Nestle - Report
Abstract
This report had the purpose of obtain the most accurate marketing strategy for the case study of Nestle in 2008 to compete and growth in the market place. The analysis of this work showed different frameworks that helped to understand clearly the market context for this company. In the first place, the PEST analysis showed how the external factors affect the food and beverage industry. At the same time, to identify the main environmental issues that this industry has been facing was used SWOT analysis. Additionally, the Porter Five Forces were used to comprehend the competitor’s intensity and the global industry profitability. Afterwards, the model of Value Chain Analysis gave to this study the important facts to conclude the strategy options for this case, understanding deeply the different values of the organization that Nestle has as a company. At the end, the Ansoff Matrix opened a door to formulate the best strategy option proposed for this firm. This report conclude that a realist renovation of their line products and new strategic acquisitions on a new industry should be the best way for Nestle to growth in the market and at the same time maintain its position as the largest food and beverage company in the world.
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Table of Contents
1. Introduction 3
2. Definitions of strategy 4
3. Strategy Definitions applied to Nestle 7
4. Industries and markets where Nestle compete 8
5. Structure and dynamic of this markets 9
6. Critical success factors of competing in the Food and Beverage Market. 10
7. Nestle differentiation from competitors 11
8. Resources, competencies and capabilities 12
9. External Analysis 13 9.1 Macro Environment of Nestle 13 9.2 Micro Environment of Nestle 14
10. Strategic Options 15
11. Strategy recommended 17
12. Conclusion 18
13. Reference 20
14. Appendix 21
1. Introduction
Nowadays it is not essay for companies to maintain a high position in market shares. When it comes to companies with many
This report had the purpose of obtain the most accurate marketing strategy for the case study of Nestle in 2008 to compete and growth in the market place. The analysis of this work showed different frameworks that helped to understand clearly the market context for this company. In the first place, the PEST analysis showed how the external factors affect the food and beverage industry. At the same time, to identify the main environmental issues that this industry has been facing was used SWOT analysis. Additionally, the Porter Five Forces were used to comprehend the competitor’s intensity and the global industry profitability. Afterwards, the model of Value Chain Analysis gave to this study the important facts to conclude the strategy options for this case, understanding deeply the different values of the organization that Nestle has as a company. At the end, the Ansoff Matrix opened a door to formulate the best strategy option proposed for this firm. This report conclude that a realist renovation of their line products and new strategic acquisitions on a new industry should be the best way for Nestle to growth in the market and at the same time maintain its position as the largest food and beverage company in the world.
.
Table of Contents
1. Introduction 3
2. Definitions of strategy 4
3. Strategy Definitions applied to Nestle 7
4. Industries and markets where Nestle compete 8
5. Structure and dynamic of this markets 9
6. Critical success factors of competing in the Food and Beverage Market. 10
7. Nestle differentiation from competitors 11
8. Resources, competencies and capabilities 12
9. External Analysis 13 9.1 Macro Environment of Nestle 13 9.2 Micro Environment of Nestle 14
10. Strategic Options 15
11. Strategy recommended 17
12. Conclusion 18
13. Reference 20
14. Appendix 21
1. Introduction
Nowadays it is not essay for companies to maintain a high position in market shares. When it comes to companies with many
Cited: in Nickols, 2006). The Five Forces is the framework exposed for this professor. 2. Customers | 4. Geographic areas | Treacy and Wiersema (1993) This definition identify three discipline values for strategy term (Nickols, 2006): According to Aaker and McLoughlin (2007), there is another important point of business strategy and it is defined by four dimensions: * The Product – Market Investment Strategy – Where to compete