Products and brands
Management Report 2000
Products and brands
The strength of Nestlé’s brands has given the company an unparalleled position on a
global basis across a wide range of product categories. Six worldwide corporate
brands, Nestlé, Nescafé, Nestea, Maggi, Buitoni and Friskies contribute about 70% of
the group's total sales, with the Nestlé brand itself contributing 40%. These brands
are the first choice of consumers around the world, whether as stand alone brands or
in combination with product brands such as KitKat and LC 1 .
Nestlé also owns regional and national brands with which consumers have a close
and often longstanding familiarity. These brands enable consumers to express their
individuality and to respect their traditions whilst still enjoying the quality of a Nestlé
product and, as such, are key elements of the Nestlé portfolio.
Nestlé’s brands and products are the focus of continual innovation and renovation so
that they will be relevant and appealing to today’s and tomorrow’s consumers. As
important as ensuring that our brands meet and beat our consumers’ expectations is
ensuring that they are available whenever, wherever and however our consumers
want them.
The terms in italics are registered trademarks of the Nestlé Group.
Products and brands
With well over 3000 cups drunk every second, sales of Nescafé have been growing
ever since 1938 when Nestlé launched the first commercially successful soluble
coffee. Nescafé, which today includes ready-to-drink varieties, is by far the world’s
most popular brand of coffee. The Group markets traditional roasted coffees in
several European countries, as well as espresso coffee in capsules through Nespresso.
Nestlé is also the worldwide leader in chocolate/malt beverages, with brands such as
Nesquik, Milo and Nescau. Nestlé is present in fruit juices, where its most important
brand is Libby’s in the United States, and in tea-based drinks, particularly soluble and
ready-to-drink Nestea. Nestlé is the world leader in mineral and spring water through
brands such as Vittel, Contrex, Perrier, S.Pellegrino, Levissima, Vera, Panna, Fürst
Bismarck and Naleczowianka in Europe and Arrowhead, Poland Spring, Zephyrhills,
Deer Park and Ozarka in the United States. The roll out of the Nestlé Pure Life brand,
successfully launched in Pakistan in 1998 and in Brazil in 1999, has continued in Asia
and Latin America in 2000 and will spread rapidly into other emerging markets.
A spring water under the Nestlé Aquarel brand was launched in five European
countries in 2000.
Trading profit
Capital expenditure
In millions of CHF
23 044
4 318
20 859
3 764
19 879
3 253
Products and brands
The finest quality coffee
Complete coffee mix
Different types of Nescafé
Nestlé has ever produced
for a refreshing cold drink
for younger consumers
(the Netherlands).
Nescafé sales continued to grow strongly,
particularly due to the economic rebound in Eastern
Europe and the success of complete coffee mixes
in the developing markets of South East Asia.
2000 was also marked by vigorous innovation and
renovation of the Nescafé portfolio, which delivered
new product launches across all continents.
Our proprietary research into coffee extraction and
aroma development created a milestone in the history
of Nescafé through a quantum leap in quality for
Nescafé Gold Blend. The result is the best soluble
coffee ever produced by Nestlé. It has gained massive
approval by consumers following its launch in the
UK and Japan, two of our biggest markets for coffee.
Meanwhile, Eastern Europe is the focus of a major
marketing effort to make Nescafé part of the daily way
of life in those countries. The superior quality of
Nescafé Classic in Russia, for example, is now matched
by new packaging with high on shelf visual impact.
A key challenge is to develop tomorrow’s coffee
drinkers by attracting today’s young consumers to
Nescafé. We are continually creating Nescafé
variations to build a following within this target group.
Examples include Nescafé Nes in France, Nescafé
for you in the Netherlands, which is a range of
flavoured coffees in convenient single serve sticks, and
Nescafé Ice, a bottled ready to drink beverage
successfully tested in the UK.
We upgraded the packaging and product quality of
the Nescafé portfolio in Mexico with, for example, the
introduction of a new coffee aroma in the premium
range. The result has been record volume growth.
Nespresso improved upon last year’s strong
performance, driven by exciting new colour machine
variants, additional customer services from Nespresso
Club and the addition to its web site of a new online
order service that has immediately achieved a high
Launched in 2000,
in Europe.
The Nespresso system for a
New dynamic pack designs to
perfect espresso every time.
attract young consumers.
level of consumer acceptance and has become an
important business channel. Visibility has been
enhanced and sales stimulated by the creation of
shop-in-shops, a proven route to market for luxury
brands, in major European department stores and
by its first boutique store in Paris.
Sales saw continued growth in 2000 as Perrier
Vittel responded to European consumers’ demand
for a lower priced spring water with the launch
in Spain, Portugal, France, Belgium and Germany of
the low mineral content Nestlé Aquarel. In the year
ahead, we will expand it to other European countries.
Nestlé’s major chocolate/malt beverage brands,
especially Nesquik and Milo, have been given
a heightened visual impact. This has led to greater
competitiveness and brand loyalty. The combination
of worldwide promotional activity and availability
in out of home through chilled and shelf stable ready
to drink packs ensured increasing numbers of regular
consumers and generated increased awareness of
the intrinsic quality of our brands.
Meanwhile, product innovations such as “Contrex
Beauty Water” and “Vittel Fruits”, a mineral
water enriched with fruit juices and natural flavours,
stimulated demand for the existing brands.
In the iced tea category, sales of Nestea continued
to make progress though our joint venture with
Coca-Cola, with market share growth achieved in the
key markets of North America and Europe.
Our water business continued to expand rapidly in
the United States, particularly in the fast-growing PET
segment. Our leading position was reinforced through
innovative packaging such as the “32oz wide mouth”
bottle, aimed specifically at the younger “on the go”
segment. In the Home and Office channel, sales were
stimulated by the launch of a new 5 gallon bottle,
incorporating a handle, and by improved distribution.
Products and brands
Beauty Water
Pure and safe
Perrier special edition
The new “wide
with enriched
for emerging
for Wimbledon.
mouth” bottle.
