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Journal articles on the topic 'Nestlé'

Author: Grafiati

Published: 4 June 2021

Last updated: 31 July 2024

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1

Rahman, Mustaghis ur. "Social inclusive approach by developing women entrepreneurship." International Journal of Experiential Learning & Case Studies 8, no. 2 (January 3, 2024): 202–18. http://dx.doi.org/10.22555/ijelcs.v8i2.911.

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Abstract: Nestlé Pakistan is a subsidiary of Swiss multinational company Nestlé. The company is known for its quality food products throughout the world. It commits to help shape a better and healthier world and inspire people to live healthier lives. Nestlé Pakistan shares the Nestlé Global’s three overarching ambitions for 2030 to achieve the United Nations Sustainable Development Goals by helping 50 million children live healthier lives, help to improve 30 million livelihoods in communities directly connected to its business activities and strive for zero environmental impact in its operations. Nestlé also have a global commitment towards 100% recyclable or reusable plastic by 2025. This exploratory case study looks into the ethical practices under which Nestlé contributes to the social cause in Pakistan. Rural women’s enrolment as sales agents for Nestle products initiative under its CSV (Community Shared Values) project starts with the Nutrition, Health and Wellness (NHW) awareness of women in rural setting of Punjab Province. The program was designed with two objectives, mainly: a) Better livelihood for financially disadvantaged women and their families and b) Demand generation of Nestle products in deep rural areas of Pakistan. This case has been written in the context of UNGC’s ten principles of ethical businesses. This case informs the reader the innovative business development with social initiatives by extending Nestlé International’s legacy of socially responsible business with a focus at enterprising rural women of Pakistan.

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2

Kherchi, Ishak, Mohamed Fellague, and Samira Ahlem Haddou. "How Nestle Applied Shared Value Creation In Agriculture Sector Achieving Sustainable Agriculture And Making More Profit «Nestle Model»." Management & Economics Research Journal 1, no. 3 (September 30, 2019): 12–26. http://dx.doi.org/10.48100/merj.v1i3.38.

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This paper explains how Nestlé used shared value concept to make agriculture more sustainable and achieve more profit by creating business value. Based on qualitative research, we use a case study approach to investigate the idea of shared value in achieving sustainable agriculture. We analyzed Nestlé programs in three areas: rural development, Environmental sustainability and Water field. We found that applying shared value concept by nestle make agriculture more sustainable and leads for business value. JEL Classification: M14, Q01, Q56.

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3

Fernando De Lima Parra, João. "Panela Nestlé." Novos Rumos Sociológicos 11, no. 19 (September 14, 2023): 188–213. http://dx.doi.org/10.15210/norus.v11i19.25135.

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Este artigo aborda uma questão pouco discutida na sociologia do trabalho: as relações assimétricas entre grandes corporações e startups no contexto da Inovação Aberta (IA). No cenário atual, a inovação é fundamental para a sobrevivência das empresas no capitalismo, e as startups têm se destacado por sua agilidade na criação de soluções inovadoras. Por outro lado, as grandes corporações muitas vezes são vistas como lentas e burocráticas, com dificuldades para inovar. O objetivo do artigo é investigar se essa percepção é verídica e compreender o motivo por trás da aparente inércia dessas empresas. A hipótese levantada é que as grandes corporações utilizam as startups como meio de transferir os custos e riscos de atividades de Pesquisa e Desenvolvimento (P&D) para os seus founders. A análise das estratégias de IA é conduzida a partir da abordagem das Cadeias Globais de Valor (CGV), levando em conta as transformações socio-históricas do modo de produção capitalista. Para isso, é apresentado um estudo de caso que envolve uma das estratégias utilizadas pelas grandes empresas, chamada “desafio”, em que startups são convidadas a resolver problemas propostos por uma grande corporação no Brasil. No exemplo do “Panela Nestlé”, startups que apresentam as melhores soluções têm a possibilidade de serem contratadas como parceiras. O artigo conclui enfatizando as relações assimétricas entre essas duas formas empresariais e como as grandes corporações compartilham de forma desigual os riscos associados a P&D com as startups.

