DOCSLIB.ORG

Nestlé's Winning Formula for Brand Management

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Nestlé's Winning Formula for Brand Management Feature By Véronique Musson Nestlé’s winning formula for brand management ‘Enormous’ hardly begins to describe the trademark that develop products worldwide and are managed from our portfolio of the world’s largest food and drink company headquarters in Vevey, Switzerland or St Louis in the United States,” he explains. So eight trademark advisers, also based in Vevey, advise one – and the workload involved in managing it. But when or more strategic business units on the protection of strategic it comes to finding the best solutions to protect these trademarks, designs and copyrights, while one adviser based in St very valuable assets, Nestlé has found that what works Louis advises the petcare strategic business unit on trademarks and best for it is looking for the answers in-house related issues, as the global petcare business has been managed from St Louis since the acquisition of Ralston Purina in 2001. In parallel, 16 regional IP advisers spread around the world advise the Nestlé Imagine that you start your day with a glass of VITTEL water operating companies (there were 487 production sites worldwide at followed by a cup of CARNATION Instant Breakfast drink. Mid- the end of 2005) on all aspects of intellectual property, including morning you have a cup of NESCAFÉ instant coffee and snack on a trademarks, with a particular focus on local marks. The trademark cheeky KIT KAT chocolate bar; lunch is a HERTA sausage with group also includes a dedicated lawyer in Vevey who manages the BUITONI pasta-and-sauce affair, finished off by a SKI yogurt. Later domain name portfolio and handles all issues of misuse of the group’s you suck on a POLO mint, while dinner is a light MAGGI soup. You brands online. These 26 advisers are supported in their task by a group have had a Nestlé food day, but still have sampled only a fraction of of trademark specialists and paralegals who handle the more the company’s products. This shows how much the Swiss company administrative aspects of mark protection, including searching and has grown and diversified since pharmacist Henri Nestlé invented opposition procedures. All of them report to Maeder, who himself formula milk in 1867 and founded his company with a single reports to Paula Nelson, General Counsel Intellectual Property. product. One hundred and forty years on, Nestlé has become the world’s largest food and beverage producer and branched out into Team effort petcare, with a little pharmaceutical thrown in. While the IP department is independent from the business units Managing this worldwide and varied brand portfolio is no mean (Nelson reports directly to Nestlé’s chief financial officer), the feat. But while many companies opt to outsource a fair amount of the trademark team’s daily work involves a close relationship with its activities relating to IP management and protection, at Nestlé the clients in the group, in particular with the marketing department and policy is to do most of the work internally. This choice may have been the managers of the strategic business units. (The word ‘clients’ may made primarily to stay close to the business, to cut down costs and to avoid low/non-added value intermediaries, but it also makes sense as part of the group’s approach to IP protection. The policy has evolved over the past few years: IP protection used to be split between the trademark and patent departments, which worked in parallel without much interaction, but now the approach is more holistic – the trademark team and the patent team work together within a single IP department and find the best protection for each brand. Practically, this means that while the trademark and patent teams still retain their separate areas of expertise, the trademark and patents advisers communicate on a daily basis to decide which IP rights are best suited to protect each particular aspect of a brand, product or packaging. Two-level structure The structure of Nestlé’s trademark division may seem complex at first glance, but Jean-Pierre Maeder, Group Head of Trademarks, Jean-Pierre Maeder explains that the organization of the department mirrors that of Group Head of Trademarks Nestlé’s business units. “The company has 11 strategic business units Nestlé 58 World Trademark Review September/October 2006 www.WorldTrademarkReview.com Nestlé’s six global corporate brands be used as a way to motivate personnel to treat internal departments as well as they do outside clients in most places, but is an accurate description of the relationship between the departments at Nestlé. The IP department is based within Nestec, the service providing company to the Nestlé group worldwide. These services are provided to the business units on a contractual basis.) This means that while strategic brands are defined by the executive management board, trademark advisers are involved from the very beginning by taking part in regular meetings relating to the brand’s