The launch of Nestlé Pure Life has been the catalyst
for the continued development of our position
in emerging markets, particularly China, Mexico,
Philippines, Thailand and Argentina. This brand
will be rolled out rapidly in other emerging markets.
The Group has also developed a Home and Office
business in Argentina, Pakistan and China, as well as,
at the end of the year, our first European Home
and Office business in the UK. We will take this sector
into other countries in the years ahead.
Capital expenditure
Capital expenditure increased
from CHF 618 million to CHF 936 million. We installed
the new manufacturing process for Nescafé Gold Blend
in Japan and invested in new vending machines
following the acquisition of the vending part of UCC
Ueshima Coffee Co. Ltd. We also continued to invest in
our water business, supporting the launch of Nestlé
Pure Life in Argentina, China, Mexico, the Philippines
and Thailand, increasing our PET capacity in the US,
as well as building a new factory for Poland Spring.
Trading profit increased by 15% and margins
improved thanks to favourable commodity prices
and to a strong sales progression. The profitability
of Water continues its progression despite a
sharp PET cost increase, due to volume growth,
and productivity improvements, as well as some
non-recurring items.
We acquired the vending part
of UCC Ueshima Coffee Co. Ltd. in Japan, which
has considerably reinforced Nestlé’s position in the
massive ready to drink coffee sector; Nescafé is now
available anytime, anywhere in ready to drink form
from over 300 000 vending machines in Japan.
We also made a number of acquisitions in water
over the year, including Kekkuti in Hungary, Aberfoyle
in Canada and Valvita in South Africa. In the Home
and Office sector we acquired Black Mountain in the
United Sates and Fresh Water in Argentina.
Products and brands
Milk products, nutrition and ice cream
Nestlé has long been a major player in the dairy business worldwide, originally with
well known shelf stable brands such as Nido, Nespray, La Lechera and Carnation, then
building a strong international presence in chilled dairy and ice cream under
the Nestlé brand. Innovation and renovation play a major role in the development
of milk based products as well as of breakfast cereals, managed as a joint venture
with General Mills. The area of nutrition, with its benefits to health, well-being and
fitness, is having a significant impact on the development of our business. A wide
range of added value products such as start-up and follow-up formulas, growing-up
milks, cereals, enteral diets, oral supplements and performance foods are actively
developed and brought successfully to market under the Nestlé brand.
Trading profit
Capital expenditure
In millions of CHF
21 974
2 620
19 411
2 168
19 175
1 837
Products and brands
Stick pack of
condensed milk.
Flavoured skimmed milk
Natural, creamy yoghurts
with sweetener, enriched
enriched with calcium.
with calcium and iron.
Shelf stable dairy products showed strong
growth in 2000 as a result of both our increased pace
of innovation and the better economic situation in
Asia and Latin America.
We have followed the successful launches of 1999
with roll-outs into our main markets of value-added
products such as pre-school milks with the
Prebio 1 branded active ingredient and adult milks
with Omega 3:6.
Our innovation has been focused at making traditional
products attractive to new consumers. Examples
include Molico flavoured non-fat milk powders with
chocolate and strawberry in Brazil; flavoured
sweetened condensed milk stick packs sold in Brazil
and Chile; and special packs with small plastic
Disney characters in Colombia.
We have also re-entered Bangladesh with Nido full
cream milk powder and Blue Cross milk drinks
and we launched a UHT Nestlé milk in the Mumbai
region of India, the second largest market in the
world for cows’ milk.
Meanwhile, subsequent to the letter of intent
signed with Snow Brand Milk Products Co. Ltd.
in Japan, we have reached an agreement to establish
a marketing joint venture. Nestlé branded yoghurts
will be launched around May 2001 under the Everyday
and Sveltesse brands. Snow Brand will be responsible
for the primary activities of manufacturing and
distribution, Nestlé for marketing, quality assurance
and product development.
Whilst the chilled dairy category has not grown
at the same rate as shelf stable, important markets
including France, Portugal, Spain, Mexico and
Hong Kong delivered strong performances.
Low fat yoghurt enriched
with calcium and vitamin D
to help build stronger bones.
A spiral of lightly whipped
Cereals with BL Bifidus.
yoghurt and fruit purée.
Several initiatives during the year have strengthened
the market positions of our brands, especially the
relaunch of LC 1 in Germany, Italy and Spain, the launch
of Yoco (children’s nutrition) in Spain, Belgium and
Germany, the expansion of the Pak Fook soya product
brand in Hong Kong and the introduction of character
licensed products such as Disney and Pokemon
in Australia, Argentina and Hong Kong. We also
incorporated Branded Active Ingredients into strong
nutrition brands such as Sveltesse and Mio.
Further major initiatives during 2000 included
increasing the availability of chilled dairy products
through sales to schools, hospitals, airlines and
through vending machines and innovative “on the go”
concepts such as stick packs.
Nestlé has entered Pakistan, a high growth potential
market for chilled dairy products. It has also acquired
the remaining minority shareholding of Mis Süt, which
is now integrated into Nestlé Turkey, to strengthen
Nestlé’s position in this key market.
Infant nutrition grew at a high rate mainly because
of a strong recovery in Asia. Infant cereals achieved
substantial growth with good performances in key
markets such as Brazil and India. Sales of baby foods
in jars, marketed primarily in Europe, remained
stable, whilst Nestlé infant nutrition was successfully
introduced to the Spanish food trade.
The geographical expansion of the innovative probiotic
BL concept, as well as its extension into new infant
product categories, has continued, whilst our first
range of baby foods in long shelf life plastic pots won
consumer and trade acceptance in Europe.
Products and brands
A new concept of vending
machine in Spain.
Cereal bar adapted
Nutren Junior
for diabetics.
is a nutritionally complete
diet for children.
Clinical nutrition enjoyed accelerated growth in 2000,
particularly in North America. In Europe, notably in
France, the Clinutren range of oral supplements gained
good acceptance and increased its market share
significantly. Those Asian and Latin American markets
which Nestlé entered in 1999 showed good progress,
and our geographic expansion continued during 2000.
