伟德国际1946手机版下载『译』Nestlé’s health kick【雀巢的正常化的道】

Nestlé:A life less sweet

雀巢:略发苦涩的发展之路

伟德国际1946手机版下载 1

Ulf Mark Schneider雀巢新任CEO

As rivals nibble at its business, Nestlé’s new boss must find a
formula for growth.

对雀巢新任老总来说,为诺针对事上之猛竞争,寻求切实可行的升华方案迫在眉睫。

① Large food companies have long been among the world’s most solid, with
reassuringly consistent returns even in hard times.None would seem
steadier than Nestlé, based in the Swiss town of Vevey, on a lake near
snowy peaks.

长久以来,大型食品商店接连因为磐石的坚决的特质著称于世界。即便当陷入困境之时,其依然可以博稳定可观之入账。而在此其中,雀巢可以算是得达是太稳定之食物商家,其总部在雪峰之别、日内瓦湖畔的瑞士韦威镇。

For its 150th anniversary in 2016 it opened a new museum filled with
corporate heirlooms: the first written notes about a new product called
milk chocolate, laid out in black cursive; an old tin of Nescafé, used
by soldiers as a stimulant in the second world war; and an early can of
Henri Nestlé’s infant formula, which in 1867 saved the life of a
premature baby.

2016年,迎来了雀巢150周年纪念日。为夫,雀巢公司全新打造了一个博物馆,馆内收藏了店家历史及所保存下的一味物件:比如牛奶巧克力之新产品说明,而就卖证明则是第一卖为伪草字体设计的手写说明;还有老旧的雀巢咖啡罐,二战期间士兵们既饮用罐里的咖啡为维持亢奋的精神状态;以及用于盛放亨利·内斯特所研制的早产儿配方奶粉的老奶粉罐,1867年吗因为马上奶粉挽救了一个早产儿的性命。

② It has come a long way since then. It sold goods worth nearly $90bn in
189 countries in 2015. Of the 30,000 cups of coffee sipped around the
world each second, Nestlé estimates, one-fifth are cups of Nescafé.

事后,雀巢走过了旷日持久长路,取得了迅猛的进化和进步。2015年,雀巢在189只国外共同计售出价值大约共900亿美元之货色。根据雀巢公司之估算,在世上范围外人们每秒饮用掉的3万盏咖啡里,五分之一的咖啡来自雀巢。

But the industry it presides over is in upheaval.

可是,雀巢所担负经营之家事最近正面临着巨大的改动。

On January1st a new chief executive, Ulf Mark Schneider (pictured), took
over. He is the first outsider to get the top job since 1922, and his
background—running a health-care firm, not selling chocolate bars or
frozen pizza—suggests the main source of worry for the business.

1月1日,公司就职总裁阿尔夫·马克·施耐德(如图所示)正式接管雀巢。而现已经营了保养店之施耐德是从1922年的话第一单做此职务的非本行业人士,也尽管是所谓的“门外汉”,不管巧克力棒亦或冻结披萨都无接触过。正因如此,外界会指向那是否胜任这个干活富有担忧。

③ More and more consumers are snubbing packaged food’s sugar, salt and
unpronounceable preservatives. Meanwhile, swarms of smaller firms,
emboldened by the ease of peddling goods online, are touting supposedly
healthier options.

临时如今,包装食品被所蕴藏糖、盐及不知所谓的防腐剂引起了众人进一步多之反对。与此同时,由于线上货物出售的有益促使人们重新愿意选择那些规模更有些之店铺,因为以她们看来选择那些商品更加健康。

From 2011 to 2015 big sellers of consumer-packaged goods, mainly food
and drink companies, lost three percentage points of market share in
America—a lot in the industry’s context—according to a study by the
Boston Consulting Group, a consultancy, and IRI, a data provider.

随波士顿咨询公司及IRI数据供应商提供的一致件关于食品饮料行业背景的钻研表明,2011年及2015年立即五年里,一些至关重要的特大型食品以及饮品店以美国损失了三单百分点的市场份额。

④ As super-sized companies swat at such tiny attackers, another foe is
gaining ground. 3G, a Brazilian private-equity firm, likes to buy big,
slow-growing food and drinks companies and slash their costs. Targets
have included Kraft and Heinz, two giants which 3G helped merge into one
group in 2015, as well as several of the world’s biggest brewers.

