TABLE OF CONTENTS

Introduction 2

Part I. The Nestlé Corporate Environmental Strategy

i. Components of the Nestlé environmental strategy

2
ii. Evaluation of strengths and liabilities
3
iii. Successful implementation?
5

Part II. The Nestlé Corporate Strategy

iv. Components of the Nestlé environmental strategy

6
v. Evaluation of strengths and liabilities
8
vi. Successful implementation?
8

Part III. Analysis of Strategic Approach

vii. Corporate and environmental strategy consistencies

9
viii. ESM 210 Community Survey
9
ix. Recommended strategic changes
10

Part IV. Appendices

x. Tables and Figures

11
x. Bibliography
14

2
Introduction

Nestlé is an international corporation that produces a variety of

products including food, beverages, and pharmaceuticals that amount
to over 8,000 in all (Tomlinson 2000). The company was founded in
1867 in Vevey, Switzerland and has facilities worldwide. In fact, Nestlé
is the world’s largest food company with 479 factories and over
200,000 employees worldwide. Nestlé is committed to providing
people around the world with the best food and increasing their quality
of life. The current CEO of Nestlé, Peter Brabeck, has been with the
company since 1968.

The primary corporate objective of the Nestlé Group is to create values

for the internal and external market environments that will be
sustainable in the long-term. The ‘environmental management’
responsibility adopted by Nestlé incorporates an integrated approach
through the supply chain process for preserving the environment (i.e.
minimizing waste products, raw materials produced from sustainable
methods, etc.), a focus on the preservation of water resources, and
systematic management that describes targets and performance
measures for the future.

The Nestlé Corporate Environmental Strategy

Components of the Nestlé Corporate Environmental Strategy

Nestlé has adopted an environmental business strategy that

incorporates initiatives to address environmental policy and
compliance, recognition of business opportunity, and response to
public perception and expectations. Nestlé’s commitment to the
environment, portrayed through this environmental management
strategy, focuses on three main areas of the company’s operations:

 Integrated approach throughout the supply chain

 Water as a key priority
 Systematic management of environmental performance

Within these core areas, Nestlé has encouraged more responsible

environmental performance with continuous improvement in research
and development to support long-term growth and competitiveness
through innovation and renovation (EPR 2000).

3
From production operations to distribution and consumer purchasing,
Nestlé has developed an integrated approach for considering the
environment throughout the supply chain process. According to the
Environmental Progress Report Highlights (2000), Nestlé states the
objective in company factories is to maximize “eco-efficiency”, or to
maximize the production of goods while minimizing the consumption of
resources. The environmental performance of manufacturing
processes is measured through worldwide factory surveys and
environmental performance indicators (EPIs) that are verified against
action plans, and are used to assess the progress toward “eco-
efficient” objectives. Nestlé also claims the support of sustainable
agricultural practices, as it does not own or operate farms where raw
materials are obtained, and boasts a monetary overall investment for
the protection of the environment (Figure 1) that amounted to more
than 3% of total capital expenditure from 1997 to 1999(NESTEC 2001).

In addition to manufacturing efficiency, Nestlé has increased its focus

on the packaging process to favor source reduction, reuse, recycling
and energy recovery to minimize the impact of waste on the
environment. The company’s Environmental Progress Report
Highlights (2001) asserts that the packaging reduction results have
been significant, and that this progress is due to clear objectives and
the implementation of a systematic approach. Neither in this report
nor the extended Nestlé 200 Environmental Progress Report, however,
are these objectives elaborated upon. Nestlé also participates actively
in various national packaging waste recovery schemes established in
the European Union, and claims to use recyclable packaging materials
“wherever possible” (NESTEC 2001).

The conservation of water resources is also an important component of

the Nestlé environmental management strategy. Through innovative
manufacturing practices and conservation programs to help drive
initiatives for water reuse and reduction, Nestlé has supported the
long-term, sustainable use of water. Figure 2 has been adapted from
the Environmental Progress Report (2000), and illustrates the amount
of freshwater use worldwide by Nestlé is “relatively small” compared
with other sources of consumption.

