Nestle S.a. · SIX:NESN
Nestle — Investor Day (June 2004)
15 slides from Nestle's investor day presentation, Jun 15, 2004
Slide 1: Business focus and the organisation
Business focus and the organisation 1 Nestlé Investor Seminar - St. Louis, June 15 & 16, 2004 Name of chairman
Slide 2: Forward looking statements
This presentation contains forward looking statements which reflect Management’s current views and estimates. The forward looking statements involve certain risks and uncertainties that could cause actual results to differ materially from those contained in the forward looking statements. Potential
Slide 3: Manage complexity: the multifocal company
Manage complexity: the multifocal company D Consumer insight & sales channels E M A Global/ regional Local Global /regional Local N Nestlé business joint ventures joint ventures Nestlé business D multi-business, specific focused, with deep local roots S Product groups and brands U P managed with glo
Slide 4: From hierarchy to networks
From hierarchy to networks FROM TO Hierarchy Network Command Cross-border - Cross-functional TASK ORIENTATION RESULT ORIENTATION 4 Nestlé Investor Seminar - St. Louis, June 15 & 16, 2004 Name of chairman
Slide 5: Adding business focus as the third dimension
Adding business focus as the third dimension 1980's Geographical/ Introduced business Today Growing 1990's functional focus dimension business focus P&L responsibility kept at Creation of SBUs led to Global businesses (e.g., Waters, Market level greater business focus Nespresso) Centre Functions dom
Slide 6: Strengthen business focus at Nestlé
Strengthen business focus at Nestlé Holding Management Strategic Business Line management Functional leadership and Leadership and Business technical assistance (SBU's) management (Zone & (CFO, R&D, Technical, Global business Production, HR etc) managers) Role of the Centre Innovation/ Business Plan
Slide 7: SBU contribution to increasing strategic business leadership
SBU contribution to increasing strategic business leadership Focusing Concentrate SBU resources on critical tasks (e.g., strategy, SBUs Innovation/Renovation,brand equity mgt., consumer insights, HR) on critical Long term profitability and return on invested capital tasks Leverage other Centre funct
Slide 8: Corporate HR function - what is new?
Corporate HR function - what is new? Expanded talent pool & clear definition of ~1'500 key positions Management Succession plans for all key positions development Annual cross-functional management development cycle Preferred practice identification & application Launch of Corporate-led HR initiativ
Slide 9: New management organisation
New management organisation Locally managed Regionally managed Globally managed Businesses Businesses Businesses Global Global Business Business Zone Zone Executive Executive Officer Officer Executive Executive Officer Officer Regional Global Market Regional Business Market Business Business Zone Bu
Slide 10: Responsibility/Accountability - Zone Executive Officer (1/2)
Responsibility/Accountability - Zone Executive Officer (1/2) Responsibility Accountability – Zone organization and resources – Global Business Strategy – Zone strategy and long term objectives – Zone Business Strategy Strategy, – Yearly targets & performance objectives for – Market Business Implemen
Slide 11: Responsibility/Accountability - Zone Executive Officer (2/2)
Responsibility/Accountability - Zone Executive Officer (2/2) Responsibility Accountability Supply Chain – Zone Supply Chain targets – Definition and implementation of Zone related – Zone product sourcing/IMS strategy Supply Chain strategy – N/A – Reporting, financial statements and ad- hoc reports (
Slide 12: Role of the Market Head – Responsibilities/accountabilities (1/2)
Role of the Market Head – Responsibilities/accountabilities (1/2) Mr/Mrs Nestlé in the Country Management models Business Shared services/competence hubs – Support and Services in • Marketing • Manufacturing • KAM/Sales force (e.g., engineering, quality) Locally managed • Day-to-day production • Sup
Slide 13: Role of the Market Head – Responsibilities/accountabilities (2/2)
Role of the Market Head – Responsibilities/accountabilities (2/2) Mr/Mrs Nestlé in the Country Management models Human Resources Representation of Nestlé in the Country For employees of For employees of all Nestlé Towards consumers locally managed Businesses in the Country guardian of Nestlé image (
Slide 14: Introduction of a new role: The Business Executive Manager (BEM)
Introduction of a new role: The Business Executive Manager (BEM) Objectives of the BEM • To crystallise specific business leadership in a market (e.g. Ice cream) • To place P&L responsibility in market at the product category level • To improve communication with the Centre (more direct interactions
Slide 15: Nestlé Investor Seminar
Nestlé Investor Seminar 15 Nestlé Investor Seminar - St. Louis, June 15 & 16, 2004 Name of chairman