雀巢SWOT分析(英文)
最新雀巢swot分析.doc2
雀巢s w o t分析.d o c2雀巢咖啡的SWOT问题分析优势分析：（1）公司规模大：雀巢可谓是世界上最大的食品制造商，也是最大的跨国公司之一。
雀巢在全球的60多个国家中共建有400多家工厂。
使得雀巢公司具有较强的竞争力（2）咖啡品种多样化：雀巢咖啡是以速溶咖啡为主，但是它却能够生产出几十种不同的咖啡。
比如雀巢卡布奇诺，雀巢早餐咖啡以及雀巢冰咖啡等等，可以满足消费者对不同口味咖啡的需求。
（3）模块管理模式：雀巢咖啡公司将市场分为各个模块市场，每一模块市场由相应模块来负责，从而可以更准确的把握市场动态，在应对风险时，反应灵活，具有较强的抗风险能力。
（4）历史悠久：第一杯雀巢速溶咖啡在1938年就诞生了，雀巢咖啡已经在世界咖啡市场上驰骋了70多年，给它积累了丰厚的经验。
使得雀巢咖啡拥有过硬的咖啡研制和生产技术，这是其他咖啡生产商无法匹敌的。
（5）消费者忠诚度：从在本国的生产销售到整个世界范围类的营销，雀巢咖啡凭借者它的高品质积累了大量的忠诚的消费者，形成一个固定的消费圈子。
劣势分析：（1）品牌单一：固然雀巢的产品种类很多，但是雀巢的品牌却单一，只有雀巢这一个品牌。
而像世界另一大食品生产商——卡夫旗下就有许多子品牌：如奥利奥，鬼脸嘟嘟等等。
（2）连带效应：当某公司某一产品出现问题，直接会影响到该公司的其它产品，这样不易于分散风险。
例如近年，雀巢奶粉的负面新闻使人们对雀巢咖啡的信任度降低不少，直接影响到雀巢咖啡的销售额。
（3）产品口味：雀巢咖啡的口味与竞争对手相比偏淡。
人们惯性思维都认为越浓的咖啡品质越好，而雀巢咖啡的偏淡口味会使消费者对其产品质量产生错误的认识。
（4）与中国茶文化的碰撞：在上世纪80年代开始，雀巢咖啡开始进军中国市场，我们都知道中国的茶文化历史悠久，对茶的需求远远超过咖啡的需求，我国的茶文化无形的给雀巢咖啡筑起一道高高的围墙。
（5）受众群较窄：雀巢咖啡的目标人群只要是针对白领阶层，而忽视了广大的高中生和大学生。
英文案例分析之雀巢
Nestléis the world's leading Nutrition, Health and Wellness company. Their mission of "Good Food, Good Life" is to provide consumers with the best tasting, most nutritious choices in a wide range of food and beverage categories and eating occasions, from morning to night.The Company was founded in 1866 by Henri Nestléin V evey, Switzerland, where their headquarters are still located today. Nestlé employ around 280 000 people and have factories or operations in almost every country in the world. Nestlé sales for 2010 were almost CHF 110 bn.The Nestlé Corporate Business Principles are at the basis of their company’s culture, developed over 140 years, which reflects the ideas of fairness, honesty and long-term thinking.BrandsMost people know Nestléthrough their brands. Their portfolio covers almost every food and beverage category –giving consumers tastier and healthier products to enjoy at every eating occasion and throughout life’s stages including times of special nutritional need. Here is a sample of some of their brands. For more information, visit their Brands section.Strategy - Nestlé Roadmap to Good Food, Good LifeNestlé’s objectives are to be recognised as the world leader in Nutrition, Health and Wellness, trusted by all its stakeholders, and to be the reference for financial performance in its industry.Nestlé believe that leadership is not just about size; it is also about behaviour. Trust, too, is about behaviour; and Nestlé recognise that trust is earned only over a long period of time by consistently delivering on their promises. These objectives and behaviours are encapsulated in the simple phrase, “Good Food, Good Life”, a phrase that sums up their corporate ambition.The NestléRoadmap is intended to create alignment for their people behind a cohesive set of strategic priorities that will accelerate the achievement of their objectives. These objectives demand from their people a blend of long-term inspiration needed to build for the future and short-term entrepreneurial actions, delivering the necessary level of performance.Nestléare seeking to achieve leadership and earn that trust by satisfying the expectations of consumers, whose daily choices drive their performance, of shareholders, of the communities in which Nestléoperate and of society as a whole. Nestlébelieve that it is only possible to create long- term sustainable value for their shareholders if their behaviour, strategies and operations are also creating value for the communities where Nestlé operate, for their business partners and, of course, for their consumers. Nestlécall this “Creating Shared V alue”.Nestlé are investing for the future to ensure the financial and environmental sustainability of their actions and operations: in capacity, in technologies, in capabilities, in people, in brands, in R&D. Their aim is to meet today’s needs without compromising the ability of future generations to meet their needs, and to do so in a way which will ensure profitable growth year after year and a high level of returns for their shareholders and society at large over the long-term.Product DevelopmentBehind every one of Nestlé’s products is a team of scientists, product developers, designers, nutritionists, consumer service representatives and regulatory affairs specialists.The diagram above shows some of the steps, where these experts are involved, from identifying the initial consumer benefit to the product launch and on towards continuous improvement. NestléR&D projects are the