Perhaps the most vivid display of Nestlé’s environmental business

strategy is its Nestlé Environmental Management System (NEMS),
established in 1996 to provide a mandatory framework for
environmental management at all levels of organization. This multi-
step approach has led to more structured management throughout the
company, and attempts to meet policies and guidelines, establish
objectives and programs, develop training and communication, and
complete operational surveys and audits on a regular basis (Figure 3).

4
The components of the NEMS aim to facilitate continuous improvement
and communication while integrating innovation and renovation
strategies throughout Nestlé’s long-term environmental commitment
(NESTEC 2001).

The NEMS also allows Nestlé to perform more compatibly with

international standards for environmental management systems, such
as ISO 14001. Currently, the number of certified Nestlé factories
implementing the voluntary ISO 14001 standards is 46. Establishing
these frameworks for environmental management has focused Nestlé’s
efforts on performance and continuous improvement, thus creating an
adaptive ability to change with new environmental issues (NESTEC
2001).

Evaluation of Strengths and Liabilities

The corporate environmental strategy that Nestlé has adopted

illustrates the difficulties of global corporations and their struggle to
maintain an environmentally responsible image to consumers,
environmental organizations, and regulatory agencies. Although
Nestlé is on the right track toward successful environmental
management with the established framework for environmental
performance (NEMS), the company’s approach to environmental
responsibility is flawed. From poor information dissemination to safety
concerns over Nestlé products, the company has a long way to go to
achieve a level of environmental responsibility that is respected by
environmentalists and the public.

The inadequacies of the Nestlé ’s strategic approach to environmental

management arise from the competitive nature of the company as a
global leader in food production. Driving this competitive force is the
ability of Nestlé to maximize profits while at the same time addressing
both societal and environmental concerns to establish acceptance and
public position. In many cases, conflicts have arisen as a result of
trying to satisfy both monetary success and environmental
responsibility. Pressure to meet environmental regulations and
operational compliance has forced Nestlé to develop a systematic
process to gauge environmental performance (NEMS), however, the
NEMS is more of a superficial outline to company goals than an actively
implemented strategy.

The shear expanse of Nestlé operations also inherently leads to an

incomplete environmental management strategy. Nestlé claims great
achievement with the adoption of the ISO 14001 international standard
for environmental performance in many of their factories, however, of
a total of 509 facilities worldwide a mere 46 of these are certified. In

5
general, the certification process (including EPIs, auditing, and facility
surveys) is inefficient and inaccurate for such a number of reporting
facilities. The margin of error is much larger when considering that
individual factories are manually reporting measurements of
performance based on facility inputs and outputs (i.e. waste water
generation, greenhouse gases, energy consumption, etc.) The
accurate consolidation of all this environmental performance data is
skeptical. Further, as a global food company, Nestlé has been
criticized for establishing characteristics of “bluewashing” in its
environmental strategy (Corpwatch 2002). This idea stems from the
tendency of some global companies to associate themselves with the
blue flag of the United Nations in order to connect themselves to
United Nations themes such as human rights and environmental
protection. In this way, large corporations are able to appear more
environmentally responsible to consumers (Corpwatch 2002).

This type of disinformation dissemination is consistent through Nestlé’s

corporate environmental strategy, and has led to serious conflicts over
its products. Many of the controversies over Nestlé food products have
involved the promotion of infant formulas in developing countries and
the company’s use of GMO ingredients in products. Nestlé violated the
World Health Organization’s Code of Marketing Breast-milk Substitutes
with their promotion of inappropriate distribution of powder infant
formulas to women in developing countries. Nestlé supplied
information to women that promoted artificial feeding and did not
educate them on the benefits of natural breastfeeding as the optimal
form of infant nutrition. Nestlé also distributed free samples of infant
formula long enough to support the infants until the mother was not
able to lactate. Without money to buy milk, inadequate sterilization
methods, and lack of clean water, many newborn babies in these
developing countries suffered from severe malnutrition
(http://www.corporations.org/corplist.html#food).

Nestlé’s position on GMO use in their food products has also attracted
recent criticism from environmental groups. Although Nestlé recently
phased out biotech foods in the UK, the company continues to use
genetically modified foodstuffs in all other countries including the
United States (Environment News 1999). Nestlé’s states their position
in the following words: “In those countries where consumers are
reluctant to accept the use of GM crops as a source for ingredients,
Nestle products do not contain these ingredients, in as far as
practically possible” (FOE 2000). The environmental group, Friends of
the Earth, also reported that following Nestlé’s statement, Nestlé was
unable to list in which countries this policy operates.

