DOI: 10.13140/RG.2.2.22066.

00965

International Marketing Evaluation of Nestle

India & the United Kingdom

Prepared By: Waqar Ali

1
 Table of Contents

1. Introduction ..................................................................................................... 5

2. Global Profile of Nestle ................................................................................... 6

3. Brief Overview on Marketing Environment .............................................. 10

3.1 Macro Environmental Analysis of India and UK ................................. 10

3.2 Micro Environmental Analysis of India & UK ..................................... 13

4. Evaluation of Entry Strategy ....................................................................... 18

5. STEP Marketing Analysis ............................................................................ 22

5.1 Segmentation and Targeting ................................................................... 22

5.2 Positioning ................................................................................................ 26

6. Marketing Mix Decisions for Indian and UK ............................................ 27

6.1 Product and Service Standardization and Adaptation ........................ 28

6.2 Pricing Strategies Comparison and Evaluation.................................... 32

6.3 Distribution Strategies Comparison and Evaluation ........................... 35

6.4 Promotional Mix Comparison and Evaluation ..................................... 39

7. Summary and Conclusion ............................................................................ 41

References .......................................................................................................... 43

Appendices ......................................................................................................... 62

Appendix 1: PESTEL Analysis of India ...................................................... 62

Appendix 2: PESTEL Analysis of UK ......................................................... 63

Appendix 3: Nestle Competitors in India and UK ..................................... 65

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3
4
1. Introduction
According to Hollensen (2020), the word
"globalisation" refers to the increasing
interdependence of national economies, notably
those of consumers, producers, suppliers, and
governments in diverse markets. The capacity of
companies to market and sell their goods and
services globally is therefore demonstrated by
global marketing. According to Keillor and Tomas
(1999), when a corporation participates in
international markets, discrepancies along crucial
cultural dimensions typically manifest. Companies
who can identify and capitalise on these distinctions
to gain a competitive edge will thus have a greater
chance of success in international markets.

5
2. Global Profile of Nestle

A global Swiss business with its headquarters in

Vevey, Nestle manufactures dietary supplements
and other consumer goods. Since its founding in
1866 by Henri Nestle, the firm has grown to become
the largest provider of food and nutrition
worldwide. "Good Food, Good Life" is Nestle's
motto. This claim describes the business's faith in
the ability of food to improve people's lives by
offering the highest-quality beverages, foods, and
nutritional health solutions (Jubaer, 2019). Infant
nutrition, coffee, candy, bottled water, mealtime
cereals, ready meals, dairy goods, ice cream, pet
food, and snacks are among the product categories
segmented by Nestle (ACCID, 2020).

About 275,000 people work for the corporation and

has a 34.9% regional market share of global sales in

6
FMCG sector. Additionally, Nestle's corporate
strategy is concentrated on several crucial sectors
that support the expansion and value development
of its business. Innovation, accessible and
affordable nutrition, luxury goods, increased
digitization, producing shared value, and a
commitment to serving both shareholders and
society are all components of the plan (Nestle,
2020).

7
 Figure 1-Financial figures of Top Global FMCG
Companies (Statista, 2023)

With net sales of $95 billion, Nestle had the largest

global revenue among the top 10 FBCG rivals in
2021, according to Statista (2023), as shown in
figure 1. The firm recorded revenues in the USA
during the year, and Nestle is always working to
boost profitability and integrate sustainability into

8
all aspects of operations (Nestle Annual Report,
2022).

9
3. Brief Overview on Marketing Environment
3.1 Macro Environmental Analysis of India and
UK

PESTEL is a framework for determining the way

political, economic, social, technological,
environmental, and legal factors may affect a
project or organisation. The identification of all
potential external threats and issues are identified
by the framework (Trivedi and Rastogi, 2016).

10
Figure 2-PESTEL Analysis of India

11
Figure 3-PESTEL Analysis of UK

12
3.2 Micro Environmental Analysis of India &
UK
Microenvironmental elements, which have a direct
impact on the location of a proposed investment, are
important components in addition to
macroenvironmental effects (Witkowski et al.,
2017).

Consumer Analyses:

Consumer behaviour is the assessment of a person's

choice as to when, how, why, and where to buy or
not buy a product. The objective is to analyse a
consumer's decision-making process, whether it
occurs in a group or individually (Oke et al., 2016).

