Abstract
Abstract Helmut Maucher looks both at the world market potential for Nestle's products and at the internal profile of the company itself. Externally, although there are problems, he sees an improving climate for investment by multinational companies. But he points out that the early Swiss companies like Nestle had no real global strategy at all. Internally, acquisition strategy is important, but for reasons of synergy not finance. Moving into products in the “grey zone” between food, dietetics, nutrition and pharmaceuticals is of increasing interest. He concludes by emphasizing the powerfully international character of Nestle's top management staff.
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