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4

Koese, Yavuz. "Nestlé in the Ottoman Empire: Global Marketing with Local Flavor 1870–1927." Enterprise & Society 9, no. 4 (December 2008): 724–61. http://dx.doi.org/10.1017/s1467222700007606.

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This paper examines the marketing activities of Nestlé in the Ottoman Empire between 1870 and 1927. Nestlé began with the same strategy it had developed in Western markets for the Ottoman market. But the Ottoman political, social, and cultural context differed considerably from Europe. The article explores how Nestl´e responded to this complex marketing environment with increasing local differentiation. It goes on to demonstrate that as well as its variegated approaches to the ethnically, religiously, and culturally heterogeneous urban consumer, Nestlé's success derived from its ability to connect with different strata of society. I argue that the Ottoman Empire, and especially its capital Istanbul, were strategically essential to Nestl´e's development of its adaptive global marketing strategy.

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5

Sachsenröder, Delphine. "Nestlé setzt bei Kapseln auf neue Preiskategorie." Lebensmittel Zeitung 73, no. 48 (2021): 16. http://dx.doi.org/10.51202/0947-7527-2021-48-016-1.

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Nestlé will sich mit einer neuen Marke auf dem Markt für Kaffeekapseln behaupten. Nescafé Farmers Origins passt in Nespresso-Maschinen, kostet aber weniger als Nestlés ebenfalls im Handel vertriebene Starbucks-Kapseln. Von den Preisen der Billig-Anbieter bleibt der Konzern weit entfernt.

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6

Bökamp, Lena. "Nestlé optimiert Logistikstruktur." Lebensmittel Zeitung 74, no. 38 (2022): 37. http://dx.doi.org/10.51202/0947-7527-2022-38-037-1.

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Nestlé Deutschland strukturiert in der Logistik um und verlegt einen Lagerstandort von Berlin in die Mitte des Landes. An weiteren Verteilzentren plant der Konzern Umbauten und will den Informationsfluss zwischen Industrie und Handel intensivieren. Nach erfolgreichen Tests sollen Lkw vermehrt vollautomatisiert beladen werden.

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7

Krönert, Alrun. "Rotation bei Nestlé." Lebensmittel Zeitung 73, no. 29 (2021): 44. http://dx.doi.org/10.51202/0947-7527-2021-29-044.

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8

Perroud, FX. "Nestlé in Ethiopia." Lancet 361, no. 9359 (March 2003): 784. http://dx.doi.org/10.1016/s0140-6736(03)12643-8.

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9

Loderer, C. "The Nestlé crash." Journal of Financial Economics 37, no. 3 (March 1995): 315–39. http://dx.doi.org/10.1016/0304-405x(94)00802-8.

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10

Mau, Jens. "Nestlé entdeckt Stoffwechselkranke." kma - Klinik Management aktuell 15, no. 09 (September 2010): 10. http://dx.doi.org/10.1055/s-0036-1575713.

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11

Varnholt, Hendrik. "Nestlé-Chef kritisiert Händler." Lebensmittel Zeitung 74, no. 41 (2022): 1. http://dx.doi.org/10.51202/0947-7527-2022-41-001.

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12

Varnholt, Hendrik. "Nestlé erlöst hierzulande weniger." Lebensmittel Zeitung 74, no. 10 (2022): 14. http://dx.doi.org/10.51202/0947-7527-2022-10-014-1.

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13

Bielefeld, Hans. "Nestlé investiert in Tierkliniken." Lebensmittel Zeitung 73, no. 9 (2021): 16. http://dx.doi.org/10.51202/0947-7527-2021-9-016-1.

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14

Mende, Jan, Miriam Hebben, and Hendrik Varnholt. "Nestlé fordert höhere Preise." Lebensmittel Zeitung 73, no. 28 (2021): 1–3. http://dx.doi.org/10.51202/0947-7527-2021-28-001-7.

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Der Nestlé-Konzern verlangt in Kürze mehr Geld für viele seiner Produkte. Händler reagieren darauf empört. Der Branche drohen angesichts steigender Kosten und unverminderter Margenerwartungen auf allen Seiten außerordentlich harte Preisverhandlungen.