无独有偶当超大型的食品商家意欲对那些圈小的竞争者予以强硬回击的常,来自巴西之私募股权投资局,3G,作为异军突起的其他一样竞争对手实现了特别特别进步。3G店支持被以低廉的本钱收购那些圈较充分、发展缓慢的食品饮料公司,例如两百般巨头,卡夫食品公司暨亨氏食品公司,在3G的有力震慑下被2015年就都联合。此外,还连几独世界上无与伦比特别之制酒公司。

Other food companies are scrambling to make cuts of their own, lest they
become 3G’s next meal. That has prompted a debate over whether such cuts
wreck firms’ growth prospects even further, or whether, in fact, they
are best off accepting that robust expansion is a thing of the past and
wringing out profits.

当斯形势之下,其他食品商家纷纷走及简单的路,以防成为3G公司下同样收购目标。由此吸引了有关这做法是否会见破坏企业发展前景的争论,甚至于从长期之角度来拘禁,被视为已经改为过去式的兵不血刃扩张能够刮利润的这无异于视角是否确实值得这些合作社所承受吗饱受争议。

⑤ Nestlé is not immune to such pressures. In recent years it has often
missed its goal of 5-6% sales growth. Excluding acquisitions, its
numbers have not met investors’ expectations in 11 of the past 17
quarters. In the most recent quarter, the firm registered organic sales
growth of 3.2%.

当这么宏大的竞争压力,雀巢亦难避免,并挨了自然之碰撞和影响,就那个近来持续未能兑现5-6%的行销增长就是只是得知。在过去底17个季度中,不包并购一些在内,有11单季度的行销数目未达标投资者的冀望。而商家日前一个季度中所报记录的销售额显示,雀巢公司但完成了3.2%底有机销售增长。

⑥ Changing consumer tastes explain some of these shortfalls. So does a
shifting retail landscape. Managing a giant portfolio of brands, from
KitKat and Nespresso to DiGiorno pizza and Purina dog food, has become
harder.

消费者不断转变之品,以及零售业多变的地貌还证明了有的预期销售量不足的由。从精致巧克力、奈斯派索咖啡及迪吉奥诺冷冻披萨、普瑞纳狗粮,管理均等家具有多品牌之特大型公司变得更加困难。

Mr Schneider will have to master online ways to market and deliver its
well-known brands. The firm needs to coax customers to pay more for
premium products as ordinary ones get commoditised,and discounted by
firms such as Germany’s Lidl and Aldi.

从而,施耐德上任后必尽掌握并采取线达道来营销发展旗下知名品牌。当大气商品化的一般性产品在看似于利德尔和阿尔迪这样的德国重型折扣零售百货商店遭到打折出售的时,雀巢所待开的尽管是带广大消费者愿意花还多钱来赎高端产品。

⑦ The firm can still boast impressive staying power—its global market
share across its entire range of products has remained near 20% for the
past decade. François-Xavier Roger, Nestlé’s chief financial officer,
points out that the group’s sales growth in the first nine months of
2016 was among the fastest of the top ten biggest food and drink
companies.

不能不使承认的凡雀巢公司之耐力的持久实在值得敬佩。过去十年里,雀巢所有产品于全世界范围外所占据市场份额已近20%。雀巢首席财务官弗朗索瓦-泽维尔·罗杰指出,公司2016年前9单月之行销增长速度在世上十杀食饮料企业被位居第一。

Yet a detailed examination of its position by Sanford C. Bernstein, a
research firm, shows that when growth from acquisitions is excluded, it
lost share in all but three of its top 20 product categories between
2007 and 2015. Some of its core offerings, such as bottled water and
single-serve coffee, fared the worst. (Keurig, Nestlé’s arch-rival in
coffee pods, slurped share in America.)

然,一卖来自调研公司桑福德伯恩斯坦有关雀巢公司所处态势的事无巨细调查表明,2007年到2015年,除去凭借收购所实现之行销增长以外,雀巢以其热销的先头二十个产品种类中几乎损失掉三单产品类别的份额。其中,瓶装水以及单杯咖啡等片基本产品所为影响最惨重。(作为雀巢在纸包咖啡领域的劲敌,克里格响亮地占用了美国的市场份额。)

⑧Such results are likely to attract particular censure from investors
because of Nestlé’s past heavy emphasis on growth and market share,
which sometimes came at the expense of the firm’s profits.