first step in a pipeline of innovative nutrition solutions for products of the future, across all their business categories.The vision of Nestlé R&DResearch and Development is a key competitive advantage for Nestlé. Without their R&D Nestlécould not have become the food industry leader in nutrition, health and wellness.With 29 research, development and technology facilities worldwide, Nestlé has the largest R&D network of any food company. Nestlé’s research, development and technology network, together with local market application groups, employs over 5,000 people.Nestlé further strengthens its R&D capability through Innovation Partnerships at each stage of the product development process –from early stage collaborations with start up and biotech companies to late stage partnerships with its key suppliers.By bringing together all of its global R&D resources, Nestlé is able to provide high quality, safe food solutions for consumers worldwide – whether this is in terms of nutrition, health, wellness, taste, texture or convenience. Above all, Nestlébrings to consumers products that are of the highest quality. And safety is non-negotiable.R&D is also critical in ensuring regulatory compliance of all Nestléproducts. Nestléis able to launch new products quickly and efficiently, in countries all over the world, by integrating regulatory affairs in all its R&D activities, from start to finish.Nestlé scientists also play their part in communicating the health and wellness benefits of products to consumers. Nestlénutritionists world-wide work to ensure that all nutrition communication, both on and off pack, is locally relevant, as well as scientifically sound.Beyond sound nutrition, the future of foods will increasingly be driven by science. Nestléscientists are looking ahead to the foods of the future. Nestlé R&D is translating nutrition and food science in two ways:※From consumer needs into research priorities※From emerging science into consumer benefits, and services.The vision of NestléR&D is long term. A glimpse of how Nestlé R&D is helping to shape the future of foods is provided through these internet pages.Global NetworkNestlé has a dynamic global network of R&D centres working on scientific research and product development. Its scope and reach are global. Nestléhave the world's largest food and nutrition research organization, with about 5000 people working in R&D, as well as corporate venture funds and research partnerships with business partners and universities. Nestlé's global R&D is applied locally to meet different consumer needs and preferences through their 320 Application Groups worldwide.Shared Value at NestléCreating Shared V alue is the basic way Nestlédo business, which states that in order to create long-term value for shareholders, Nestléhave to create value for society. But Nestlécannot be either environmentally sustainable or create shared value for shareholders and society if Nestlé fail to comply with their Business Principles.This involves compliance with national laws and relevant conventions, as well as their own regulations, which often go beyond their legal obligations. For example, Nestlésupport the Universal Declaration of Human Rights (UDHR), which stands at the basis of the UN Global Compact’s Human Rights Principles, and their CEO Paul Bulcke signed the UN Global Compact CEO Statement for the 60th anniversary of the UDHR.Our strong support for the UN Global Compact, and their detailed commitments to the Fundamental Conventions of the International Labour Organization (ILO) or other relevant instruments, are laid out in their NestléCorporate Business Principles and related policy documents, and their application is verified through their CARE programme and their internal Corporate Group Auditors.Beyond that, how Nestlédo business is based on sustainability –ensuring that their activities preserve the environment for future generations. In line with the Brundtland Commission's definition, sustainable development to Nestlé means “development that meets the needs of the present without compromising the ability of future generations to meet their own needs”.At the same time, Creating Shared V alue goes beyond compliance and sustainability. Any business that thinks long term and follows sound business principles creates value for shareholders and for society through its activities eg. in