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15

Wittenhagen, Julia. "Nestlé plant Mobilität breiter." Lebensmittel Zeitung 73, no. 26 (2021): 139. http://dx.doi.org/10.51202/0947-7527-2021-26-139.

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16

Kemle, Jens. "Nestlé tritt Klimaallianz bei." Lebensmittel Zeitung 73, no. 33 (2021): 10. http://dx.doi.org/10.51202/0947-7527-2021-33-010-3.

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17

Kemle, Jens. "Nestlé erhöht die Umsatzprognose." Lebensmittel Zeitung 73, no. 42 (2021): 12. http://dx.doi.org/10.51202/0947-7527-2021-42-012-2.

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18

Maucher, Helmut. "Global strategies of Nestlé." European Management Journal 7, no. 1 (March 1989): 92–96. http://dx.doi.org/10.1016/0263-2373(89)90148-5.

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19

Galli, Carlo C., and Christian Vousvouras. "Nestlé caring for water." International Journal of Water Resources Development 36, no. 6 (April 3, 2020): 1093–104. http://dx.doi.org/10.1080/07900627.2019.1700781.

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20

Lenders, Dirk, Tanja Fries, Delphine Sachsenröder, and Mario Brück. "Nestlé schrumpft in Deutschland." Lebensmittel Zeitung 76, no. 17 (2024): 14. http://dx.doi.org/10.51202/0947-7527-2024-17-014.

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21

Konrad, Jörg, Bernd Nusser, and Santiago Campillo-Lundbeck. "Nestlé gibt sich geläutert." Lebensmittel Zeitung 76, no. 5 (2024): 38. http://dx.doi.org/10.51202/0947-7527-2024-5-038.

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Öffentlicher Pranger, Shitstorms und Boykottaufrufe. Nestlé hat ein massives Wahrnehmungsproblem. Jetzt geht das Unternehmen, zumindest hierzulande, in die Offensive. Die Kritik war ganz offensichtlich zu groß geworden.

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22

Sachsenröder, Delphine. "„Fixprodukte sind eine deutsche Erfindung“." Lebensmittel Zeitung 76, no. 10 (2024): 34. http://dx.doi.org/10.51202/0947-7527-2024-10-034.

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Nestlé gehört mit Maggi neben Knorr-Hersteller Unilever zu den zwei großen Herstellern von Fix-Trockenprodukten. Über Rezeptveränderungen hin zu natürlicheren Zutaten und Online-Marketing will Nestlé das Image der Kategorie gerade bei jüngeren Konsumenten aufpolieren.

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23

Mirando, Beverley. "Nestlé says breastfeeding is best." Nursing Standard 19, no. 10 (November 17, 2004): 31. http://dx.doi.org/10.7748/ns.19.10.31.s51.

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24

Varnholt, Hendrik. "Nestlé zahlt 5 Prozent mehr." Lebensmittel Zeitung 73, no. 27 (2021): 12. http://dx.doi.org/10.51202/0947-7527-2021-27-012.

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25

Bökamp, Lena. "Nestlé lässt Roboter Paletten packen." Lebensmittel Zeitung 73, no. 22 (2021): 33. http://dx.doi.org/10.51202/0947-7527-2021-22-033.

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Nestlé erhöht mit einem hochtechnisierten Verteilzentrum in UK die Schnelligkeit und Flexibilität in der Logistik. Eine Besonderheit sind Roboter für die vollautomatische Kommissionierung – bis hin zu Mischpaletten auf Einzelkarton-Ebene. Dazu kommen automatisierte Sortiersysteme und eine smarte Softwaresteuerung.

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26

Rosbach, Britta. "Nestlé übernimmt US-Hersteller Nuun." Lebensmittel Zeitung 73, no. 19 (2021): 12. http://dx.doi.org/10.51202/0947-7527-2021-19-012-5.