New products included Nutren Junior and Peptamen
Junior, in powder form, for children over 1 year, and
Nesvital, which offers simple and efficient solutions
for particular dietary requirements such as a high
protein drink for slimming and a balanced cereal bar
for diabetics.
Performance nutrition has continued to create
value-added foods which have a positive impact on
consumers’ health and well-being, as well as
tasting good.
Natural active ingredients which have been identified
and scientifically proven to have specific functionality
in digestion, bone density, cholesterol level and infant
nutrition are being incorporated into an ever wider
range of Nestlé products around the world. These
include probiotics in infant products, prebiotics and
Omega 3:6 fatty acids in milk products, as well as
calcium in yoghurts, cereals and beverages.
The ice cream business strengthened its market
position during 2000 by further expanding its
distribution and introducing creative new products
such as Smarties Pop Up in Europe, Milo Cup
in Australia and Duets in Spain.
Our blue swimming pool visual identity has proven
highly impactful, delivering immediate recognition and
strong brand appeal to consumers. We have, therefore,
continued its extension into all markets. This is a key
element in our drive to increase the visibility and
availability of our products.
Another initiative to improve availability was a new
type of vending machine in Spain, based on a
packaging innovation, which allowed us to reach
additional outlets such as shopping malls,
amusement parks and theatre complexes. We also
extended our presence in the townships of
South Africa through the use of specially conceived
points of sale.
Products and brands
Twice the pleasure:
ice cream and real Smarties.
Milo ScoopShake:
A fun and innovative way
a successful launch
to eat ice cream in Spain.
in Australia.
Poor climatic conditions had an impact on volumes
in the critical Summer period in most of Europe,
but highlights included the particularly strong
performances in Russia, Mexico and South-East Asia,
as well as the positive start to our joint venture
with Häagen Dazs in the United States.
Cereal Partners Worldwide (CPW), our joint venture
with General Mills for breakfast cereals outside North
America, now operates in nearly 80 countries which,
together, account for three quarters of breakfast cereal
consumption outside the United States and Canada.
2000 was another successful year for the joint venture
which saw good volume growth in Continental Europe,
Asia and Latin America supported by increases in
market share in most countries. CPW’s consolidated
market share in the countries where it operates
has progressed to an estimated 21%, a strong number
two position.
CPW launched La Lechera in Mexico and Moça in Brazil
to capitalise on the strength of Nestlé’s sweetened
condensed milk brands in those markets. Additionally,
CPW expanded Crunch cereal into several European
markets and Cini Minis into Poland, all of which
contributed to the positive overall result.
Trading profit rose by 21%. Dairy shelf stable
milk products saw a further recovery in margins,
particularly in Latin America. Nutrition also improved
results, assisted by strong volume growth, while
refrigerated dairy products had to face difficult
situations in some European markets. Despite
unfavourable climatic conditions in Europe, ice cream
Breakfast cereal,
Energy bars and gel for athletes
new to Mexico.
and sports enthusiasts.
improved its profitability globally thanks to
an increased performance in both North and Latin
Capital expenditure
Capital expenditure increased
from CHF 366 million in 1999 to CHF 530 million.
We increased our capacity for ice cream in Mexico
and breakfast cereal in Poland and Mexico. We
also invested in a chilled dairy factory in Istanbul to
support the launch of Petit Yoco in Turkey. We
rationalised our milk production facilities in the UK.
In April, we acquired PowerBar Inc
in the US, the leader in the emerging energy
bar category. This company takes Nestlé into sports
nutrition and offers a range of premium energy bars,
gels and drinks. These products are used and endorsed
by world-class athletes and are increasingly popular
with sports enthusiasts and consumers with active
In South-East Asia and Oceania we are restructuring
around a few focused core factories in Australia,
the Philippines, Malaysia, Thailand and Indonesia
which will be producing milk powder, infant formula,
infant cereals and liquid milks for the different
markets of the region.
Products and brands
Prepared dishes, cooking aids
and pet care
A diversified range of soups, stocks, sauces and culinary preparations, primarily
under the Maggi brand, is adapted to local tastes, recipes and ingredients in
each country. Maggi instant noodles are sold in the Far East-Pacific area, as well as
Europe, Africa and Latin America. Nestlé’s frozen prepared dishes are marketed
mainly under two brands, Stouffer’s in the United States and Maggi in other regions
of the world. Nestlé is present in Italian cuisine with Buitoni pastas and sauces, both
refrigerated and shelf stable. The Buitoni range also includes a wide choice of frozen
pizzas and recipe dishes. In Europe, a full range of delicatessen products and cold
meats is available under the Herta brand. The Group also manufactures cold sauces
and condiments under various brands such as Thomy, Crosse & Blackwell and Winiary.
Our increasingly important pet care business, under the Friskies brand, is a strong
number two in the global market.
Trading profit
Capital expenditure
In millions of CHF
20 632
1 948
20 185
1 850
18 765
1 617
Products and brands
Involved cooking
of contemporary food
in Germany.
The substantial increase in sales and profit
reflects the good performance of cooking aids
and prepared dishes, the Group’s priorities in the
culinary sector. This is the result of a strong focus on
local food and cooking habits as well as constant
innovation and renovation of the traditional, high
potential dehydrated products categories. Stocks,
sauces and soups, in particular, showed very
satisfactory results, partially due to increasing
penetration and geographical extension, notably
in Central and Eastern Europe, Asia and Africa.
We introduced a range of liquid stocks in the
Netherlands, where Maggi already enjoys a leading
position with traditional stock cubes. In France we
launched an innovative range of seasonings for rice
in convenient stick-packs, Maggi Parfum de Riz.
In West and Central Africa the Maggi stocks business
maintained its stellar performance whilst, in Russia,
2000 marked the start of local production
of Maggi stocks.
Chicken is the leading
Recipe Mix concept in tablets
stock flavour in Russia.
for authentic Malaysian dishes.
In Asia, where “cooking from scratch” remains the
tradition, we are continuously improving our position
in dehydrated cooking aids. In Malaysia we launched
a paste recipe mix range, targeted at the country’s
different ethnic groups.
