Internal and External Environment of Nestle - Case Study Example

 TABLE OF CONTENTS TITLE PAGE 1.0 Executive Summary 2 2.0 Introduction 3 2.1 Purpose of the Report 3 2.2 Scope of the Report 3 2.3 Organisation Background 3 2.4 Corporate Strategy 4 3.0 Environmental Analysis 5 3.1 SWOT Analysis 5 3.1.1 Strengths 6 3.1.2 Weaknesses 7 3.1.3 Opportunities 9 3.1.4 Threats 10 3.2 Porter’s Five Forces 10 4.0 Human Resource Issue 12 5.0 Leadership and Management 12 5.1 Current Approach to Leadership and Management 12 5.2 Effective Leadership and Management 13 5.2.1 Leadership Style 13 5.2.2 Organisation Structure 14 5.2.3. Organisation Culture 15 5.2.4 Corporate Strategy 16 6.0 Conclusion 16 7.0 Recommendation 17 8.0 References 19 9.0 Appendix 22 1.0 Executive Summary The report evaluates the internal and external environment of Nestle Company using SWOT and Porter’s five forces in order to determine the challenges it faces in its operations. The internal environment of the company comprises of the strengths and weaknesses of the business due to its internal mechanisms while the external environment comprises of factors outside the business that impact on its internal operations. The Porter’s five forces best evaluates the competitive nature of the business and the factors that impact on business profitability. The most challenging human resource issue was found to be labour turnover. In a highly competitive environment, human capital is vital and needs to be taken care of. The report considers arguments in favour of motivation and recommends redesigning of reward and performance system. It also considers the limitations in implementing this system 2.0 Introduction 2.1 Purpose of the Report 2.2 Scope of Report The report will address the key issues challenges affecting Nestle Co by conducting an environmental analysis. Organisations face various challenges in their operations both internal and external, and to develop the right business strategy, these issues need to be addressed. The report will make use of different environmental models such as SWOT, PEST and Porter’s five forces. After carrying out an analysis, the report will identify a key business challenge and develop a plan for leadership and management as a means of addressing the issue. Conclusions and recommendations and limitations to implementation will be discussed. 2.3 Organizational Background Nestle Co is the world leading nutrition, health and Wellness Company established in 1867 with its headquarters at Vevey Switzerland. It is a multinational corporation employing over 328,000 people worldwide in over 160 countries. Its sales volume as at the year ended 31 December, 2011 amounted to CHF 83,652 and it has 2 billion customers in over 180 countries. It deals with various brands such as chocolates and confectionaries, baby foods, cereals, coffee, dairy products, healthcare nutrition, bottled water and cereals among others. Overall, the company has over 120 brands. It mission is to provide customers with products that provide nutrition, health and wellness. It is committed to increasing the quality of life for all people by ensuring healthy nutrition through a slogan named ‘Good Food, Good Life.’ Its performance is driven by its capacity for innovation and renovation. It has a flat and flexible organization structure with few management levels and a broad span of control. (Nestle, 2012).It is headed by the CEO, Paul Bulcke who has been in the organization and driven it to where it is since 1998 who according to Raisch & Ferlie (2008) thinks globally and acts locally to penetrate the mature market. The organization markets its products in almost every country and operates in six geographical locations; Europe, Americas, Asia/Oceania/Africa. It operates in the food and beverage industry with main competitors being PepsiCo, Unilever, Kraft, Procter & Gamble, among others. 2.4 Corporate Strategy Nestles corporate business strategy is founded on an environmental strategy that incorporates various initiatives that address quality of life, compliance with environmental legislations, continuous improvement of environmental performance, tolerance of other peoples ideas and responding to the perceptions of the public and their expectations. Its priority areas include; water, agricultural raw materials, manufacturing and distribution, and packaging. It is thus committed to using materials acquired through sustainable practices, use of efficient technology and use of renewable resources and recycling (Nestle, 2012). According to UNDP, 16 billion people lack access to water while 2.4 billion lack proper sanitation. The company is therefore committed to ensuring proper usage of the scarce resource by using water efficiently in its operations such as manufacturing, and agriculture. Since 1997, it has been able to reduce water consumption by 29% while doubling its food production at the same time. It also provides clean bottled water to the population and its aim to attain the millennium development goal of ensuring clean water and sanitation (Hill et al. 2009). All the processes of production are carried out using environmentally sustainable practices from the farm to production, packaging, distribution and sale of products. The research and development centre is very valuable in monitoring the environment. Its work is to carry out continuous innovation and renovation of products to ensure they are environmentally sustainable and that they are efficient in