6
A visit to the Nestlé website also reveals the company’s struggle with
environmental information dissemination. The site contains many
different attributes of the corporate environmental approach that are
accessible with the click of a button. Explanations and descriptions of
company environmental activities, however, are clouded in general
language and fancy graphics. It seems that information is being
hidden somewhere, and this does not make the company look very
environmentally responsible. Nestlé provides a few reports available
for downloading from the site, but the majority that is listed is not
accessible to the public. In our attempts to contact Nestlé USA in
Glendale, California, we requested the most recent corporate US
annual report, and received a pamphlet describing recycling tips in the
mail.

The strengths of the Nestlé Corporation lie within their establishment

of an Environmental Management System. Efforts to implement
environmental objectives may not be currently realized by the
company; however, adopting a framework for dealing with
environmental performance is admirable. Through the NEMS process,
Nestlé aims to promote continual innovation and improvement while
meeting current environmental regulations. This strategy has not been
adequately developed, but encourages more responsible
environmental performance in the future.

Successful Implementation?

Nestlé boasts many environmentally ‘sound’ strategic efforts within the

confines of the World Wide Web and various environmental reports;
however, the achievement of most of these objectives rests within the
superficial framework of the NEMS (Figure 3) and generalized
statements regarding a focus on “improvement in all aspects of
sustainability” (Nestec 2001). Nestlé by no means deserves acclaim
for impressive implementation of environmental management
strategies. Not even for the 49 factories that are currently certified as
ISO 14001 facilities. Incorporating environmental issues into the
strategic planning process and achieving successful implementation
requires that firms do more than merely comply with existing laws and
requirements. Although the ISO 14001 standard is a voluntary action
adopted by corporations, Nestlé is showcasing the certification
processes of ISO and NEMS as validities for successful implementation
across all aspects of company environmental objectives. Aside from
the adoption of the NEMS as a corporate management tool for the
company, Nestlé has only achieved skeptical consumers and
potentially excessive expenditures in the long-term that may result
from implementation lags.

7
The Nestlé Corporate Strategy

Components of the Nestlé Corporate Strategy

Nestlé’s corporate strategy, first published in 1998, is based on a few

basic principles. Most of the principles existed when the company was
formed back in 1867 (NCBP 2002). The principles contain an objective,
which is to create sustainable value in their products for the long-term.
The basic principles include a preference for long-term business
development over short-term profit, recognition of consumer interest,
concern for maintaining responsible conduct through legislation or
additional measures, awareness that employees and management are
vital to Nestlé’s success, and respect for cultural diversity and
acceptance of local laws and legislation.

The major issues covered in the Nestlé Corporate Business Principles

report are:
 National Legislation and International Recommendations
 Consumers
 Infant Health and Nutrition
 Human Rights
 Human Resources and the Workplace
 Child Labor
 Business Partners
 Protection of the Environment
 The Nestlé Water Policy
 Agricultural Raw materials
 Compliance

The strategy of a company can be defined as the long-term objectives

and the actions taken to effectively implement those objectives (Grant
2002). A major part of corporate strategy, which defines the industry
or market a company competes in, is the evaluation of the industry
attractiveness to determine its profitability. Porter’s five forces model
is a useful tool in evaluating the profitability of an industry. The forces
include the intensity of competition among existing competitors, the
relative bargaining power of suppliers and buyers, the threat of
substitutes, and barriers to entry into the industry (Grant 2002).

Nestlé’s corporate strategy can be more clearly evaluated once it has

been assessed in terms of Porter’s five forces. The degree of
competition among existing competitors within the food products
industry is quite intense, although variation is determined by the

8
product sector. Nestlé is still outperforming Unilever and P&G, two of
its major competitors in the packaged-foods industry. Supplier power
is relatively low since Nestlé has contracts for specific raw materials
and products with its suppliers. Those crucial suppliers that have a
contractual relationship with Nestlé are audited to ensure compliance
with Nestlé Corporate Business Principles (NCBP 2002). Similarly,
Nestlé has a direct procurement system with farms for agricultural raw
materials. Nestlé’s close relationship with its farmers ensures that
Nestlé’s policies for safety and quality are met. The bargaining power
of buyers, on the other hand, is quite high. Consumers of food
products tend to be fairly price sensitive, so that customers influence
pricing.