development. They then manage the brand in collaboration with the relevant strategic business unit, keeping in close contact with the unit with regards to any legal actions to be taken. This also applies at local level, where local brands are created by the operating companies in collaboration with the regional IP advisers, who then manage and enforce the trademark rights associated with the brands. As mentioned above, most of the trademark work is done in- house. “We tend to do most trademark work internally,” explains Maeder. “Effectively, our regional IP advisers work as internal agents and lawyers.” This is possible because most of Nestlé’s regional IP advisers are qualified to act before the local trademark offices as well as in the local courts. The regional IP advisers are based in the markets in which Nestlé has a lot at stake in terms of brand development and strategy, but these regional IP advisers are also in charge of several countries. For instance, the regional IP adviser based in the United Kingdom is also responsible for Ireland, the Nordic region and Iceland. The regional IP adviser in Mexico is also responsible for Central America and the Caribbean region. “We have a network of outside counsel and filing agents in the countries where we don’t have a presence, or where our advisers are not qualified to act in front of the local trademark office or courts,” confirms Maeder, who is himself admitted to the Bar in Switzerland. Cost control Handling most things in-house has many advantages, such as being close to the business and minimizing response time when a particular problem arises – in part thanks to the good communication and strong relationships that exist within the trademark team and with its clients. Also, using the regional IP advisers as internal agents and lawyers is more cost efficient than using external service providers. Another factor to the department’s budget control may be the group’s filing strategy. Maeder favours the international route of filing under the Madrid system and designating the Community trademark (CTM), which makes a lot of sense for the worldwide brands for which a coherent strategy must be in place. The combined international/CTM solution means that filing fees are minimized while the scope of registration is maximized. National filings are used only for local/regional marks and where the Madrid system is not applicable. A leaner but still chunky portfolio The portfolio consists of a medley of types of mark – words, devices, colours, shapes and slogans – because the kinds of registration Maeder’s team seeks vary significantly from one brand to another; also in addition, protecting all aspects of brands for fast-moving consumer goods requires exploring all possible avenues of traditional and non-conventional trademark registration as well as design registrations as part of the fight against copycat products – that is, imitators of the look and feel of Nestlé’s products. The group also has a worldwide policy for the registration of domain names for global strategic brands that forms part of the overall strategy for the brand: “For instance, the six worldwide corporate strategic brands [NESTLÉ, NESCAFÉ, NESTEA, MAGGI, PURINA and BUITONI] are registered on a global basis as trademarks and as domain names under many of the www.WorldTrademarkReview.com September/October 2006 World Trademark Review 59 Feature: Nestlé’s winning formula for brand management Nestlé’s IP department Four regional Machinery & Cereals IP researchers IP advisers packaging IP advisers Americas IP adviser Trademarks/ Patents Patents Waters IP support IP support Coffee & IP advisers beverages Trademarks/ IP advisers Patents Trademarks/ Patents IP support IP support Petcare Chocolate & (St Louis) confectionery IP advisers IP advisers Trademarks/ Trademarks/ Patents Patents General counsel Six regional IP support intellectual IP support IP counsel IP advisers property Europe Group head of trademarks Nutrition Group head of Dairy IP advisers patents IP advisers Trademarks/ Trademarks/ Patents Patents IP support IP support Nespresso Food IP advisers IP advisers Trademarks/ Trademarks/ Patents Patents Six regional IP support Ice cream Food services IP support IP adviser IP advisers IP advisers IP advisers Domain names/ Asia Oceania/ Trademarks/ Trademarks/ Internet Africa Patents Patents IP support IP support generic top-level domains and country-code top-level domains,” notes branding consultancy, ranked the NESCAFÉ brand alone at number Maeder. However, other domain name registration rules apply to local 24 in its 2005 league table of global brands, with an estimated value brands: these are usually registered as domain names only under the of $12.42 billion; the ranking for 2006, with a value of $12.50 billion, relevant country-code top-level domain. is 23. The exact value of the entire portfolio may be difficult to pin In the six years since Maeder joined Nestlé, the portfolio has been down, but the value of Nestlé’s intangible assets gives a good streamlined to bring costs down and ease management.
