雀巢SWOT分析(英文)

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英文案例分析之雀巢

Nestléis the world's leading Nutrition, Health and Wellness company. Their mission of "Good Food, Good Life" is to provide consumers with the best tasting, most nutritious choices in a wide range of food and beverage categories and eating occasions, from morning to night.The Company was founded in 1866 by Henri Nestléin V evey, Switzerland, where their headquarters are still located today. Nestlé employ around 280 000 people and have factories or operations in almost every country in the world. Nestlé sales for 2010 were almost CHF 110 bn.The Nestlé Corporate Business Principles are at the basis of their company’s culture, developed over 140 years, which reflects the ideas of fairness, honesty and long-term thinking.BrandsMost people know Nestléthrough their brands. Their portfolio covers almost every food and beverage category –giving consumers tastier and healthier products to enjoy at every eating occasion and throughout life’s stages including times of special nutritional need. Here is a sample of some of their brands. For more information, visit their Brands section.Strategy - Nestlé Roadmap to Good Food, Good LifeNestlé’s objectives are to be recognised as the world leader in Nutrition, Health and Wellness, trusted by all its stakeholders, and to be the reference for financial performance in its industry.Nestlé believe that leadership is not just about size; it is also about behaviour. Trust, too, is about behaviour; and Nestlé recognise that trust is earned only over a long period of time by consistently delivering on their promises. These objectives and behaviours are encapsulated in the simple phrase, “Good Food, Good Life”, a phrase that sums up their corporate ambition.The NestléRoadmap is intended to create alignment for their people behind a cohesive set of strategic priorities that will accelerate the achievement of their objectives. These objectives demand from their people a blend of long-term inspiration needed to build for the future and short-term entrepreneurial actions, delivering the necessary level of performance.Nestléare seeking to achieve leadership and earn that trust by satisfying the expectations of consumers, whose daily choices drive their performance, of shareholders, of the communities in which Nestléoperate and of society as a whole. Nestlébelieve that it is only possible to create long- term sustainable value for their shareholders if their behaviour, strategies and operations are also creating value for the communities where Nestlé operate, for their business partners and, of course, for their consumers. Nestlécall this “Creating Shared V alue”.Nestlé are investing for the future to ensure the financial and environmental sustainability of their actions and operations: in capacity, in technologies, in capabilities, in people, in brands, in R&D. Their aim is to meet today’s needs without compromising the ability of future generations to meet their needs, and to do so in a way which will ensure profitable growth year after year and a high level of returns for their shareholders and society at large over the long-term.Product DevelopmentBehind every one of Nestlé’s products is a team of scientists, product developers, designers, nutritionists, consumer service representatives and regulatory affairs specialists.The diagram above shows some of the steps, where these experts are involved, from identifying the initial consumer benefit to the product launch and on towards continuous improvement. NestléR&D projects are the first step in a pipeline of innovative nutrition solutions for products of the future, across all their business categories.The vision of Nestlé R&DResearch and Development is a key competitive advantage for Nestlé. Without their R&D Nestlécould not have become the food industry leader in nutrition, health and wellness.With 29 research, development and technology facilities worldwide, Nestlé has the largest R&D network of any food company. Nestlé’s research, development and technology network, together with local market application groups, employs over 5,000 people.Nestlé further strengthens its R&D capability through Innovation Partnerships at each stage of the product development process –from early stage collaborations with start up and biotech companies to late stage partnerships with its key suppliers.By bringing together all of its global R&D resources, Nestlé is able to provide high quality, safe food solutions for consumers worldwide – whether this is in terms of nutrition, health, wellness, taste, texture or convenience. Above all, Nestlébrings to consumers products that are of the highest quality. And safety is non-negotiable.R&D is also critical in ensuring regulatory compliance of all Nestléproducts. Nestléis able to launch new products quickly and efficiently, in countries all over the world, by integrating regulatory affairs in all its R&D activities, from start to finish.Nestlé scientists also play their part