Under the Fix brand, Maggi Germany launched two
new recipe mix concepts for Wrap’s (Mexican style
tortillas) and Fingerfood. We introduced this category,
where Maggi is the leader, 25 years ago. It continues
to grow, driven by constant innovation of recipes
adapted to new ways of cooking.
In France, we introduced a range of instant soups
under the Maggi Sveltesse brand in new and innovative
stick-packs, whilst the Czech and Slovak Republics
saw the successful launch of a new Maggi soup range
where the consumer has only to add an egg to achieve
home-made quality. Brazil, meanwhile, benefited
from the introduction of the Maggi “Sopas de Casa”,
a high quality soup range.
Products and brands
Tasty and fast:
oven bake in the US.
Dehydrated soups with
Great taste and
A successful Mexican
home-made quality.
convenience in France.
speciality in the US.
Dehydrated prepared meals continued to perform
well, especially cup products, branded Crosse &
Blackwell in the UK and Maggi in other European
of recipe dishes, pizza and snacks. Sales of these
products performed extremely well, both in the USA
and Europe, as a result of new product launches, as
well as renovation of existing products.
Maggi instant noodles had another very good year,
especially in Asia where Maggi has built a strong
leadership in Malaysia and India, and has achieved
very encouraging increases in sales.
The launch of Stouffer’s Skillet Sensations in the US
was repeated in Canada and followed in the US
by the successful launch of Stouffer’s Oven Sensations,
delivering high quality convenient food for oven
preparation. As a result of these initiatives, Stouffer’s
has considerably strengthened its position in the US
market. We also introduced to that market a line of
frozen Mexican specialities under the brand Ortega.
Nestlé sells frozen pizzas and Italian dishes, as well
as chilled pasta and sauce under the Buitoni brand
and, after the divestment of the Findus brand (except
in Switzerland and Italy) and part of our commodity
frozen food business in Europe, we have been able to
focus our frozen food business on our core categories
The real Pizzeria
Italian tradition at its best.
Innovative technology in
style pizza in France.
the US: just break and bake.
A number of initiatives have been taken in Europe
within the frozen pizza category resulting in an
improved position in all markets. An example is
Fraîch’Up in France which is a self-rising crust pizza.
This technology gives a real “pizzeria style” quality.
Chilled products also had a very satisfactory
performance. The Nestlé Toll House chilled cookie
dough business in the US considerably strengthened
its market position, mainly through successful
new product launches.
The La Cocinera business in Spain, acquired in 1999,
had an excellent year, strengthening our leadership
position in recipe dishes in that country.
Acquisitions and divestitures
Sales of branded frozen foods are also increasing
in channels outside the traditional supermarkets.
Examples include frozen entrées (for microwave
reheating) in vending machines in non-staffed
cafeterias, and frozen multi-portion dishes for
deli counters.
We acquired an
important stocks business, together with the brand
Consomate, to reinforce our position in the important
Mexican market.
We sold the Findus brand, with the exception
of Switzerland and Italy, and some of the related
frozen food assets, which represented around
CHF 900 million in annualised sales.
Products and brands
The healthy choice for puppies
in Latin America.
Premium nutrition dog
The premium nutrition
food in Europe.
choice for cats.
Pet care
Pet owners are increasingly aware of the
impact of nutrition on the health and well-being
of their pets. Nestlé’s strategy of applying human
nutrition know-how to pet food creates strong
competitiveness in this environment. The rapid
expansion of dog foods with chicory, a natural source
of inulin for improved digestive health, across markets
and product formats was the most significant example
of this strategy at work, and was complemented
by new ranges with proven benefits to dental health
and skin and coat condition.
Sales in Europe improved in 2000. The Digestion+ dry
dog food range with chicory was extended to wet
and treats products. The expansion of Vital Balance
premium cat and dog food in the grocery channel and
LifePlan premium cat food in the specialist channel,
both with proven benefits to pets’ well-being, also
contributed to this growth.
Sales in the US were impacted by significant
competitive activity. Despite this, Friskies USA and
Canada increased market share of core brands Fancy
Feast, Mighty Dog and Alpo. The Alpo dog treats
and biscuits range was successfully relaunched with
natural fibre and chicory. We have also developed
strategic alliances with internet retailers to build our
position in this growing channel.
Sales increased sharply due to strong internal growth
and acquisitions in Latin America where Alpo Nutrition
Plus with chicory was successfully launched in grocery
and alternative channels.
In Asia and Oceania Friskies extended Alpo with
chicory to Japan, Korea and Thailand whilst EPOL dry
dog food was relaunched in South Africa.
Healthy and tasty
snacks for dogs.
A nutritious alternative
to milk for cats.
In Japan Mon Petit Gold wet cat food was
relaunched and introduced to convenience stores in
response to consumer demand.
In Argentina we acquired Cargill’s
petfood business including the leading brands Dogui
and Gati.
In January 2001 we made an agreed offer, subject
to approvals, for Ralston Purina, the premier pet care
company in North America. Their business is highly
complementary to our existing business, both in
the Americas and internationally, and will make Nestlé
a world leader in the fast growing pet care industry.
The improving trend in profitability of
Prepared dishes, cooking aids and pet care continued
with a 5% increase in trading profit, lowered by the
divestiture of Findus business in Europe. The
profitability of pet care decreased slightly, due to an
intensification of competition in North America
and substantial marketing investments to develop our
positions in Latin America.
Capital expenditure
Capital expenditure decreased
from CHF 464 million in 1999 to CHF 390 million.
We increased the capacity of some frozen food
facilities in the US in response to the success of the
Stouffer’s brand. We also invested in our pet care
business in Europe and Brazil, as well as generally
in line rationalisation and productivity related
Products and brands
Chocolate, confectionery and biscuits
The global trend towards eating “on the go” provides opportunities for Nestlé to grow
by offering new and improved confectionery concepts that respond to consumers’
desire for a wider range of taste experiences, available whenever and wherever
they want them. The range includes international brands such as Nestlé, KitKat,
Smarties, Lion, Crunch, After Eight and Polo as well as popular local brands such
as Cailler, Butterfinger, Rossiya, Orion, Caja Roja, Sao Luiz and Star.
