marketing strategy of nestle Bangladesh ltd

LOCAL BUSINESS POLICIES OF NESTLÉ BANGLADESH LTD.

INDEPENDENT UNIVERSITY, BANGLADESH DEPARTMENT OF BUSINESS ADMINISTRATION

REPORT ON

LOCAL BUSINESS POLICIES OF NESTLÉ BANGLADESH LTD

PREPARED FOR:

Dr. Shibli Noman Khan

Lecturer

Department of Business Administration

Independent University, Bangladesh

PREPARED BY:

Alif Al Mohammed Shalahuddin

ID: 1221557

MBA 509



Date: 30 July 2012

Letter of Transmittal

30th July, 2012

Dr. Shibli Noman Khan

Asst. Professor


Independent University Bangladesh,

Subject: Submission of Term paper

Dear Sir,

It’s our great pleasure to submit the Report on Nestle Bangladesh Ltd. A study was making on a

company that you have asked to prepare to study. I have tried our best to follow the instruction

that was given by you. Throughout this study I tried to identify how Nestle operating their local

business being a multinational company in Bangladesh.

I sincerely hope that you will enjoy this report as I enjoyed while writing it. If you need any

further clarification or quarry in interpreting this analysis, we will be glad to oblige you.

Thank you,

Alif Al Mohammed Shalahuddin

ID: 1221557

MBA-509

Table of Contents

Particulars Page

ABSTRACT PART ONE: INTRODUCTION TO REPORT 02-03

Origin of the Report 03 Objective of the Report 03 Scope and Limitation 03

PART TWO: NESTLÉ BANGLADESH LTD. 04-13 2.1 Introduction 03 2.2 History of Nestlé 04 2.3 Global Brand of Nestlé 09 2.4 Nestlé in Bangladesh 10

Customers of Nestlé Bangladesh Limited 11 Functions of Nestlé Bangladesh 12 Products of Nestlé Bangladesh 13

PART THREE: ORGANIZATION STRUCTURE OF NESTLÉ 14-16 3.1 Global Organization Structure of Nestlé 15 3.2 Organization Structure of Nestlé’s in Bangladesh 16

PART FOUR: STRATEGY OF NESTLÉ 17-35 4.1 Key Success Factors 18

External factors 18 Internal factors 18

4.2 Marketing Strategy 20 Market Segmentation 20 Target market 20 Positioning strategy 20 Advertising and Promotional activities 21 Medium Responses 22

4.3 Competition Structure 23 4.4 Nestlé’s Consumer Communication and Relationship 24 4.5 Retaining Old Customer or Attracting New Ones? 26

Customer Satisfaction Level 26 4.6 Market Audit 27

External Audit 27 Internal Audit 27

4.7 Nestlé’s Commitment to Environmentally Sound Business Practices 30 4.8 The Supply Chain 31

Raw Materials 31 Manufacturing 31 Distribution Marketing 33

4.9 What Makes Nestlé to Become Nestlé? 34 Medical support 34 Food support 34 Sports Development Programme 34

4.10 Conclusion 35 PART FIVE: APPENDICES 36

References 37

Table of Figures Particulars Page Figure 01: Sales Regions 11 Figure 02: Sales Process 11 Figure 03: Organizational Functions 12 Figure 04: Nestlé Brands in Bangladesh 13 Figure 05: Global Organizational Structure 15 Figure 06: Organizational Structure in Bangladesh 16

Local Business Policies of Nestlé Bangladesh Ltd.


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Abstract

The study seeks to identify the local business policies of Nestle Bangladesh Ltd. as a

multinational company. How they operate their business in Bangladesh being a multinational

company to compete with their local competitors. To operate their business how they develop

their strategy to gain the competitive advantage.

In details the study aimed to identify the business policy and their strategy in Bangladesh. What

is there key success factors, marketing strategy, competition structure, market audit as well as

how they develop their market segmentation, target market, positioning strategy, advertising and

promotional activities and what is the output.



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Part One: Introduction to Report



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Origin of the Report During the summer’2012 semester of MBA program of Independent University, I was required

to do a term project in the course International Marketing (MBA 509). This course is designed to

give the business students an understanding international marketing that is necessary

tounderstand the in department of international marketing concepts applied by companies. Out of

several options of the term project topics, I have chosen a company ‘Nestlé Bangladesh Ltd.’ for

the term project.

Objective of the Report To prepare and submit the term project within specified time. To have a very practical idea and

over viewing the marketing sector focusing on a specific company and their performance in

Bangladesh. Present company’s current mission, vision, objectives, and goals. Find out their

strength, weakness, opportunities, threats. Defining their market segmentation, target market and

product positioning and key marketing areas. Source of information the report is originated from

both primary and secondary data source.