terms of jobs for workers, taxes to support public services and economic activity in general.But Creating Shared V alue goes one step further. A company consciously identifies areas of focus, where: a) shareholders’ and society’s interests strongly intersect, and b) where value creation can be optimised for both. As a result, the company invests resources, both in terms of talent and capital, in those areas where the potential for joint value creation is the greatest, and seeks collaborative action with relevant stakeholders in society.At Nestlé, Nestléhave analysed their value chain and determined that the areas of greatest potential for joint value optimisation with society are Nutrition, Water and Rural Development. These activities are core to their business strategy and vital to the welfare of the people in the countries where Nestlé operate.InnovationsInnovation is one of Nestlé's key competitive advantages. Nestléhave more than 140 years of research, development and scientific know-how. While there is a great deal of pure and applied science research that takes place in their global R&D centres, Nestlé ensures that the consumer, and the consumer benefit, remains at the core of all their activities.Consumer BenefitsNestlé R&D addresses three areas of benefits for consumers:※Safety and Quality - this underpins all Nestlé products※Nutrition and Health※Taste, Texture and ConvenienceThe Company itself is based on the scientific enquiries of its founder Henri Nestlé, a trained pharmacist. In 1867 he developed Farine Lactée (infant cereal) which was the first infant food of its kind to supply basic nutrients to newborn babies, who could not be breast fed. Henri Nestlédeveloped this solution in order to help save the life of his neighbour’s child.Since 1867 the Company has not strayed from its roots in innovation and nutrition, to bring benefits to the consumer.The last years of the 20 century saw a change in Nestlé’s business strategy. The company moved from being a technology led company that produced convenient, tasty foods and beverages for sustenance, to being a science driven, nutrition, health and wellness company.The future for Nestlé's R&D is firmly set on the path of Nutrition, Health and Wellness. The innovations and product renovations of the coming years will be driven by nutrition that is tailored to better meet the needs to their consumers. These needs may be defined by their genes, the metabolites that their body creates or by the way the brain perceives food. At the same time NestléR&D is committed to continuous improvement in consumer insights, and translating these into innovative products and packaging to meet consumer needs and preferences.Nestlé's Corporate Business PrinciplesThe Nestlé Corporate Business Principles are at the basis of their company’s culture, which has developed over the span of 140 years.Since Henri Nestlé first developed his successful infant cereal “Farine Lactée”, Nestlé have built their business on the conviction that to have long-term success for their shareholders, Nestlé not only have to comply with all applicable legal requirements and ensure that all their activities are sustainable, but additionally Nestlé have to create significant value for society.At Nestlé they call this Creating Shared V alue.The new version of their Corporate Business Principles, updated in June 2010, will be handed over to each of their 280’000 employees by the end of 2010 and accompanied by basic learning and training tools.As of 2011, a modular training programme will be rolled out on the various components of the Corporate Business Principles. The depth and focus of the trainings will be established in accordance with the materiality for the different functions within the company. For example, the training on the human rights components will focus on managers and employees in countries of higher human rights risks as a priority, with the aim to having completed the first training cycle by the end of the year.Their Corporate Business Principles will continue to evolve and adapt to a changing world, theirbasic foundation is unchanged from the time of the origins of their Company, and reflects the basic ideas of fairness, honesty, and a general concern for people.Nestlé is committed to the following Business Principles in all countries, taking into account local legislation, cultural and