It is mentioned that Nestle aims to mix both the

important marketing trends into its worldwide
strategy, one is the first is in FMCG, and the second
is an affordable brand (Nestle, 2021). The greatest
results from this expanding market will thus be

13
obtained by understanding customer behaviour
towards the FMCG industry, which will set the
brand apart from its rivals (Babin and Harris, 2017).

When comparing the shopping habits of the two

nations, India's buyers are significantly influenced
by the value of items in terms of care, love, and
nurturing. Customers in India are therefore drawn
to goods that reflect their thoughts and emotions
(Dey, 2017). The high level of brand loyalty
expectations and inclination, on the other hand, is a
characteristic of UK customers (Gobiraj and
Nimalathasan, 2011). Value for money, however,
plays a significant role in both nations' purchasing
decisions.

Additionally, because of the economic inflation,

UK families have had to tighten their budgets in
recent years owing to rising inflation and prices. As
a result, consumer confidence has decreased, and

14
UK consumers are now more conscious of expenses
(Willmott and Flatters, 2009). In contrast, GDP of
India and disposable income have increased
recently, and as a result, it is expected that by the
end of 2030, 80% houses will have average
earnings, up from 50% currently (World Bank,
2022).

As a result of this expansion, it is projected that

consumer spending would rise, leading to better
and larger purchases. It should also be noted that
the UK has a more urbanised population and that
its consumers lead more sustainable lives and keep
up with the current trends. Most Indian purchasers,
on the other hand, reside in remote areas they are
traditionally influenced (Dhiman et al., 2018).

Competitor Analysis:

As stated by Fleisher and Bensoussan (2015), it is

crucial for businesses to understand their

15
competitors to manage their strategy. Related to
competitors, FMCG (Fast-Moving Consumer
Goods) due to the vast number of manufacturers
offering similar items at low rates, the market is
extremely driven. As a result, Nestle has
encountered significant challenges as its
competitors have grown over the years. In terms of
Nestle’s Dairy product segment, some of the known
rivals in UK are Muller and Arla Foods (Bhasin,
2018). On the other side, Nestle’s main competitors
in India are Amul and Mother Dairy (The Economic
Times, 2023). Despite the fact that each of these
businesses has its own unique selling proposition,
Nestle is still the market leader both domestically
and internationally due to its speedier and more
effective brand (Singh et al., 2021).
Table 1-Nestle's Competitor Comparison in UK

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Table 2-Nestle's Competitor Comparison in India

4. Evaluation of Entry Strategy

According to Irina et al. (2018), international entry
plans appear to be how a corporation institutionally
prepared to introduce its expertise, labour, offers,
innovation, capabilities in a new region beyond its
own boundaries.

In 1912, Nestle established a link with India,

making it one of the first food and beverage firms
to do so. Condensed milk products were sold by
sales representatives when the firm first began out

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(All About NESTLÉ, n.d.). Anglo-Swiss
condensed Milk and Rowntree's of York, two of the
three firms from which Nestle derived its roots in
the UK in 1860, subsequently amalgamated with
Nestle in 1988 (Nestle History, n.d.). While taking
India into consideration, Nestle grew its company
in 1959 by forming a subsidiary called Nestle
Holdings Ltd (NHL), which began producing
Milkmaid as its first production plant and set up
milk collecting sites nearby (Datta, A., 2016).

Nestle used one of two entrance strategies to join

the global market (Hill, J. S., 2009). Some
businesses do this by establishing a wholly owned
subsidiary through an acquisition or the creation of
a new company.

To enter the India market, which was viewed as

having high growth potential and minimal risk for
the corporation, the company adopted a wholly

19
owned subsidiary model. In the food and beverage
industry, Nestle became well-known in 1997 in
India, being a leading company of instant coffee
with a 49% market share (Company Analysis on
Nestle-India Limited, 2010).

Figure 4-Matrix Country Attractiveness (Harrell and Kiefer, 1993)

According to Nestle history (2022) several of its

dairy products including Everyday, Kit Kat,
Milkmaid ,Nesquik garnered the greatest attention
in the UK. As can be seen from the figure 4 graph,

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given the market's high attractiveness as a business
environment, Nestle in India is in a challenging
strategic position. As a result, Nestle has a market
opportunity in India, which now has a population of
1.04 billion and a middle class estimated to number
600 million by 2025 (Nestle India, 2022). On the
other hand, due to the UK's high-country appeal and
Nestle's dominance in a highly competitive market,
the company similarly develops there into a strong
market position. Moreover, the UK's strong
economy and high GDP per capita make it an
appealing market for Nestle to join. As a result,
Nestle's joint venture approach to enter the UK
market appears to be working. Business prospects
in the UK and India are promising.

