Broad stakeholder target shape the backdrop every day to operations decision-making, and top management’s objectives provide a strategic framework, however strolling operations at an operational day-to-day level requires a greater tightly described set of targets. These are the five fundamental ‘performance objectives’ known as the Quality, Speed, Dependability, Flexibility, Cost and they apply every day all varieties of operation.
Quality products
Our focus is on products. The ultimate justification for a company is its ability to offer products that are appealing because of their quality, convenience, variety and price — products that can stand their ground even in the face of fierce competition.
Long-term view
Nestle makes clear a distinction between strategy and tactics. It gives priority to the long-range view. Long-term thinking defuses many of the conflicts and contentions among groups — this applies to employment conditions and relations with employees as well as to the conflicts and opposing interests of the trade and the industry. Of course, our ability to focus on long-term considerations is only possible if the company is successful in the struggle for short-term survival. This is why Nestle strives to maintain a satisfactory level of profits every year.
Flexibility and simplicity
From a strictly organizational point of view, flexible, simple structures work best and excessively large units should be avoided whenever possible. In both respects, Nestle has a natural