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27

Hebben, Miriam. "Neue Leitung für Nestlé Waters." Lebensmittel Zeitung 73, no. 24 (2021): 12. http://dx.doi.org/10.51202/0947-7527-2021-24-012.

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28

Varnholt, Hendrik. "Nestlé rechnet mit geringerer Marge." Lebensmittel Zeitung 73, no. 30 (2021): 10. http://dx.doi.org/10.51202/0947-7527-2021-30-010-1.

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29

Wenzel, Horst. "Nestlé verpackt Smarties in Papier." Lebensmittel Zeitung 73, no. 4 (2021): 49. http://dx.doi.org/10.51202/0947-7527-2021-4-049.

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30

Hofmann, Beate, and Hans Bielefeld. "Nestlé sieht eigene Produkte kritisch." Lebensmittel Zeitung 73, no. 22 (2021): 12. http://dx.doi.org/10.51202/0947-7527-2021-22-012.

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31

Holst, Jens. "Das Beispiel Nestlé schreckt ab." Lebensmittel Zeitung 74, no. 12 (2022): 2. http://dx.doi.org/10.51202/0947-7527-2022-12-002-1.

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32

Lenders, Dirk, and Hendrik Varnholt. "Nestlé forscht an emissionsarmer Milchproduktion." Lebensmittel Zeitung 74, no. 37 (2022): 14. http://dx.doi.org/10.51202/0947-7527-2022-37-014-1.

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Nestlés Deutschlandchef Marc Boersch hat davor gewarnt, angesichts von Inflation und Ukraine-Krieg den Klimaschutz aus den Augen zu verlieren. Boersch warb auf einem Muster-Bauernhof dafür, den CO₂-Ausstoß in der Milchproduktion zu verringern.

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33

Hoffmann, Peter. "Advertisement of Nestlé infant formula." Medical Journal of Australia 157, no. 4 (August 1992): 288. http://dx.doi.org/10.5694/j.1326-5377.1992.tb137173.x.

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34

Kuhn, Alfred. "Nestlé research news 1984/85." Journal of Chromatography A 367 (January 1986): 449. http://dx.doi.org/10.1016/s0021-9673(00)94871-4.

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35

Daley, Jo, Jill Coyle, and Chloe Dwyer. "Sheffield Hallam University and Nestlé." Higher Education, Skills and Work-Based Learning 6, no. 4 (November 14, 2016): 370–77. http://dx.doi.org/10.1108/heswbl-06-2016-0045.

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Purpose Following a competitive bid, Sheffield Hallam University were successful in developing and delivering a Corporate Business and Management Degree, for Nestlé UK and Ireland. The purpose of this paper is to present a case study of how the degree programme has evolved and been developed into an apprenticeship, the challenges faced and the partnership approach taken to overcome them. It will also explore the impact on the apprentices, Nestlé and Sheffield Hallam University. Design/methodology/approach Information presented in the paper is drawn from the organisations own work in developing a degree apprenticeship programme. It builds on information from the original project brief and the bid, as well as on-going evaluation of how the programme is progressing. Findings Responding to talent gaps in the general management population the development of a level 6 Chartered Manager Degree Apprenticeship provides progression for future managers of Nestlé, offering a fast-track route into a career in business and management. The evolution of this higher degree apprenticeship scheme and potential benefits are brought to life in this case study. Originality/value The paper is based on the authors own experience and employer consultation.

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36

Adelhardt, Andrea. "Rügenwalder und Nestlé verlieren Marktanteile." Lebensmittel Zeitung 75, no. 20 (2023): 13. http://dx.doi.org/10.51202/0947-7527-2023-20-013.

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Während der Markt der Fleischalternativen zulegt, kämpfen zwei Hersteller der Top fünf mit Rückgängen. Der Marktführer Rügenwalder Mühle und die Nestlé-Marke Garden Gourmet entwickeln sich unter dem Marktniveau.

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37

Wenzel, Horst. "Nestlé sondiert System für Mehrwegverpackung." Lebensmittel Zeitung 75, no. 5 (2023): 37. http://dx.doi.org/10.51202/0947-7527-2023-5-037.