Trading profit
Capital expenditure
In millions of CHF
10 974
1 166
Products and brands
Wafer fingers in three
flavours (milk, coconut,
hazelnut) in Poland.
Small individual wafer fingers
Elegant biscuits in dark
with the taste and appearance
chocolate with a hint of mint
of standard KitKat.
in Germany.
Sales showed an upturn from previous years
when the economic crisis in key markets affected our
performance. Sales in Russia, the US, Asia and Latin
America markedly improved although the situation
in Brazil remained difficult. The strong programme of
innovation and renovation, which enabled our brands
to gain market share and volume, strengthened
our major brands and saw successful launches and
extensions in many markets. The development of
our No. 1 product brand KitKat continued: KitKat Petit
was introduced in Japan whilst the extraordinary
success of KitKat Chunky in the UK led to this product
being rolled out across Europe and other markets
including Australia, South Africa and Canada. New
variants such as KitKat Breaktime were successfully
introduced in the UK, which saw the launch, as well,
of an indulgent, large sized variant of Polo and, for
children, a MilkyBar Choo. Meanwhile we responded to
consumer demand for more indulgent biscuits with
a Rolo and Yorkie biscuit in the UK and an After Eight
biscuit in Germany. In France, our leading position
in premium chocolate was enhanced with the
introduction of Nestlé chocolate sticks.
Products and brands
The newly launched
Cailler Nougatine
in Switzerland.
A jelly rope covered
A healthy vitamin
with multi-flavoured
enriched biscuit
Nerds candy in the USA.
in Brazil.
We delivered another good performance in Eastern
Europe, helped by our focus on improving distribution
and merchandising. We further consolidated our
leadership position in chocolate in Russia where the
local Savinov sugar brand retained its No. 1 position.
We captured a significant percentage of the Czech
Republic market with the launch of Orion Delissa,
a chocolate covered wafer, and launched Princessa
Moments wafer fingers in Poland.
The performance in Asia improved markedly, helped
by that region’s economic recovery and the newly
established co-ordinated industrial and commercial
structures in ASEAN. We launched several successful
new products, such as Frutips variants and a Nestlé
Wafer Countline in Malaysia.
We recorded strong growth in India, Korea, the
Middle East and Israel, while the KitKat Chunky launch
in Oceania and South Africa gained significant
market share.
Our brands maintained their market share in North
America with the launch of KitKat Chunky in Canada
towards the year end, as well as production
streamlining and greater support for the Wonka
children’s range in the USA.
In Latin America, we held our position in a difficult
Brazilian market and introduced several new added
value biscuit products, notably a healthy range
under the Vitalife brand. We performed well in the
Bolivarian region (Colombia, Ecuador, Venezuela),
recovering from a difficult 1999 due to improvements
in sales and distribution, together with our focus
on brand innovation. Our manufacturing
re-organisation in Mexico paid dividends with all
brands showing growth.
Indulgent, large sweet with
natural strawberry flavour and
real cream in the UK.
High value for money
Sticks of dark chocolate
A premium quality Nestlé
white chocolate wafers
with pieces of hazelnut
chocolate tablet in Spain.
in China.
in France.
After two difficult years, trading profit
rebounded in 2000 to increase by 32%. Chocolate
margins improved significantly in all three
geographical zones, with a good recovery in Russia.
Sugar confectionery margins were down in the USA
and Western Europe, while Biscuit performance
improved, particularly in Israel.
Acquisitions and divestitures
Capital expenditure
Meanwhile, in line with our strategy, we sold the Intra
Cocoa processing facility in Italy.
Capital expenditure declined
slightly from CHF 280 million in 1999 to
CHF 250 million. The investment went generally into
improving our capabilities in chocolate production.
We made two
important acquisitions: Svitoch, the leading Ukrainian
confectionery company and Joe, the leading Romanian
wafer company. Both acquisitions complement Nestlé’s
Eastern European strategy, where we are developing
a strong leadership position. In Japan, the group’s
participation in Nestlé Mackintosh KK was increased
to 100%.
Products and brands
Nestlé first entered the food services market in the early eighties, targeting
institutions and restaurants. Over the next twenty years Nestlé rapidly increased its
product offering and built itself into the market leader. Its strategy was reoriented in
1999 to turn the emphasis from being product driven to becoming more customer
focused. Nestlé FoodServices today spearheads the Group’s drive into the fast
growing area of out-of-home consumption, enabling its customers to cater to the
impulse market and consumers’ desire to eat whenever, wherever and however they
want. It combines its expertise in the out-of-home market with Nestlé’s high quality
brands such as Nescafé, Nestea, Nesquik, Maggi and Buitoni to enhance the
competitive advantage of its customers. It has also developed specific Nestlé
FoodServices brands such as Davigel, Minor’s and Chef to meet the requirements of
such diverse customers as catering companies, fast-food chains, hotels, restaurants
and airlines.
Nestlé FoodServices’ success in creating products and services that meet the
requirements of its customers has enabled it to achieve a higher than Group average
level of growth at a higher than average level of profitability. It should remain
a growth engine for the Group as out-of-home consumption continues to grow
in popularity, driven by changes in demographics, socio-economic factors and
consumers’ growing demands for indulgence, convenience and new eating
The sales of Nestlé FoodServices are divided amongst the food product categories on pages 29 to 55.
Products and brands
FIS – The Flavour Specialists
Nestlé FoodServices is the world leader with sales
in excess of CHF 6 billion. It is customer focused
which allows both geographical expansion with
our customers and expertise in each channel with
solutions, such as an airline confectionery box or
toppings for McFlurry, adapted to individual operators.
FIS (Food Ingredients Specialities) is a worldwide
organisation, creating, producing and marketing
flavourings for the food manufacturing industry
globally. As a result of a clear and on-going emphasis
on quality, FIS has become the flavour partner
of choice for major food producers across the globe.