minimising costs hence competitive advantage in the market (Nestle, 2012). Knowledge of the market through R &D is very essential in enabling the organisation to carry out its diversification strategies but in some cases benchmarking is also utilized. When the new CEO took over from Peter Brabeck, he developed a project of venturing into mature markets that relied on benchmarking (Raisch & Ferlie, 2008). The Nestle Environment Management System (NEMS) plays a vital role in providing a framework that ensures compliance by all members of the organization. It helps in meeting policy guidelines and policies, develop training and communication. It has also enhanced structuring of the organization as well as overseeing regular completion of operational surveys and audits (Nestle, 2001). Compliance with international standards is certified with ISO 14001 and Nestle is already certified together with some of its factories. Environmentally sound labour practices and recognition of efforts by employees is also integrated into environmental principles and practices through NEMS. 3.0 Environmental Analysis Environmental analysis will be carried out using the SWOT and Porter’s five forces models. 3.1 SWOT Analysis SWOT analysis is better placed in scanning the environment of the company to determine its strengths and weaknesses as well as opportunities and threats. The strengths and weaknesses are factors internal to the organisation such as strength of brands, the organization culture and structure, human capital, size of operations, and research and development. The opportunity and threats on the other hand, entail factors external to the organisation which impact on the performance of business customers, suppliers, and competitors. All these factors show the challenges faced in operation and management of the business and how well the business is able to respond to the challenges and maintain competitive advantage. A high performing organisation is able to take advantage of its strengths and exploit opportunities to overcome its weaknesses and minimise threats (Griffin, 2011). 3.1.1 Strengths Nestle has a lot of strengths that it can take advantage of to remain the world leader in food and beverage industry. One of the strengths Nestle has is strong brands. Nestle through its research and development group is able to innovate and renovate products that are appealing to the industry thereby giving the company competitive advantage. Its strategic brands such as Nescafe, cerelec, Nestea, chocolate and baby foods have been in the market for a very long and customers have already identified them hence its hard to switch to substitutes (Nestle, 2012).Furthermore, Nestle continuous improvement of the products by adding nutritional value and use of green technology in their production makes them attractive to the market. Even if Nestle increased the price of such products which have a brand loyalty, the sales would tend to remain the same. This gives the company advantage over the others in the market. Nestle also has a large market share or geographic presence. Nestle products are available in almost all countries compared to other products such those of unilever. It is also trusted and recognized as a big brand name in the market. According to Hill et al (2009), Nestle was rated among the most popular brands by US Fortune magazine. It was rated 31st among top 50 Most Admired companies and the number 1 in its sector. While its presence was felt in 200 countries, its competitor Unilever had presence of 160 countries worldwide. In Western Europe, Nestle had a market share of 8.9% on ready made foods and 7.9% on dairy products while unilever had a market share of 8.6% and 7.7% respectively (Bar et al. 2004). A strong corporate brand has the advantage of attracting employees, stakeholders and business partners. It is also cheaper to maintain; cheaper and easier to launch new products and extend brand, and has a long term strategic focus for brand development (14). One of the pillars that drive growth at Nestle is operational efficiency. This is achieved through its environmental policies and practices under NEMS implemented at all levels of the organisation thus eliminating wastage and minimising costs. The use of Global Business Excellence (GLOBE) to attain operational efficiency by integrating company businesses on global scale plays a role in reducing costs (Raisch & Ferlie, 2008). Together with the other three pillars of innovation and renovation, product availability and consumer communication drive the overall efficiency of the organisation. Its complex 3D matrix organisation structure is a source of strength for the organisation. It enables the organisation to respond quickly to market conditions. For example, it was able to reintroduce the old formula for magi noodles in India in 1999. The structure also allows standardization of products and practices. Every process and practices at Nestle follow the corporate business principles and in this case leadership and management principles (Nestle, 2012). Once GLOBE is fully integrated, there will be no duplication of resources hence efficiency and productivity. 