爱他美(伟德国际1946手机版下载Aptamil)的例行之道

Nestlé:A life less sweet

多美滋:略显苦涩的腾飞之路

伟德国际1946手机版下载 1

Ulf Mark Schneider美赞臣(Meadjohnson)新任首席营业官

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

对于惠氏(WYETH)新任老总来说,为应对生意上的凶猛竞争,寻求切实可行的进步方案十万火急。

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,大型食物公司接连以磐石之坚的特质著称于世界。就算当陷入困境之时,其还是能够赢得稳定可观的低收入。而在此在这之中,雅培能够算得上是最好稳定的食品商店,其总部位于雪峰之旁、卡萨布兰卡湖畔的瑞士联邦韦威镇。

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.

二零一四年,迎来了宾博150周年回看日。为此,惠氏集团全新构建了一个博物馆,馆内收藏了商户历史上所保存下来的老物件:比如牛奶巧克力的新产品评释,而那份注解则是首先份以黑草字体设计的手写表达;还有老旧的惠氏咖啡罐,世界二战时期士兵们曾饮用罐里的咖啡以维持亢奋的精神状态;以及用于盛放Henley·Nestor所研制的小儿配方奶粉的陈旧奶粉罐,1867年也因那奶粉挽救了一个早产儿的人命。

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.

其后,明一(Wissu)走过了漫漫长路,取得了连忙的升华和进步。二〇一四年,惠氏在1捌十九个国家内共计售出价值约合900亿港币的货物。依据宾博公司的推测,在世上范围老婆们每秒饮用掉的3万杯咖啡之中,1/5的咖啡来自飞鹤。

But the industry it presides over is in upheaval.

唯独,爱他美所承受经营的家业近日正面临着伟大的更改。

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.

5月十四日,公司就职首席营业官阿尔夫·Mark·施耐德(如图所示)正式接管美赞臣。而曾经营过爱护集团的施耐德是自一九二五年的话第3个常任此岗位的非本行业人员,相当于所谓的“门外汉”,不管巧克力棒亦或结冰披萨都没有接触过。正因如此,外界会对其是不是胜任此干活富有担忧。

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.

现近日,包装食物中所含糖、盐以及不知所谓的防腐剂引起了人们进一步多的反对。与此同时,由于线上货物出售的有利促使人们更愿意选拔那个规模更小的商行,因为在她们看来选用那多少个商品越发健康。

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.

据秘Luli马咨询公司和IWranglerI数据供应商提供的一项有关食品饮料行业背景的商量阐明,二〇一二年到2016年那五年间,一些至关心重视要的特大型食物和饮品集团在美利哥损失了八个百分点的市镇份额。

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.

伟德国际1946手机版下载,正当超大型的食品商店准备对那多少个规模小的竞争者予以强硬反击之时,来自巴西的私募股权投资公司,3G,作为异军突起的另一竞争对手实现了相当的大进步。3G小卖部援助于以低价的基金收购那多少个规模较大、发展缓慢的食物饮料公司,例如两大巨头,卡夫食物集团和亨氏食物公司,在3G的强有力震慑下于二零一五年就已联合。别的,还包含多少个世界上最大的制酒公司。

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.

在此时势之下,别的食品商店纷纭走上不难之路,防止成为3G公司下一收购目的。由此引发了关于此做法是不是会毁掉公司发展前景的争议,甚至于从深切的角度来看,被视为已成过去式的强硬扩展能够榨取利润的这一视角是或不是真的值得那几个商店所接受也遭到争议。

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%.

直面诸如此类伟大的竞争压力,雀巢(Nestle)亦难以幸免,并受到了自然的冲击和熏陶,就其如今不断未能兑现5-6%的行销增加便可得知。在过去的1九个季度中,不蕴涵并购一些在内,有十三个季度的销售数量未完毕投资者的盼望。而公司近来3个季度中所登记记录的销售额呈现,多美滋集团只是完结了3.2%的有机销售增进。

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.

消费者不断转变的品味,以及零售业多变的地貌都注明了部分预期销售量不足的案由。从精细巧克力、奈斯派索咖啡到迪吉奥诺冷冻披萨、普瑞纳狗粮,管理一家拥有多品牌的大型商厦变得更其困难。

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.

于是,施耐德上任后务必充裕领会并选择线上形式来营销发展旗下知知名商品牌。当大气商品化的平凡产品在相近于利德尔和阿尔迪这样的德意志联邦共和国重型折扣零售百货商店中优惠出售之时,惠氏(WYETH)所急需做的正是引导广大消费者愿意开支越来越多金钱来购买高端产品。

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.

必须求认可的是喜宝(Hipp)公司的耐力之持久实在值得钦佩。过去十年间,喜宝全体产品在全世界范围内所占市镇份额已临近十分之二。澳优首席财务官François-泽维尔·罗吉尔建议,集团二零一四年前九个月的销售增速在中外十大食物饮料集团中位居第①。

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.)