Key objectives for 2000 were to continue to grow
whilst improving our professionalism and developing
further systems across products, technology and
equipment. We also launched our Intranet site to
enable managers and sales people to share best
practice. Fast and effective communication is key
as FoodServices delivers new business in the
out-of-home channels.
A highlight of 2000 was the opening of new offices,
flavour creation and application laboratories and a
production unit in Jurong, Singapore. This new facility
will allow FIS to develop more specifically Asian
flavours and to be even closer to its customers in this
region. The facility includes a new Customer Service
Centre for Asia. Inside, it will house an impressive
array of specialist food industry machinery. This pilot
plant is designed to simulate typical food applications
and processing conditions on an industrial scale for
the region. The new construction adds to the two
other strategically placed FIS Customer Service Centres
located in Paris, France, and New Milford, USA.
We have seen a remarkable growth
in sales and in the number of vending machines and
beverage systems placed on the market. There has
also been increased loyalty to Nestlé’s global coffee
brand, Nescafé, which, with Milo, Nesquik and Nestea,
received greater exposure through the development
of unique impulse points of sale, including Nescafé
trucks, tricycles, kiosks, motor bikes and the Café
Nescafé. Our major beverage brands extended their
presence with key customers through, for example,
co-branded beverage dispensers and coffee corners in
petrol stations, convenience stores and fast-food
New products, including liquid sauces and
stocks and a new shelf-stable product category
incorporating crispy particles, have set a new level of
convenience. With customised culinary solutions,
developed with and for the customer, such as paste
sauces or product and dispensing solutions,
we are fulfiling customer requirements and creating
innovative food delivery from the counter and the
FIS combines Nestlé know-how in food application
and food understanding with its own fundamental
understanding of flavours and flavouring systems to
provide flexible, cost-effective and competitive
solutions to its business partners around the world.
FIS customers are benefiting from its reinforced
focus on flavours and from its speed in both product
development and delivery.
Products and brands
Pharmaceutical products
Alcon Laboratories is the global leader in vision care. Its product lines cover
therapeutic, surgical and consumer products, including Patanol, Betoptic S, TobraDex
and Ciloxan in pharmaceuticals, LADARVision, AcrySof, Legacy, Accurus, BSS,
Viscoat, and Custom Paks in the Surgical area, Opti-Free Express, Opti-One and
Clerz Plus in Consumer Products and Cipro HC Otic for ear care. Falcon
Pharmaceuticals, meanwhile, is Alcon’s generic label. Alcon also has technological
leadership in the rapidly growing retractive surgical market through Summit
In 1989, Nestlé and L’Oréal formed Galderma. This company offers dermatologists
a range of products for the treatment of skin complaints, including Differin, which
has become the retinoid of choice for the topical treatment of acne, Metrogel/Rozex,
for rosacea, Loceryl for nail fungus and Silkis for psoriasis.
Trading profit
Capital expenditure
In millions of CHF
4 798
1 212
4 010
1 077
3 443
Products and brands
The LADARVision 4000
The unique AcrySof single-
excimer laser – better vision
piece intraocular lens
without corrective lenses.
to be implanted through
a smaller incision.
Alcon again reported strong growth and an
excellent profit performance in 2000. All product lines
and geographic areas contributed to this success.
New proprietary product introductions and the
acquisition of Summit Autonomous, the refractive eye
surgery market leader, further stimulated growth.
Our dedication to innovation, combined with our
concentration on the needs of vision care specialists
and others who treat eye conditions, has brought
the company to worldwide prominence in its field.
The highlights of 2000 included new launches such as
the AcrySof single-piece intraocular lens, Clerz Plus
Lens Drops that help prevent protein build-up while
refreshing contact lenses, and a new “No Rub”
indication for Opti-Free Express Multi-Purpose
Disinfecting Solution for contact lenses. Patanol, the
leading ocular allergy product on the market,
continued its vigorous growth, further expanding this
market segment due to its therapeutic efficacy
and broad acceptance by physicians and patients alike.
With the development of new products and the
acquisition of new technologies as priorities, and
with increasing market shares throughout the
world, Alcon is well positioned for continued growth.
Galderma, the joint venture between
Nestlé and L’Oréal in the field of dermatology,
maintained strong growth in 2000, achieving a
turnover of CHF 816 million, an increase of 28.5%.
Five years after its launch, Differin, a topical treatment
for acne continued to increase its market share.
The US launch of Differin Cream stimulated growth,
helping to make Galderma the worldwide leader in
topical anti-acne, with a market share of about 20%.
Silkis, a new topical vitamin D treatment for psoriasis
had an excellent reception from dermatologists,
following its launch in the Netherlands, Switzerland,
Germany and Brazil.
Silkis Ointment, the first
synthetic natural
Vitamin D for topical
treatment of psoriasis.
The only solution for
The only drop that helps
Differin Cream, a new
“No Rub” use – a new level
prevent protein build-up
form of the leading topical
of convenience and safety
on contact lenses.
retinoid for acne.
for contact lens wearers.
Galderma’s other strategic products all achieved
sustained growth. Loceryl, the topical anti-fungal
treatment for onychomycosis acquired in 1999, made
good progress. Metrogel/Rozex, the topical treatment
for rosacea, has continued to grow worldwide.
Sales of the Cetaphil range of cleansers and
moisturisers for sensitive skin also grew significantly.
Galderma obtained its first product registrations
in Eastern Europe and created a new subsidiary in
Hong Kong.
Trading profit rose by 13% thanks to sales
volume growth. The progression was partly offset
by increased investments in research and development
and operating expenses related to the Summit
Capital expenditure
international market for contact lens care products.
Other major projects included enlarging the Alcon plant
in Sinking Spring, Pennsylvania, and a major expansion
of the viscoelastics production area in the Puurs,
Belgium facility.
