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Nestlé, shortly
Nestlé is the largest food and beverage company in the world. His turnover is around $70billions and nearly
250,000 employees all over the world.
Question 2: What type of global business and systems strategy did Nestlé adopt? Was this strategy
appropriate for Nestlé’s business model?
Traditionally, Nestlé adopted decentralized strategy that allows local organization to manage its own
business strategy according to the region. Indeed, products and services on sales in different countries were
adapted to suit local market conditions. That can be explain by the fact that Nestlé didn’t necessarily believe
in the concept of the global consumer (except Nescafe of which 100 million cup are served around the
world each year).
However this strategy cost extra funds and caused issues between its branches all over the world. Thus this
strategy was not appropriate for Nestlé’s business model because of the inefficient coordination in different
countries which used an older resource planning system which prevent the development of the company.
When Nestlé realize that this system was not working, it decide to centralize the company’s operation :
production, sale and marketing, finance… First, this new system, GLOBE, was not considered appropriate
for Nestlé business model because of the particularity of each region’s culture and local market preferences
and considered as too expensive. But, at the end of the implementation, this global system shows is
efficiency working well with the firm budgeting and data streams allowing Nestlé to make savings in buy
raw material, to have information available quicker and make better decisions. Now, Nestlé remains the
leading food and beverage company in the word so its strategy is effective, centralized system was a good
choice.
Question 3: What management, organization, and technology challenges did Nestlé have to deal
with to standardize its business process and systems?
Several years ago Nestle embarked on a program to standardize and coordinate its information systems and
business processes. There have been many challenges with the new standardization process. At first they
installed SAP's R/3 in an attempt to coordinate Information System and the business processes. All of
Nestle's worldwide business units were to use the same processes for making sales, commitments,
establishing factory production schedules, billing customers, compiling management reports, and reporting
financial units. This coordination leads to many issues because of the gathering of 14 countries that ran the
software. They did not work in harmony, it was being ran differently in the different locations : the cost of
the maintenance increased. Upon discovering this issue they rolled out the GLOBE initiative. Personal
challenges were becoming apparent, many managers viewed this system as a nuisance and a work creator.
Johnson realized that he had some major challenges ahead, but he put his excellent leadership skills to the
test an ended up coming out ahead in the end. He also tried to build his team from a diverse group of
business managers who had experience in a variety of business sectors including manufacturing, finance,
marketing, and human resources. Once managers saw that the system was helping in operations they started
to come around and embrace the system, which has lead to increased efficiency in the operations
department.
Question 4: What strategies did Nestlé management use to deal with these challenges? How successful
were these strategies? Explain your answer?
Nestlé launched a $2.4 billion initiative to compel its market heads around the world to adopt a single set
of business processes and systems for procurement, distribution and sales management. This initiative
started in year 2000 was known as Global Business Excellence (GLOBE).
The strategy was that all of Nestlé worldwide business units use the same processes for making sales
commitments, establishing factory production schedules, billing customers, compiling management reports
and reporting financial results. Every Nestlé facility would format and store data identically, using the same
set of information systems.
Nestlé wanted to bring in 70 % of the company’s global markets to adhere to GLOBE strategy within a
span of three and a half years.
Nestlé also wanted to bring in operational efficiencies by reducing its number of suppliers from 600,000 to
167,000 and save millions of dollars in this process.
The greatest challenge that the GLOBE team had was that managers resisted the idea of giving up control
over their business processes to participate in a centralized solution.