Nestlé Continuous Excellence

Nestlé Nespresso SA A PASSIONATE ENDEAVOUR IN PURSUIT OF EXCELLENCE NESPRESSO – At a Glance A simple idea – continuously reinvented and perfected The Nespresso story began with a simple, but revolutionary idea: enable anyone to create a perfect cup of espresso coffee – with exquisite crema, tantalizing aroma and full-bodied taste – just like skilled baristas. Nestlé Nespresso S.A. took this idea and pioneered the concept of portioned premium coffee with the aim to offer the perfect cup of espresso

Half-Yearly Report January–June 2010 www.nestle.com © 2010, Nestlé S.A., Cham and Vevey (Switzerland) Concept Nestlé S.A., Group Accounting and Reporting Production Altavia Swiss Paper This report is printed on Arctic Volume paper produced from well-managed forests and other controlled sources certified by the Forest Stewardship Council (FSC). Mixed Sources Product group from well-managed forests and other controlled sources www.fsc.org Cert no. HCA-COC-100028 ©1996 Forest Stewardship Council

Nestlé souhaite investir plus dans le sponsoring, via sa filiale Nespresso. L’entreprise suisse voit en sa marque Nespresso un relais magique pour imposer dans le monde entier son concept et s’imposé une bonne fois pour toute face à Senseo et Tassimo comme une marque générique.  Car ses brevets de la capsule tomberont dans le domaine public en 2012. L’enjeu est donc stratégique pour une société qui a réalisée 700 millions d’euros de chiffre d’affaire en 2007. Nespresso est déjà présent dans le Trophée

Europe survey, Managers edition) Competitors : Competitors Estee Lauder Revlon Shiseido Finding the Core Value : Finding the Core Value Who Am I? Who Am I for? Why buy me? Why befriend me? Core Values: : Core Values: Striving For Excellence Perfection is our goal. A Passion For Adventure Enrichment Through Diversity Finding the Core Value : Finding the Core Value The Means End Chain: Beauty Ingredients Well-Being Satisfaction Enhanced Beauty The Creative Brief : The Creative

meilleure qualité de vie Rapport annuel 2012 Table des matières 2 Lettre à nos actionnaires 38 8 8 10 11 Gouvernement d’entreprise et Compliance Gouvernement d’entreprise Conseil d’administration de Nestlé S.A. Compliance Direction de Nestlé S.A. La feuille de route Nestlé vers une alimentation et un mode de vie sains Quatre avantages concurrentiels Quatre moteurs de croissance Quatre piliers opérationnels Faits marquants 2012 Nutrition, Santé et Bien-être Dialogue avec le consommateur

Persévérance dans ses choix (leadership & Constancy of Purpose)………….18 III-B-4/Management par les processus (Management by Processes)……………………………...18 III-B-5/Implication du personnel (People Involvement)…………………………………………...19 III-B-6/Formation continue (Continuous Learning)……………………………………………….19 III-B-7/Développement du partenariat (Partnership Development)………………………………..19 III-B-8/Responsabilité vis-à-vis du public (Public Responsability)……………………………….19 IV/Le modèle EFQM………………………………………………………………………………21

cosmetic stores specialized in skin and hair care products made from natural ingredients. (2,550 stores in 62 countries worldwide) dermatology segment including dermatological and pharmaceutical activities. Galderma Laboratories, a joint venture with Nestle, specializes in skin diseases and infections (Gaderma has 3 of the top 25 best selling drugs in dermatology) To understand the 3rd element of the strategy of L’Oréal, its competitive advantage, we need to first understand the firm’s context in

Billboard 49 Web Site 49 Public Relation 50 Personal Selling 50 Sales Promotion 50 Implementation, Control & Evaluation 53 Sources 55 Business mission Häagen-dazs, a successful company Häagen-Dazs is a luxury ice cream brand owned by Nestlé (in Canada and United States) and General Mills (everywhere else in the world). Häagen-Dazs has a tradition of superior quality and innovation since 1961. Ice cream consumers recognize its logo as synonymous of super-premium ice cream. It was created

Technology user, both in terms of technology and user-friendliness. This model allows L’Oréal to capture best practices in supply chain management (including operational logistics), production management, quality management and drive operational excellence uniformly through the organization by implementing both the applications and the practices on each site worldwide. 2.4. PROBLEMS WITH SUPPLY L’Oréal is committed to building a strong and lasting relationship with its suppliers, based on

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