The degree of competition from substitutes for Nestlé products varies

depending on the product sector. Nestlé chocolates, arguably the
most well know line of products, face competition from substitutes
such as carob products, non-chocolate candies, and other sweet
snacks (i.e. cookies, ice cream, and baked goods). Barriers to entry
are high in the food products industry. Some of the barriers that
potential competitors would have to overcome include high capital
requirements, economies of scale, cost advantages of existing firms,
produce differentiation, access to distribution channels, government
policies, and potential retaliation by existing firms (Grant 2002).

Diversification is the process by which a company expands its product

base across different product markets (Grant 2002). Historically,
Nestlé has maintained a relatively narrow range of products, with food
and beverages occupying their main business focus. In the early
1970s however, Nestlé began exploring the possibilities of diversifying
its product base. Around this time, the company took an interest in
L’Oreal as strategic participation and currently owns 26.3% (Tomlinson
2000).

In 1977, Nestlé truly began to diversify by acquiring Alcon Laboratories

Inc., a leader in pharmaceuticals for eye care
(http://www.nestlefaq.com/). Alcon Laboratories Inc. is averaging
about $2.4 billion in sales compared with about $275 million when it
was acquired. More recent acquisitions include Spillers Petfood and
Nestlé Philippines Inc. in 1998 and Ralston Purina in 2001. One of the
company’s only divestments was Findus brand frozen foods with 15
plants divested in Europe.

The most common motivations for diversification include growth,

profitability and risk reduction. In the case of Nestlé, growth and
profitability are the main drivers of diversification strategy. Nestlé’s
approaches for increasing growth are geographic expansion,

9
innovation and renovation and channel growth (Nestlé 2002). In terms
of geographic expansion, the management of Nestlé’s businesses in
the food industry takes place in three geographic zones: Europe, the
Americas, and Asia, Oceania and Africa (AOA). The business activities
in water and pharmaceutical products are managed on a global scale.

Nestlé has a variety of brands representing the different product

sectors in which it operates. Nestlé’s six strategic brands include
Nestlé, Nestcafé, Nestea, Buttoni, Maggi, and Friskies. The most
successful brand is Nestcafé. The company is more concerned with
the priority and strategic brands than with the total number if brands.
Some of the benefits received from having these brands are the loyalty
of the consumer base and the ability to command a price premium.
The different product sectors in which Nestlé operates are beverages,
confectionary, diary, ice cream, nutrition, pharmaceuticals, water, and
food services.

In 1997, Nestlé established a four-pillar strategy to improve all aspects

of business, from the supply chain to consumers (Nestlé Investor
Relations 2002). The four pillars include innovation and renovation,
consumer communication, product availability, and operational
efficiency. Innovation and renovation is mainly implemented through
marketing and research and development. Within this strategic pillar,
synergies are created so that inventions are applied across diverse
product lines. The strategy to maintain consumer communication
focuses on building brand loyalty. Product availability, which is
motivated by maximizing sales, is realized by ensuring the distribution
of the best products for consumers.

Finally, in order to achieve operational efficiency, Nestlé implemented

a manufacturing efficiency program entitled MH 97 that was
successfully completed in 2001. Under this program, Nestlé saved a
total of CHF 4 billion. Target 2004 was subsequently created to
continue these cost savings. Another program aimed at increasing
internal operational efficiency is GLOBE. This program is intended to
enhance performance and efficiency in all geographic areas where
Nestlé operates in order to better compete and perform in the market.
GLOBE will aim to standardize information systems and all master data
thereby streamlining internal organization. Preliminary training began
in 2001 and will continue in all countries through 2005. Furthermore,
GLOBE’s mission is to utilize the flexibility in the size of the company
as strength rather than a liability (Nestlé Investor Relations 2002).

Evaluation of Strengths and Liabilities

10
One of Nestlé’s strengths lies in ability to diversify while still
maintaining a line of products and strategic brands that support the
company. Although Nestlé owns Alcon and L’Oreal, synergies do exist
among the different product lines so that innovations in eye care or
health care can be transferred over and applied to food and beverages.
Nestlé is able to maintain a focused product line in those sectors in
which it has already invested.