Primary data: Face to face conversations with employees. By arranging appointment

with top officials of the company.

Secondary data: Company’s reports and other published materials various marketing

books, personal interview with a Nestlé professional.

Scope and Limitation There was great difficulty of finding appointment of the top officials of Nestle although talking

to the officials interviewing few personnel of top management and talking to personal references

was helpful, still we could not cover in depth analysis on the above mentioned topic. Getting

relevant papers, documents, information were strictly prohibited. The officers were hesitant to

reveal the information in regard of confidentiality Unavailability of financial data as Nestlé does

not publish financial report to the public.

For the confidentiality concern, access to some information was not available.

Restriction on time and resources of data due to absence of corporate website in

Bangladesh



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Part Two: Nestlé Bangladesh Ltd.



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2.1 Introduction Today’s Nestlé, the world's largest food and nutrition company, founded by the Henri Nestlé (10

August 1814 – 7 July 1890); a German confectioner in Vevey, Switzerland in 1866. In the food

industry Nestlé is the most trusted name with high quality products. ―Good food Good Life‖ is

the mission of Nestlé, which drives the company to provide consumers with the best tasting and

most nutritious choices in a wide range of food and beverage categories and eating occasions.

The vision of ―creating shared value‖ and the very own ―Corporate Business Principles‖

shaped the company culture and made them a reliable investor over 86 countries of the world.

Today Nestlé employs around 280000 people and have factories or operations in almost every

country of the world with a total equity of CHF 62.60 billion.



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2.2 History of Nestlé 1866-1905: Henri Nestlé's quest for a healthy, economical alternative to breastfeeding is the

important factor that drives the history of Nestlé Company. Henri Nestlé, pharmacist, began

experimenting with various combinations of cow milk. His ultimate goal was to help combat the

problem of infant mortality due to malnutrition. People quickly recognized the value of the new

product, as Nestlé's new formula saved the life of children within a few years. In August, 1867

Charles and George Page, two brothers from Lee County, Illinois, USA, established the Anglo-

Swiss Condensed Milk Company in Cham. In 1877 Anglo-Swiss added milk-based baby foods

to their products and in the following year the Nestlé Company added condensed milk so the

firms became direct and fierce rivals. Henri Nestlé retired in 1875 but the company under new

ownership retained his name as FarineLactée Henri Nestlé. Their headquarters in Glendale,

California, USA.

1905-1918: The Company formed by the 1905 merger was called the Nestlé and Anglo-Swiss

Milk Company. Most production facilities remained in Europe, however, and the onset of World

War I brought severe disruptions, as a result acquiring raw materials and distributing products

became increasingly difficult. At the same time the war created tremendous new demand for

dairy products, largely in the form of government contracts. By war's end, the Company had 40

factories, and its world production had more than doubled since 1914. Moreover in this period

Nestlé added chocolate to its range of food products and also the Condensed-milk exports

increased rapidly as the Company replaced sales agents with local subsidiary companies. In

1907, the Company began full-scale manufacturing in Australia.

1918-1938: The end of World War I brought with it a crisis for Nestlé. Rising prices for raw

materials, the worldwide postwar economic slowdown, and declining exchange rates made the

situation worst. In 1921, the Company recorded its first loss. Nestlé's management brings Louis

Dapples as an expert to deal with the situation; his rationalized operations and reduction of the

company's outstanding debt improve the financial condition. On the other hand Nestlé's first

expansion beyond its traditional product line came in 1920s by producing chocolates. In the

meantime Brazilian Coffee Institute first approached to Nestlé in 1930 to reduce Brazil's large

coffee surplus, after eight years of research Nestlé came with Nescafé became an instant success.



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1938-1944: in this period World War II were felt immediately upset the business once again and

Profits dropped from $20 million in 1938 to $6 million in 1939. To overcome distribution

problems in Europe and Asia, factories were established in developing countries; particularly in

Latin America. As the end of the war approached, Nestlé executives found themselves

unexpectedly heading up a worldwide coffee concern, as well a company built upon Nestlé's

more traditional businesses.

1944-1975: The graph of growth sets its trends little higher between 1944 and 1975. As a result

many new products were added as and outside companies were acquired. In Nestlé merged with

Alimentana S.A in 1947, purchase of Findus frozen foods occurred in 1960, Libby's fruit juices

joined the group in 1971 and Stouffer's frozen foods in 1973and finally in 1974 the Company

became a major shareholder in L'Oréal, one of the world's leading makers of cosmetics. The

Company's total sales doubled in the 15 years after World War II.

