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Exhibit 6 Nestlé’s Hybrid Category Management Model

g

CEO Nestlé

• Dairy SBU

• Ice Cream SBU

strategy

• Coffee and

Food SBU

development

Beverages SBU

PetCare SBU

• Innovation

• Chocolate,

• Nespresso

management

Confectionary,

• Nescafé

• Brand equity

and Biscuits SBU

management

Food and Beverages

Strategic Business Units, Marketing and Sales

  • Consumer

insights

  • Business

Other Categories

Nestlé Waters

Nestlé Nutrition

Central Functions

Innovation, Technology, R&D

Finance and Control

Nestlé Professional*

Zone Europe

Zone Americas

Zone Asia, Oceania, Africa, Middle East

Pharma and Cosmetics

HR

  • Managed through Three Geographic Zones

  • Global Category Management through SBUs

Managed Globally

  • *

    Previously FoodServices; provides solutions to food and beverage professionals

Source: Booz & Company

delineating the decision rights of the various global and local teams to maintain speed in decision making. Define who is responsible for the results of each business, and be careful to ensure that the “ownership” does not get fragmented among various entities.

  • Establish streamlined processes for coordination between global and local teams.

  • Align the incentive structure for all teams involved with the chosen P&L accountability model to encourage the behaviors that will strike an optimal balance between global coordination and local flexibility. For example, in a centralized structure, employees should be encouraged to pay special attention to the needs of local markets; in a decentralized structure, employees should be rewarded

for efforts to share information with peers in other units.

  • If a company’s portfolio includes a diverse set of businesses, all of which may require different models, it should consider clustering them by their status as global, regional, or multiregional brands. Doing so will greatly simplify information flows to and from the local markets.

Booz & Company

11

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