religious practices:1. Nutrition, Health and WellnessTheir core aim is to enhance the quality of consumers lives every day, everywhere by offering tastier and healthier food and beverage choices and encouraging a healthy lifestyle. Nestlé express this via their corporate proposition 'Good Food, Good Life'.2. Quality Assurance and product safetyEverywhere in the world, the Nestlé name represents a promise to the consumer that the product is safe and of high standard.3. Consumer CommunicationNestlé are committed to responsible, reliable consumer communication that empowers consumers to exercise their right to informed choice and promotes healthier diets. Nestlérespect consumer privacy.4. Human rights in their business activitiesNestléfully support the United Nations Global Compact’s (UNGC) guiding principles on human rights and labtheir and aim to provide an example of good human rights’ and lab their practices throughout their business activities.5. Leadership and personal responsibilityTheir success is based on their people. Nestlé treat each other with respect and dignity and expect everyone to promote a sense of personal responsibility. Nestlérecruit competent and motivated people who respect their values, provide equal opportunities for their development and advancement, protect their privacy and do not tolerate any form of harassment or discrimination.6. Safety and health at workNestlé are committed to preventing accidents, injuries and illness related to work, and to protect employees, contractors and others involved along the value chain.7. Supplier and customer relationsNestlé require their suppliers, agents, subcontractors and their employees to demonstrate honesty, integrity and fairness, and to adhere to their non-negotiable standards. In the same way, Nestlé are committed towards their own customers.8. Agriculture and rural developmentNestlécontribute to improvements in agricultural production, the social and economic status of farmers, rural communities and in production systems to make them more environmentally sustainable.9. Environmental sustainabilityNestlécommit ourselves to environmentally sustainable business practices. At all stages of the product life cycle Nestléstrive to use natural resources efficiently, favtheir the use of sustainably-managed renewable resources, and target zero waste.10. WaterNestléare committed to the sustainable use of water and continuous improvement in water management. Nestlé recognise that the world faces a growing water challenge and that responsible management of the world’s resources by all water users is an absolute necessity.Nestlécontinues to maintain its commitment to follow and respect all applicable local laws in each of its markets.。
雀巢集团战略分析报告(1)
雀巢集团战略分析报告目录一、雀巢集团的简介二、雀巢公司在中国的PEST分析1、政治环境2、经济环境3、社会环境4、技术环境三、雀巢公司的SWOT分析1、雀巢存在的优势2、雀巢存在的劣势3、机会分析4、威胁分析四、战略对策与建议雀巢集团的简介雀巢公司是食品业的领头人，被誉为当今世界在消费性包装食品和饮料行业最为成功的经营者之一，是速溶咖啡的首创者。
“雀巢咖啡”现已成为速溶咖啡市场的领导者，拥有各种口味及不同包装规格的多种产品。
在漫长的发展道路上，任岁月流逝，“雀巢咖啡”的品牌及品质永远不变。
“雀巢咖啡”（Nescafe）由公司名称nestle和英文中代表咖啡的café组成。
“雀巢咖啡”标志是一个鸟巢，是一个蕴含家庭温暖的商标，是亲情和慈爱的象征。
雀巢公司设在瑞士雷曼湖畔的小都市贝贝（Vevey，属法语区）。
该公司起源于一个很小的奶品公司（成立于1867年，最先是由亨利·莱斯特私人经营，1875年，有买主们组成股份有限公司），在1905年合并了一个由美国人在瑞士德语区创立的盎格鲁·瑞士炼乳公司（创立于1866年），以生产婴儿奶粉为主，1974年改为“雀巢”。
雀巢公司在各个领域的营业额分配是：饮品（23.6%）、麦片、牛奶和营养品（20%）、巧克力和糖果（16%）、烹饪制品（12.7%）、冷冻食品和冰淇淋（10.1%）、冷藏食品（8.9%）、宠物食品（4.5%）、药品和化妆品（3%）、其他制品和事业（1.1%）。
雀巢公司品牌理念以提高人们的生活质量为最终目标，树立一个人道的、富于责任心和令人信赖的品牌形象。
雀巢公司在不断地努力，始终遵循先创者的宗旨，致力于生产和制造世界上优良的咖啡，利用新技术创新，不断设法生产适合消费者口味的新产品，以高品质的咖啡为每一位顾客带来美好的咖啡体验。
雀巢公司在中国的PEST分析政治环境1）当前中国实行公有制与市场经济相结合的方式，鼓励非公有制企业发展，这就给雀巢在中国发展减少了壁垒。
雀巢营销综合分析(2)
目录第一部分公司简介------------------------------------3第二部分市场环境分析--------------------------------3外部环境分析---------------------------------------3内部环境分析---------------------------------------6竞争框架分析---------------------------------------7目标消费群分析-------------------------------------10第三部分企业战略-----------------------------------12市场细分战略----------------------------------------12目标市场战略----------------------------------------13市场定位--------------------------------------------15竞争战略--------------------------------------------15品牌战略--------------------------------------------16第五部分营销策略------------------------------------20产品策略--------------------------------------------20定价策略--------------------------------------------24营销渠道--------------------------------------------26促销策略--------------------------------------------27一、公司简介雀巢集团（Nestle），拥有138年历史的雀巢公司起源于瑞士。
