillers Petfoods of the UK and strengthens position in the petfood business which began in 1985 with the acquisition of the Carnation Friskies brand.
1999
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COMPANY FROM FOUNDATION TILL NOW
Divestiture of Findus brand (except in Switzerland and Italy) and parts of Nestlé's frozen food business in Europe.Divestiture of Hills Bros, MJB and Chase & Sanborn roast and ground coffee brands (USA).
2000 Acquisition of Power Bar.
2001 Nestlé acquires Ralston Purina - Nestlé Purina Pet Care Company established.
2002 Perrier Vital Group re-named as Nestlé Waters.
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The management
Headed by the chief executive Groups directly to CEO Nestle business excellence group Supply chain group Milk collection and agriculture service group Human resource group Water group
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Reporting devision
Technical operations devisions Finance and control devisions Marketing and sales devisions
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DECSION MAKING AT NESTLÉ
uniform and strictly enforced. procedure for policy formulation is transparent Open door policy ultimate approval is given by the Chief Executive. Rational decision making Conduct various meeting
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POLICY FORMULATION
Regular meetings
bring forth the employees at a forum
discuss their problems,
give suggestions for improvement and development.
share their experiences meetings periodic basis to keep a check on the progress of the companySenior Management MeetingsCycle MeetingsDepartment Wise Scheduled MeetingsSENIOR MANAGEMENT MEETINGS
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CYCLE MEETINGS
bi-monthly sales review
design methods for stabilizing sales
building the sales of prosperous brands
judge the viability of the investments
budget allocation
managing the supply
information for purchasing equipment
Forecasting of sales
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DEPARTMENT WISE SCHEDULED MEETIN
Keep up to date
discuss problems
give suggestions for improvements
generate ideas for development share experiences
Cross hierarchy communication
Non-scheduled meetings
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MANAGERIAL STYLE
organization which large in size diverse in culture. The original culture of Milkpak Limited still prevails and the key managers face a tough task of managing No formal data could be obtained on the managerial
style for managers.
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"open-door policy
key to success encouraging open, two way communication. opinion welcome. The more they feel that their input is valued greater the sense of ownership .
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"democratic style"
"democratic style" of leadership involve sub ordinates in decision making delegates authority encourages participation in deciding work methods
and goals feedback as an opportunity for coaching. success of a large scale and diverse organization
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PRODUCTS AND BRANDS
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DAIRY
Nestlé Milkpak Launched in 1981, it has become synonymous with quality milk. Backed by a
very strong brand name, aggressive marketing and distribution, consistent quality and all year round availability, MILKPAK UHT milk is an extremely successful brand.
In September 1999, MILKPAK UHT milk was relaunched under the Nestlé brand, which further strengthened its position. It is available in three pack sizes of
1 )1000ml 2 )500ml 3 ) 250ml.
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MILKPAK Cream
MILKPAK Cream was introduced under the MILKPKAK brand in 1986.
It is available in 200 ml pack size in an attractive slim pack.
The consumer trust in the brand name and the product has endured its dominant share in the cream category.
MILKPAK Cream was also introduced in the economical 1000 ml pack size in the year 2000 for food services to cover institutions using large quantities of fresh cream.
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MILKPAK DESI GHEE
MILKPAK Desi Ghee was introduced in 1986 in tin packaging.
The packaging was later changed to Tetra Pak. However, in line with the current market trend,
MILKPAK Desi Ghee was relaunched in 870 gm tin packaging in the year 2000.
The product was also introduced in 16 kg tin packaging to tap the huge potential of loose Desi ghee.
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NESTLÉ NIDO
NESTLÉ NIDO has been present in the Pakistan market since the early 70’s and on account of consumer confidence in its quality it has become a pillar of Nestlé’s success.
Local production commenced in 1990 and within a short period the brand achieved market leader status in the full cream milk powder category. Made from very superior quality milk and with the addition of vitamins A and D, NESTLÉ NIDO is the best quality milk for growing children.
To target all consumers effectively the brand is available in different SKUs ranging from
1) 62 gm 2) 1000 gm..
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NESTLÉ EVERYDAY
NESTLÉ EVERYDAY tea whitener was launched in 1992. Supported by integrated marketing activities, focused distribution
with sampling drives and excellent consumer acceptance the brand has shown strong growth and holds great promise for the
future. To offer convenience to all types of customers the brand is available
in a variety of SKUs ranging from 40 gm to 1000 gm.
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NESTLÉ PLAIN YOGURT
Launched in November 2000 NESTLÉ Plain Yogurt dominated the yogurt category in
2001. The stay fresh seal, printed expiry date and an exclusive distribution system contributed to the immense popularity and success of the product.
After distribution expansion to the northern and central parts of the country and the subsequent launch in Karachi, NESTLÉ Plain Yogurt has become the first national yogurt brand in Pakistan.
