This is translated in the company's proactive approach, both in promoting new products in existing industries and in creating new segments on the market. A good example in this sense is the nutrition industry, where Nestle has innovated and has played a leadership role in the field. Nestle has over 500 nutrition - related researchers and this means important developments in terms of natural and organic products. From these points-of-view, we can argue that Nestle provides an excellent environment for the development of a young employee. Its leadership role ensures a competitive environment in which the employee can participate in the creation and implementation of different projects.

In terms of customers, given the large number of industries Nestle is involved in, the targeted segments of consumers are often quite different as well. First of all, we can refer to the health-concerned and health - oriented consumer, interested in keeping up-to-date with all developments in the nutrition industry and acquiring these types of products. On the other hand, some of Nestle's products are addressing the families with small children or the families who are pet-oriented. Virtually, there is no limit to the segments approached and these are determined by the size and diversity of the product portfolio.

We have previously mentioned that the company is very customer - orientated and have mentioned several organizational elements supporting this idea. Indeed, Nestle provides on its website three different means by which the organization can be contacted and by which feedback on the products can be provided. Additionally, on many of the products several different interaction means have been implemented to obtain reactions from the clients. In this way, the management ensures that the products respond to the customers' concerns.

Competition is fierce in almost all the markets Nestle operates in, whether these are geographical markets or product markets. First of all, there is an important challenge to take positions in the new, emerging markets and the best...

According to sources, Nestle's ice cream business had double digit growth in China in 2005, but competitors such as local-based companies such as Bright Diary or Yili will likely put up an important fight in offering more competitive, cheaper products. This is just an example of geographical market competition, but we also need to consider the fierce competition in the food industry itself. In 2005, Nestle managed to retain comfortable figures of growth due to a policy of raising prices, but diversification would actually be the key solution for the future, the capacity of creating new trends and products with which to attract the consumers.
Bibliography

1. Business Principles. On the Internet at http://www.nestle.com/All_About/Business_Principles/Business+Principles.htm.Last retrieved on November 21, 2006

2. Nutrition in Action; May 2004. On the Internet at http://www.cspinet.org/nah/index.htm.Last retrieved on November 21, 2006

3. Ball, Deborah. With Food Sales Flat, Nestle Stakes Future on Healthier Fare. The Wall Street Journal. March 2004. On the Internet at http://www.truthabouttrade.org/article.asp?id=1491.Last retrieved on November 21, 2006

4. Lu, Zhang. Cold competition. China Business. March 2006. On the Internet at http://www.chinadaily.com.cn/english/doc/2006-03/20/content_546914.htm.Last retrieved on November 21, 2006

Business Principles. On the Internet at http://www.nestle.com/All_About/Business_Principles/Business+Principles.htm.Last retrieved on November 21, 2006 www.research.Nestle.com

Nutrition in Action; May 2004;

Ball, Deborah. With Food Sales Flat, Nestle Stakes Future on Healthier Fare. The Wall Street Journal. March 2004. On the Internet at http://www.truthabouttrade.org/article.asp?id=1491.Last retrieved on November 21, 2006

Lu, Zhang. Cold competition. China Business. March 2006. On the Internet at http://www.chinadaily.com.cn/english/doc/2006-03/20/content_546914.htm.Last retrieved on November 21, 2006