1975-1981: In 1920s the economic situation was in challenge due to price of oil rose, growth in

the industrialized countries slowed down and worldwide unstable political situation. In 1975 and

1977 price of coffee bean and the price of cocoa tripled. In this situation to maintain a balance,

Nestlé went to second venture outside the food industry by acquiring the pharmaceutical and

ophthalmic product producer Alcon Laboratories Inc. of U.S; as a result it increased competition

and shrink the profit margins.

1981-1995: Improvement of financial situation through internal adjustments and strategic

acquisitions are the two important moves in this period. As a result between 1980 and 1984,

diversification of several non-strategic or unprofitable businesses occurred. On the other hand

Nestlé managed to put an end in the third World to about a serious controversy over its

marketing of infant formula in this period. In 1984 Nestlé acquire American food giant Carnation

and became one of the largest company in the history of the food industry.

1996-2002: The opening of Central and Eastern Europe, along with China and a general trend

towards liberalization of direct foreign investment was good news for the company. On the other

hand in July 2000 Nestlé launched a Group-wide initiative called GLOBE (Global Business



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8 Excellence) aimed to simplifying business process. Two more acquisitions took place in this

period-U.S. ice cream business was to be merged into Dreyer's and the acquisition of Chef

America, Inc. a leading U.S.-based hand-held frozen food product business.

2003-2009: Within this area the acquisition of Mövenpick Ice Cream, Jenny Craigand Uncle

Toby's enhanced Nestlé's position as one of the world market leaders in the super premium

category. On the other hand Novartis Medical Nutrition, Gerber and Henniez join the Company

in 2007. Meanwhile Nestlé entered into a strategic alliance with the Belgian

chocolatierPierreMarcolini at the end of 2009.

2010 to onward: In mid-2010 Nestlé finalized the sale of Alcon to Novartis; at the same time

Nestlé bought Kraft’s frozen pizza business. Another important move in this period is launch of

Special. Tea machine system and the completion of the CHF 25 billion share buyback program



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2.3 Global Brand ofNestlé The brand portfolio delivers the message once again how big Nestlé in the food industry. It is the

trust and effort of the Nestlé professionals which created the win wining scenario. Today Nestlé

covers almost every food and beverage category – giving consumers tastier and healthier

products.

1. Baby foods: Cerelac, Gerber, Gerber Graduates, NaturNes, Nestum

2. Bottled water: Nestlé Pure Life, Perrier, Poland Spring, S.Pellegrino

3. Cereals: Chocapic, Cini Minis, Cookie Crisp, Estrelitas, Fitness, Nesquik Cereal

4. Chocolate & confectionery: Aero, Butterfinger, Cailler, Crunch, Kit Kat, Orion,

Smarties, Wonka

5. Coffee: Nescafé, Nescafé 3 in 1, Nescafé Cappuccino, Nescafé Classic,NescaféDecaff,

Nescafé Dolce Gusto, Nescafé Gold, Nespresso

6. Culinary, chilled and frozen food: Buitoni, Herta, Hot Pockets, Lean Cuisine, Maggi,

Stouffer's, Thomy

7. Dairy: Carnation, Coffee-Mate, La Laitière, Nido

8. Drinks: Juicy Juice, Milo, Nesquik, Nestea

9. Food service: Chef, Chef-Mate, Maggi, Milo, Minor’s, Nescafé, Nestea, Sjora,Lean

Cuisine, Stouffer's

10. Healthcare nutrition: Boost, Nutren Junior, Peptamen, Resource

11. Ice cream: Dreyer’s, Extrême, Häagen-Dazs, Mövenpick, Nestlé Ice Cream

12. Petcare: Alpo, Bakers Complete, Beneful, Cat Chow, Chef Michael’s Canine Creations,

Dog Chow, Fancy Feast, Felix, Friskies, Gourmet,Purina, Purina ONE, Pro Plan

13. Sports nutrition: PowerBar

14. Weight management: Jenny Craig



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2.4 Nestlé in Bangladesh Popular Nestlé brands started entering this part of the sub-continent during the British rule and

the trend continued during the pre-independence days of Bangladesh. After the independence in

1971, Nestlé World Trade Corporation, the trading wing of Nestlé S.A, sent regular dispatch of

Nestlé brands to Bangladesh through an array of indentures and agents and some of the brands

such as NESPRAY, CERELAC, LACTOGEN, and BLUE CROSS etc. became some very

common products.

Nestlé Bangladesh Limited started its commercial operation in Bangladesh in 1994. Its total

authorized capital is TK1.5 billion and total paid up capital is TK 1.1 billion. The only factory of

the company in Bangladesh is situated at Sreepur, 55 km north of Dhaka. The factory produces

the instant noodles and cereals and repacks milks, soups, beverages and infant nutrition products.