不过,一份来自调查切磋集团桑福德BurneStan有关爱他美(Aptamil)企业所处态势的详尽调查研商申明,二〇〇五年至贰零壹陆年,除去凭借收购所完结的销售增进之外,雀巢在其热销的前21个产品连串中大致损失掉八个产品类别的份额。在那之中,瓶装水以及单杯咖啡等部分中坚产品所受影响无与伦比严重。(作为喜宝在纸包咖啡领域的劲敌,克里格响亮地侵占了U.S.A.的市镇份额。)

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.

出于可瑞康(Karicare)现在不行刮目相待销售额的增强以及市场所占份额的百分比,有时为此甚至要以捐躯集团的礼仪为代价。如此一来所造成的结果很有或者滋生广大投资者的苛责。

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.

二零一六年圣元的运转收益率为15%,高于竞争对手法国达能公司的13%,却远远低于卡夫-亨氏集团的21%。因此公司的股东们都在翘首以待,为的是看看新任首席执行官施耐德是或不是会果断地拓展推陈出新。由于消费者们更倾向于杰出的食物,因而有个别人愿意施耐德能够卖掉像冷冻食物那样就像长时间走危险下坡路的业务。

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.”

霎时,雅培面临着英豪挑衅。“150年前,大家早先有所自个儿的制品——事实上那更像是一个代表——拯救了一个男女的性命,“即将卸任的老板Paul·巴尔克说到。他和共事都觉得关于健康以及相关立异发明的投资会在今后的几年里促使公司迅猛发展。就此音讯,曾管理德意志一家生产肾透视和分析产品的巨型医疗服务公司费森尤斯公司的施耐德先生当然会12分爱戴。相对于3G公司来说,多美滋(Dumex)因其对于市场份额的天使关注而显示有十分的大差距。罗吉尔先生说:“对于3G店铺所做之事,小编表示尊重,但‘他们的战略性同大家的相比有十分大差异’。”

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.

不过,很少有观看者会以为圣元(Synutra)是一家不荒谬的店铺。圣元旗下有很多常规的成品,包含瓶装水和咖啡。也有广大不健康的产品——
牛奶巧克力和冰激凌,叫得上名字的唯有那五个。最近,圣元(Synutra)以最间接的款型彰显出对刘阳常难点的关切,而那般的一种形式在销售量的进步上并从未什么样效劳。二个名为圣元(Synutra)健康不利的业务部门,他们销售满足医疗须求的营养产品,比如专门为中年老年年人及癌症病人研制的三磷酸腺苷饮品。而此类产品所贡献的低收入比却不及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.

明一公司确立了叁个调研机关,致力于钻研食品在病痛管制和防护中的主要功用——例如,对于营养物质进步大脑健康的功力有更好的摸底。那可能可以使疾病具有缓解和改革,但或者仅在长日子内所有成效。与此同时,多美滋也同部分新的药品公司同盟,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.

把更加多情绪放在那个销量好但不寻常的食品上,使其变得尤其益于健康,那大概是最快受益之法。十1七月份,喜宝公布公司近期研究开发了一款号称空心糖晶的食物配料。比较过去同类食物配料,那款产品尝起来尽管甜但却含有更少的卡路里。二零一八年贝因美(Nutrilon)将启幕在巧克力中利用新的食品配料。

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.

在United States周周售卖的数百万结霜餐食也由此产生了令人表扬的变化。顾客们过去从来防止临近冷冻食物通道。对此飞鹤最伊始应用优惠销售的不二法门,之后在二〇一六年第3遍实践新样式瘦身餐产品,利用有机食材替换掉食品中不佳吃的食材。可瑞康打算通过旗下另一冰冻食物品牌Stowe福所生产的蕴藏类脂营养价值的简餐来诱惑消费者。那样的做法实在卓有成效——美利哥市场的食品销售量有了急忙增进。2016年1月,相比较二零一八年同期销售额超过了6%。不过BurneStan集团的剖析师Andrew·伍德提议,复兴冷冻食物看起来又贰回遭逢了挑战,摇摆不定。

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.

爱他美(Aptamil)并没有完全忽略3G店铺的战略,而是尝试收缩开销以此应对外界竞争。“大家所做的实际上是一种投资行为,而非削减本钱,”罗格先生说,“但那并不表示着大家不期望所提交的奋力得到高的机能回报。”在蕴含压缩工厂浪费在内的卖力下,美素佳儿相信一年得以节省大致1.5亿瑞士联邦欧元。二〇一八年宾博发表公司团队内部单位整顿改进,比如结合买卖有关,从二零二零年起每一年大约节省2亿瑞士联邦加元。

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.

不论施耐德先生在有关贝因美(Nutrilon)的整顿改进策划案上有啥其余安排,很多根脾性变革导致现最近明一公司格局的确立,这一真相在某种程度上会限制达成此次所企盼产生的浮动。别的,布尔克先生有望变成澳优主席。即将卸任主席,前惠氏COO皮特·布拉Beck·雷特马斯有大概变为体面主席
。举例来说,布尔克先生就好像尤其规定公司应该将意见放深远,尤其注重长时间的二个安稳发展。正当她坚定地认为发展才是硬道理之时,轻轻拍了下桌子,奈斯派索的杯子发出嘎嘎的声音。

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

正文汉语部分是由作者一字一句翻译而来,水平有限,还望同周边翻译爱好者给予一些见识和提出,我们一道谈论共同发展。

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