In the U.S., for example, Nestlé stood on the sidelines while Unilever
bought Bestfoods and Phillip Morris bid for Nabisco (Tomlinson 2000).
This was strategic decision on the part of the CEO and Nestlé in
general since another acquisition would only counteract the company’s
efforts to re4duce overcapacity. As mentioned earlier, Nestlé would
like to turn its large size into a strength and eliminate liabilities
associated with overcapacity. As a result, Nestlé is using its current
array of brands and products as a strength against uncontrolled growth
and overcapacity accumulation.

Successful Implementation?

The degree of success Nestlé has achieved varies among the

components of its corporate strategy. Overall, Nestlé’s success can be
seen by the profits made on an annual basis. According to Fortune,
Nestlé is ranked 39 out of the top 50 most admired companies
(Fortune 2002a). According to the Global 500: The World’s Largest
Corporations, Nestlé ranks 59th with $48 billion in revenues and $3
billion in profit (Fortune 2002b). In the first half of 2000, Nestlé’s profit
reached $1.6 billion, increasing more than 30% (Tomlinson 2000).

One of the major areas in which Nestlé has not been so successful is in
reducing its overcapacity. Although GLOBE is targeted to improve the
company from the inside, this program is only in the preliminary
phase. With almost 500 facilities in nearly 80 countries worldwide,
Nestlé has not been able to cut back overcapacity and reduce
inefficiency (Nestlé 2002). The company has had difficulty in doing
this, particularly in Europe where employees have formed unions
making cutbacks to the labor forces a difficult task. At the Perrier plant
in France, for example, strong labor unions have formed strikes when
Nestlé has tried to cut employees. As a result, restructuring in order to
downsize and increase efficiency has been a nightmare for Nestlé.
Analysis of Strategic Approach

Corporate and Environmental Strategy Consistencies

Although Nestlé may hold a diversified, competitive edge above other

international food companies, its adoption and implementation of a

11
successful environmental strategy has yet to take the lead in the
corporate ‘green’ competition. As a prominent corporation in the
global market, Nestlé has failed to create a convincing link between
the company’s business and environmental strategies. Although both
strategies exhibit a common organizational structure (i.e. NEMS) that
incorporates aspects of conservation, innovation, and profitability,
many of the claims Nestlé makes regarding its environmental
management strategy are inconsistent with the components and
objectives of the corporate strategy.

The most noticeable inconsistencies exist between the efforts to

maintain Nestlé ‘s competitive edge and environmental claims to
reduce waste and conserve water resources.
In order to be competitive, Nestlé had to actually increase packaging
to provide more ‘single-serving’ food products that became more
popular as lifestyle changes have resulted in shifts in food habits
(NESTEC 2001). This modification of the corporate strategy initiated to
appeal to single consumers may increase profitability, but also sharply
contrasts with the integrated environmental approach through the
supply chain, one of Nestlé’s core areas of focus for an environmental
management strategy.

In addition to conflicting claims made concerning the ‘environmental

soundness’ of the company’s supply chain management, Nestlé also
claims conservation of water resources that conflict with the
diversification corporate strategy. A result of Nestlé’s expansion of
operations to include related firms within the food and beverage
industry was the establishment of the Perrier Vittel water bottling
company. By endorsing the extraction of water resources for bottling,
Nestlé is contradicting vivid claims to support the sustainable use of
water. Currently, Perrier facilities are drilling wells and extracting
water from the Great Lakes Basin in North America. The Great Lakes
Basin is one of the last available fresh water resources in the world.
Nestlé claims to recognize that the responsible management of
worldwide water resources is an absolute necessity, however, in light
of profitability their claims apparently don’t hold water.

ESM 210 Community Survey

We created an electronic survey for the ESM 210 class regarding

consumers’ feelings toward Nestlé. We wanted to gauge consumers’
desire for Nestlé to become more “environmentally friendly” in both its
products and practices. The Nestlé Survey consisted of 10 multiple-
choice questions that targeted willingness-to-pay, brand loyalty,
information/awareness, and differentiation strategy.