Today Nestlé Bangladesh Ltd. is a strongly positioned organization. The Company is

continuously growing through the policy of constant innovation, concentrating on its core

competencies and its commitment to high quality food to the people of Bangladesh.

Since the beginning of Nestlé’s operation in Bangladesh, the chairman of the company has been

Mr. LatifurRahman, one of the top industrialists of the country, his firm Transcom used to import

the products of Nestlé. His business house Transcom is still involved in wide range of business

like beverage, pharmaceutical, electronics, newspaper, tea export, fast food franchises etc. Still

he remains as an honorary chairman of the company although his group Transcom does not

capture any share today as Nestlé S.A. holds 100% share of this company.

In Bangladesh Nestlé’s vision is-to be recognized as the most successful food and drink

Company in Bangladesh, generating sustainable, profitable growth and continuously improving

results to the benefit of shareholders and employees.



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Customers of Nestlé Bangladesh Limited Nestlé Bangladesh Limited markets its products throughout the country with the help of the

distributors. A part from that, Nestlé Professional is a separate function which is responsible for

the institutional sale. There are currently 80 distributors of Nestlé Bangladesh products of which

76 are retail distributors and remaining 4 are Nestlé Professional’s distributors providing

products for the out of home consumptions. The whole country is divided into six regions:

Figure1: Sales regions

The retail distributors supply Nestlé products to four types of outlet, while Nestlé Professional

Distributors supply products to different institutions.

Figure2: Sales Process

Dhaka North Dhaka South Chittagong Bogra

Khulna Sylhet

Nestlé Bangladesh Ltd.

Retail Distributor

Vending Site

Tea Bunk

Mordern Trade

Retail/Wholesale

Nestlé Professional Institutional Sale



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Functions of Nestlé Bangladesh Day by day demand and trust on the Nestlé products are growing. Focusing on the substantial

growth and the other business perspective, the company developed its own functional areas.

Currently the existing fictional areas are:

Figure3: Organizational Functions

No matter how many functions are running, their main aim is to gain ultimate excellence. Every

function contributes from their end to meet the corporate goal. The General Management take

cares of the overall operation of the company and makes the key decisions. Human Resource

focuses the management of employees and organizational culture; moreover HR professionals

are also responsible for retaining the people who are making the difference with their

competitors at the end of the day. Supply Chain ensures the stable supply of the products

according to the demand of the customers. Marketing looks after the existing brands, market

share and product development of the products. Nestlé is the world’s largest Nutrition Company

that is why the importance of the Nutrition products is much more in compared to the other food

companies; as a result they created a totally separate team to look after the Nutrition products,

such as, CERELAC, LACTOGEN. Finance and control deals with the financial transactions and

most importantly they also apply the control mechanism to remain the company complaint

financially and procedurally. Finally Sales and Nestlé Professionals are responsible for earning

revenue for the company, but sales goes for the retail distributors and Nestlé Professionals looks

after the institutional sales.

General Management

Finance and Control

Human Resource

Supply Chain Marketing Nutrition

Nestlé Professionals

Sales



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Products of Nestlé Bangladesh Globally the product line of Nestlé is very large but in Bangladesh currently there are only 12

products. Nestlé believes all foods and beverages can be enjoyable and play an important role in

a balanced and healthy diet and lifestyle; as a result no matter how short the product line may be

but it ensures the same quality in compare to the other countries.

Figure 04: Nestlé Brands in Bangladesh

Beverage

Nescafe

Nestea

Nesfuta

Culinary

Maggi, Shad-e-Magic

Dairy

Nido

Coffeemate

Breakfast Cereal

Comflex

Kokocranch

Nutrition

HunyGold

Lectozen

NAN

Cerelac



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Part Three: Organization Structure of

Nestlé



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3.1Global Organization Structure of Nestlé

Table 2: Global Organizational Structure



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3.2 Organization Structure of Nestlé’s in Bangladesh

Figure 06: Organizational Structure in Bangladesh



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Part Four: Strategy of Nestlé



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4.1 Key Success Factors

Strong brands / relationships with consumers-

Research and development-

Innovation and renovation-

Product availability-

Building relations with medical and scientific community in light of Nestlé Bangladesh Ltd., this

report tried to analyze the following components of marketing strategy through different theories

and applications:

External factors

Social: Nestlé makes an effort to integrate itself as much as possible into the cultural and

social values of the different countries. During operation in Bangladesh Nestlé has

launched products with integration of social & cultural factors. This has been done to

match the taste buds of Bangladeshi consumers.

Ethical: Although Nestlé faces ethical dilemmas in commercialization of its products, it

does not consider its high price to be an ethical crisis. This is because they are not ready

to compromise their quality in order to make their product widely available to all.