雀巢商业环境分析
An Analysis of the Business Environment of NestleNestle, which is a leading food, nutrition wellness based company around the world, has successfully globalized the operation. To promote its further success, it is necessary to analyze the current business environment faced by the company. PEST analysis will be used to analyze the business environment of Nestle. In today’s society, food safety is one of the focuses of public attention. To ensure food safety, increasing laws have been issued and implemented across the world (Stadler et al, 2014). Governments also implement strict management and control for food production. Under this condition, Nestle will face some challenges as the food management and control for food production would lead to the rise of production cost. Regarding economic environment, economic recovery has been witnessed since the recent global financial crisis (Moro, 2014). The decline in unemployment helps to ensure the purchasing power in carbonated soft drinks industry. However, the development of Nestle can be challenged by the change of lifestyle. Consumers are seeking healthful lifestyle so that the demand of carbonated soft drinks might decrease. It is essential for Nestle to develop new products to better meet customer demands. Over the past decade, technology, especially information and communication technology, has been development rapidly. The rapid development of technology provides more effective tools for the company to conduct effective marketing. For example, the emergence of social media provides a more effective platform for the company’s marketing(Erdoğmuş & Çiçek, 2012). Generally speaking, Nestle is facing some challenges and opportunities in the current business environment.C ompetitor’s analysi sNestle aims to provide coffee drink to target consumers and specialized in carbonated soft drinks. Depending on its effective marketing strategy and excellent products, the company has achieved a huge success at the global level. But, on the other hand, it also should be noticed that the Nestle also is facing great competition pressure from its competitors as more and more competitors provide similar products to target consumers in the market. There are many direct and indirect competitors for the company in the market. The main competitors of Nestle include Starbucks and Maxwell House. Fig 1 below demonstrates the position ofNestle compared with the competitors. Starbucks is one of the strongest competitors of. In recent years, Starbucks has established strong brand image in the market and has occupied more market shares by winning target consumers’ trust and support (Schofield, 2008). However, low price and convenience for customers are the advantages of Nestle compared with Starbucks.Positioning map Maxwell House coffee brand also is one of key competitors for the Nestle. The Maxwell House coffee brand is welcomed by consumers due to its high quality products, excellent service and good brand image. In addition to this, the company also further develops and supplies more p roducts to its target consumers in order to further meet customers’ diversified demands. It also brings great challenge for Nestle. However, the positioning map shows that price advantage is also a significant advantage if Nestle compared with Maxwell House coffee.$ Low priceClassic ConvenienceReferenceErdoğmuş, İ & Çiçek, M (2012). The Impact of Social Media Marketing on Brand Loyalty. Procedia - Social and Behavioral Sciences, 58, 1353-1360.Moro, B (2014). Lessons from the European economic and financial great crisis: A survey. European Journal of Political Economy, 34, S9-S24.Schofield, J (2008). "Starbucks lets customers have their say".The Guardian (London). Stadler, R.H. & Hughes, G. & Guillaume-Gentil, O. (2014). Safety of Food and Beverages: Coffee, Tea and Herbals, Cocoa and Derived Products. Encyclopedia of Food Safety, 3, 371-383.。
雀巢公司介绍英文PPT
About the founder Nestlé’s philosophy The brands of Nestlé Nestlé’s Main Products The development of Nestlé Nestlé's marketing philosophy The culture of Nestlé corporate Nestlé in China
Nestlé's marketing philosophy