12
In order to determine willingness-to-pay, we asked how much more
consumers would be willing to pay if Nestlé used a) non-GMO raw
materials/ingredients in their products, b) organic food ingredients in
their products, and c) recycled packaging materials for their products.
To assess brand loyalty, we asked a) what consumers’ favorite
chocolate candy manufacturer is and b) whether consumers purchase
from a variety of manufacturers or from one. We also asked whether
consumers own pets and whether they purchase pet care from Nestlé.
Information availability was assessed by asking consumers if they were
aware of some of Nestlé’s main brands other than chocolate. Finally,
we evaluated the consumers’ feelings on Nestlé’s potential for
environmental differentiation by asking whether they thought Nestlé
would be successful if it used environmental differentiation as a
strategy.

We were able to retrieve 14 surveys from a class of about 40. Of the

14 participants, exactly 50% were male and 50% female. The results
quantifying the willingness-to-pay for non-GMO raw materials, organic
ingredients and recycled packaging by males and females are shown in
Figures 4 and 5. Similarly, the consumers’ demand for Nestlé products
as well as those of their competitors is shown in Figure 6. We found
that only 43% of consumers surveyed were aware of other Nestlé
brands other than Nestlé chocolate and confectionary products. None
of our survey participants that owned pets bought Nestlé pet care or
pet food. Finally, 86% said they would buy Nestlé products knowing
they were “environmentally friendly”.

Recommended Strategic Changes

Nestle provides a variety of food products that we use in our every day
lives. Therefore, it important to assess how the company could
improve its environmental strategy to benefit consumers and
simultaneously maintain a competitive advantage.

One of our recommendations regarding Nestlé’s current advertising

policies is that the company use marketing to promote responsible
environmental practices or products they may have or may develop in
the future. Although Nestlé does not support “green claims” asserting
the benefits are often questionable (Nestec Ltd. 2001), it is clear from
our survey that consumers do benefit from “greenness” as 86% would
be willing to pay for it. Therefore, we recommend that Nestlé develop
and advertise “greenness” by using non-GMO ingredients, using
organic ingredients, and using recycled packaging as assessed in the
Nestlé Survey.

13
In addition to a revised marketing program, it would be in the best
corporate interest of Nestlé to establish an environmental eco-labeling
program to identify and promote environmental responsibility. The
ESM 210 consumer survey illustrates this, and Nestlé would benefit
from taking a more global proactive approach to environmental
management as opposed to instating changes in the environmental
program in response to criticism and regulation. Through these
actions, industry also has the opportunity to "reinvent" itself in the
eyes of many who have otherwise been adversaries in the past in
reaction to boycotts and publicized safety concerns.

Current developments in consumer behavior and lifestyle that may

threaten Nestlé’s efforts to be “green” is the increasing demand for
single servings and more ‘convenient’ food products that require more
packaging (Nestec Ltd. 2001). Unfortunately for the environment,
Nestlé’s mission is to provide consumers with the products they want
in a highly competitive market. This change in consumer demand will
require Nestlé to look more closely at their corporate strategy if they
wish to make their corporate environmental strategy consistent with
their corporate strategy.

Appendices

Tables and Figures

Figure 1. (Adapted from NESTEC 2001)

Environmental Investments

0.4
0.35
0.3
0.25
% 0.2
0.15
0.1
0.05
0
Packaging
products/waste
Energy
Water

Other
Air

By-

Figure 2. Worldwide Freshwater Use

14
15
Figure 3.

Adapted from the Nestlé Environmental Progress Report

16
 Male Willingness To Pay For
Figure 4. Environmentally Differentiated Nestle Products
0.7
0.6
0.5
0.4
%
0.3
0.2
0.1
0
0 0.1 0.3 0.5 0.75
Non-GMO $
Organic
Recycled Packaging

Female Willingness To Pay For

Figure 5. Environmentally Differentiated Nestle Products
0.7
0.6
0.5

0.4
% 0.3
0.2
0.1
0
0 0.1 0.3 0.5 0.75

Figure 6. $

Favorite Chocolate Candy Manufacturer

Other
Mars 7% 7% Nestlé
28%

29%

Ghiradelli Favorite Chocolate Candy Manufacturer

29% Hershey’s
7% Other
Mars 7% 28%
Hershey’s
Figures 4-6. Results from community survey

29% 17
Ghiradelli
29% Nestlé
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