Internal factors

Marketing structure: Nestlé is more people, product and brand oriented than system

oriented. Nestlé favors long-term successful business development and even to greater

extent, customer life-time value. At the same time Nestlé does not lose sight of the

necessity to improve in terms of quality, price and distribution. However, Nestlé remain

conscious of satisfying the wants needs and demands of its consumers. It is also aware of

the need to generate a sound profit annually.

Nestlé seeks to earn consumer’s confidence, loyalty and preference and anticipate

their demands through innovation and renovations. Therefore Nestlé is driven by an acute

sense of performance adhering to quality and customer satisfaction Nestlé is as

decentralized as possible within its marketing strategic definitions requiring increasing

flexibility. Nestlé is always committed to the concept of continuous improvement of its

activities and customer satisfaction through market segmentation, positioning and target

marketing.



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The effective formulation of their marketing strategy depends on the proper

match between the three key elements:

o Consumer

o Quality

o Competition

One thing to be mentioned is that the match between consumer and quality is most important for

Nestlé. Besides there are some other concerns that effect the marketing strategy. This concerns

are where to compete, how to compete and when to compete



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4.2 Marketing Strategy The current marketing strategy of the company is based on the foundation of the four pillar

strategy which has the following factors:

Market Segmentation Nestlé is targeted towards the consumer market. So Nestlé food products can be treated as

consumer products. The major factors which play key role in the process of

consumer segmentation are:

Demographic (age, income, etc.)

Consumption pattern

Social economic factors

Brand loyalty patters

Perceptual factors

Cultural factors

Proper consideration of the given factors results in effective consumer segmentation for Nestlé.

Since the product range is expensive in Bangladesh; FoysalAlam, the Marketing Officer, says,

“………………………we have to concentrate strongly on income of consumers.

Target market Nestlé’s main focus is the socio-economic class, which is the company wide target. Nestlé’s

potential consumers are those who acknowledge that Nestlé is all about quality and most

importantly those who can afford the products. The strategy for selecting their target market is

the following:

Income level (>10000 Tk)

Education

Quality realization

Positioning strategy Nestlé’s positioning strategy comprises of the three steps:

Identifying the right competitive advantage

Choosing the right competitive advantage

Selecting the right completive advantage



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The company then effectively communicates and delivers the chosen position to the market.

Nestlé strongly believes that their products are specific and so are the product benefits. This,

Foysal Alam, the marketing officer, termed as “Benefit Positioning”

Regarding new upcoming products, Nestlé is looking forward to renovation and innovation for

Maggi noodles and soups. This might be in terms of new flavors or improvising the quality and

the quantity of the products.

Advertising and Promotional activities The company focuses on its corporate image that “Nestlé is all about quality”. It hardly

emphasizes on promotion and publicity because consumers in Bangladesh already know that

ensuring product quality is what Nestlé focuses, not price. Nestlé mainly focuses the two

possible advertising objectives:

Informative advertising

Persuasive advertising

Since Nestlé is already an acknowledged and quality food product company in Bangladesh, it

does not emphasize much on publicity and promotion. Here are a few points to ponder about

advertising done by Nestlé Bangladesh Ltd.:

Nestlé cannot advertise for infant milk.

Mass advertising is done for new products only

Advertising and promotion is done by product wise

15% of marketing communication budget is spend for publicity

More indulged into product sampling and test marketing Nestlé had performed test

sampling in the year 2003 on Nescafé.

Nestlé Bangladesh Ltd. has specialized agencies for their promotional purposes. They

are:Product name advertising agencies:

Nescafé -Unitrend

Milo - (25%) Unitrend

Maggi - Protishobdo

Polo – Protishobdo



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Nestlé is associated with the following profiles of major media types:

Medium Responses

Newspapers (e.g. ProthomAlo) Small Pass along audience, approx. 1 lakh. High cost

per exposure.

TV Reach up to 20 lakh audience

Billboards Very few

Local Magazines Negligible

Outdoor –

The given table suggests that Cost per Contact is better in television advertisement than in

newspapers and other media for Nestlé. Nestlé also believes that television receives better

clutter, fleeting, exposure and a mass audience for promotion, which is only to be considered for

Nestlé Bangladesh Ltd.

The main advertising is done on television and to a very little extent, newspapers. The emphasis

is on building a corporate image about maintaining their high quality. There are also

considerations underway to promote upcoming brands and products to extend their promotional

activities by putting up more billboards, posters, flyers, and banners. They will start internet as

their medium from year 2005. These decisions are carried out by the marketing department.

