Core Values-Nestle
Core Values and Intercultural Management
Sep 29,2007 00:00 by admin
Core Values and Intercultural Management
Case Study: Nestlé
In 2001, Nestlé was the largest and most diversified food company in the world, with nearly 500 factories in more than 100 countries. In fact, over the period 1867–2000 it surpassed other food manufacturers and purchasers of agricultural raw materials in scale of operations. Over 230,000 people worldwide work in Nestlé's factories, research laboratories and offices. In 1999 Nestlé generated a total income of 4,007 million Swiss francs.
This case study is based on a series of interviews with prominent Nestlé managers engaged in strengthening Nestlé's core values. Niels Christiansen, Vice President, Public Affairs of Nestlé SA, explains that even though 98 per cent of Nestlé operations are outside Switzerland, the company still originated in Switzerland. The corporate headquarters is located in Switzerland. Hence some Swiss cultural values are an integral part of Nestlé core values. Many Swiss values are embedded in the Nestlé General Management and Leadership Principles and the Nestlé Corporate Business Principles. These Principles reflect not only Nestlé's basic corporate values, but some of the 'Swissness' of the company as well. What has been described as the Swissness of the company refers to the pragmatic and resultsoriented nature of the Principles. The Nestlé General Management and Leadership Principles are presented in our case study on communications and intercultural management (see Chapter 2). The box on page 87 reproduces the Nestlé Corporate Business Principles.
NESTLÉ CORPORATE BUSINESS PRINCIPLES
Nestlé is committed to the following business principles in all countries taking into account local legislation, culture and religious practice:
Nestlé's business objective, and that of management and employees at all levels, is to manufacture and market the company's products in such a way as to create value that can be
Sep 29,2007 00:00 by admin
Core Values and Intercultural Management
Case Study: Nestlé
In 2001, Nestlé was the largest and most diversified food company in the world, with nearly 500 factories in more than 100 countries. In fact, over the period 1867–2000 it surpassed other food manufacturers and purchasers of agricultural raw materials in scale of operations. Over 230,000 people worldwide work in Nestlé's factories, research laboratories and offices. In 1999 Nestlé generated a total income of 4,007 million Swiss francs.
This case study is based on a series of interviews with prominent Nestlé managers engaged in strengthening Nestlé's core values. Niels Christiansen, Vice President, Public Affairs of Nestlé SA, explains that even though 98 per cent of Nestlé operations are outside Switzerland, the company still originated in Switzerland. The corporate headquarters is located in Switzerland. Hence some Swiss cultural values are an integral part of Nestlé core values. Many Swiss values are embedded in the Nestlé General Management and Leadership Principles and the Nestlé Corporate Business Principles. These Principles reflect not only Nestlé's basic corporate values, but some of the 'Swissness' of the company as well. What has been described as the Swissness of the company refers to the pragmatic and resultsoriented nature of the Principles. The Nestlé General Management and Leadership Principles are presented in our case study on communications and intercultural management (see Chapter 2). The box on page 87 reproduces the Nestlé Corporate Business Principles.
NESTLÉ CORPORATE BUSINESS PRINCIPLES
Nestlé is committed to the following business principles in all countries taking into account local legislation, culture and religious practice:
Nestlé's business objective, and that of management and employees at all levels, is to manufacture and market the company's products in such a way as to create value that can be