• Marketing concept - customer needs Nestlé has been committed to consumer demand, products, brands and people's attention for a long time. • Social marketing concepts - social interests One hundred and thirty years, Nestle has created a benefit all parties, mutual trust, public way. • Great marketing ideas - market environment Over the years, Nestle has always insisted the principle of "in any country and the city's business activities must comply with local interests"
About the founder
In 1867, A Swiss pharmacist who called Henri Nestlé founded the Nestlé company.
雀巢咖啡市场分析
市场分析一、速溶咖啡市场环境分析随着人们生活水平的不断提高咖啡这种西式饮品正在被越来越多国人所接受。
咖啡，这个仅次于石油的全球第二大贸易产品，中国咖啡消费目前保持着30%以上的年增长率，而世界咖啡消费年增长率仅为6%，中国已经成为拉动全球咖啡消费的重要“引擎”。
有数据表明，全球咖啡消费量约为800多万吨，而在我国的年消费量约为20万吨，并且正以10%的速度逐年上升。
速溶咖啡是目前咖啡中的主流，它以方便、经济、易携带、易保存等一系列的优点成为新兴阶层的主要选择。
二、消费者分析（一）、消费者总体态势咖啡作为一种舶来品，被越来越多的国人所接受，销量逐年增加。
目前市场上的咖啡饮料尽管具有口味纯正、饮用方便等优点，但由于其价格相对较高，饮用时亦缺乏咖啡文化所体现出的高雅、温馨的情调，因此，绝大部分消费者只是偶尔喝一喝。
（二）、现有消费者的消费行为1、现有消费者的构成由图表可知，雀巢咖啡的核心消费群是18岁至35岁年轻、时尚的学生和白领。
他们有强烈的事业心，同时也要面对工作的压力和不断的挑战。
2、现有消费者的行为和态度咖啡作为一种口味独特的饮品深受青年消费者的喜爱，中年人和青年人是咖啡产品的主要消费群体。
这部分消费群体也是社会时尚的引领者，他们对外国的饮食文化感兴趣并易于接受。
就经济实力而言，他们也能够承担这部分花销。
（三）、潜在消费者分析1、潜在消费者的构成雀巢咖啡的潜在消费者大致可分为两种。
一种是喜欢喝咖啡，却并没有对雀巢咖啡形成购买习惯的人群，以中年人和青年人为主。
另一种是有购买咖啡的意向但却尚未成为任何同类产品或组织的顾客。
2、潜在消费者的行为和态度潜在消费者的行为和态度也大致分为两种。
一种是虽然曾经是某组织的顾客但其在购买决策时，对品牌（也即组织）的认可较为随意，并没有对任何一个品牌形成品牌忠诚度。
另一种是有了潜在需求，就有可能产生购买动机或购买欲望，如果购买能力具备，购买时机成熟，且市场上具有所需的产品或服务，那么潜在顾客就极有可能转化为现实顾客。
雀巢咖啡swot分析
雀巢咖啡s w o t分析文档编制序号：[KKIDT-LLE0828-LLETD298-POI08]雀巢咖啡swot分析优势（s): (1)公司规模大，雀巢咖啡可谓是世界上最大的制造商，也是最大的跨国公司之一。
雀巢在全球建有400家工厂，使得雀巢具有较强的竞争力。
(2)咖啡品种多样化：雀巢咖啡以速溶咖啡为主，但是他能生产出几十种不同的咖啡。
比如雀巢卡奇诺，雀巢早餐咖啡，雀巢冰咖啡，可以满足消费者不同口味的需求。
(3)模块管理模式：雀巢公司将市场分为各个模块市场，每一块市场都有相对的负责人，这样可以准确的把握市场的动态，遇到危险是可以迅速改变战略。
(4)历史悠久：第一杯雀巢咖啡在1948年诞生，雀巢已经在市场上驰骋了70多年，积累了丰厚的经验，使得咖啡，有着丰厚的研制和生产技术，这是其他咖啡生产商无法匹敌的。
(5)消费者忠诚度：面对拥有70多年的市场积累，雀巢咖啡在市场上的占有率已经积累忠实的消费者，这也是其他品牌无法与之抗衡的条件之一，当然这个时代的人，喜欢追求创新，只有不断地更新，才是喜迎客户的最佳方式。
劣势（w）: （1）品牌单一，固然雀巢的种类多样，但是他的品牌却很单一，只有雀巢这一个品牌。
而不想世界其他食品生产商有着很多歌品牌，如奥利奥，嘟嘟嘟等等。
（2）连带效应，当某一公司的产品出现问题会直接影响其他产品的销售情况，这样不易于分算危险。
（3）产品的口味，与竞争对手相比较偏淡，人们惯性的认为越浓的咖啡口味越好，雀巢的偏淡会影响消费者对产品的的品质产生错误的认识。
（4）与中国茶文化的碰撞，上世纪八十纪年代，雀巢开始冲击中国市场，我国的茶文化无疑给雀巢筑了一道围墙。
（5）受群众较窄，当时的雀巢，普片只有白领才能享受，对大多人而言任然是个奢饰品。
机会(O) (1) 雀巢咖啡针对的白领忽视的广大高中生和大学生，目前高中生和大学生的比例在日益渐增，因此，学生将成为咖啡的一部分消费群体，这必将成为一个可观的市场。
雀巢奶粉中国公司的SWOT分析
雀巢奶粉中国公司的SWOT分析优势分析：（1）雀巢奶粉品种多，质量要相比国内的奶粉好，价格相比国外进口奶粉优惠，且在中国历史悠久。
（2）雀巢应由儿食品有严格的规范管理程序，其食品管理章程还包括了常规食品和加工原料审查。
（3）雀巢坚信优质食品是生命的源泉，所以与雀巢合作的农场远离污染，力求为宝宝带来高品质的食品。
（4）雀巢做为全球最大一家食品公司，雀巢集团秉承一贯的理念和原则“以人为本，以质量为重”，为世界各国的消费者提供优质食品，带来美好生活。
劣势分析：（1）同类产品的增多，良莠不齐，难以分辨。
（2）曾多次出现质量安全问题，如2005年，雀巢奶粉多次出现了“碘超标”事件，并且没有采取积极的应对措施，而是逃避的态度，没有对消费者负责，引起了广泛消费者的不满，加之2012年10月雀巢超级能恩奶粉致多名婴儿出现不良反应，使得雀巢奶粉信誉受损，面临信任危机。
（3）雀巢奶粉品牌单一，容易产生连带效应：当某公司某一产品出现问题，直接会影响到该公司的其它产品，这样不易于分散风险。
（4）雀巢奶粉在2010至2011两年内四次涨价，会使得当前消费者有减少趋势，销量下降。
（5）雀巢奶粉公司规模大，海外加工厂以及加工商的增多，公司的管理层容易出现问题。
机会分析：（1）相比于国内奶粉，国外品牌在市场上更具有话语权和竞争优势，2011年报告显示，八成以上国内消费者认为国外奶粉质量优于国内奶粉，所以雀巢奶粉的市场比较稳固。
（2）人们无法脱离奶粉市场，雀巢带来的好处高于质量事故，而雀巢一直有天然“奶粉”著称，对于事故的解释也合乎情理。
（3）中国的经济发展迅速，人们生活水平不断上升，使得奶粉的需求也不断扩大。
威胁分析：（1）由部分消费者带来的压力。
（2）相比惠氏、雅培等国外进口品牌，质量上存在一定的劣势，不具备竞争优势。
综上所述：雀巢奶粉应该利用它在世界奶粉市场上这么多年树立的良好的品牌形象，进一步发挥其优势。
首先，雀巢公司可以用它现有的经济实力和技术水平上，再创造出一到两个平行的奶粉品牌，可以使奶粉市场上竞争更加激烈，这些品牌在与其他品牌奶粉竞争的同时，可以给雀巢奶粉本身造成一定的威胁，促使雀巢公司不断进步与发展。
雀巢英语介绍 Nestle
The different brands
The quality first
• Since 2006, a new organisation in France to ensure the quality and satisfy the consumer • Includes « Food Safety Management » and « Wellness in action » • Gives the image of a healthy brand, good for people • A citizen company
The communication
• A powerful advertising group
1905-1918
• Merged Anglo-Swiss Condensed Milk Company • Operating factories in the US, Britain, Germany & Spain • 1914-1918: New demand for dairy product
1944-1975
• Dynamic phase for Nestle • 1947: Maggi (soups): Merged • 1960: Crosse and Blackwell (preserves) In England • 1971:
– Libby (preserves) in England – Ursina-Franck (dairy product, mustard) in Switzerland
• Shareholding in L'Oreal in 1974
1975-1991
• Food industry: Alcon laborateries
雀巢的战略分析