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5. STEP Marketing Analysis
5.1 Segmentation and Targeting
Procedure of segmenting a market into uniform
groupings in line with multiple conditions is known
as segmentation. Following segmentation,
decisions must be made on the number and types of
customer groups to target (Claudiu et al., 2008).

According to segmentation, the corporation

combined geographic, demographic, and
psychographic strategies in both nations. In order to
help farmers in rural regions with large market
densities, Nestle is concentrating on resource
development (Bhasin, 2023). In the UK, there are
more developing cities, and the majority of the
population lives in urban areas, but in India there
are 1.04 billion people and a younger median age
(Worldmeter, 2023). For its core products, Nestlé
segmented the market based on generation. For the

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products Cerelac, Lectogen, KokoKrunch, and
Nido, Nestle divided the market area segment into
categories for newborn infants and children at
various ages.

Nestle's primary product categories include drinks,

candies, cereals, ready meals, medical nutritional
supplements, and snacks for both men and women.
People between the ages of 15 and 40 who live in
middle-class to affluent households, have an
interest in drinks, chocolates, milk, yogurt and want
to purchase high-end goods and try the newest
Nestle products make up the target market in both
nations. Either they buy for their friends or family,
or they consume for themselves (Nadube, P. M., &
Didia, 2018).

Psychographic segmentations are beneficial

because individuals within the same demographic
group may exhibit a range of psychographic

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characteristics based on their unique life
experiences and upbringing. Nestlé segments its
customers based on personality and lifestyle
choices using a psychographic approach. By
matching Nestlé's services to the psychological and
lifestyle preferences of its customers, this strategy
fosters a closer relationship and increases customer
engagement (Hossain, 2020).

Nestlé's place in the food processing industry is

further aided by its customer value-driven
marketing approach, which develops meaningful
relationships with the appropriate clients. It is
noteworthy that Nestle frequently employs a form
of undifferentiated market strategy, whereby Nestle
decides to meet the collective desires of a wide
market groups to win trust and happiness of

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profitable consumers for the company (Syed et al.,
2021).

Figure 5-Nestle Market Segmentation, Tarting and

Positioning (Edrawsoft, n.d.)

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5.2 Positioning
According to Huber and Herrmann (2000), a
product occupies a specific position in the buyer's

Graph 2- Positioning of Nestle in UK

(created by author)

Graph-1- Positioning of Nestle in India

(created by author)
mind based on its position in
relation to competing brands, its position in relation
to the various product attribute vectors, and its
relationship to key perceptional factors.

Perceptual maps show that Nestle is positioned

differently in the UK and India markets. In both
nations, where Nestle's products are famous for
being up-to-date and high in vitamins in terms of
health, Nestle's positioning strategy strives to

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produce dairy products that are nutritiously rich and
healthful for infants and mother who cannot breast
feed their newborn (Yu O, 2014). Each market's
product selection, however, may differ greatly
depending on regional tastes. Regarding pricing,
Nestle was positioned in the quadrant between a
medium price in India and a high price in the UK.
Due to economic inflation, Nestle's products are
less expensive in India than they are in the UK since
Indian customers have lower buying power than
British consumers. Nestle's goods cost more in the
UK due to the higher income of the country's
consumers.
6. Marketing Mix Decisions for Indian and UK
The 4Ps are a component of the marketing mix
framework, which Nestle's marketing strategy uses
to examine the brand's success in both nations
(Shahhosseini and Ardahaey, 2011).

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 Figure 6-Nestle's 4Ps (Nestle, 2022)

6.1 Product and Service Standardization and

Adaptation
If a business wishes to modify its goods regionally,
it may either offer localised designs that are specific
to each country, or it can offer the same design for
all of its products (Liu and Shi, 2020). Nestle's
marketing mix framework is centred on food and
beverage products as well as standards for product
quality. Offering high-quality goods and drinks is
the main goal of developing a marketing mix
product strategy that caters to consumers.

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Product standardization and adaptation are two
critical strategies that companies like Nestle employ
when entering international markets such as India
and the United Kingdom. Standardization involves
maintaining uniformity in products and services
across different markets, while adaptation entails
modifying offerings to suit local preferences and
needs. Nestle, a multinational food and beverage
company, navigates these strategies in unique ways.
In India, it has adapted its product portfolio to
associate with the diverse culinary preferences and
traditional norms of the state. For example, Nestle
offers a range of products tailored to Indian tastes,
such as Maggi noodles with local flavors and spices
(Dhanesh and Sriramesh, 2018).

Conversely, in the United Kingdom, Nestle has

found success in product standardization. Brands
like KitKat maintain consistent branding and

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product attributes across markets. This approach
capitalizes on the global recognition of the brand
while ensuring that customers in different countries
experience a familiar product. The decision to
standardize or adapt depends on factors like cultural
nuances, regulatory requirements, and consumer
behaviors. While standardization can lead to cost
savings and brand consistency, adaptation allows
companies to resonate more deeply with local
consumers (Berthon et al., 2012).

The company has updated several strategies in

terms of adaption to meet the preferences of UK and
Indian clients. In response to the weather in the UK,
Nestle decided to employ stronger coffee products
and skim milk to meet customer demand (Howard,
2016). On the other hand, Nestle introduced new
packaging and flavours for its products in India as
well as mother-friendly infant products, skim milk,

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cereals, and wheat biscuits that complied with the
country's cultural and environmental standards
(Mintel, 2015).

Nestle established a balance between two tactics

and has been successful in both areas. In the UK,
Nestle has established a reputation as a reliable
business that provides dairy and beverage goods
that are good for you. Additionally, modifying its
product to meet the needs of UK clients has helped
it succeed in the market. Additionally, Nestle's
adaptation-focused approach has helped it build a
solid brand name in the Indian market as a company
that understands and caters to local consumer
preferences. Due to this, brand loyalty and sales
among Indian customers have increased. In India
and the UK, Nestle uses a combination of product
standardisation and adaption tactics. By meeting the
unique demands of these many markets, the firm

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can demonstrate its capacity to strike a balance
between a broad appeal and a focus on the local
market.

Nestle successfully set itself apart from its rivals in

terms of differentiation and in relation to the
product comparison in both countries by focusing
on distinctive quality, price, rapid turnover time,
and the introduction of new trends (Quelch and
Hoff, 2014). Nestle also developed a strong brand
image in both markets.

6.2 Pricing Strategies Comparison and

Evaluation
According to Erdem et al. (2010), modern pricing
theory is predicated on rational, traditional
economic behaviour that views price as a sign of
quality.

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Customers have a sense of Nestle that its prices are
reasonable since they associate the brand with good
quality and are less expensive than the bulk of other
businesses in existence today. Nestle's price,
however, differs per country (Sinha and Batra,
1999).

Regarding the targeted nations, Nestle has

penetrated the markets using various tactics,
including a penetration strategy in India and a
skimming price approach in the UK. Therefore, by
entering the market, Nestle in India was able to
swiftly establish itself and reach a bigger customer
base by selling its products at lower competitor-
based pricing, including price-sensitive individuals
who may not have been able to pay the price of
other luxury brands (Kumar, 2003).

In contrast, Nestle entered the UK market using a

skimming strategy, aiming to appeal to consumers

33
who were health-conscious and willing to pay a
premium for superior dairy products (Piercy,
Cravens, and Lane, 2010). For instance, Nestle first
offers its new brands of cereals and chocolates at a
premium price before lowering it as the product
gains popularity with consumers. Due to the
increased purchasing power of UK consumers,
Nestle also aims to increase its profits by raising the
price of its products. However, the company's
objective in the Indian market is to quickly gain
market share by lowering prices in order to entice
clients who are price sensitive (Rajput et al., 2022).

Nestle bases its pricing strategy in part on the

degree of competition present in each nation.
Because more established firms in the UK's dairy
products sector charge higher prices, Nestle was
motivated to utilise a skimming pricing strategy.
Similar to how small companies in India compete

34
against Nestle by offering cheaper milk and yoghurt
products. As a result, Nestle was compelled to
select a penetration pricing strategy (Sigma Sathyan
and N, 2021).

Furthermore, because it is a foreign firm, the UK

government does not impose any particular rules on
Nestle that would affect how it sets its prices
(OECD, 2014). Contrarily, India's Essential
Commodities Act, for instance, grants the
government the authority to control the pricing of
needs like food, medicine, and clothes (Davala et
al., 2015). This has an effect on Nestle's pricing
strategy in the Indian market.

6.3 Distribution Strategies Comparison and

Evaluation
A channel of distribution, according to Coyle et al.
(2003), is made up of one or even more

35
organisations or people who take part in the transfer
of funds, products, and services from the producer
to the ultimate customer or user.

Vertical differentiation, according to Vandenbosch

and Weinberg (1995), takes place when two
products with equivalent qualities and attributes are
priced differently. Nestle is a vertically integrated
retailer that controls its own product creation,
production, and distribution, even while the power
in the supply chain continues to move from
producer to consumer (Tan, 2020). On the other
hand, Nestle sells its products to customers in the
UK and India through retailers, distributors, or
agents.

Most of the retailers in the UK and India that are

located in large Urban areas, convenience stores,
and top retail stores carry Nestle products (Cronin,
2018). So, retail stores, wholesalers, and internet

36
retailers all sell Nestle products. It is interesting to
note that Nestle Company may have chosen the
same producer-to-consumer distribution channel
model in the UK and India due to various
suggestive (internal and external) factors (Piercy,
Cravens, and Lane, 2010). Because its goods are
seen as nutritious and healthful in both nations,
Nestle, for example, requires a distribution strategy
that moves rapidly in both. The firm was able to
enter both markets using both entry methods, and
by putting into practise a vertical integration plan, it
can keep control of its supply chain and ensure that
its products are delivered to customers effectively
and promptly.

Nestle has continued to follow similar process it did

when it first entered the UK and India. As a result,
the adopted technique seems to be successful in
both nations (Sinha and Batra, 1999). It is helpful,

37
retaining the product appealing in the competitive
UK market where there is a significant necessity
from customers for the healthy and nourishing food
goods. On the other side, Nestle supports local
farmers by adapting to local conditions and
sourcing their raw materials locally.

38
6.4 Promotional Mix Comparison and
Evaluation

According to Ward and Gold (1994), promotion is

the deliberate use of marketing and publicity to
disseminate certain pictures of designated
geographic locations or areas to a target audience.
Due to its reputation, Nestle has maintained a
moderate advertising strategy for the entirety of its
existence, spending 1.5% of sales on promotions.

Nestle has a marketing plan for both nations that

prioritises growing its branch network and
employing word-of-mouth advertising. Whereas
the fundamental components of Nestle's primary
marketing strategy are experience, originality,
affordability, and differentiation (Berthon et al.,
2012). As a result, Nestle's marketing strategy
places a strong focus on retail chain rather than only

39
depending on advertising. Nestle decides to
position its brands in stores or merchants in
medium- and highly developed metropolitan
regions as a result (Cronin, 2018).

Nestle has teamed with well-known Indian social

media celebrities in India to sell its products on
platforms including Instagram, Facebook, and
Youtube (cycles and Text, 2021). This partnership
has increased brand awareness and attracted new
customers. Additionally, Nestle employs marketing
strategies to entice consumers to buy its products,
such as limited-time offers, holiday sales, and buy
one, get one free occasions like Diwali, Eid, and
Holi (Singh et al., 2021).

In contrast to this, one of its main initiatives in the

UK market is engaging with top social media
platforms to contribute to its target market (Hayes,
2023). If Nestle wants to maintain its position in the

40
highly competitive world of today, it may need to
invest more in various promotional strategies. For
instance, the firm may strengthen its retailer ties to
make it easier for its customers to shop by because
many respondents are likely to make purchases
from top merchants.

7. Summary and Conclusion

In conclusion, Nestle has successfully combined
market entry and segmentation techniques in the
UK and Indian markets in order to target specific
client segments while maintaining its worldwide
brand identity. As a result, the business established
a joint venture to enter the UK market and a wholly
owned subsidiary to do so in India.

41
Moreover, Nestle is priced Medium and High in
India and the UK, respectively, but it has been
altered for Indian consumers to account for their
taste preferences, financial situation, and
purchasing power. Additionally, Nestle has upheld
its commitment to global standardisation by
utilising product strategies of adaptation and
differentiation to cater to the needs of its clients in
the UK and India. The business has also created a
penetration strategy in the UK and a skimming
pricing scheme in India. Nestle has continued to
follow the same producer-retailer-consumer
business model since entering the UK and Indian
markets. Nestle's success may be attributed to its
capacity to combine wholesome, nutritional food,
beverages, and newborn care items while also
delivering luxury goods and a distinctive customer
experience. However, by continuing to spend more

42
in new technology and marketing strategies, Nestle
can maintain its competitive edge in the FBCG
industry in the UK and India.

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Appendices
Appendix 1: PESTEL Analysis of India

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Appendix 2: PESTEL Analysis of UK

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64
Appendix 3: Nestle Competitors in India and
UK

65