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Das junge Unternehmen Circolution bietet Food-Herstellern eine eigene Mehrwegverpackung aus Stahl an, die Verbraucher im Handel an Rücknahmeautomaten für Getränkeflaschen retournieren können. Erste Test-Partner in vier Rewe-Märkten sind Nestlé mit „Nesquik“ und der Kaffeeröster Hoppenworth&Ploch.

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38

Hofmann, Janine, and Anja Ingelmann. "Nestlé Purina profitiert von Produktionsausbau." Lebensmittel Zeitung 76, no. 12 (2024): 14. http://dx.doi.org/10.51202/0947-7527-2024-12-014.

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39

Rode, Jörg. "Nestlé fördert Talente per KI." Lebensmittel Zeitung 76, no. 14 (2024): 37. http://dx.doi.org/10.51202/0947-7527-2024-14-037.

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Nestlé baut seine Services im Bereich Human Resources Management immer weiter aus. Basis ist eine Kombination der HR-Software SAP Sucessfactors mit etlichen speziellen KI-Systemen. Die neue Technik ermöglicht etwa einen weltweiten Online-TalentMarktplatz und eine daten-basierte Weiterbildungs-Plattform.

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40

Bökamp, Lena. "Nestlé spart Transportwege und automatisiert." Lebensmittel Zeitung 76, no. 21 (2024): 34. http://dx.doi.org/10.51202/0947-7527-2024-21-034-1.

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Nestlé Deutschland zieht nach der Neuordnung der Logistik für Importware im neuen Verteilzentrum in Osthessen eine positive Bilanz. Im Transport spart der Konzern nun kräftig Lkw-Kilometer ein, automatisierte Prozesse steigern die Effizienz und höhere Paletten ermöglichen künftig vollere Lkw.

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41

Varnholt, Hendrik. "Nestlé macht sich in der Krise profitabler." Lebensmittel Zeitung 73, no. 7 (2021): 16. http://dx.doi.org/10.51202/0947-7527-2021-7-016.

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Vevey. Nestlé hat inmitten der Corona-Krise Geschäftszahlen vorgelegt, die von der Pandemie kaum belastet wirken. Das organische Umsatzwachstum des Konzerns erreichte 2020 den höchsten Stand seit fünf Jahren. Die Marge verbesserte sich weiter. Im Detail allerdings verzeichnete Nestlé drastische Verschiebungen.

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42

Naibaho, Chleitosia Violen Dentya Paradisa, Chleitosia Visien Dentya Paradisa Naibaho, and Arthik Davianti. "Social Media Phenomena in Corporate Disclosure Practise (A case study of Nestlé)." Indonesian Management and Accounting Research 19, no. 1 (August 9, 2020): 51–70. http://dx.doi.org/10.25105/imar.v19i1.6709.

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The use of social media among companies to disclose and disseminate corporate information is rocketing. This study examined to what extent companies use social media platforms, especially Twitter. It identified the disclosure of Multinational Companies (MNCs) in Southeast Asia, particularly Indonesia. The study analyzed Nestlé as it operates in more than half of the countries in Southeast Asia, including Indonesia. The data was based on Nestlé Twitter accounts, both parent and the subsidiary, which is collected from the beginning of the year to December 31st, 2019. This study utilized a descriptive qualitative method using content analysis in the form of a case study to analyze the information shared and disclosed by this consumer goods company. The results showed that Nestlé uses Twitter for disclosing information that covers environmental, branding, health, gender, education, and others. It is found that Nestlé parent company disclosed more data than its subsidiary in Indonesia, and content shared by Nestlé Indonesia is quite different because of cultural differences. Indonesia’s subsidiary followed the pattern of information disseminated by their parent companies on its Twitter account. Overall, the results indicated that Twitter is rarely used in Southeast Asia for many disclosure purposes, either financial or non-financial information.

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43

Chang, Poh Lin, Ying Ying Chang, Celine Cassandra Chinnappan, Ming Hao Chai, and Luisa María Arrieta Ladeuth. "Marketing Strategies in Delivering Customer Satisfaction: A case study of Nestlé." International Journal of Tourism & Hospitality in Asia Pasific 6, no. 2 (June 20, 2023): 26–39. http://dx.doi.org/10.32535/ijthap.v6i2.2321.