Load more

Recommended publications
  • Nestlé in Society
    Nestlé In Society Creating Shared Value and meeting our commitments 2014 Middle East © June 2015 Nestlé Middle East FZE Nestlé Middle East FZE P.O. Box 17327 Dubai United Arab Emirates The brands in Italics are registered trademarks of the Nestlé Group Concept and Writing Nestlé Middle East, Corporate Communications with Akouri Communications Visual Concept and Design Nestlé Middle East, Corporate Communications with Publicis Middle East Contents 4 2014 Performance Summary 6 Summary of our Commitments 8 Message from our Chairman and our CEO – Nestlé S.A. 10 Message from our Chairman and CEO – Nestlé Middle East FZE 12 Creating Shared Value at Nestlé 16 Nestlé in the Middle East 22 Nutrition Commitments Find out how Nestlé contributes to Nutrition, Health and Wellness of people in the Middle East 34 Rural Development and Responsible Sourcing Commitment Read about how we globally work with farmers and rural communities, and our commitment to responsible sourcing in the region 36 Water Commitment Find out how we manage our water resources and our commitment to improving efficiency 38 Environmental Sustainability Commitments Find out about our commitments to improving our use of resources to protect the environment and promote sustainability 40 Our People and Compliance Commitments We focus on promoting youth employment and career opportunities in the Middle East. Everything we do is based on foundations of strong, non-negotiable compliance Front cover Yasmine is a student at the Makassed Khalil Chehab School in Beirut, pictured here after attending a Nestlé Healthy Kids Programme – Ajyal Salima session. The School has been integrating the curriculum Nestlé into classroom subjects since 2011 to help kids acquire nutrition knowledge and promote positive eating In Society Creating Shared Value behavior.
    [Show full text]
  • Nestlé in the United States Meeting Society’S Needs by Creating Shared Value Letter from the Ceos
    Nestlé in the United States Meeting society’s needs by Creating Shared Value Letter From the CEOs At Nestlé, we are committed to becoming the very best Nutrition, Health and Wellness company. Achieving this means doing more than just providing consumers and their pets with great-tasting, nutritious food and beverages. It means creating value for our employees, customers, consumers and their families, as well as society at large. We call this approach Creating Shared Value. Creating Shared Value is a way of doing business that goes beyond philanthropy. It is a basic principle of our business strategy and fundamental to our overall success as a company. For our business to prosper in the long term, we must create value for shareholders and society in a manner that is integrally linked to our core business strategies and operations. Globally, Nestlé’s Creating Shared Value focuses on the areas of nutrition, water and rural development. • Since its founding in Switzerland more than 140 years ago, Nestlé has achieved long-term profi table growth by providing nutritious products that improve the health of its consumers. As a result, Nestlé today is the world’s largest Nutrition, Health and Wellness company. • A business must operate in an environmentally sustainable manner, in a way that provides for current needs without compromising the Earth’s resources for use and enjoyment by future generations. Nestlé works diligently in this area, with a special focus on water resources. • Economic development, particularly rural development, is key to improving the lives of farmers and rural communities. Nestlé has been contributing to economic development over many decades, primarily through our work with farmers and through our 456 factories, half of which are in the developing world, and most of which are in rural areas.
    [Show full text]
  • Veggie Planet 2017
    The economy: Our enemy? Big corporations: Friend, enemy or partner of the vegan movement? Renato Pichler, Swissveg-President Kurt Schmidinger, Founder „Future Food“ Talk on Nov. 2017 for CARE in Vienna 1 Who we are Renato Pichler • Since 24 years vegan • Founder and CEO of the V-label-project (since 1996) • Since 1993 I have been working full-time for the largest Swiss vegetarian and vegan organisation: Swissveg • I am also in the board of the European Vegetarian Union and Das Tier + Wir (animal ethics education in schools) Kurt Schmidinger • Master in geophysics and doctor in food science also software-engineer and animal rights activist • Founder and CEO of „Future Food“ • Scientific board member of Albert-Schweitzer-Stiftung, VEBU, GFI, etc. 2 What should we buy? When we buy a product: We support the producer and the merchant. If we buy meat, we support the meat-industry. If we buy a vegan product, we support the vegan industry. 3 What should we buy? Consequences of the success of the vegan movement: ● even meat-producers have a vegan product-range ● big corporations are interested in the vegan-market Should a vegan buy a vegan product from a meat-producer of a big corporation? 4 Role Play Kurt Opponinger: I’m against it! Kurt Proponinger: I support every vegan product! ? 5 Defining the goals 1) Simplifying life for vegans 2) Reduce meat consumption – increase consumption of vegan products 3) Establishing vegan as the norm in society 4) Support the small pure vegan-shops/producers Depending on the main goal, the optimal procedure can change.