in communicating the health and wellness benefits of products to consumers. Nestlénutritionists world-wide work to ensure that all nutrition communication, both on and off pack, is locally relevant, as well as scientifically sound.Beyond sound nutrition, the future of foods will increasingly be driven by science. Nestléscientists are looking ahead to the foods of the future. Nestlé R&D is translating nutrition and food science in two ways:※From consumer needs into research priorities※From emerging science into consumer benefits, and services.The vision of NestléR&D is long term. A glimpse of how Nestlé R&D is helping to shape the future of foods is provided through these internet pages.Global NetworkNestlé has a dynamic global network of R&D centres working on scientific research and product development. Its scope and reach are global. Nestléhave the world's largest food and nutrition research organization, with about 5000 people working in R&D, as well as corporate venture funds and research partnerships with business partners and universities. Nestlé's global R&D is applied locally to meet different consumer needs and preferences through their 320 Application Groups worldwide.Shared Value at NestléCreating Shared V alue is the basic way Nestlédo business, which states that in order to create long-term value for shareholders, Nestléhave to create value for society. But Nestlécannot be either environmentally sustainable or create shared value for shareholders and society if Nestlé fail to comply with their Business Principles.This involves compliance with national laws and relevant conventions, as well as their own regulations, which often go beyond their legal obligations. For example, Nestlésupport the Universal Declaration of Human Rights (UDHR), which stands at the basis of the UN Global Compact’s Human Rights Principles, and their CEO Paul Bulcke signed the UN Global Compact CEO Statement for the 60th anniversary of the UDHR.Our strong support for the UN Global Compact, and their detailed commitments to the Fundamental Conventions of the International Labour Organization (ILO) or other relevant instruments, are laid out in their NestléCorporate Business Principles and related policy documents, and their application is verified through their CARE programme and their internal Corporate Group Auditors.Beyond that, how Nestlédo business is based on sustainability –ensuring that their activities preserve the environment for future generations. In line with the Brundtland Commission's definition, sustainable development to Nestlé means “development that meets the needs of the present without compromising the ability of future generations to meet their own needs”.At the same time, Creating Shared V alue goes beyond compliance and sustainability. Any business that thinks long term and follows sound business principles creates value for shareholders and for society through its activities eg. in terms of jobs for workers, taxes to support public services and economic activity in general.But Creating Shared V alue goes one step further. A company consciously identifies areas of focus, where: a) shareholders’ and society’s interests strongly intersect, and b) where value creation can be optimised for both. As a result, the company invests resources, both in terms of talent and capital, in those areas where the potential for joint value creation is the greatest, and seeks collaborative action with relevant stakeholders in society.At Nestlé, Nestléhave analysed their value chain and determined that the areas of greatest potential for joint value optimisation with society are Nutrition, Water and Rural Development. These activities are core to their business strategy and vital to the welfare of the people in the countries where Nestlé operate.InnovationsInnovation is one of Nestlé's key competitive advantages. Nestléhave more than 140 years of research, development and scientific know-how. While there is a great deal of pure and applied science research that takes place in their global R&D centres, Nestlé ensures that the consumer, and the consumer benefit, remains at the core of all their activities.Consumer BenefitsNestlé R&D addresses three areas of benefits for consumers:※Safety and Quality - this underpins all Nestlé products※Nutrition and Health※Taste, Texture and ConvenienceThe Company itself is based on the scientific enquiries of its founder Henri Nestlé, a trained pharmacist. In 1867 he developed Farine Lactée (infant cereal) which was the first infant food of its kind to supply basic nutrients to newborn babies, who could not be breast fed. Henri Nestlédeveloped this solution in order to help save the life of his neighbour’s child.Since 1867 the Company has not strayed from its roots in innovation and nutrition, to bring benefits to the consumer.The last years of the 20 century saw a change in Nestlé’s business strategy. The company moved from being a technology led company that produced convenient, tasty foods and beverages for sustenance, to