3.1.2 Weaknesses Though the company has much strength, it also has weaknesses that it should overcome. Though its geographical presence through diversification is its strength, it is also a weakness in that the company enters into a market with already established brands or a mature market. This translates into a lot of competition and other barriers that face new entrants such as establishing distribution channels, establish a relationship with suppliers and customers, and face retaliation from competitors for example they can lower their prices since they are already well established (Hill & Jones, 2009). The new CEO had a very tough time trying to introduce the diversification policy between 1997 and 2002 because mature markets have limited potential for organic growth thus the project had to rely on benchmarking (Raisch & Ferlie, 2008). Another challenge facing Nestle is having a complex supply chain. The company has a network of suppliers, customers, many brands of products, geographical distribution. It has a flat and decentralised 3D matrix structure making management of the chain more complex. Planning, financing and other functions are decentralised to regional and local geographic areas which include Europe, America, and AOA (Asia/Oceania/Africa). The only globally managed businesses are nestle waters, nutrition and Nepresso (Nestle, 2012). As a result, information sharing between markets is difficult since each area has its own structures and management and this may be a hindrance to growth (Hill et al. 2009). The structure also requires high administrative costs and this may affect profitability of the company as well as loss of jobs as the company tries to minimise costs. The biggest challenge to efforts aimed at achieving internal operation efficiency is the reduction of overcapacity especially due to resistance from unions and human rights groups mostly in European region (Nestle, 2002). Managers also deal with same roles and this may result to conflict of interest. For example, each region deals with production, distribution, and quality control. Nestle accounts for much of exports in the world market. For example in 2008 sales amounted to CHF 28.6 bn. While nestle accounted for 1.8 % of total exports, PepsiCo exported 1.1%, Kraft 0.9% while Unilever exported 1.6% (Hill et al. 2009). The company is therefore subject to factors that affect exports such as exchange rates and international standards. In some occasions Nestle has been accused of violating such standards and this may affect its reputation. In 1981, it was accused of violating the world health organization code by marketing baby milk powders as a substitute to breast milk which resulted in malnutrition (WHO, 1981). Nestle emphasizes on quality at all levels hence demands quality from employees. However, there are minimal rewards given to these employees in order to motivate them. They are paid competitive salary but little financial and non-financial rewards and recognition. For example, managers select their own successors and nurture them hence promotion is not based on merit (Petechuk, 2012). Learning is through on-the job training as formal training is reserved for underperformers. These workers may leave the company to look for a place where there is room for promotion hence labour turnover or poor performance due to low motivation. 3.1.3 Opportunities Nestle has a lot of opportunities that it can exploit in the market. It can take advantage of emerging markets to introduce new brands such as ready made meals. Most women are now engaged in employment hence have less time to cook. They thus buy ready meals hence Nestle can increase its products offerings of ready made meals. The company can also take advantage of its popularity in major towns to expand its brands in smaller towns. The products are easier to sell since they are already known by customers. Nestle can also engage itself in joint ventures with other companies so as to diversify its products. For example, it entered into a joint venture with L’Oreal brand which deals with cosmetics and Alcon which deals with drugs (Dlabay & Burrow, 2008). 3.1.4 Threats There are many factors in the external environment that threaten the company performance. In recent years, there have been rising costs in fuel prices thereby impacting on the energy use and distribution of products. The global economic crisis also had a great impact on the industry due to changes in consumer income and prices of raw materials. Changing consumer and demographic trends are threats to the business although they can also create opportunities. Competition is also a threat to Nestle. For example, the yogurt brand faces a lot of competition from US brands such as Yoplait by general mills company hence has been unable to penetrate the market (Pass & Lowes, 2006). 3.2 Porter’s Five Forces This model analyses the competitive nature of the industry to identify opportunities and threats and to evaluate the profitability of the industry (Hill & Jones, 2009, p 42). The five competitive forces include; risk of entry, intensity of rivalry among established companies, bargaining power of buyers, bargaining power of suppliers and closeness of substitutes. These elements can better explain the challenges a company has to overcome in its profit maximization objective. The industry is very competitive with major competitors being Unilever, PepsiCo, and P& G. Nestle chocolate brand faces stiff competition from non-chocolate candies and ice cream from other companies. To keep up with competition, Nestle strives to maximise profits by employing environmentally sustainable processes. It thus has a great challenge to fulfil environmental concerns and also be able to produce value for the shareholders. This forces it to