雀巢的现状分析与建议一、雀巢简介雀巢集团Nestle;由亨利·内斯特莱Henri Nestle于1867年创建;总部设在瑞士日内瓦湖畔的沃韦Vevey;是世界最大的食品制造商;在全球拥有500多家工厂;25万名员工;公司年销售额达到477亿美元以上;其中的大约95%来自食品的销售;为世界上最大的食品制造商..公司起源于瑞士;最初是以生产婴儿食品起家;公司以生产巧克力棒和速溶咖啡闻名遐迩;目前拥有适合当地市场与文化的丰富的产品系列..雀巢在五大洲的60多个国家中共建有400多家工厂;所有产品的生产和销售由总部领导下的约200多个部门完成..走过了130多年的发展历程..雀巢销售额的98%来自国外;因此它也被称为“最国际化的跨国集团” ..主要产品为速溶咖啡、炼乳、奶粉、婴儿食品、乳酪、巧克力制品、糖果、速饮茶等..二、PESI分析1、政治要素雀巢公司经营着这些客人可以参与的咖啡专卖店;既达到了最低进口配额的要求;也缓解了最低进口配额制度对其速溶咖啡生产与销售的冲击..同时;也巧妙地引进了新的咖啡文化;让消费者在店铺中劳动并享受咖啡带来的生活乐趣;既不唐突;也没有影响咖啡的销售及市场份额..这样;雀巢公司仍旧在竞争日趋激烈的情况下;保持了兴旺的业绩..2、经济要素本国经济和环境、区域经济环境和全球经济环境;这些因素对雀巢公司决定以何种产品进入市场、在哪个市场销售这些产品、如何进行产品定价、如何促销及分销产品具有重要意义..中国09年城镇居民家庭人均总收入18858元..其中;城镇居民人均可支配收入17175元;比上年增长8.8%;扣除价格因素;实际增长9.8%..在城镇居民家庭人均总收入中;工资性收入增长9.6%;经营净收入增长5.2%;财产性收入增长11.6%;转移性收入增长14.9%..农村居民人均纯收入5153元;比上年增长8.2%;扣除价格因素;实际增长8.5%..国民消费能力进一步提高;向更高层次的、多样化的饮食消费发展.. 截止2009年;全球拥有170亿美元的速溶咖啡市场..并希望在2015年成为仅次于速溶咖啡的第二大消费渠道;到2020年甚至会超过速溶咖啡成为第一大咖啡消费渠道..同时随着人们生活水平的提高;到2020年;中国咖啡市场消费额将达到500亿美元;整个产业链所衍生的市场空间;将有数千亿美元;所以咖啡市场前景依旧看好..3、社会要素在国际市场营销中;每个外国市场都有一种与本国市场不同的文化和行为..每个国家不仅有独特的文化;而且大多数国家还存在着各种亚文化;如道德、宗教和种族等..雀巢公司适应了一种变幻莫测的而且又往往是不可思议的环境;尤其是社会环境..文化环境是影响国际营销的核心..1人们生活方式的改变和城市化的发展带来了更高的新产品接受程度;从而带动销售..2全球化的影响;导致消费习惯的国际化..3大型咖啡连锁机构纷纷进入中国;如星巴克、上岛、真锅、两岸等等4在饮食时尚方面;西方发达国家兴起“素食运动”;要求提供不会使人发胖的饮料和食品..5 中国经济的高速增长和投资环境的改善吸引了大量的外商直接投资;从而使得外籍人士在中国的数量激增..6从世界性的观点看;很多区域的水质硬水不适合用来泡茶;因此雀巢速溶咖啡具有很大的潜在市场..4、技术要素雀巢公司是一位积极的产品革新者..它在亚洲地区聘用的首批食品技术专家便是当地精于家庭、餐馆烹饪的厨师;然后再将食品提高到大规模生产的水平..同时;公司对研发人员进行2至3年的培训;与其它雀巢机构互相交流提高..公司长期不懈地致力于改进、提高产品质量..例如;亚洲人开始逐渐反感人造调料而倾向于天然调料;因此公司便不惜花费研究预算的25%;开发出一种可通过诸如发酵这样的生物过程提取的肉类调料..公司具有生产制造方面的高超技艺;努力保持其成本在同行业中最低..四、SWOT分析1、优势1公司规模大雀巢咖啡可谓是世界上最大的制造商;也是最大的跨国公司之一..雀巢在全球的60 个国家建有400家工厂;使得雀巢具有较强的竞争力..2 咖啡品种多样化雀巢咖啡以速溶咖啡为主;但是他能生产出几十种不同的咖啡..比如雀巢卡奇诺;雀巢早餐咖啡;雀巢冰咖啡;可以满足消费者不同口味的需求..3 模块管理模式雀巢公司将市场分为各个模块市场;每一块市场都有相对的负责人;这样可以准确的把握市场的动态;遇到危险是可以迅速改变战略..在应对风险时;反应灵活;具有较强的抗风险能力4 历史悠久第一杯雀巢咖啡在1948年诞生;雀巢已经在市场上驰骋了70多年;积累了丰厚的经验;使得咖啡;有着丰厚的研制和生产技术;这是其他咖啡生产商无法匹敌的..5 消费者忠诚度面对拥有70多年的市场积累;雀巢咖啡在市场上的占有率已经积累忠实的消费者;这也是其他品牌无法与之抗衡的条件之一;当然这个时代的人;喜欢追求创新;只有不断地更新;才是喜迎客户的最佳方式..从在本国的生产销售到整个世界范围类的营销;雀巢咖啡凭借者它的高品质积累了大量的忠诚的消费者;形成一个固定的消费圈子2、劣势1品牌单一固然雀巢的种类多样;但是他的品牌却很单一;只有雀巢这一个品牌..而像世界另一大食品生产商——卡夫旗下就有许多子品牌：如奥利奥;鬼脸嘟嘟等等2 连带效应当某一公司的产品出现问题会直接影响其他产品的销售情况;这样不易于分算危险..例如近年;雀巢奶粉的负面新闻使人们对雀巢咖啡的信任度降低不少;直接影响到雀巢咖啡的销售额..3 产品的口味与竞争对手相比较偏淡;人们惯性的认为越浓的咖啡口味越好;雀巢的偏淡会影响消费者对产品的的品质产生错误的认识..4 与中国茶文化的碰撞在上世纪80年代开始;雀巢咖啡开始进军中国市场;我们都知道中国的茶文化历史悠久;对茶的需求远远超过咖啡的需求;我国的茶文化无形的给雀巢咖啡筑起一道高高的围墙..3、机会1雀巢咖啡的目标人群针对的是白领阶层;而忽视了另一广大的消费群——学生..目前;高中生和大学生对咖啡的需求量逐日上升;这必定是一个很可观的市场..据统计;中国的高中生人数大约3500万;大学生在校人数大约2000万以前的数据;现在不止;从这两个统计数字就可以看出这是一个不容忽视的市场;具有巨大的潜力..2以中国为首的发展中国家的经济发展迅速;人们的生活水平不断上升;从而对咖啡的需求也逐步扩大..所以说;发展中国家是一个巨大的潜在消费市场..随着中国的改革开放;开始中西方经济文化的交流;西方的饮食文化在中国得到了普及;人们渐渐接受和喜欢上西方的饮食方式..咖啡作为西方饮食的特色之一也得到了广泛的传播;并且形成了一个独特的咖啡文化..3随着经济的全球化和国际贸易的发展;为雀巢咖啡在全球范围的扩张提供了机遇;使雀巢咖啡的出口和海外建厂;进行当地生产销售提供了有利的政治经济环境..4、威胁1目前市场的速溶咖啡的品牌日益增多;主要是麦斯威尔咖啡;伯朗咖啡;雅哈咖啡..导致速溶咖啡市场竞争越来越激烈;抢占了雀巢咖啡的市场份额..2 因为不道德商业活动;面临负面宣传的指控..五、发展前景及建议1、总成本领先最大努力降低成本;通过低成本低商品价格;维持竞争优势..要做到成本领先;就必须在管理方面对成本严格控制;尽可能降低费用的指标落实在人头上处于地产曾本地位的公司可以获得高与产业平均水平的利润;在于竞争对手进行竞争时;由于你的成本低;对手没有利可图时你还能获得利润就主动;就会吃曾为胜利者2、差异化公司提供产品或服务别具一格;比如前面所说;雀巢公司咖啡品种很多;可以在它产品的独特之处加大宣传3、集中化主攻某个特定的客户群;比如咖啡;可以主要针对学生;白领阶层;这是一个很大的潜在市场;而且他们接受新产品的能力强;工作压力比较大;对咖啡的需求也打..。
雀巢集团战略分析报告
雀巢集团战略分析报告雀巢集团的相关简介（一）背景分析雀巢咖啡这个名称，用世界各种不同的语言来看，都给人一种明朗的印象，和消除紧张、压力的形象结合在一起 ( 而在汉语中，“雀巢”给人一种温馨的感觉，和“家”有强烈的相关性 ) 。
70 年代在日本，“了解差异性的男人”的广告运动表达这样的概念 :“雀巢金牌咖啡所具有的高格调形象，是经过磨炼后的 ' 了解差异性的男人 ' 所创造出来的”。
广告营造了“雀巢咖啡让忙于工作的日本男人享受到刹那的丰富感”的气氛，至今让许多日本人印象深刻。
雀巢公司年销售额达到 477 亿美元以上，其中的大约 95%来自食品的销售，因此雀巢可谓是世界上最大的食品制造商，也是最大的跨国公司之一。
公司以生产巧克力棒和速溶咖啡闻名遐迩，目前拥有适合当地市场与文化的丰富的产品系列。
目前，雀巢在五大洲的 60 多哥国家中共建有 400 多家工厂，所有产品的生产和销售由总部领导下的约 200 多个部门完成。
雀巢销售额的 98%来自国外，因而被称为“最国际化的跨国集团”。
1905年，雀巢育儿奶粉公司与美国人办的另一食品公司合并，取名雀巢英瑞炼乳公司； 1949 年为另一家瑞士公司购进，改为现名雀巢食品公司。
20 世纪初，公司开始实行多样化生产，并在世界各地收购并建立企业，成为世界规模最大的食品制造商，其分支机构开设在美国、日本、德国等 20 多个国家已有 1200 多家工厂、商号，总部设在瑞士的韦维。
公司 1990 年销售额达 333 亿美元，主要产品为速溶咖啡、炼乳、奶粉、婴儿食品、奶酪、巧克力制品、糖果、速饮茶等数10种。
（二）雀巢集团的愿景和使命陈述雀巢集团是致力于营养、健康和幸福生活的世界领先公司。
作为拥有 140 多年历史的世界著名奶品和营养专家，雀巢一直致力于食品尤其是乳制品前沿领域的研发，包括产品的质量和安全方面。
在所有食品和饮料企业中，雀巢有着庞大的研发网络。
雀巢的战略分析
雀巢的现状分析与建议一、雀巢简介雀巢集团（Nestle），由亨利·内斯特莱（Henri Nestle)于1867年创建，总部设在瑞士日内瓦湖畔的沃韦(Vevey)，是世界最大的食品制造商,在全球拥有500多家工厂，25万名员工，公司年销售额达到477亿美元以上，其中的大约95%来自食品的销售，为世界上最大的食品制造商。
公司起源于瑞士，最初是以生产婴儿食品起家，公司以生产巧克力棒和速溶咖啡闻名遐迩，目前拥有适合当地市场与文化的丰富的产品系列。
雀巢在五大洲的60多个国家中共建有400多家工厂，所有产品的生产和销售由总部领导下的约200多个部门完成。
走过了130多年的发展历程。
雀巢销售额的98%来自国外，因此它也被称为“最国际化的跨国集团”。
主要产品为速溶咖啡、炼乳、奶粉、婴儿食品、乳酪、巧克力制品、糖果、速饮茶等。
二、PESI分析1、政治要素雀巢公司经营着这些客人可以参与的咖啡专卖店，既达到了最低进口配额的要求，也缓解了最低进口配额制度对其速溶咖啡生产与销售的冲击。
同时，也巧妙地引进了新的咖啡文化，让消费者在店铺中劳动并享受咖啡带来的生活乐趣，既不唐突，也没有影响咖啡的销售及市场份额。
这样，雀巢公司仍旧在竞争日趋激烈的情况下，保持了兴旺的业绩。
2、经济要素本国经济和环境、区域经济环境和全球经济环境，这些因素对雀巢公司决定以何种产品进入市场、在哪个市场销售这些产品、如何进行产品定价、如何促销及分销产品具有重要意义。
中国09年城镇居民家庭人均总收入18858元。
其中，城镇居民人均可支配收入17175元，比上年增长8.8%，扣除价格因素，实际增长9.8%。
在城镇居民家庭人均总收入中，工资性收入增长9.6%，经营净收入增长5.2%，财产性收入增长11.6%，转移性收入增长14.9%。
农村居民人均纯收入5153元，比上年增长8.2%，扣除价格因素，实际增长8.5%。
国民消费能力进一步提高，向更高层次的、多样化的饮食消费发展。
雀巢咖啡swot分析
雀巢公司于1938年发明了世界上第一杯速溶 咖啡,并取名为雀巢咖啡,受到西方很多人的喜 爱.它于20世纪80年代开始在中国销售,获得了 年轻,有活力的都市消费者喜爱.如今,雀巢咖啡 已成为中国市场乃至世界的领先速溶咖啡品牌.
