Nestlé Business Diagnosis: Strategic and Organizational Analysis

• DOI: https://doi.org/10.22533/at.ed.2165122521115

• Palavras-chave: Business Diagnosis. Strategic Analysis. Organizational Analysis.

• Keywords: Business Diagnosis. Strategic Analysis. Organizational Analysis.

• Abstract:

  This study conducts a diagnostic analysis of Nestlé, addressing its main historical, structural, and strategic aspects from the perspective of contemporary management. The research describes the company's trajectory since its founding in 1867 by Henri Nestlé until its consolidation as a global leader in the food sector, highlighting its ability to adapt to economic, technological, and sociocultural changes. Essential elements of organizational management are examined, such as mission, vision, values, strategic planning, and administrative tools, including the PODC (Plan, Organize, Direct, and Control) model, the 5W2H method, and the SMART methodology. The study also analyzes the adoption of the stakeholder model, highlighting Nestlé's commitment to sustainability, social responsibility, and corporate governance practices. In addition, the macroenvironment analysis identifies political, economic, sociocultural, technological, and environmental factors that influence the company's performance, highlighting its ability to respond strategically to global market changes. Nestlé's matrix-based and decentralized organizational structure is presented as a competitive advantage that stimulates innovation and autonomy among regional teams. The study demonstrates that Nestlé's success stems from the integration of strategic management, innovation, and institutional values based on respect, ethics, and sustainability. It concludes that the company represents a model of administrative excellence, combining operational efficiency, corporate responsibility, and adaptability in a dynamic and globalized business environment.