由于雀巢以往万分重视销售额的提高与市场所占有份额的百分比,有时也之还一旦以献身公司的庆典也代价。如此一来所造成的结果大有或引起广大投资者的苛责。

In 2015 its operating-profit margin was 15%, better than the 13% at
Danone, a French competitor, but far below the 21% at Kraft-Heinz.
Shareholders in the firm are waiting to see whether Mr Schneider will
shake things up. Some want him to sell off businesses that seem most at
risk of long-term decline, such as frozen food, as shoppers look for
fresher fare.

2015年雀巢的运营收益率为15%,高于竞争对手法国达能集团的13%,却远远低于卡夫-亨氏公司之21%。因此店铺的股东们还在翘首以待,为的是探望新任CEO施耐德是否会见坚决地展开革新。由于消费者等再也倾向于突出的食物,因此有些人盼望施耐德能够卖掉像冷冻食品这样像长期走危险下坡路的作业。

Food for life?  用以维持生命的食品?

⑨ For now, Nestlé is defiant. “We started 150 years ago having a product
that actually— there’s symbolism there—saved the life of a child,” says
Paul Bulcke, the outgoing chief executive. He and his colleagues say
that investment in health and related innovation will produce strong
growth at the company for years to come. Mr Schneider, who used to run
Fresenius, a big German firm that offers kidney-dialysis products and
other medical services, will certainly emphasise that message. Nestlé
differentiates itself from 3G, with its keen focus on cuts. Mr Roger
says he respects what 3G does, but that “they have a strategy which is
very different from ours.”

当下,雀巢面临着英雄挑战。“150年前,我们开拥有好之出品——事实上那更如是一个象征——拯救了一个孩的人命,“即将卸任的上位执行官保罗·巴尔克说交。他以及同事都觉着关于健康及相关创新发明的投资会以未来之几乎年里促使公司迅猛发展。就这个消息,曾管理德国一模一样贱生产肾透析产品的重型医疗服务企业费森尤斯集团之施耐德先生当然会十分重视。相对于3G商店来说,雀巢因该对市场份额的机灵关注而亮有特别特别分别。罗杰先生说:“对于3G商行所举行的事,我表示尊重,但‘他们之战略性和我们的对比有那个可怜异’。”

⑩ Still, few observers would call Nestlé a health company. Many of its
products are perfectly healthy, including bottled water and coffee. Many
are not—milk chocolate and ice cream, to name but two. And for now, the
purest forms of Nestlé’s focus on health contribute relatively little to
its sales. A business unit called Nestlé Health Science, for example,
sells nutritional products for medical needs, such as vitaminpacked
drinks for the elderly and for cancer patients. It contributes less than
5% of revenue.

但是,很少发生观察者会认为雀巢是平等寒正常的铺。雀巢旗下起诸多正规之成品,包括瓶装回及咖啡。也闹不少非正规之活——
牛奶巧克力和冰激凌,叫得上名的只有及时片单。目前,雀巢以极端直接的款式呈现出对正常问题的关切,而如此的同样栽方式以销售量的增高达连没有什么效果伟德国际1946手机版下载。一个叫也雀巢健康是的业务部门,他们销售满足医疗需要的养分产品,比如专门为老及癌症患者研制的维生素饮品。而此类产品所贡献的入账比却不及5%。

⑪The firm has a research institute devoted to studying food’s role in
the managementand prevention of disease—for example, better
understanding nutrition’s ability to promote brain health. It may bring
growth but probably only in the long term. Nestlé has also partnered
with young drugs firms, including one that is testing a treatment for
ulcerative colitis.

雀巢公司建了一个调研研究机构,致力为研究食物在疾病管制与防范吃之根本意图——例如,对于营养物质提高大脑健康之力量产生重新好的询问。这或许得要疾病具有缓解和改良,但也许一味以加上日子外有着作用。与此同时,雀巢也与片新的药物局合作,包括测试溃疡性结肠炎治疗方法的店铺。

⑫ More immediately rewarding may be its efforts to make best-selling but
unhealthy foods a bit more wholesome. In November the company said it
had created hollow sugar crystals that taste sweet but contain fewer
calories than the usual stuff. It will begin to put the new ingredient
in its chocolate in 2018.