being a science driven, nutrition, health and wellness company.The future for Nestlé's R&D is firmly set on the path of Nutrition, Health and Wellness. The innovations and product renovations of the coming years will be driven by nutrition that is tailored to better meet the needs to their consumers. These needs may be defined by their genes, the metabolites that their body creates or by the way the brain perceives food. At the same time NestléR&D is committed to continuous improvement in consumer insights, and translating these into innovative products and packaging to meet consumer needs and preferences.Nestlé's Corporate Business PrinciplesThe Nestlé Corporate Business Principles are at the basis of their company’s culture, which has developed over the span of 140 years.Since Henri Nestlé first developed his successful infant cereal “Farine Lactée”, Nestlé have built their business on the conviction that to have long-term success for their shareholders, Nestlé not only have to comply with all applicable legal requirements and ensure that all their activities are sustainable, but additionally Nestlé have to create significant value for society.At Nestlé they call this Creating Shared V alue.The new version of their Corporate Business Principles, updated in June 2010, will be handed over to each of their 280’000 employees by the end of 2010 and accompanied by basic learning and training tools.As of 2011, a modular training programme will be rolled out on the various components of the Corporate Business Principles. The depth and focus of the trainings will be established in accordance with the materiality for the different functions within the company. For example, the training on the human rights components will focus on managers and employees in countries of higher human rights risks as a priority, with the aim to having completed the first training cycle by the end of the year.Their Corporate Business Principles will continue to evolve and adapt to a changing world, theirbasic foundation is unchanged from the time of the origins of their Company, and reflects the basic ideas of fairness, honesty, and a general concern for people.Nestlé is committed to the following Business Principles in all countries, taking into account local legislation, cultural and religious practices:1. Nutrition, Health and WellnessTheir core aim is to enhance the quality of consumers lives every day, everywhere by offering tastier and healthier food and beverage choices and encouraging a healthy lifestyle. Nestlé express this via their corporate proposition 'Good Food, Good Life'.2. Quality Assurance and product safetyEverywhere in the world, the Nestlé name represents a promise to the consumer that the product is safe and of high standard.3. Consumer CommunicationNestlé are committed to responsible, reliable consumer communication that empowers consumers to exercise their right to informed choice and promotes healthier diets. Nestlérespect consumer privacy.4. Human rights in their business activitiesNestléfully support the United Nations Global Compact’s (UNGC) guiding principles on human rights and labtheir and aim to provide an example of good human rights’ and lab their practices throughout their business activities.5. Leadership and personal responsibilityTheir success is based on their people. Nestlé treat each other with respect and dignity and expect everyone to promote a sense of personal responsibility. Nestlérecruit competent and motivated people who respect their values, provide equal opportunities for their development and advancement, protect their privacy and do not tolerate any form of harassment or discrimination.6. Safety and health at workNestlé are committed to preventing accidents, injuries and illness related to work, and to protect employees, contractors and others involved along the value chain.7. Supplier and customer relationsNestlé require their suppliers, agents, subcontractors and their employees to demonstrate honesty, integrity and fairness, and to adhere to their non-negotiable standards. In the same way, Nestlé are committed towards their own customers.8. Agriculture and rural developmentNestlécontribute to improvements in agricultural production, the social and economic status of farmers, rural communities and in production systems to make them more environmentally sustainable.9. Environmental sustainabilityNestlécommit ourselves to environmentally sustainable business practices. At all stages of the product life cycle Nestléstrive to use natural resources efficiently, favtheir the use of sustainably-managed renewable resources, and target zero waste.10. WaterNestléare committed to the sustainable use of water and continuous improvement in water management. Nestlé recognise that the world faces a growing water challenge and that responsible management of the world’s resources by all water users is an absolute necessity.Nestlécontinues to maintain its commitment to follow and respect all applicable local laws in each of its markets.。

雀巢集团战略分析报告(1)

雀巢集团战略分析报告目录一、雀巢集团的简介二、雀巢公司在中国的PEST分析1、政治环境2、经济环境3、社会环境4、技术环境三、雀巢公司的SWOT分析1、雀巢存在的优势2、雀巢存在的劣势3、机会分析4、威胁分析四、战略对策与建议雀巢集团的简介雀巢公司是食品业的领头人，被誉为当今世界在消费性包装食品和饮料行业最为成功的经营者之一，是速溶咖啡的首创者。

“雀巢咖啡”现已成为速溶咖啡市场的领导者，拥有各种口味及不同包装规格的多种产品。

在漫长的发展道路上，任岁月流逝，“雀巢咖啡”的品牌及品质永远不变。

“雀巢咖啡”（Nescafe）由公司名称nestle和英文中代表咖啡的café组成。

“雀巢咖啡”标志是一个鸟巢，是一个蕴含家庭温暖的商标，是亲情和慈爱的象征。

雀巢公司设在瑞士雷曼湖畔的小都市贝贝（Vevey，属法语区）。

该公司起源于一个很小的奶品公司（成立于1867年，最先是由亨利·莱斯特私人经营，1875年，有买主们组成股份有限公司），在1905年合并了一个由美国人在瑞士德语区创立的盎格鲁·瑞士炼乳公司（创立于1866年），以生产婴儿奶粉为主，1974年改为“雀巢”。

雀巢公司在各个领域的营业额分配是：饮品（23.6%）、麦片、牛奶和营养品（20%）、巧克力和糖果（16%）、烹饪制品（12.7%）、冷冻食品和冰淇淋（10.1%）、冷藏食品（8.9%）、宠物食品（4.5%）、药品和化妆品（3%）、其他制品和事业（1.1%）。

雀巢公司品牌理念以提高人们的生活质量为最终目标，树立一个人道的、富于责任心和令人信赖的品牌形象。

雀巢公司在不断地努力，始终遵循先创者的宗旨，致力于生产和制造世界上优良的咖啡，利用新技术创新，不断设法生产适合消费者口味的新产品，以高品质的咖啡为每一位顾客带来美好的咖啡体验。

雀巢公司在中国的PEST分析政治环境1）当前中国实行公有制与市场经济相结合的方式，鼓励非公有制企业发展，这就给雀巢在中国发展减少了壁垒。

雀巢营销综合分析(2)

目录第一部分公司简介------------------------------------3第二部分市场环境分析--------------------------------3外部环境分析---------------------------------------3内部环境分析---------------------------------------6竞争框架分析---------------------------------------7目标消费群分析-------------------------------------10第三部分企业战略-----------------------------------12市场细分战略----------------------------------------12目标市场战略----------------------------------------13市场定位--------------------------------------------15竞争战略--------------------------------------------15品牌战略--------------------------------------------16第五部分营销策略------------------------------------20产品策略--------------------------------------------20定价策略--------------------------------------------24营销渠道--------------------------------------------26促销策略--------------------------------------------27一、公司简介雀巢集团（Nestle），拥有138年历史的雀巢公司起源于瑞士。

雀巢商业环境分析

An Analysis of the Business Environment of NestleNestle, which is a leading food, nutrition wellness based company around the world, has successfully globalized the operation. To promote its further success, it is necessary to analyze the current business environment faced by the company. PEST analysis will be used to analyze the business environment of Nestle. In today’s society, food safety is one of the focuses of public attention. To ensure food safety, increasing laws have been issued and implemented across the world (Stadler et al, 2014). Governments also implement strict management and control for food production. Under this condition, Nestle will face some challenges as the food management and control for food production would lead to the rise of production cost. Regarding economic environment, economic recovery has been witnessed since the recent global financial crisis (Moro, 2014). The decline in unemployment helps to ensure the purchasing power in carbonated soft drinks industry. However, the development of Nestle can be challenged by the change of lifestyle. Consumers are seeking healthful lifestyle so that the demand of carbonated soft drinks might decrease. It is essential for Nestle to develop new products to better meet customer demands. Over the past decade, technology, especially information and communication technology, has been development rapidly. The rapid development of technology provides more effective tools for the company to conduct effective marketing. For example, the emergence of social media provides a more effective platform for the company’s marketing(Erdoğmuş & Çiçek, 2012). Generally speaking, Nestle is facing some challenges and opportunities in the current business environment.C ompetitor’s analysi sNestle aims to provide coffee drink to target consumers and specialized in carbonated soft drinks. Depending on its effective marketing strategy and excellent products, the company has achieved a huge success at the global level. But, on the other hand, it also should be noticed that the Nestle also is facing great competition pressure from its competitors as more and more competitors provide similar products to target consumers in the market. There are many direct and indirect competitors for the company in the market. The main competitors of Nestle include Starbucks and Maxwell House. Fig 1 below demonstrates the position ofNestle compared with the competitors. Starbucks is one of the strongest competitors of. In recent years, Starbucks has established strong brand image in the market and has occupied more market shares by winning target consumers’ trust and support (Schofield, 2008). However, low price and convenience for customers are the advantages of Nestle compared with Starbucks.Positioning map Maxwell House coffee brand also is one of key competitors for the Nestle. The Maxwell House coffee brand is welcomed by consumers due to its high quality products, excellent service and good brand image. In addition to this, the company also further develops and supplies more p roducts to its target consumers in order to further meet customers’ diversified demands. It also brings great challenge for Nestle. However, the positioning map shows that price advantage is also a significant advantage if Nestle compared with Maxwell House coffee.$ Low priceClassic ConvenienceReferenceErdoğmuş, İ & Çiçek, M (2012). The Impact of Social Media Marketing on Brand Loyalty. Procedia - Social and Behavioral Sciences, 58, 1353-1360.Moro, B (2014). Lessons from the European economic and financial great crisis: A survey. European Journal of Political Economy, 34, S9-S24.Schofield, J (2008). "Starbucks lets customers have their say".The Guardian (London). Stadler, R.H. & Hughes, G. & Guillaume-Gentil, O. (2014). Safety of Food and Beverages: Coffee, Tea and Herbals, Cocoa and Derived Products. Encyclopedia of Food Safety, 3, 371-383.。

雀巢公司介绍英文PPT

company culture of N

About the founder Nestlé’s philosophy The brands of Nestlé Nestlé’s Main Products The development of Nestlé Nestlé's marketing philosophy The culture of Nestlé corporate Nestlé in China
Nestlé's marketing philosophy
• Marketing concept - customer needs Nestlé has been committed to consumer demand, products, brands and people's attention for a long time. • Social marketing concepts - social interests One hundred and thirty years, Nestle has created a benefit all parties, mutual trust, public way. • Great marketing ideas - market environment Over the years, Nestle has always insisted the principle of "in any country and the city's business activities must comply with local interests"
About the founder
In 1867, A Swiss pharmacist who called Henri Nestlé founded the Nestlé company.

雀巢咖啡市场分析

市场分析一、速溶咖啡市场环境分析随着人们生活水平的不断提高咖啡这种西式饮品正在被越来越多国人所接受。

咖啡，这个仅次于石油的全球第二大贸易产品，中国咖啡消费目前保持着30%以上的年增长率，而世界咖啡消费年增长率仅为6%，中国已经成为拉动全球咖啡消费的重要“引擎”。

有数据表明，全球咖啡消费量约为800多万吨，而在我国的年消费量约为20万吨，并且正以10%的速度逐年上升。

速溶咖啡是目前咖啡中的主流，它以方便、经济、易携带、易保存等一系列的优点成为新兴阶层的主要选择。

二、消费者分析（一）、消费者总体态势咖啡作为一种舶来品，被越来越多的国人所接受，销量逐年增加。

目前市场上的咖啡饮料尽管具有口味纯正、饮用方便等优点，但由于其价格相对较高，饮用时亦缺乏咖啡文化所体现出的高雅、温馨的情调，因此，绝大部分消费者只是偶尔喝一喝。

（二）、现有消费者的消费行为1、现有消费者的构成由图表可知，雀巢咖啡的核心消费群是18岁至35岁年轻、时尚的学生和白领。

他们有强烈的事业心，同时也要面对工作的压力和不断的挑战。

2、现有消费者的行为和态度咖啡作为一种口味独特的饮品深受青年消费者的喜爱，中年人和青年人是咖啡产品的主要消费群体。

这部分消费群体也是社会时尚的引领者，他们对外国的饮食文化感兴趣并易于接受。

就经济实力而言，他们也能够承担这部分花销。

（三）、潜在消费者分析1、潜在消费者的构成雀巢咖啡的潜在消费者大致可分为两种。

一种是喜欢喝咖啡，却并没有对雀巢咖啡形成购买习惯的人群，以中年人和青年人为主。

另一种是有购买咖啡的意向但却尚未成为任何同类产品或组织的顾客。

2、潜在消费者的行为和态度潜在消费者的行为和态度也大致分为两种。

一种是虽然曾经是某组织的顾客但其在购买决策时，对品牌（也即组织）的认可较为随意，并没有对任何一个品牌形成品牌忠诚度。

另一种是有了潜在需求，就有可能产生购买动机或购买欲望，如果购买能力具备，购买时机成熟，且市场上具有所需的产品或服务，那么潜在顾客就极有可能转化为现实顾客。

雀巢咖啡swot分析

雀巢咖啡s w o t分析文档编制序号：[KKIDT-LLE0828-LLETD298-POI08]雀巢咖啡swot分析优势（s): (1)公司规模大，雀巢咖啡可谓是世界上最大的制造商，也是最大的跨国公司之一。

雀巢在全球建有400家工厂，使得雀巢具有较强的竞争力。

(2)咖啡品种多样化：雀巢咖啡以速溶咖啡为主，但是他能生产出几十种不同的咖啡。

比如雀巢卡奇诺，雀巢早餐咖啡，雀巢冰咖啡，可以满足消费者不同口味的需求。

(3)模块管理模式：雀巢公司将市场分为各个模块市场，每一块市场都有相对的负责人，这样可以准确的把握市场的动态，遇到危险是可以迅速改变战略。

(4)历史悠久：第一杯雀巢咖啡在1948年诞生，雀巢已经在市场上驰骋了70多年，积累了丰厚的经验，使得咖啡，有着丰厚的研制和生产技术，这是其他咖啡生产商无法匹敌的。

(5)消费者忠诚度：面对拥有70多年的市场积累，雀巢咖啡在市场上的占有率已经积累忠实的消费者，这也是其他品牌无法与之抗衡的条件之一，当然这个时代的人，喜欢追求创新，只有不断地更新，才是喜迎客户的最佳方式。

劣势（w）: （1）品牌单一，固然雀巢的种类多样，但是他的品牌却很单一，只有雀巢这一个品牌。

而不想世界其他食品生产商有着很多歌品牌，如奥利奥，嘟嘟嘟等等。

（2）连带效应，当某一公司的产品出现问题会直接影响其他产品的销售情况，这样不易于分算危险。

（3）产品的口味，与竞争对手相比较偏淡，人们惯性的认为越浓的咖啡口味越好，雀巢的偏淡会影响消费者对产品的的品质产生错误的认识。

（4）与中国茶文化的碰撞，上世纪八十纪年代，雀巢开始冲击中国市场，我国的茶文化无疑给雀巢筑了一道围墙。

（5）受群众较窄，当时的雀巢，普片只有白领才能享受，对大多人而言任然是个奢饰品。

机会(O) (1) 雀巢咖啡针对的白领忽视的广大高中生和大学生，目前高中生和大学生的比例在日益渐增，因此，学生将成为咖啡的一部分消费群体，这必将成为一个可观的市场。

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