Alcon catapulted itself into technology
leadership in the rapidly growing refractive surgical
market through its acquisition in July 2000 of Summit
Autonomous. This business is benefiting as individuals
seek surgical corrections of visual abnormalities such
as myopia, hyperopia and astigmatism. Alcon’s
disposable products, prescription pharmaceuticals
and dry eye therapies complete a full offering to
refractive surgeons.
In the United States, Galderma acquired Capex,
the first corticosteroid shampoo on the market for
seborrheic dermatitis of the scalp.
Capital expenditure increased
from CHF 91 million in 1999 to CHF 113 million. The
predominant project was the expansion of Alcon’s Fort
Worth manufacturing facility to meet the flourishing
Products and brands
Associated companies
Nestlé holds an interest of at least 20% in these companies but does not exercise
management control. They are included in the financial statements by the equity
method. Their net results appear, in proportion to Nestlé’s participation, in the
Group’s consolidated income statement under “Share of results of associated
companies”. The Group’s share of their net assets is shown in the consolidated
balance sheet under “Financial assets”.
The most important associated company is L’Oréal, the world leader in the cosmetics
market. Nestlé’s involvement with L’Oréal started in 1974. L’Oréal markets over
500 brands and more than 2000 products in all sectors of the beauty business: hair
colour, permanents, styling aids, body and skincare, cleansers and fragrances. Its
products are found in all distribution channels.
Nestlé’s share of associated companies
In millions of CHF
5 519
4 831
5 156
Products and brands
Anti-ageing innovation:
the highest concentrations
of pure Retinol and
Vitamin C ever combined.
L’Oréal Professionnel:
Outrageously full, soft,
RALPH a colourful floral
New haircare
healthy-looking lashes.
fragrance, captures the spirit
line Série Expert.
of young women who
approach life with confidence,
style and optimism.
L’Oréal, the world’s leading cosmetics
company, is controlled by Gesparal, a holding
company, of which Nestlé owns 49% and the
Bettencourt family 51%. In 2000, the company
continued its rapid development. Consolidated sales
rose 17.9% to EUR 12.7 billion; net profit amounted to
EUR 1028 million, up by 24.2%, and for the sixteenth
consecutive year, profit on ordinary activities before
taxation achieved double digit growth.
L’Oréal continues its organic growth in its three key
zones: Western Europe, North America and the rest of
the world. It has strengthened its policy of investing
in the United States and in numerous developing
countries. The establishment of new subsidiaries, as
well as the launching of innovative products and
international development are all part of its growth
Furthermore, in 2000, its external growth policy has
been especially fruitful. Notable strategic acquisitions
included Carson Inc, global leader in ethnic beauty
products with a presence in the United States and
South Africa, Matrix Essentials, leader in professional
hair products in North America, and Kiehl’s, a very
selective skin care brand, famous in the US, founded
in 1851 in New York City. L’Oréal also signed a
strategic alliance with the Japanese company
Shu Uemura, pioneer in the art of make-up and
beauty care.
This alliance and these strategic acquisitions, added
to local acquisitions such as Laboratoires Ylang SA,
Argentina’s leading producer of mass market make-up,
and Respons, a Scandinavian shampoo brand, provide
an exceptional growth opportunity for the Group.
L’Oréal continues therefore to consolidate its strategy
as the world leader in comestics.
Detailed information about L’Oréal’s activities
and results is available in its Annual Report and on its
website (
Products and brands
First came infant and milk nutrition
and an entrepreneurial spirit have been Nestlé
characteristics from the start.
In 1866, while the Page brothers in Cham were building
Europe’s first condensed milk factory, for the AngloSwiss Condensed Milk Co., Henri Nestlé, in Vevey, was
developing his infant cereal “Lactous Farina Nestlé”,
launched in 1867. The two companies merged in 1905
to become the “Nestlé & Anglo-Swiss Condensed Milk
Co.”. The former had developed a successful long-life
product from fresh milk, a highly perishable raw
material, whilst Henri Nestlé had achieved international
acclaim due to the remarkable qualities of his
invention. Given the high infant mortality rate, due
mainly to the lack of an appropriate breast-milk
substitute, his infant cereal responded to a real need.
Henri Nestlé (1814-1890)
His name and the nest symbol (Nestlé means
“little nest” in German) were the guarantee of the
consistent quality of his product, the result of
painstaking scientific research.
Then came product diversification
Contacts with
other leading companies that had innovative ideas led
to acquisitions and diversification. The Company
expanded in 1929 through the acquisition of the Cailler,
Peter and Kohler chocolate companies, followed
in 1947 by the Maggi group and its culinary products.
Thus, Nestlé became the heir to inventions such as
Daniel Peter’s milk chocolate (1875) and Julius Maggi’s
vegetable-based soups (1884) and stock cubes (1908).
Nestlé’s accumulated knowledge, as well as the
perseverance and competence of scientists like Max
Morgenthaler, made possible the huge success
of the Nescafé launch in 1938.
Subsequent acquisitions opened the doors to new
areas, such as preserves (Crosse & Blackwell, 1960),
frozen foods (Findus, 1962), mineral water (Vittel, 1969)
and pet care (Carnation, 1985). Others reinforced the
Company’s position in established areas, for example,
Italian cuisine (Buitoni, 1988), chocolate and
confectionery (Rowntree, 1988) or performance foods
(PowerBar, 2000).
At the same time, research at Nestlé resulted in the
development of new products such as Milo (1934),
Nestea (1944), Nesquik (1948), NAN (1962), Yes (1979),
Nespresso (1986), LC 1 (1994) and Nestlé Pure Life
(1998). Existing products such as Nescafé, Maggi
culinary products or the various dairy products have
been constantly improved and adapted to current
consumer life-styles.
Today and tomorrow a company that cares about
consumers all around the globe Today, Nestlé
is the world’s leading food company. Its international
R&D network supports the products made in
479 factories in 81 countries. Being a company
dedicated from the start to food, Nestlé remains
sensitive to culinary and eating habits, and responds
to specific nutritional problems, whilst also setting
and matching new trends such as growing out-of-home
Henri Nestlé’s Infant cereal
Anglo-Swiss Condensed Milk Co.
