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Nestl is...

...the world's leading Nutrition, Health and Wellness company. Our mission of "Good Food,
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Strategy - Nestl Roadmap to Good Food, Good Life

Nestls objectives are to be recognised as the world leader in Nutrition, Health and Wellness, trusted by all its stakeholders, and to be the reference for financial performance in its industry. We believe that leadership is not just about size; it is also about behaviour. Trust, too, is about behaviour; and we recognise that trust is earned only over a long period of time by consistently delivering on our promises. These objectives and behaviours are encapsulated in the simple phrase, Good Food, Good Life, a phrase that sums up our corporate ambition. The Nestl Roadmap (pdf, 417 Kb) is intended to create alignment for our people behind a cohesive set of strategic priorities that will accelerate the achievement of our objectives. These objectives demand from our people a blend of long-term inspiration needed to build for the future and short-term entrepreneurial actions, delivering the necessary level of performance.
Competitive advantages

Unmatched product and brand portfolio Unmatched R&D capability Unmatched geographic presence People, culture, values and attitude

True competitive advantage comes from a combination of hardto-copy advantages throughout the value chain, built up over decades. There are inherent links between great products and strong R&D, between the broadest geographic presence and an entrepreneurial spirit, between great people and strong values.

Growth drivers

Nutrition, Health and Wellness Everything we do is driven by our Nutrition, Health and Wellness Emerging markets and PPP Out-of-home leadership agenda, Good Food, Good Life, which seeks to offer consumers products with the best nutritional profile in their categories Premiumisation Operational pillars

These four areas provide particularly exciting prospects for growth. They are applicable across all our categories and around the world.

Innovation & Renovation Wherever, whenever, however If we excel in these areas we will be consumer-centric, we will Consumer accelerate our performance in all key areas and we will achieve communication excellence in execution. Operational efficiency

Nestl must excel at each of these four inter-related core competences. They drive product development, renewal and quality, operational performance, interactive relationships with consumers and other stakeholders and differentiation from our competitors.

We are seeking to achieve leadership and earn that trust by satisfying the expectations of consumers, whose daily choices drive our performance, of shareholders, of the communities in which we operate and of society as a whole. We believe that it is only possible to create long- term sustainable value for our shareholders if our behaviour, strategies and operations are also creating value for the communities where we operate, for our business partners and, of course, for our consumers. We call this Creating Shared Value. We are investing for the future to ensure the financial and environmental sustainability of our actions and operations: in capacity, in technologies, in capabilities, in people, in brands, in R&D. Our aim is to meet todays needs without compromising the ability of future generations to meet their needs, and to do so in a way which will ensure profitable growth year after year and a high level of returns for our shareholders and society at large over the long-term.
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Sep 23, 2011: Nestl extends global Product Technology Centre for confectionery Sep 20, 2011: Nestl commits to support the UN Every Woman Every Child initiative Sep 12, 2011: Nestl strengthens leadership in emerging markets with construction of new factory in Indonesia

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Home About us Brands Jobs Investors Media R&D Creating Shared Value Cooking Nutrition, Health & Wellness Strategy Our Brands Key Figures Key Dates Global Presence Business Principles Management History Suppliers FAQs You are here: Home > About us > Strategy

Strategy - Nestl Roadmap to Good Food, Good Life

Nestls objectives are to be recognised as the world leader in Nutrition, Health and Wellness, trusted by all its stakeholders, and to be the reference for financial performance in its industry. We believe that leadership is not just about size; it is also about behaviour. Trust, too, is about behaviour; and we recognise that trust is earned only over a long period of time by

consistently delivering on our promises. These objectives and behaviours are encapsulated in the simple phrase, Good Food, Good Life, a phrase that sums up our corporate ambition. The Nestl Roadmap (pdf, 417 Kb) is intended to create alignment for our people behind a cohesive set of strategic priorities that will accelerate the achievement of our objectives. These objectives demand from our people a blend of long-term inspiration needed to build for the future and short-term entrepreneurial actions, delivering the necessary level of performance.
Competitive advantages

Unmatched product and brand portfolio Unmatched R&D capability Unmatched geographic presence People, culture, values and attitude

True competitive advantage comes from a combination of hardto-copy advantages throughout the value chain, built up over decades. There are inherent links between great products and strong R&D, between the broadest geographic presence and an entrepreneurial spirit, between great people and strong values.

Growth drivers These four areas provide particularly exciting prospects for growth. They are applicable across all our categories and around the world.

Nutrition, Health and Wellness Everything we do is driven by our Nutrition, Health and Wellness Emerging markets and PPP Out-of-home leadership agenda, Good Food, Good Life, which seeks to offer consumers products with the best nutritional profile in their categories Premiumisation Operational pillars

Innovation & Renovation Wherever, whenever, however If we excel in these areas we will be consumer-centric, we will Consumer accelerate our performance in all key areas and we will achieve communication excellence in execution. Operational efficiency

Nestl must excel at each of these four inter-related core competences. They drive product development, renewal and quality, operational performance, interactive relationships with consumers and other stakeholders and differentiation from our competitors.

We are seeking to achieve leadership and earn that trust by satisfying the expectations of consumers, whose daily choices drive our performance, of shareholders, of the communities in which we operate and of society as a whole. We believe that it is only possible to create long- term sustainable value for our shareholders if our behaviour, strategies and operations are also creating value for the communities where we operate, for our business partners and, of course, for our consumers. We call this Creating Shared Value. We are investing for the future to ensure the financial and environmental sustainability of our actions and operations: in capacity, in technologies, in capabilities, in people, in brands, in R&D. Our aim is to meet todays needs without compromising the ability of future generations to meet their needs, and to do so in a way which will ensure profitable growth year after year and a high level of returns for our shareholders and society at large over the long-term.
Page Content Tools

Download RSS Contact us Sign me up Send page Print FAQs Share

Related documents

Corporate Business Principles 1Mb Annual Report 2010 8Mb Quick Facts 2010 3Mb

Brands A - Z
Go to our A - Z listing to find a specific brand or product.

News & Features

Sep 23, 2011: Nestl extends global Product Technology Centre for confectionery Sep 20, 2011: Nestl commits to support the UN Every Woman Every Child initiative Sep 12, 2011: Nestl strengthens leadership in emerging markets with construction of new factory in Indonesia

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Good Life" is to provide consumers with the best tasting, most nutritious choices in a wide range of food and beverage categories and eating occasions, from morning to night. We believe that leadership is about behaviour, and we recognise that trust is earned over a long period of time by consistently delivering on our promises. Nestl believes that it is only possible to create long-term sustainable value for our shareholders if our behaviour, strategies and operations also create value for the communities where we operate, for our business partners and of course, for our consumers. We call this 'creating shared value'. The Nestl Corporate Business Principles (pdf, 1 Mb) are at the basis of our companys culture, developed over 140 years, which reflects the ideas of fairness, honesty and long-term thinking. The Company was founded in 1866 by Henri Nestl in Vevey, Switzerland, where our headquarters are still located today. We employ around 280 000 people and have factories or operations in almost every country in the world. Nestl sales for 2010 were almost CHF 110 bn.

Creating Shared

Our corporate social responsibility

Creating Shared Value is the way we do business, which states that in order to create longterm value for shareholders, we must also create value for society. It goes beyond compliance and sustainability.

Research and Development

Innovating for the future

Research and Development is a key competitive advantage for Nestl. With 29 research, development and technology facilities worldwide, Nestl has the largest R&D network of any food company