Hence, Nestlé Bangladesh is trying to integrate their promotional activities and have an

integrated marketing approach



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4.3 Competition Structure

Nestlé supports free enterprise and therefore competes fairly and ethically and expects other

company’s right to do so. The competition structure for Nestlé in Bangladesh is very limited

whereas it faces bigger challenges in other countries such as India, china,etc. Still Nestlé tends to

face competition in the food market. In terms of quality and product square is the biggest

challenge and threat. Pran is the strong contender in terms of turnover. When it comes

to beverage and drinks Nestlé consider Ispahani and Cocola to be strong players. Although 70-

80% consumers prefer Maggi noodles, Cocola seems to be catching up fast.

In terms of competitive advantage, quality seems to be the foremost tool for Nestlé. Although

Nestlé tends to face criticisms in terms of price and number of products sold, in comparisons to

local competitors, Nestlé intends to abide by their policy which never attempts to compromise

quality.



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4.4 Nestlé’s Consumer Communication and Relationship

Nestlé is committed to offering consumers high-quality food products that are safe, tasty and

affordable. The Nestlé Seal of Guarantee is a symbol of this commitment.

It also believes in maintaining regular contact with the consumers. This applies both to how they

present their products and to how they address their consumers’ questions and concerns. When

Henri Nestlé prepared his first boxes of infant formula for sale, he put his address on the

packages so people would know where to go if they had questions. Today, the Consumer

Relationship Panel with the words “Talk to Nestlé” expresses the same commitment.

This is why they have a worldwide Nestlé Consumer Services network devoted to caring for

their consumers. Nestlé’s people have expertise in a wide range of areas such as nutrition, food

science, food safety and culinary expertise. They provide the prompt, efficient and high quality

service that consumers expect from Nestlé.

In addition, the expertise teaches them talk with consumers and above all, to listen. Listening

helps them to understand what people want. Nestlé uses the insights gained from relationships

with consumers to drive product development.

Nestlé care for Nestlé’s consumers because its success depends on meeting their needs and

expectations. Through listening and understanding, it can make products that they will want to

use all through their lives.

Although Nestlé is very conscious of its role in communicating responsibility to consumers,

Nestlé in Bangladesh does not really perform much consumer communication. As noted their

marketing officer, “For Nestlé, our consumers are our distributors”. Nestlé has a separate

department designated as “Consumer Relation Department” where the purpose is served. A P.O.-

Box had been assigned where consumers can send complaints, mails or any enquiries directly in

order to reach Nestlé. This can also be termed as “Post Purchase Service”. Consumer

communication is not much practiced in Bangladesh because at the moment, Nestlé does not

have any organized internal database of its consumers. Hence, it can be said that Nestlé hardly

takes any initiatives in case of consumer communication.



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However, for specific brands, such as Milo, Nestlé Bangladesh has an organized database of

1000 consumers who are the core that is final consumers of Nestlé. Whenever, there are any

upcoming new products, Nestlé sends these loyal consumers newsletters, leaflets, free samples

and even feedback questionnaires. This is the only consumer communication that Nestlé does in

Bangladesh; also consider to be Direct Marketing. For any other products Nestlé never performs

consumer communication.



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4.5 Retaining Old Customer or Attracting New Ones? For Nestlé, it is a 60-40 ratio. They believe whoever is loyal, Nestlé should do their best to retain

their loyalty because if this loyal consumers become disloyal their word-of-mouth may

contaminate other eager consumers. So, Nestlé emphasizes more on retaining loyalty rather than

attracting new consumers.

Customer Satisfaction Level

Nestlé regards its consumers as its most valuable asset involvement at all levels start with open

communication whether it deals with customer satisfaction or their needs and wants. Nestlé

recognizes that its consumers have a sincere and loyal interest in the behavior, beliefs, and

actions of the company behind brands in which they place their trust. With it consumers the

company would not exist. Nestlé satisfies consumers in many countries and cultures throughout

the world. According to the Marketing officer Nestlé Bangladesh Ltd, customer satisfaction

varies from one aspect to another. In terms of product delivery consumers do not give similar

responses. He explained with the simple example, Nescafé for some is refreshment, for others it

is relief. At the end of the day, Nestlé consumer are 100% satisfied with the high quality of

Nestlé products.



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4.6 Market Audit

The marketing audit is divided in

1. External Audit

o Opportunities

o Threats

2. Internal Audit

o Strength

o Weakness

External Audit: Scanning the external environment of Nestlé, we tried to find out the

opportunities and threats that are pointed out here:

Opportunities: The ability to expand their product line that requires an approach that is

compatible with Nestlé’s strengths and that compensates for its weaknesses, e.g. to make

certain products available in the market at a relatively lower price so that a larger number

of consumers can buy it………products such as Cerelac. Enhance distribution of their

Infant Nutrition Products in a country like Bangladesh where malnutrition already exists,

increasing the distribution channels and channel outlets.