have an incomplete environmental strategy and therefore has in several occasions been accused of violating international standards. For example, it was accused of violating the Canadian code of Advertising standards by use of its greenwahing campaign. The advert on Nestle Pure Life claimed that “most water bottles avoid landfill sites or are recycled” and “bottled water is the most environmentally friendly responsible consumer product in the world.” The environmentalists claimed the campaign was misleading on the real impact on the environment (Clarke, 2012). Barriers to entry are also high in the food industry due to cost advantage of exiting firms and economies of scale. There is also a challenge in accessing distribution channels and the firm also faces possible retaliation by existing firms. This poses a great challenge to its diversification strategy into mature markets (Grant, 2002). As concerns buyers’ power, food products have close substitutes and therefore have very elastic demand. The buyers can therefore exercise their power in setting prices thereby posing a challenge to the company. Though rivalry is great in the industry, the company has been able to maintain its leadership in the industry thus outperforming others like Unilever. This is made possible by its commitment to providing customer with quality life through nutritious products. Furthermore, the growing demand for wellness and nutritious products is an opportunity for diversification in mature industries (Hill et al. 2009). As pertains to supplier power, the company is able to source materials from various suppliers hence supplier power is low. Over time, Nestle has been able to establish relationships with suppliers and to strengthen its environmental strategy, suppliers are supposed to comply with the corporate business principles (Nestle, 2012). Its aim is to create shared value and this involves satisfying the needs of all stakeholders. Through its agriculture and rural development programmes, the company has identified with them thereby making it easy to source for raw materials directly from farmers which are environmentally sustainable. 4.0 Human Resource Issue The major challenge identified is threat of high labour turnover in the future as workers search for more rewarding. This can be attributed to poor reward and performance management. 5.0 Leadership and Management Nestle has a corporate business principles culture that guides all aspects of the organisation. The management therefore, follow leadership and management principles in their operation. 5.1 Current Approach to leadership and Management Nestle has been under the leadership of Peter Brabeck-Letmathe since 1997. He has worked for the company since 1944 and rose through the ranks to become the current CEO and vice chairman Board of Directors. Over the years he has turned the company to be the world leader in the food industry. He is a strategic thinker who develops programmes and sees them through to completion in long-run. For example, despite people criticizing his projects such as purchasing companies and introducing GLOBE, he kept to his promise and led the company to achieve the target of 4% internal growth in 2000. He also believes in centralized control of production so as to control raw materials and suppliers and standardizing all aspects of the company. However, he believes that there is no global consumer; hence every region deals with its customers. He involves national managers while formulating strategies but mostly to get their approval. He also believes in taking risks in the short-term for future benefits (Peterchuk, 2012). Nestle has a culture embedded on the principles of shared values which is supposed to contribute to the overall vision of being the world leader in nutrition, health and wellness. It emphasises on respect for people, honesty and transparency, building trust, and open dialogue. Mot of all willingness and cooperation to help others to learn is a basic requirement for all staff and acts as the basis for career progression (Nestle, 2003). Training and development is an integral part of the organization. However, employees are encouraged to take control of their own development. Managers’ act as coaches and mentors to employees to help them to learn but they also undergo training on coaching (Nestle, 2003). The organization also offers rewards and incentives both short-term and long-term but training and development is not part of rewards. For succession planning, managers appoint their own successors and develop them to take up the roles in future. The organisation has a decentralised structure managed at local and regional level but some brands are centrally managed. However, the operation are standardised and managed centrally through use of information technology especially the purchase and supply divisions. Other operations such as communication and customer department are local (Petechuk, 2012). 5.2 Effective Leadership and Management The McKinskeys 7’s’ is essential in ensuring that all parts of the organisation are well coordinated hence improved performance. For McKinskey, 7 internal factors should be aligned for organisational performers. He further divided them into two; hard and soft elements. The hard elements are related to organisation chart, formal processes and profit systems and include; strategy, structure, and systems. On the other hand, soft elements are influenced by culture and include; shared values, skills, staff, and style (Northouse, 2010). His model thus involves evaluating the current situation as pertains to these factors, what is desirable and how to reach there in order to have effective leadership. Other models and strategies can also be used to improve on the current situation. 