把更多心思放在那些销量好但非正常的食物达到,使该转移得再加益于正规,这或许是无比抢获益的法。十一月份,雀巢宣布公司近日研发了千篇一律缓缓名为空心糖晶的食配料。相比往同类食物配料,这款产品品起来虽然甜但却富含更不见的卡路里。2018年雀巢将启幕以巧克力中行使新的食品配料。

⑬ It is also proud of changes to the millions of frozen dinners it sells
every week in America. Shoppers had been avoiding the frozen-food aisle.
Nestlé first tried discounts, and then in 2015 introduced new versions
of its Lean Cuisine products, stripping out unpalatable ingredients and
replacing them with organic ones. At Stouffer’s, another frozen brand,
Nestlé decided to target men with easy, proteinpacked meals that are
more nutritionally valuable. It worked—its frozen-food sales in America
grew faster. In November 2015 they were 6% above what they had been a
year earlier. But Bernstein’s Andrew Wood points out that the revival of
frozen food now looks wobbly again.

当美国每周售卖的数百万冻餐食也为此有了使人歌唱的变。顾客们过去一直避免临近冷冻食品通道。对斯雀巢最开头下打折销售的不二法门,之后以2015年首不行实行新样式瘦身餐产品,利用有机食材替换掉食物被莫好吃的食材。雀巢打算通过旗下其它一样冻食品品牌斯托福所生产的带有蛋白质营养价值的简餐来吸引消费者。这样的做法确实行之有效——美国市面的食物销售量有矣快速增长。2015年11月,相比去年同期销售额超了6%。但是伯恩斯坦公司的剖析师安德鲁·伍德指出,复兴冷冻食品看起而平等软面临了挑战,摇摆不肯定。

⑭ Nor is Nestlé ignoring 3G’s strategy entirely: it is trying to trim
expenses. “We are very much in an investment position, not in a
cost-cutting exercise,” says Mr Roger, “but that doesn’t mean that we
don’t want to be cost-efficient in what we do.” One effort, which
includes trimming waste at factories, is credited with saving about SFr
1.5bn ($1.5bn) a year. Last year Nestlé announced organisational
changes, such as consolidating procurement, which will save about SFr
2bn each year from 2020.

雀巢并没有完全忽视3G店之战略性,而是尝试减少开支是对外界竞争。“我们所召开的实在是同等栽投资行为,而不减少资产,”罗格先生说,“但立刻并无意味正在我们不盼所付出的全力得到高的作用回报。”在包抽工厂浪费在内的拼命下,雀巢相信一年得以节省约1.5亿瑞士法郎。去年雀巢宣布公司团队间机构整改,比如结合进系,从2020年打每一样年大概节省2亿瑞士法郎。

⑮ Whatever else Mr Schneider has on the menu for Nestlé, radical changes
may be somewhat limited by the fact that so many of those who built the
company into what it is now are sticking around. Mr Bulcke is expected
to become its chairman. The outgoing chairman, Peter Brabeck-Letmathe, a
former Nestlé chief executive, may become honorary chairman. Mr Bulcke,
for one, seems sure that the company should maintain its strong emphasis
on the long term. He taps his hand on the table, rattling some Nespresso
cups, as he insists that growth is still the key.

无论是施耐德先生在关于雀巢的整改策划案上出哪其他计划,很多根本性变革导致现如今雀巢公司形式的建,这等同行莫过于某种程度上会限制实现此次所梦想有的变型。此外,布尔克先生有望成雀巢主席。即将卸任主席,前雀巢首席执行官皮特·布拉贝克·雷特马斯有或变成体面主席
。举例来说,布尔克先生像十分规定公司应将眼光放长远,更加珍视长期的一个端详发展。正当他坚决地觉得发展才是硬道理的时,轻轻磕碰了生几,奈斯派索的海发出嘎嘎的声音。

正文英文部分选自 The Economist 2017-01-07,P46 Business

正文中文部分是由于作者逐字逐句翻译要来,水平有限,还往与广大翻译爱好者与一些见识与建议,大家一道谈谈并发展。

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