Threats: Few local manufacturers who tend to sale their products at a relatively lower

price through various unethical means. For instant, many do not value expiry dates since

not much restrictions are practiced in Bangladesh.High degree of bargaining power of

suppliers.

Internal Audit:

Then we tried to analyze the internal situation of Nestlé and we figured out the following

strengths and weaknesses:

Strengths:

o A portfolio of products which responds to the consumer trend for lighter yet indulgent

snacking

o A unique strategic position which combines powerful local brands with strong global

product brands

o Dedicated core staff who are willing to provide significant labor hours to accomplish

targets

o Centralized organization that helps in easier coordination of business activities



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Nestlé Weaknesses:

o Far fewer staff than actually required in terms of tasks to be completed.

o Significantly less customer support services than is required in terms of the number

of customers and the complexity of the services offered.

o Except form Milo, they have no post purchase service for other products in

Bangladesh.

Another Approach toward Strengths; Weaknesses Apart from conducting the SWOT analysis,

under marketing assessment, a different approach is taken to make an in depth analysis about

Nestlé. In this approach, first, some core factors are identified against which the performance or

relative strength or weakness of Nestlé can be measured. These factors include:

a. Marketing Factors

b. Manufacturing Factors

c. Organizational Factors

But these factors are too broad. So, further some criteria were developed for each factor to be

evaluated. Then the relative weaknesses or strengths are measured against each criterion that is

summarized here in a tabular format:

Stre

ngth

s

Fundamental

Strength

Marginal

Strength Neutral

Marginal

Weakness

Fundamental

Weakness

Weaknesses



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Performance Measurement Criterion

Marketing Factors: Manufacturing actors: Organizational Factors:

•Relative Market

•Reputation

•Previous Performance

•Competitive Stance

•Customer Loyalty

•Depth of product range

•Product quality

•New product program

•Distribution cost

•Dealer network

•Geographical coverage

•Sales force

•After sales service

•Manufacturing cost

•Pricing

•Advertising

•Structure of competition

•Production facilities

•Flexibility

•Workforce

•Technical skill

•Delivery capabilities

•Culture

•Leadership

•Managerial capabilities

•Workforce

•Flexibility

•Adaptability



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4.7 Nestlé’s Commitment to Environmentally Sound Business Practices

Nestlé respects the environment, supports sustainable development and is committed to

environmentally sound business practices throughout the world. To fulfill this commitment,

Nestlé:

integrates environmental principles, programmes and practices into each business;

strives for the continuous improvement of its environmental performance through

application of the Nestlé Environmental Management System (NEMS);

Complies with applicable environmental legislation. Where none exist, Nestlé’s own

internal rules are applied; and

Provides appropriate information, communication and training to build internal and

external understanding concerning the Company’s environmental commitment.



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4.8 The Supply Chain

Bringing a food product to the consumer involves a continuous process from farm to table.

Integrated measures for preserving the environment, and consequently for optimizing global

environmental benefits, are put in place along the supply chain. Nestlé endeavors to apply the

following practices to meet its environmental commitment.

Raw Materials:

In general, Nestlé is not directly involved in the production of raw materials. Wherever possible,

locally available raw materials are used. They are either obtained directly from producers or

purchased through trade channels. Nestlé applies the following principles when sourcing raw

materials: all raw materials must meet both legal and internal quality criteria, including limits on

possible environmental contaminants; whenever possible, preference is given to raw materials

that are produced by environmentally sound farming methods (e.g. integrated crop management);

and farmers are encouraged to apply sustainable farming methods and, where appropriate, are

provided with assistance in crop production and dairy farming. Such assistance includes the

provision of recommendations for the conservation of natural resources (soil, water, air, energy,

and biodiversity) and techniques for reducing environmental impact.

Manufacturing:

Manufacturing comprises all processes that are necessary to transform perishable raw materials

into safe and convenient food products for consumers. Nestlé strives to achieve optimal

performance in its manufacturing activities, including the environmental aspects. As such, the

manufacturing practices of the Group:

Respect natural resources by emphasizing the efficient use of raw materials, water and

energy;

Minimize the use of environmentally critical substances;

Continuously seek improvement in the efficiency of production facilities; and

Reduce waste generation and emissions as much as possible; consider recycling of waste as a

priority and dispose of non-recyclable waste in an environmentally sound manner.