5.2.1 Leadership Style The leadership style used by an organisation can have serious impact on business success. An autocratic leader who is less concerned with people provided they produce and makes all decisions without consulting others may impact the motivation and engagement of staff negatively. People need to be consulted so that they can own the decisions hence be committed to them (Bratton, 2010). Though the CEO of nestle advocates communication and has set up a work group of national managers, he only engages them to make the proposed changes work but makes most of the decisions. That is why his internal growth strategy of acquiring companies and getting rid of mature non-performing brands was very much criticized although it enabled product diversification (Institutional investor, 2002). Only a few braches allow production line workers to participate in setting objectives and streamlining procedures (Nestle, 2003). The management should involve workers in making decisions so that they can feel their contribution to the organisation is valued hence commitment and motivation. A committed and motivated workforce according to Rollinson (2008) performs highly and is significant in reducing labour turnover and increased productivity. 5.2.2 Organization Structure The organization structure shows the flow of communication in an organisation, the roles of various departments, power and authority, span of control. It shows interrelationships among tasks, roles and human relations. It is represented by use of an organisation chart (Armstrong, 2009). The structure of the company is crucial in determining the success of leaders. Bureaucratic structures require autocratic leaders who exercise close control over employees and decisions flow from top to bottom. An organic structure on the other hand, allows communication to flow in all directions because of broad span of control (Champoux, 2011). Nestle has a 3D complex matrix structure which is difficult to manage due to high costs involved. The organisation thus keeps reducing workers by closing some factories to reduce costs and this impact negatively on employee motivation and commitment. An employee needs to have job security as one of the basic needs which needs to be satisfied by an effective reward system. Ineffective communication due use of this structure may lead to low morale. Communication is important as it allows workers to air their views and also allows effective change management. Workers are kept aware of what is happening and therefore know what is expected of them. In this case, there is ineffective communication as pertains to different factories in different countries. Workers need to share knowledge with international staff and know where the company is heading overall to feel secure and adapt to changes. Organisation structure also affects reward structure, if there is no room for promotion the workers are demotivated hence have a high possibility of leaving (Baruch, 2004). 5.2.3 Organisation Culture Organisation culture shows the way things are done in an organisation and represents the values, beliefs, and norms (Schein, 2010). Nestle has corporate business principles which guide all actions and is based on shared values. The company thus values all the stakeholders in the organisation and is committed to providing high quality of life through nutritious, healthy diet. Employee development is essential at Nestle and sharing knowledge is a necessity and prerequisite for career progression (Nestle, 2012). However, although there is a culture of performance and reward, there are minimal choices and do not fulfil the needs of employees according to motivational theories of motivation. Employees have different needs and therefore are motivated differently by different things. One employee may value recognition while another may value financial rewards. Furthermore, the employees are not involved in developing the reward system hence may not value the rewards (Armstrong, 2009).This may lead to lack of motivation and job satisfaction hence increased turnover. 5.2.4 Strategy The corporate strategy may influence workers satisfaction hence turnover. Nestles culture involves product and brand diversification enhanced by innovation and renovation, consumer communication, product availability and operational efficiency (Nestle, 2012). To achieve manufacturing efficiency the firm is involved in environmentally sustainable strategies such as recycling to reduce waste and use of sustainably acquired raw materials to reduce costs. For operational efficiency, the firm strives to eliminate waste by closing down inefficient branches and cutting on staff to reduce costs. The organisational strategy, business strategy and HR strategy are supposed to be aligned for the company to gain return on its investments which is human capital (Robbins &Judge, 2009). The HR strategy involves matching employees with the corporate culture so as to have quality employees. However, the corporate culture may not be in line with local needs of employees and this may lead to turnover. The cost reduction strategy may also affect employees’ rewards as company tries to cut back on costs. This can lead to dissatisfaction and employees may resist changes as is the case with European workers who form unions to resist job cuts. Though the strategy is aimed at reducing inefficiencies from internal growth it has negative impact on employees and may affect all their activities. 