Capacity Planning In Nestlé

1 3.2 3.3 3.4 3.5 3.6 3.7 4. 4.1 4.2 4.3 5. 6. 6.1 6.2 6.3 6.4 6.5 7. 7.1 7.2 8. 8.1 8.2 8.3 8.4 9. Group structure and shareholders Group structure Significant shareholders Cross-shareholdings Capital structure Capital Conditional capital Changes in capital Shares and participation certificates Profit sharing certificates Limitations on transferability and nominee registrations Convertible bonds and warrants/options Board of Directors (1) Members of the Board of Directors Professional background and

...................................................................3 History of Nespresso 3 Nespresso integration whithin Nestlé Group 3 Mission and Vision Statements 4 Internal Analysis 4 External Analysis 5 - PEST 5 - Opportunities & Threats 6 - Customers Analysis 7 - The coffee market and Expresso machine market in France 8 Competitors Analysis 9 SWOT Analysis 12 Strategic Options 13 - Target Groups 14

since 2000. More than 180 food products have been created within the framework of the competition and more than 25 of these have been put into production, brought to market and sold and distributed in France. Today TROPHELIA has become the French national reference benchmark in the sector of food innovation. In 2008 within the framework of the SIAL International Food Fair, the TROPHELIA competition was launched at the European level with the participation of 8 countries: Germany, Austria, Belgium, Denmark

CSR in Africa: Internet Research Study Extending Service Delivery Project/ Meridian Group International, Inc. April 3, 2006 Meridian Group International 1250 24th Street, N.W., Suite 350 Washington, DC 20037 (202) 466-0511 Pathfinder International Nine Galen Street, Suite 217 Watertown, MA 02472 (617) 924-7200 Through the Extending Service Delivery Project, Meridian Group International and Pathfinder International are able to build and expand on their earlier work as partners in the

Communication Program for Nestle Purina Pet Care, to cross promote Purina products, to build sales among existing customers. Objectives for this program is to reinforce Purina brand values, brand loyalty, to educate, inform and persuade customers through methods and medias. This program is important for NPPC because the Purina brand is relatively new and unknow in the UK. A/ Breakdown of Target Audience For my report, I have decided to choose a specific target, retired people living in the South West

sont plus adaptés © Confidentiel JL LEBASCLE 11/12 septembre 2008 – v1- Page 5 Le Contexte Mondial (fin de l’été 2008) • Quadruple crise : financière, économique, alimentaire, énergétique • Très forte compétition : inter entreprises (DANONE/NESTLE, ORACLE/SAP, LECLERC/SYSTEME U, AIRBUS/BOEING, …. • Compétition inter - continents : émergence des BRIC • Compétition inter – filières : Avion régional/TGV, Santé Publique/Privée, • Flambée + Fiabilisation Matières 1ères, hydrocarbures, Produits Alimentaires

1 Presentation Main objectives of the course: Acquire the knowledge of main concepts in strategy to understand the firms’ actions Strengthen the knowledge acquired throughout your curriculum (accounting, marketing, economics…) Improve your culture of business market Become aware of firms current transformations 2 1 Programme 1. 2. 3. 4. Introduction The strategic diagnosis An evolution of the economic and business environment The new strategies of firms 3 Introduction

10 Sources files 11 Presentation 1 Who is Dominique Mars? Dominique Mars was born in Neuilly Sur Seine (France), he made brilliant studies at Centrale, then at Harvard. At the end of his studies, he started to work at Boston Consulting Group (BCG). When he was 31 years old, Dominique Mars became one of the 17 vice-presidents of the Boston Consulting Group. In 1979, he left Boston Consulting Group because he felt it was essential for a strategy consulting firm to guarantee

COMPETITIVENESS OF SWITZERLAND Country Overview Switzerland ranks among the most stable, modern and highly developed market economies in the world. Landlocked and highly mountainous, the Swiss population of 7.8 million people is linguistically diverse, highly educated and dispersed across 26 cantons. The Swiss government maintains a tradition of neutrality in foreign policy and has been a constitutional democracy since 1848. The Swiss franc is one of the world’s most trusted stores of value and

doing business internationally is to adapt effectively to different cultures. Such adaptation requires an understanding of cultural diversity, perceptions, stereotypes, and values. In recent years, a great deal of research has been conducted on cultural dimensions and attitudes, and the findings have proved useful in providing integrative profiles of international cultures. However, a word of caution must be given when discussing these country profiles. It must be remembered that stereotypes and