Business Strategy Management Alois Hofbauer Personal Values

Question: Discuss about theBusiness Strategy Managementfor Alois Hofbauer Personal Values. Answer: Alois Hofbauer Personal Values and Belief for Business Success: Over the last 150 years, Nestle as a brand with nutrition, wellbeing and wellness has thrived from small home-grown brand in Switzerland by transforming itself into worlds leading Food and beverage company. It has existence in more than 150 countries across the globe. Alois Hofbauer is Nestle Malaysian Managing Director and regional head of Nestle Malaysia, Singapore Brunei. Alois Hofbauer believed that he was clear right from the start that the company has a value of 150 years and could grow its business to expand outside the territories of Switzerland. Hofbauer guided the company by setting basic principles and values. This is based on the democratic traditions of Swiss society and contained pragmatic values that were no-nonsense approach towards business (Bee et al. 2015, pp. 313-325). He believed that his business policies and management principles would help in expanding the company globally by bringing diversified business ideas. Hofbauer asserts that with over 20 years of his career at Nestle in Asia, Hong Kong, China and Malaysia he had deep understanding of the consumer and business landscape in the Asian region. According to Hofbauer, Nestle business success story in the Asian regions started over 100 years ago however, with the introduction of products like Milo it helped in meeting up with the consumer expectation of delicious nutrition. Hofbauer explained that Nestle international business success largely depended upon the business ideas, which introduced a philosophical success of creating shared values and believed it as the foundation of conducting business. Hofbauer further stated that When Nestle originally introduced the concept of creating shared values, a Harvard business school confirmed that the company already knew business from its several years of success (Sethi 2012). He asserted that businesses that have created value for their shareholders and society create much higher chances of gaining long-run success. Hofbauer strongly asserted that he not only believed in adding values to the shareholders but also believed in adding value to the society and other key stakeholders. Hofbauer added that strong corporate governance values of the organisation would help in ensuring the livelihood of both the rural and urban communities (Kruschwitz 2013, p.1). Hofbauer says that good governance is mandatory criteria, not just, because Nestle is a public listed company but it also responsible to its other company in abiding its business principles. He further stated that one could not maintain a successful business within a society or a country without completely respecting the rules and regulations of the country as abiding by such rules and regulations helps in adding real value to the business. Hofbauer says that these policies are of highest standards and the company follows this process to conduct its business and hold itself responsible. Hofbauer goes one step further in stating that the authorities in Food and Beverage industry of Nestle ensures that the company adhere to its guidelines which will enable them to attain future growth in becoming the global leader. He further stated that in order to develop fast emerging market he provided guidance for business success by building talent pool for future. Success for Nestle is the quality and foresight of the education systems for the long-run of the business (Harmon 2014). He believed that for a leader to advance his company he should ensure that his team is completely equipped with the necessary capabilities. Hofbauer says that human capital is one of the scarcest factors of business and as a leader, he ensures that his team is entirely equipped with the necessary skills. He adds that this is one of the main reasons leading to Nestls outstanding growth as currently the company is exporting in more than fifty countries. Hofbaur asserts that he implements strictest available rules to comply with the business rules and regulations. Hofbauer pointed out that on being appointed as the managing director he went to the hypermarket of Penang and to notice that few shoppers did not opted for products made by Nestle and realised that the local competitors were making into the consumer market where Nestle competes. He sat down with other authorities and jumped into the action to engage with Nestls employees to assess the trends in understanding the volume of goods Nestle sold. Hofbauer and his authorities received more than fifty thousand proposal, which contained suggestions on improving the performance of the company (London and Hart 2012). He implemented several suggestions made by the employees, which helped in reducing the machinery breakdown. This ultimate ly helped in improving the efficiency of the machinery, which in due course contributed to RM1million savings annually. Reference List: Bee, J., Diby, P., Mback, B. and Wettstein, B., 2015. Nestl: Sustainable Value Chain Management from the Farm to the Fork. InSustainable Value Chain Management(pp. 313-325). Springer International Publishing. Bradley, A., 2014. At work travel safety: the nestle global case study.Journal of Supply Chain Management,8(2). Harmon, P., 2014.Business process change: a business process management guide for managers and process professionals. Morgan Kaufmann Publishers Inc.. Kruschwitz, N., 2013. Creating shared value at Nestle.MIT Sloan Management Review,55(1), p.1. London, T. and Hart, S.L., 2012.Next generation business strategies for the base of the pyramid: New approaches for building mutual value. Pearson Education India. Sethi, S.P., 2012.Multinational corporations and the impact of public advocacy on corporate strategy: Nestle and the infant formula controversy(Vol. 6). Springer Science Business Media.