1.产品介绍 雀巢咖啡 100% 纯咖啡 雀巢咖啡礼盒系列 雀巢金牌咖啡 雀巢咖啡伴侣(植脂末) 雀巢咖啡卡布奇诺咖啡
B）劣势分析：
W ⑴科技双刃剑对消费者消费观念的负面 影响。 ⑵地域公共关系的影响
C）机会分析：
⑴发展中国家的市场潜力巨大 ； ⑵科
O 技革命使低成本经营成为可能； D）挑战分析：
⑴各分支领域内产的品不乏强力竞争对
T
手； ⑵地域政治的影响
（1）公司规模大：雀巢可谓是世界上最大的食品制 造商，也是最大 的跨国公司之一。雀巢在全球的 60 多个国家中共建有 400 多家工厂。使得雀巢公司具 有较强的竞争力。 （2）咖啡品种多样化：雀巢咖啡是以速溶咖啡为主， 但是它却能够生产出几十种不同的咖啡。比如雀巢卡 布奇诺，雀巢早餐咖啡以及 雀巢冰咖啡等等，可以满 足消费者对不同口味咖啡的需求。 （3）模块管理模式： 雀巢咖啡公司将市场分为各个 模块市场，每一模块市场由相应模块来负责，从而 可 以更准确的把握市场动态，在应对风险时，反应灵活， 具有较强的抗风险能力。 （4）历史悠久：第一杯雀巢速溶咖啡在 1938 年就 诞生了，雀巢咖啡已经在世 界咖啡市场上驰骋了 70 多年，给它积累了丰厚的经验。使得雀巢咖啡拥有过 硬 的咖啡研制和生产技术，这是其他咖啡生产商无法 匹敌的。 （5）消费者忠诚度： 从在本国的生产销售到整个世 界范围类的营销， 雀巢咖啡凭借者它的高品质积累 了大量的忠诚的消费者，形成一个固定的消费圈子。
雀巢咖啡swot分析
雀巢咖啡swot分析(一)市场分析优势（s): (1)公司规模大，雀巢咖啡可谓是世界上最大的制造商，也是最大的跨国公司之一。
雀巢在全球建有400家工厂，使得雀巢具有较强的竞争力。
(2)咖啡品种多样化：雀巢咖啡以速溶咖啡为主，但是他能生产出几十种不同的咖啡。
比如雀巢卡奇诺，雀巢早餐咖啡，雀巢冰咖啡，可以满足消费者不同口味的需求。
(3)模块管理模式：雀巢公司将市场分为各个模块市场，每一块市场都有相对的负责人，这样可以准确的把握市场的动态，遇到危险是可以迅速改变战略。
(4)历史悠久：第一杯雀巢咖啡在1948年诞生，雀巢已经在市场上驰骋了70多年，积累了丰厚的经验，使得咖啡，有着丰厚的研制和生产技术，这是其他咖啡生产商无法匹敌的。
(5)消费者忠诚度：面对拥有70多年的市场积累，雀巢咖啡在市场上的占有率已经积累忠实的消费者，这也是其他品牌无法与之抗衡的条件之一，当然这个时代的人，喜欢追求创新，只有不断地更新，才是喜迎客户的最佳方式。
（二）劣势分析劣势（w）: （1）品牌单一，固然雀巢的种类多样，但是他的品牌却很单一，只有雀巢这一个品牌。
而不想世界其他食品生产商有着很多歌品牌，如奥利奥，嘟嘟嘟等等。
（2）连带效应，当某一公司的产品出现问题会直接影响其他产品的销售情况，这样不易于分算危险。
（3）产品的口味，与竞争对手相比较偏淡，人们惯性的认为越浓的咖啡口味越好，雀巢的偏淡会影响消费者对产品的的品质产生错误的认识。
（4）与中国茶文化的碰撞，上世纪八十纪年代，雀巢开始冲击中国市场，我国的茶文化无疑给雀巢筑了一道围墙。
（5）受群众较窄，当时的雀巢，普片只有白领才能享受，对大多人而言任然是个奢饰品。
机会(O) (1) 雀巢咖啡针对的白领忽视的广大高中生和大学生，目前高中生和大学生的比例在日益渐增，因此，学生将成为咖啡的一部分消费群体，这必将成为一个可观的市场。
（2）随着中国经济的飞速发展，人们生活水平也将不断提高，从而对咖啡的需求量的也会不断的加大。
雀巢公司战略分析.介绍
2、包装设计手册(PACKAGE DESIGNMANUAL)，这是一个更 为灵活使用的文件，它提出了使用标准的各种不同方式。 例 如 ， 包 装 使 用 的 材 料 及 包 装 的 形 式 。 3、最重要的文件是品牌化战略(BRANDING STRATEGY)。它 包括了雀巢产品的营销原则、背景和战略品牌的主要特性 的一些细节。这些主要特性包括：品牌个性；期望形象； 与品牌联系的公司；其他两个文件涉及的视觉特征；以及 品牌使用的开发等。雀巢公司的决策层认识到，经济全球 化已使企业营销活动和组织机制由过去的 “ 大块 ” 结构变成 了“模块”结构的事实，从而将其工作重点转向 组合模块， 实施模块组合营销。
（三）雀巢集团的外部环境分析
• （一）PEST分析 • Politics政治要素:雀巢公司经营着这些客人可 以参与的咖啡专卖店，既达到了最低进口配额 的要求，也缓解了最低进口配额制度对其速溶 咖啡生产与销售的冲击。同时，也巧妙地引进 了新的咖啡文化，让消费者在店铺中劳动并享 受咖啡带来的生活乐趣，既不唐突，也没有影 响咖啡的销售及市场份额。这样，雀巢公司仍 旧在竞争日趋激烈的情况下，保持了兴旺的业 绩。
基于上述事实，我们把模块组合 的战略定义为：
雀巢SWOT分析(英文)
W
1.Brand simplification 2.Derivative effect 3.The taste of the product:milder
4.The range of the customer is small 5.The high price of some Nestle products
W O T
ቤተ መጻሕፍቲ ባይዱ s
1.A big company scale： the largest food manufacturer one of the biggest multinational corporations
2.Having a long history: 1938 3.Management mode: Niche Market 4.A wide diversity of coffee: cappuccino, Breakfast Coffee, Iced coffee 5.Consumer loyalty
Introduction:
Area of origin: Switzerland Founder: Henri Nestle History: 148 years Headquarters: In Vevey, lake Geneva, Switzerland. Initially product: baby food Famous product: chocolate bars and instant coffee.
雀巢swot分析(英文) introduction:area origin:switzerland founder: henri nestle history: 148 years headquarters: vevey,lake geneva, switzerland. initially product: baby food famous product: chocolate bars instantcoffee. 1.abig company scale: largestfood manufacturer one biggestmultinational corp orations 2.having longhistory: 1938 3.management mode: niche market 4.a wide diversity coffee:cappuccino, breakfast coffee, iced offee5.consumer loyalty 1.brandsimplification 2.derivative effect 3.the taste product:milder 4.the range small5.the high price somenest le products 1.highschool collegest udents' demand growingday day2.the development economic globalization international trade moreinstant coffe brands appea market.maxwell house coffee,mr. brown coffee,a-h icecoffee... 2.food safety problems advice: 1.create new brands 2.surveying customers 3.pay more attention highsc hool collegestudents. have niceday. thanks youlistening!可编辑 山水 分享于 2020-10-05 12:54:32.0 雀巢swot分析(英文) 文档格式: .pptx 文档页数: 10页 文档大小: 2.85m 文档热度: 文档分类: 高等教