(Merger with Nestlé)
Peter, Cailler, Kohler
Chocolats Suisses S.A.
(Merger with Nestlé)
Development of Nescafé
Nestlé Alimentana S.A.
(New name after
merger with Maggi)
Nestlé S.A.
Crosse & Blackwell
(minority interest)
Spillers Petfoods
Products and brands
Manufacture and sale of products
Nestlé has 479 factories in 81 countries around the
world. This is a reduction from 509 in 1999, resulting
from disposals and closures. We are running a Group
wide drive to improve the performance of our assets
through the sharing of best practice, improved
technology and communication, more sophisticated
supply chain management and shared resources.
We are also refocusing our manufacturing base to
meet the demands of today’s more liberated
international marketplace, whilst seeking to realise
the benefits of our scale to achieve high flexibility
at low cost.
Number of factories
Asia, Oceania and Africa
Milk products, nutrition and ice cream
Prepared dishes, cooking aids
and pet care
Chocolate, confectionery and biscuits
Pharmaceutical products
Czech Republic
Republic of Ireland
United Kingdom
The figure in bold after the country denotes the number
of factories.
Local production
(may represent production in several factories)
Imports (may, in a few particular cases, represent purchases
from third parties in the market concerned)
Milk products, nutrition and ice cream
Milk products, nutrition and ice cream
Prepared dishes, cooking aids
Prepared dishes, cooking aids
and pet care
and pet care
Chocolate, confectionery and biscuits
Chocolate, confectionery and biscuits
Pharmaceutical products
Pharmaceutical products
Costa Rica
Dominican Republic
El Salvador
Puerto Rico
Trinidad and Tobago
United States
Asia, Oceania and Africa
Ivory Coast
New Zealand
Pacific Islands
People’s Rep. of China
Republic of Korea
Saudi Arabia
South Africa
Sri Lanka
Management Report 2000
General information
General information
Agenda for the 134th Ordinary General Meeting
of Nestlé S.A.
Thursday 5th April 2001
at 3.00 p.m. at the “Palais de Beaulieu”, Lausanne
Annual report, report of the auditors
2000 annual report and accounts of Nestlé S.A.;
report of the auditors
2000 consolidated accounts of the Nestlé Group;
report of the Nestlé Group auditors
Release of the Board of Directors
and of the Management
Decision on the appropriation
of profits resulting from the balance sheet
of Nestlé S.A.
Elections to the Board of Directors
Rainer E. Gut (term of office for 4 years)
Jean-Pierre Meyers (term of office for 5 years)
Nobuyuki Idei (term of office for 5 years)
André Kudelski (term of office for 5 years)
Modifications of the Articles of Association
Change in the capital structure
Editorial modification of Art. 5 bis
Modification of Art. 35
Elections to the Board of Directors
At the General
Meeting of 5th April 2001, the terms as directors of
Messrs Rainer E. Gut, Fritz Gerber, Jean-Pierre Meyers
and Reto F. Domeniconi will expire. Having reached the
age limit, Mr. F. Gerber will not stand for a new term.
Mr. R. F. Domeniconi has expressed the wish to leave
the Board. The two other directors are eligible and
present themselves for re-election. In accordance with
the provisions of the Board’s regulations concerning
the age limit, Mr. R. E. Gut will stand for a four-year
term. Mr. J.-P. Meyers is standing for a five-year term.
Furthermore, the Board of Directors is recommending
that the General Meeting elect as new directors,
also for five-year terms, Mr. Nobuyuki Idei, Chairman
and Chief Executive Officer of Sony Corporation,
Tokyo, Japan, and Mr. André Kudelski, President
and Chief Executive Officer of Kudelski Group,
Cheseaux-sur-Lausanne, Switzerland.
Next Ordinary General Meeting:
Thursday 11th April 2002
at the “Palais de Beaulieu”, Lausanne
General information
Important dates
5th April 2001
134th Ordinary General Meeting,
“Palais de Beaulieu”, Lausanne
11th April 2001
Payment of the dividend
26th April 2001
Announcement of first quarter 2001
sales figures
22nd August 2001
Publication of the half-yearly
report January/June 2001
19th October 2001
Announcement of first nine
months 2001 sales figures; Autumn meeting with the
press (Zurich)
28th February 2002
Announcement of 2001 sales
figures and results; Press conference (Vevey)
10th April 2002
Announcement of first quarter 2002
sales figures
11th April 2002
135th Ordinary General Meeting,
“Palais de Beaulieu”, Lausanne
Shareholder information
Stock exchange listings
As of 31st December 2000,
the registered shares of Nestlé S.A. were listed on
the exchanges of Zurich, Brussels, Frankfurt, London,
Paris, Tokyo and Vienna.
In November 2000, Nestlé S.A. announced the delisting
of its shares from the exchanges of Amsterdam, Brussels, Tokyo and Vienna. The shares were delisted from
the exchange of Amsterdam on 29th December 2000.
American Depositary Receipts (ADRs) representing
Nestlé S.A. shares are offered in the USA by Morgan
Guaranty Trust Company of New York.
Registered Offices
Nestlé S.A., avenue Nestlé 55,
CH-1800 Vevey (Switzerland), tel. (021) 924 21 11.
Nestlé S.A. (Share Transfer Office), Zugerstrasse 8,
CH- 6330 Cham (Switzerland), tel. (041) 785 20 20.
Further information
For any additional information
about the management report, please contact
Nestlé S.A., Investor Relations, avenue Nestlé 55,
CH-1800 Vevey (Switzerland), tel. (021) 924 27 42,
fax (021) 924 28 13.
As to information concerning the share register
(registrations, transfers, address changes, dividends,
etc.), please contact Nestlé S.A., Share Transfer
Office, Zugerstrasse 8, CH- 6330 Cham (Switzerland),
tel. (041) 785 20 20, fax (041) 785 20 24.
The Company offers the possibility of depositing
free of charge Nestlé S.A. shares traded at the Swiss
Exchange at its Share Transfer Office in Cham.
Nestlé URL:
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