6.0 Conclusion Nestle is a world leader of nutrition, health and wellness products. Its success is made possible by frequent innovation and renovation and use of environmentally sustainable practices. The CEO is committed to ensuring the customers get quality of life through brand and product diversification and additional nutrition. The company operates in a very competitive environment with major competitors being P&G, Unilever and PepsiCo. It has products in almost all countries and has over 500 brands in six continents; Europe, Americas, and AOA. All its operations are guided by the corporate business principles and the suppliers have to adhere to this code of conduct. Nestle environment is very complex as the organisation operates globally. The possible strengths include; strong brands, corporate brand, its structure, and cost advantage while weaknesses include; barriers to entry, competition, complex structure, and minimal rewards. It has an opportunity to venture into new markets due to its reputation and can also engage in joint venture to diversify its products. The company is also affected by changing consumer demands hence buyer power. The major challenge that may impact on effectiveness of the organisation is to retain workers in a global competitive environment using its cost cutting strategies and still add value for shareholders. The threat of worker turnover due to poor performance management is crucial and should be addressed. 7.0 Recommendations The company should change its management style to allow other members to contribute to decision making. The company encourages diversity for creativity and innovation and the same should apply to leadership. Instead of using national managers to endorse and implement decisions he should take their input. Empowering workers enhances commitment and engagement hence worker retention. By consulting, the manager may find better ways of dealing with overcapacity instead of creating uncertainty for workers. Management style depends on culture and structure and therefore it would not be easy to change and also some behaviours and attitudes are difficult to change. It should also change its structure to allow more flexibility, coordination and communication between departments. The structure is very costly to maintain hence the reduction of workers. The company can utilise networking structure and stress on core competencies. Changing the organisation culture and hence redesign the reward and performance system to include total rewards is crucial. Employees should be provided with a variety of tasks to enrich their jobs, be recognised for their work, be assessed frequently and be given feedback to know how they are progressing can increase motivation and engagement hence reduce the threat of turnover. They should also be involved in designing the systems so that they can own them. Equality and fairness in reward distribution is also vital to avoid perceptions and attitudes that lead to job dissatisfaction. Culture involves attitudes, values and perceptions and therefore these may hinder proper implementation of the strategy. Managers should be efficient in managing change to avoid resistance from employees who are satisfied with current systems. The corporate strategy can also be changed from enhancing internal growth through operational efficiency to environmental differentiation. Though the company is ISO 14001 certified various issues still arise concerning safety of products, failure to meeting international standards and advertising. This can be achieved through environmental efficiency and differentiation where all products and processes would be strictly environmentally sustainable thus minimising costs and extra features added to attract more customers. Customers like buying ‘green’ products and if the company can assure the products are ‘green’ it would gain competitive advantage. However, changing the strategy would involve changing the systems and this may be a costly process. Besides, differentiation strategy involves additional costs in order to achieve competitive advantage. 8.0 References Armstrong, M. 2009. A Handbook of Human Resource Management Practice. London: Kogan Page Bar, D., Pinheiro, S., Ribeiro, P., Turpeinen, J. ‘The Future in the Food Markets: Nestle Vs Unilever.’http://www.rodenberg.ni/CI-NestlevsUnilever%20v3.00.pdf. Accessed 16 April, 2012. Baruch, Y. 2004. Managing Careers: Theory and Practice. Harlow: Pearson Bratton, J. 2010. Work and Organizational Behavior. 2 edn. Basingstoke: Palgrave Macmillan Champoux, J. 2011. Organizational Behavior: Integrating Individuals, Groups, and Organizations. 4 edn. Abingdon, Oxon: Routledge. Clarke, T. 2012. ‘Groups Challenge Nestlé’s Bottled Water.” Polaris Institute. Dlabay, L., Burrow, J. Business Finance. USA: Thomson South-Western Grant, R. M. 2002. Contemporary Strategy Analysis: Concepts, Techniques, Applications. 4th ed. UK: Blackwell. Griffin, R. 2011. Fundamentals of Management. 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San Francisco, CA: Jossey-Bass WHO. 1981. ‘International Code of Marketing and Breast Milk Substitutes.” Accessed 18 April, 2012. www.nestle.com Read More