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NESTLÉ FRUIT YOGURT
The year 2001 saw the launch of the first NESTLÉ Fruit Yogurt in 3 variant of
1) strawberry,
2) mango
3) peach which offered real fruit pieces. This made a pleasant difference for the consumer, as the
local market was only able to offer fruit flavored yogurt so far. NESTLÉ Fruit Yogurt in the stirred yogurt format matches the
international quality standards.
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CULINARY
MAGGI 2-MINUTE NOODLES
Fast to cook, good to eat - MAGGI 2-MINUTE NOODLES were launched with local production in 1992.
MAGGI 2-MINUTE NOODLES have special appeal for children, are fun to eat and offer a range of interesting flavors, namely:
1) Chicken
2) Masala
3) Chilli
4) Chatkhara. Affordably priced and backed by focused marketing activities, MAGGI 2-
MINUTE NOODLES have shown good progress in 2001, assuming market leadership position.
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MAGGI SAUCE
Cold sauces were launched in 1999 in three flavors:
1) MAGGI ketchup
2) Maggi Khati
3) Meethi. In 2001 MAGGI Ketchup was introduced in 4.5 Kg bulk
packaging for food services.
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LACTOGENINFANT DIETIC
LACTOGEN
launched in 1991 and are available in two sizes 1) LACTOGEN 1
2) LACTOGEN 2 are locally produced infant and follow up formulae. The
brand provides both affordability and quality.
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CERELAC
Launched in 1989, CERELAC is the most dominant player in the growing branded milk
based weaning food market. Available in 6 varieties. The variants include
1) CERELAC Wheat 3 Fruit,
2) CERELAC Wheat Honey,
3) CERELAC Wheat Banana,
4) CERELAC Rice
5) CERELAC Khichri. CERELAC Khichri was the latest variants to be added in 2000 to the CERELAC range. Offered in 200 gm pack size,
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NESTLÉ RICE
launched in 1994.
NESTLÉ Rice offers the flexibility of preparation with a variety of meals.
Glutton free, the brand is available in 125 gm pack and especially suited to the needs of infants from 6 months onwards.
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NESTLÉ Wheat
It was launched in 1997
NESTLÉ Wheat is a wheat based infant cereal without milk, for infants from 6 months and aboveis.
available in packs of 125 and 250 gm.
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NESLAC
. The product was launched in 1994.
NESLAC is growing up milk, formulated specially for 1 to 3 years olds.
It contains just the right balance of proteins, calcium, iron, vitamins and essential minerals in order to cater to the nutritional needs of a growing child during this special age
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NAN
NAN launched in 2001
Locally manufactured NAN 1 and NAN 2 are infant and follow up formulae and are available in 400 gm soft packs.
Earlier, these were being imported in 450 gm tins. The local production of NAN is a landmark achievement,
as it brings the expertise of producing an internationally renowned high quality infant product exclusively to Nestlé Milkpak in this region. This also offers the great advantage of affordable pricing.
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NESCAFE CLASSICS
NESCAFE, Nestlé international flagship brand, is locally packed and marketed in
1) 2 gm and 25 gm sachet
2) 75 gm bottles
3) 500 gm soft packs.
The brand enjoys a special position in the country’s coffee consuming segment.Recently, NESCAFE has been launched in 50 gm jar.
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NESCAFE FROTHE
NESCAFE Frothe launched in 2000.
After its product profile was developed through extensive consumer research, it was offered as a sweet, creamy and frothy coffee.
Following an extremely good consumer response to this cappuccino
1) style coffee drink,
2) French Vanilla and
3) Mocha flavors
were introduced the same year to offer a wider choice and to enhance the young and fashionable image of this mixes category.
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NESCAFE FRAPPE
NESCAFE Frappe was launched in 2000.
To change the consumer perception that coffee is only a winter beverage and to promote its summer consumption,
This iced, creamy ready to drink coffee in 180 ml slim pack was positioned to appeal to the youth and gain its share from the other summer beverages.
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MILO POWDER
MILO powder was launched in 1994
MILO is positioned as an energy drink, both for hot and cold consumption.
It is marketed in 200 gm packs and 14 gm single serve sachet
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FROST
FROST was introduced in 1986.
A well known fruit drink brand.
Positioned as a cold drink and alternate to soft drinks.
its strength lies in the convenience attached to its usage.
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NESTLÉ Juices
NESTLÉ Orange Juice that was launched in 1996 the category of NESTLÉ juices was expanded with the
introduction of Mango Orange and Mango flavors in the year 2000.
This further strengthens the position of Nestlé Milkpak as al leader in the value added and premium drinks market.
Consumer response to these new flavors has been very upbeat and is expected to grow further.
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NESTLÉ Pure Life – PET Bottles
WATER
The year 2001 saw the successful completion of three years of outstanding business for NESTLÉ Pure Life – PET Bottles of 0.5 and 1.5 liters.
The exceptional brand success was the result of expanding national distribution and an increasingly loyal customer base.
