1.
Nestlé Digital Organisation
Challenges and Opportunities
7 Februar 2013

2.
Germany: $500.07

3.
USA (North Carolina): $346

4.
Japan: $317.25

5.
Italy (Sicily): $260.11

6.
Great Britain: $253.15 8

7.
Kuwait: $221.45 9

8.
Mexico: $189.09 10

9.
USA (California): $159.18

10.
Beijing, China: $155.06

11.
Poland: $151.27

12.
Egypt: $68.53

13.
Mongolia: $40.02

14.
Equador: $31.55

15.
Bhutan: $5.03

16.
Chad: $1.62

17.
Global versus Local: Challenges and Opportunities

18.
How is Nestlé structured?
International
Board
330’000 Global
Employees Zones SBU’s
Marketing
Global
Markets Experts
Brands
83
GM
Countries
Local
Support Mkt
BU
Fonction Services
480
Factories Marketing Experts

19.
How to drive global digital expertise in a
market driven environment

20.
As local initiatives have a global reach?

21.
It all started in 2010 with a crisis: KIT KAT

22.
General Management decided to take action
Old Corporate Consumer
Communications Communications
Corporate Consumer
New Communications
Communications
Digital Team

23.
FMCG leader in leveraging digital and social media
to build brands and delight consumers
What
Significant increase in:
% of media
Consumer eCommerce Quality
Media spend impressions
advocacy for presence and consumer insights
efficiency resulting in
Nestlé brands performance at lower cost
consumer actions
 Implementation  Enhanced  Implementation  eCommerce-  Aggressive use
of Brand Advocacy Marketing Mix of ‘Close the Sale’ ready brand of listening tools
the Nestlé way Modeling (MMM) toolkit, guidance content, user across markets
techniques and and training reviews and and brands
 Proper metrics product
How
resourcing of fan  Realignment of information  Exploit
pages and online  Paid/Owned/ agency incentives Facebook
communities Earned media  Dedicated partnership for
optimization teams for key insights and rapid-
strategic partners response concept
development

24.
FMCG leader in leveraging digital and social media
to build brands and delight consumers
Significant increase in:
What
Employee
Food & Nutrition Organic search motivation,
Industry recognition
Solutions and Services performance talent recruitment
and retention
 Aggressively scale  Develop relevant,  Smarter internal use  Continued excellence
proven success models sharable web content of social media (Nest) across all strategic
and content strategies priorities and delivery
 Overhaul recipe  Digital Acceleration imperatives for digital
database engine to feed  Improve search Team (DAT) to create
How
all digital platforms presence via efforts in measureable, favorable  External
eCommerce. impression among communication of
 Pursue relevant current Nestlé digital
multi-brand content employees/recruits achievements (e.g.
initiatives Facebook)

25.
Different needs and objectives
FMCG leader in leveraging digital and social media
to build brands and delight consumers
What
Significant increase in:
Food &
% of media Nutritio Employee
Consumer Media eCommerce Quality
impressions n Organic motivation, Industry
advocacy spend presence consumer
resulting in Solutio search talent recogniti
for efficien and insights
Consumer ns and performance recruitment on
Nestlé brands cy performance at lower cost
actions Service and retention
s
A global digital roadmap 
Imple
ment
ation

Enhanc
ed
Market

Imple
ment
ation

eCom
merce-
ready

Aggressi
ve use of
listening

Aggress
ively
scale

Develo
p
relevan

Smarter
internal
use of

Continu
ed
excellen
of ing Mix of brand tools proven t, social ce across
Brand Modeli ‘Close conten across success sharabl media all
Advoc ng the t, user markets models e web (the strategic
acy (MMM Sale’ review and conten Nest) prioritie
the ) toolki s and brands  t and s and
Nestl techniq t, produc Overha conten  delivery
é way ues guida t  ul t Digital imperati
How
and nce inform Exploit recipe strategi Accelera ves for
 metrics and ation Faceboo databas es tion digital
Prope traini k e Team
r  ng  partners engine  (DAT) to 
resou Paid/O Dedica hip for to feed Improv create External
rcing wned/  ted insights all e measure commun
of fan Earned Realig teams and digital search able, ication
pages media nmen for key rapid- platfor presen favorabl of Nestlé
and optimiz t of strateg respons ms ce via e digital
onlin ation agenc ic e efforts impressi achieve
e y partne concept  in on ments
com incen rs develop Pursue eCom among (e.g.
tives ment relevan merce. current Faceboo
mun t multi- employe k)
ities brand es/recrui
content ts
initiativ
es
versus
Market needs

26.
3 main development pillars
Best
Digital
practices Education
expertise
& toolkits
Efficient communication

27.
DAT Digital Acceleration Team

28.
Scope of work
Training
Community
Projects
Management

29.
Training
KEY TRAININGS PARTNER TRAININGS INFORMATION SESSIONS
 Listening  Facebook  Digital Services Unit
 Community Management  Google/YouTube  Agencies
 Crises management  Apple  Legal
 e commerce  Nielsen  HR
 BBNW  Buddy Media/Vitrue  ...
 P.O.E. Media  Amazon
 Search …
 Mobile Marketing
 Brand Advocacy
 Digital Analytics

30.
Community
Management
 Liaising with SBU/GMBs
 Creating of posts / managing agencies who create posts
 Responding to fan comments
 Answering fans
 Monitoring page/ potential issues

31.
Projects
 Projects will vary by topic, need and
deliverables
 Scope of work needs to be
universally agreed
 Final presentation to key
stakeholders
 Evaluation of projects (DAT and
project owner)

32.
DAT first learning
Positive:
• Network
• Career opportunities
• Training quality
• Image
Could be improved:
• Silo effect
• Variances in level of know how
• Involvement once back in Market
• Limited places

33.
Scope of work for 2013:
• Setup of local / regional DAT
• Education curriculum for Marketing and Sales in Digital
• Setup of integrated media planning
• Agency relation development
• Support in Market digital organization
• Recruiting
• career development
• Toolkits & Guidelines rollout
• Collaboration tool rollout

34.
What we see as best practice: