2010.06.21 - 03 -Dolce Gusto Presentation (AT) - … · Tassimo Nespresso Full Automat Black cups...
Transcript of 2010.06.21 - 03 -Dolce Gusto Presentation (AT) - … · Tassimo Nespresso Full Automat Black cups...
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Nestlé Investor Seminar1
WhyNescafé Dolce Gusto ?
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Nestlé Investor Seminar2
Disclaimer
This presentation contains forward looking statements which reflect Management’s current views and estimates. The forward looking statements involve certain risks and uncertainties that could cause actual results to differ materially from those contained in the forward looking statements. Potential risks and uncertainties include such factors as general economic conditions, foreign exchange fluctuations, competitive product and pricing pressures and regulatory developments.
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A desire for
A desire for
A desire for
more choice
better quality
more convenience
Consumers WW looking for versatility, quality and convenience
Consumers have the right to be lazy and demanding at the same time
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Nestlé Investor Seminar4
The coffee market is changing fastWW trends are emerging
ToFrom
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Nestlé Investor Seminar5
Black coffee systems
Multi bev. systems
High pressure
Low pressure
SenseoKeurig
Drip filter
NDG
Tassimo
NespressoFull Automat
Black cups high pressure coffee type
White cup specialty coffee type & non-coffee bev.
Long
Brew
cups
There was a gap in the market
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Nestlé Investor Seminar6
We have the best technology
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Nestlé Investor Seminar7
Unique proprietary technologyGive us an incredible competitive edge
Technical advantage
Customised extraction pressure
Espresso: 6 barLungo: 3 barMilk: <1 bar
Variable temperature
Direct Flow
Choice (from espresso to brew cup), convenience, less cleaning, QualityConsumer Benefit
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• Chococino vs. Tassimo :93/07
• Cappuccino vs. Tassimo:73/27
• Latte macchiato vs. Tassimo: 68/32
• Lungo Mild vs. Tassimo:64/36
• Espresso vs. Tassimo: 59/41
• Lungo vs. Tassimo: 58/42
Nestlé Investor Seminar
Exceptional performance in 60/40
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Nestlé Investor Seminar9
Whathave we built so far
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Coffee-shop coffees@ home
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1 strong concept supported by…
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Nestlé Investor Seminar11
• Design• Cost• Functionalities
…a machine range like no other…
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Nestlé Investor Seminar12
Co
ld
Bla
ck C
offe
eIn
du
lge
nt
Mo
rnin
g
• Moment• Target• Need State
…a range of 22 recipesof superior quality…
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Nestlé Investor Seminar13
…a strong and modernbrand visual identity…
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Nestlé Investor Seminar14
… unique brand personality …
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By the end of 2010:
• Roll-out in 36 markets
• Close to 5 Millions machines sold to the trade
• 2’000’000 registered consumers
• 4TH system WW already ahead of Tassimo.
#1
#2
#3
#4
#5
…a big business…
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Nestlé Investor Seminar16
Markets Launch Year
Share of Business
% evol. ´08 vs.´09
Wave 1 2006 39% +36%
Wave 2 2007 51% +58%
Wave 3 2008 8% +183%
Wave 4 2009 2% +318%
...our business grows from the base (the key markets)...
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Nestlé Investor Seminar17
Superior Quality
PersonalisationBy the cup
Convenience
ü
=
... and a new ambition for Nescafé
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Get People to upgrade Superior
quality• 70/30 superiorityàvs. competition àusual coffee solution
• By the cupàCapsule • CleanlinessàDirect flow
Convenience
• Varietyà Recipes
àDesign
Choice
Nestlé Investor Seminar
We are strong on the key drivers of this business
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Nestlé Investor Seminar19
How do weOperate ?
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Machineproduction
WiK China
SpecialisedRetail
FoodRetail
Machinedistribution
SEB / De Longhi
Coffeeproduction
TutburyGirona
FoodRetail
A unique route to market
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A hybrid business àthe best of both world
• A Central team (to contain complexity and cost):
Global Strategy,
System I/R,
Partnership management
Global Operations.
• Role of the market is local implementation, flawless execution and ultimately P&L responsibility
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A centralized model in a decentralized organisation
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How do we see the
Future
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Nestlé Investor Seminar23
197295
666
NPS
(mio CHF)
2008 2009 2010 2011 201220072006 2013 2014
Our vision CHF 1 Billion business
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• Breakthrough innovation drives growth even in the most mature businesses.
• It can also create huge value in otherwise commoditised markets
• Nescafé will find a new dimension thanks to Nescafé Dolce Gusto
• Combining centralised with decentralised approaches accelerated growth much faster than using either of the two separately.
• The quality of the partnership is critical for success
Key Learning