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Regular environmental assessments of Nestlé’s manufacturing practices are conducted to:

Evaluate factory performance;

Review factory compliance with applicable legislation and Nestlé’s own standards;

Packaging fully investigate incidents that could affect the environment and take relevant

measures; and

Compare results with previous targets and set new improvement objectives.

In addition, Nestlé exchanges information on environmental protection technology and practices

in order to ensure a wide use of best practices. Nestlé encourages its contract manufacturers to

use environmentally sound manufacturing practices.

Packaging serves a major role in our daily lives. It protects food products from spoilage and

ensures safety from manufacture through storage, distribution and consumption. Packaging may

also provide tamper-evidence features. It communicates information, including nutritional

information and serving instructions, and provides the convenience demanded by today’s

consumers. Nestlé is committed to reducing the environmental impact of packaging, without

jeopardizing the safety, quality or consumer acceptance of its products. It is Nestlé’s objective to

develop safe and wholesome packaged foods using the most efficient and appropriate packaging

materials available, while, at the same time, satisfying consumer requirements and expectations.

Nestlé seeks packaging solutions that:

result in the lowest possible weight and volume of packages;

take into account new packaging materials and processes that reduce the impact on the

environment;

avoid the use of substances that can adversely impact the environment during packaging

production and disposal;

decrease packaging waste at all stages, including package manufacturing, utilization and

disposal;

increase the use of recycled materials wherever possible; and

Increase the recyclables and compatibility of its packages with existing waste management

schemes.



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Regular assessments of Nestlé’s packaging are carried out and action plans are implemented.

Nestlé supports industrial and governmental efforts to promote integrated waste management

that takes into consideration matters such as source reduction, reuse, recycling, composting,

energy recovery and landfill. Nestlé encourages suppliers of its packaging materials to adopt

sound environmental practices

Distribution Marketing Distribution of products from the factory to the customer involves transport and storage.

Efficient management of the distribution system is essential to preserve the safety and quality of

Nestlé’s products, to ensure a high level of customer service, and to meet its commitment to

environmentally sound business practices. To this end, Nestlé:

selects appropriate transportation modes, with particular attention given to optimum unit

loads (pallets), vehicle capacity utilization, route planning and consolidation with

outside partners, scheduling and fuel conservation;

optimizes warehouse and distribution center locations and environmentally efficient

operational systems; and

Identifies and implements measures to reduce energy consumption and waste.

Nestlé encourages its distribution service providers to use environmentally sound practices.

Marketing is based on the principle of satisfying consumers’ needs. The overall trust

of consumers in Nestlé’s brands and products comes from a quality image that has been

Continuously strengthened for over 130 years. Nestlé strives to increase this trust through its

commitment to environmentally sound business practices. For this reason, Nestlé:

bases environmental claims in advertising, promotional material, labeling and corporate

communications on solid scientific evidence; and selects materials and printing methods for

merchandising materials such as consumer offers, in-store promotions, display materials, leaflets

and printed materials in light of environmental considerations.



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4.9 What Makes Nestlé to Become Nestlé?

• Inherited attitude

• Appreciation of the individual

• Understanding, knowledge and ideas

• The pull of its brands

• People and relationship driven

Flood relief Nestlé Bangladesh donates products to support the Prime Minister’s Relief Fund of

Bangladesh which helps victims of floods and other natural disasters. The Company also assists

with fund-raising efforts for the Flood Relief fund.

Medical support

The Company contributes to the Floating Hospital Project which provides medical assistance for

the poorest of the poor people.

Food support

The Company also runs a feeding programme for a school, established for the under- privileged

children of Dhaka city slums. Under this programme, food is supplied twice a week for the

students.

Sports Development Programme

Cricket is the most popular sport in Bangladesh. Nestlé Bangladesh has stepped forward together

with the Bangladesh Cricket Board (BCB) to develop cricket talent for the future under a special

sponsorship programme. Milo will sponsor a series of local cricket development camps and

tournaments, to be organized by BCB for the under 13 and under 15 age groups. Through this

specific programme, a pool of young talented cricketers will be identified to ultimately represent

Bangladesh internationally.



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4.10 Conclusion Finally it can be said that that Nestlé Bangladesh Limited is using and developing their strategy

perfectly. By using valuable marketing tools they are creating competitive advantage for

themselves which ultimately helping them to reach their market as well as organizational

objectives. Again their continuous renovation are making them leader into the market which

leads to profit as well as customer base for their company.



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Part Five: Appendices



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References Corporate Governance report 2011 The Nestlé Corporate Business Principles 2010 Annual Report 2011 Quick Facts 2011 Nestlé Management report 2011 Nestlé Sustainability Review Nestlé People Development Review Corporate Business Principles Million Years of the Food Industry The Nestle Management and Leadership Principles Nestle Policy on the Environment

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