Nestle Company
Nestle is the world’s leading food company, with a 140-years history and functions in every country in the world. Nestle is a global organization of many cultural groups, religious working together in one single unifying corporate culture. The company’s 96% is focus on food and drink. It stated aim to be number one in all its product lines, which contain infant nutrition, chocolate milk, coffee, confectionery and dairy, bottled water, pet foods and ice cream. Nestle’s strongest corporate brands worldwide are Nescafe, Nestlé, Nestea, Maggi, Purina and Buitoni.
But additional brand names were being produced each year for the local marketplaces, with the number increasing rapidly (Ashcroft & Goldberg, 1996). Some were being actively used, others were not and others merely doubled up with other Nestlé brand names. It also takes into consideration regional religious and social practices. For example it respect for dairy production in India. This had become counterproductive. The local brands were weakening the strength of the main strategic brands in effect competing with them while at the same time requiring a tremendous amount of work and expense to maintain.
Analysis:
Nestle culture bring together people on all continents. The company’s business strategy and culture are the development of human capacity in each country where they operate. A totally new policy that comprises the guidelines that constitute an efficient and effective human resource management. People development is the driving force of the policy, which take in clear principles on non-discrimination, and prevention of any form of harassment. The guidelines emphasize individual responsibility, strong leadership and a commitment to life-long learning and training for Nestle managers (Nestle; Good Food, Good Life, 2010). The motivation to learn is thus a fundamental requirement to be employed by Nestle. Directing and coaching the
employees
But additional brand names were being produced each year for the local marketplaces, with the number increasing rapidly (Ashcroft & Goldberg, 1996). Some were being actively used, others were not and others merely doubled up with other Nestlé brand names. It also takes into consideration regional religious and social practices. For example it respect for dairy production in India. This had become counterproductive. The local brands were weakening the strength of the main strategic brands in effect competing with them while at the same time requiring a tremendous amount of work and expense to maintain.
Analysis:
Nestle culture bring together people on all continents. The company’s business strategy and culture are the development of human capacity in each country where they operate. A totally new policy that comprises the guidelines that constitute an efficient and effective human resource management. People development is the driving force of the policy, which take in clear principles on non-discrimination, and prevention of any form of harassment. The guidelines emphasize individual responsibility, strong leadership and a commitment to life-long learning and training for Nestle managers (Nestle; Good Food, Good Life, 2010). The motivation to learn is thus a fundamental requirement to be employed by Nestle. Directing and coaching the
employees