The brand has revolutionized the Pakistani market by tapping the real consumer need for pure, healthy, and safe water and has successfully dominated a key strategic business
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NESTLÉ Pure Life – Home & Office Service
In 2000, NESTLÉ Pure Life established a successful Home and Office (H&O) delivery service in Lahore, which has substantially grown ever since and has come to dominate the 5- gallon market. Successful marketing and sales strategies offer greater convenience and better value to the consumers. The brand is poised for strong growth in future.
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FACTORIES
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BUSINESS OPERATIONS
Nestle’ operates five factories in Pakistan: 1) Sheikhupura Factory (Multiline products, biggest unit) 2) Kabirwala Factory (Multiline products but smaller than
Sheikhupura Factory) Islamabad factory(water company Karachi (two water factories0
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COMPETITIVE EDGE OF NESTLE
Product Differentiationsuperior quality productsUse research methodsCustomer OrientedCustomer satisfaction is the focal pointhygienic products
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FORECASTING
DEMAND PLANNING
Short term planning
Analyze the market trend
Arranging production facilities
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ROLLING SALES FORECAST
For a period of six months
National Sales Manager and the Marketing Manager a meeting
Analyze the market trend
Sales forecast is sent to the Factory Manager Factory Manager and Production Planner review the
sales forecast Identify the capacity constraints
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MONTHLY FORECAST REVIEW
A monthly report is prepared
Production planning and forecast setting Required by the Factory Manager.
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MONTHLY OPERATIONAL REVIEW
Senior management meeting
Reviews the operations of the Analyze on the statistics
Previous year-to-date target
Present sales achievement
Real Internal Growth
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WEEKLY SUPPLY AND DEMAND REVIEW
Priorities are outlined for the coming week
Set Percentages Net Proceeds from Sales (NPS)
Real Internal Growth (RIG).
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Long Term Forecasting
Planned by budget and control section An estimate for the next three years
Prepare Operational Plan
product-wise Profit & Loss Accounts verifies the costs.
controls factory costs through variance reports.
Selling Price Calculations
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DEPARTMENTALIZATION
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Currency: Pakistan Rupee Market Capital: 61,221,938,400 Fiscal Year Ends: December Shares Outstanding: 45,349,584 Share Type: Ordinary
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Ticker:
NESTLÉ Country: PAKISTAN Major Industry: Food & Beverages Sub Industry: Diversified Food 2007 Sales: 28,235,393,000 (Year Ending Jan 2008) Employees: 2,345 (Pakistan – as of January 2008)
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Today, Nestl produces in over 84 countries achieves world’s largest food company an annual turnover of 70 billion Swiss francs 522 new factories in 84 countries, 20 technological development groups than 247,000. employees and more than 8000 products around the
globe. Nestlé is also one of the world's largest
chocolate producers
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OBJECTIVE
“Making our customers winners by constantly exceeding their expectations.”
“Nestle objective is to consolidate and strengthen its leading position at the cutting edge of innovation in the food area, in order to meet the needs and desires of consumers around the world, for pleasure, convenience, health and well being.”
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Research and Development
Global leader in the industry with regard to R&D
Worldwide network of centers in 17 locations on four continents
International staff of 3500
Invests some 800 million Swiss francs
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INTRODUCTION
☻Nestlé” is a Swiss-German word which means “Little Nest” which is its trademark
☻annual turnover of 74.7 billion Swiss francs
☻runs 522 factories in 84 countries ☻Nestlé is the worlds’ number one food
company
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INTRODUCTION☻5th largest company of the world according to its turn
over
☻2 million 31 thousand people employed from all over the world
☻Present in 84 countries of the globe having 522 factories
☻Over 700 products renovated or innovated in the past five years
environment friendly operations
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FEATURES
largest food and beverages company leaders in health, nutrition & wellness largest milk reception plant in nestle world at
Kabirwala Wide range of products ethical business practices “NESTLE PURE LIFE” one of the world’s leading
brands of bottled water.
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98% of its turnover outside Europe. 200 operating companies
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NESTLE IN PAKISTAN
since 1988 parent company first acquired 40% shares in Milkpak Ltd
Nestlé has been serving Pakistani consumers
1990 the Sheikhupura factory starts the production of NESTLE NIDO milk powder and cereals.
A milestone was achieved in 1998 when “NESTLE PURE LIFE” bottled water was premiered in Pakistan. Within a few years it becomes one of the world’s leading brands of bottled water.
In 2005 the GLOBE project is successfully launched, and is intended to further cooperation and information sharing with Nestlé companies around the world.
Today Nestlé is fully integrated in Pakistani life, and are recognized as producers of safe, nutritious and tasty food.
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CONCLUSION
It is a relatively new Multinational on the Pakistani front as compared to its competitor Unilever which has a lot bigger area of operation and also manufactures food items. But it has established a strong footing for itself in the food industry. Apparently, there are no loop holes in the working of the organization, but still some areas require more attention.
Management has designed rules and regulations which are supposed to be followed by everyone. Policies have been formulated for major and minor issues both. Relationship with the employees is maintained at a cordial level. Employees work with commitment and dedication to achieve the best for the organization. Job satisfaction soars at a high level.