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The success of a business depends on its use of marketing methods. Nestlé will always be prepared with comprehensive strategies to open a broader market to obtain customer satisfaction. This research aims to investigate the relationship between 4Ps marketing strategies including product, price, place, and promotion strategy with customer’ satisfaction. A total number of one hundred and sixty respondents who are Nestlé users participated in the survey to acknowledge whether those marketing strategies significantly affect customer satisfaction. Multiple linear regression was used to conduct hypothesis tests. The findings reveal that all elements of marketing strategies were significantly related to customer satisfaction. This research will provide some suggestions to increase Nestlé 's reputation and their customer satisfaction.

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44

Sin, Liem Gai, Noor Fareen Abdul Rahim, Jocelyne Lee Jia Lin, Brahmmanand Sharma, Chanda Gulati, Hanis Zahira Binti Harmony Ghani, Gao Ming, et al. "Fostering A Culture of Business Ethics: A Case Study of Nestlé." Society 10, no. 2 (December 30, 2022): 723–34. http://dx.doi.org/10.33019/society.v10i2.496.

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Nestlé is one of the largest food companies in the world, with a presence in 191 countries and solid loyal customers. Nevertheless, a big organization like this cannot escape adverse ethical behavior in their company. Business ethics is the study of an organization’s corporate governance and initiatives related to corporate social responsibility. Businesses are morally obligated to give the public, stakeholders, customers, and the government the real worth of their money. Every firm engages in unethical practices for personal gain. This study aims to determine whether Nestlé will be able to survive in the long run if it is involved in unethical practices. Furthermore, this study intends to determine whether their involvement affects the customer’s purchase intention to buy their product. An online survey has been conducted to gather more information and provide evidence to support the conclusions. One hundred respondents from Malaysia, Indonesia, and India participated in this study. The analysis demonstrated that brand awareness, business ethics, and business ethics impact the intention of customers to buy Nestlé products. This study offers insightful information about how consumers view Nestlé, which could help them increase consumer trust in their brand.

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45

Rode, Jörg. "Nestlé wagt Vorstoß für höhere Paletten." Lebensmittel Zeitung 74, no. 35 (2022): 33. http://dx.doi.org/10.51202/0947-7527-2022-35-033-1.

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Mit Nestlé wagt einer der großen FMCG-Hersteller einen neuen Vorstoß für eine Anpassung der Palettenladehöhe an Europa-Standards. Das Unternehmen argumentiert, dass eine Beladung mit 1,20 m Ware statt der hierzulande normierten 1,05 m für vollere Lkw und damit weniger CO₂-Ausstoß sorgen würde. Das Problem: Viele Firmen müssten viel Geld in vorhandene Lager stecken.

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46

Murmann, Christoph. "Emmi und Nestlé forschen an Kühen." Lebensmittel Zeitung 74, no. 8 (2022): 24. http://dx.doi.org/10.51202/0947-7527-2022-8-024.

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47

Kemle, Jens. "Nestlé reduziert Beteiligung an Kosmetikkonzern L’Oréal." Lebensmittel Zeitung 73, no. 49 (2021): 12. http://dx.doi.org/10.51202/0947-7527-2021-49-012.

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48

Grotherr, Michael. "Nestlé: Lebenslanges Lernen für 297.000 Mitarbeiter." Wissensmanagement 3, no. 3 (May 2021): 14–15. http://dx.doi.org/10.1007/s43443-021-0238-3.

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49

Mousli, Marc. "Nestlé, un géant mondial, mais suisse." Alternatives Économiques N° 342, no. 1 (January 1, 2015): 74. http://dx.doi.org/10.3917/ae.342.0074.

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50

Varnholt, Hendrik. "Nestlé verzichtet auf Eier von Käfighennen." Lebensmittel Zeitung 73, no. 11 (2021): 12. http://dx.doi.org/10.51202/0947-7527-2021-11-012-3.

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