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Case Study

Nestlé S.A. (A): Should Nestlé Nutrition be a separate business?

By Bettina Büchel and Peter J. Killing

10 pages

October 2008

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Reference: IMD-3-1716

In October 2003 Luis Cantarell, head of Nestlé’s Nutrition Strategic Business Division (NSBD), prepared for an important executive management meeting. The NSBD was not only a key driver in helping Nestlé realize its vision of becoming a Nutrition, Health and Wellness company but was also associated with an expectation of above average contributions to group growth and profit through its core business of Nutrition. The key decision facing executives at the meeting was which business model would best be able to deliver the CEO’s vision. Should the Nutrition division become a separate, standalone business with P&L accountability or continue to operate as is?

Keywords

Translation of vision, Business Model, Implementation, Food, Nutrition

Settings

World/global
2001-2004

Type

Field Research

Available Languages

English

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This case study is part of a series

Nestlé S.A. (A): Should Nestlé Nutrition be a separate business?
Nestlé S.A. (B): Forming Nestlé Nutrition

This case study is part of a series

Nestlé S.A. (A): Should Nestlé Nutrition be a separate business?
Nestlé S.A. (B): Forming Nestlé Nutrition

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