    [Show full text]
  • Case Study of Nestlé1
    CASE STUDY OF NESTLÉ1 INDEX PART A 1. Introduction 3 2. History 3 3. Industry Analysis and Competitors 5 3.1 Challenges of the food and beverage industry 6 3.2 Sales evolution of the industry 6 3.3 Qualitative Analysis: SWOT industry 8 3.4 Main competitors 9 3.5 Market Share 9 4. Business Model 10 4.1 Mission 10 4.2 Distinctive Factors 10 4.3 Corporate Governance 11 4.4 Corporate Social Responsibility 11 4.5 Segmentation of products 13 5. Questions 13 6. Bibliography 13 7. Notes 14 1 Case written by Clara Aguilar, Cristina Hey, Laura Plaza and Sara Zayas and supervised by Oriol Amat, BSM Universitat Pompeu Fabra, 2018 8. Annex 14 8.1 Balance Sheet 14 8.2 Income Statement 17 8.3 Cash Flow Statement 18 8.4 Ratios 20 PART B 1. Answer to the Questions Raised 22 2 PART A 1. INTRODUCTION “Nestlé” is a Swiss multinational food and beverage company whose business started in 1866. It is one of the largest food companies in the world, with presence in 191 countries, and more than 2,000 brands. Some of these are globally iconic while others are just regional, presenting a great variety of products, such as tea, coffee, bottled water, medical and baby food, breakfast cereals, and lots more. It is a well-known company world-wide, specially because of Nestlé milk chocolate bar, which is one of the most famous products. The company focuses on the production and supply of great quality and healthy food products. Nestle has a huge portfolio and is seen as an enormous competitor across the food industries.
    [Show full text]
  • Foods Suitable for a Vegetarian Diet
    Vegetarian Updated March 2020 Nestlé UK Ltd Nutritional Information Nestlé Goods brought into the UK direct by retailers Nestlé UK Ltd is part of a large international company, which produces many different products world-wide. As a recipient of the enclosed nutritional information list you will be aware of our commitment to provide up to date and correct information about our products. Recently some UK retailers have been importing Nestlé products from both Europe and other countries without our knowledge and as a result we are unable to guarantee that these imported Nestlé products are suitable for your allergy/intolerance. While appearing to be superficially similar to their UK counterparts, there are often recipe and production differences according to the country of origin. For your own safety, please check the label of the product that you have purchased – even if you have eaten the product before If you are unsure please contact us and we will do our best to help you. You can contact us free on 00800 637 85385. Our website address is www.nestle.co.uk – you can email us from the ‘contact us’ screen. Please note that the information on this list relates to our standard range of products. For suitability of all limited edition/seasonal products, please call us on the above contact number. 1 Vegetarian Updated March 2020 Foods Suitable for a Vegetarian Diet Products listed in bold are recent additions/alterations. All products on this list are free from meat, fish and their derivatives. Please note: Some products on this list have been fortified with Vitamin D3 sourced from lanolin (sheep's wool).
    [Show full text]
  • BORME-A-2020-139-99.Pdf
    BOLETÍN OFICIAL DEL REGISTRO MERCANTIL Núm. 139 Martes 21 de julio de 2020 Pág. 25388 SECCIÓN PRIMERA Empresarios Actos inscritos ÍNDICE ALFABÉTICO DE SOCIEDADES A A M G PUBLICIDAD & GESTION DE COBROS SL. BORME-A-2020-139-28 (233896) A NOIESA CAMBADOS SOCIEDAD LIMITADA. BORME-A-2020-139-36 (234187) A.G. Y ASOCIADOS IMPOCAN SL(R.M. LAS PALMAS). BORME-A-2020-139-35 (233420) AB SCIEX SPAIN SL. BORME-A-2020-139-28 (233690) ABBOTT MEDICAL ESPAÑA SA. BORME-A-2020-139-28 (233825) ABC SANT FELIU SL. BORME-A-2020-139-08 (232902) ABERTIS INFRAESTRUCTURAS SA. BORME-A-2020-139-28 (233738) ABILLE EUROPA S.L. BORME-A-2020-139-08 (233025) ABOGADOS Y ECONOMISTAS CONCURSALISTAS INTEGRADOS, SOCIEDAD CIVIL BORME-A-2020-139-35 (233424) PROFESIONAL(R.M. LAS PALMAS). ABUPROS&PATRIMONIAL COMPANY SA. BORME-A-2020-139-46 (234300) ACABADOS Y PROYECCIONES SL. BORME-A-2020-139-46 (234339) ACBS MABES SA. BORME-A-2020-139-47 (234660) ACBS MABES SA. BORME-A-2020-139-47 (234661) ACCENTURE HOLDINGS IBERIA SL. BORME-A-2020-139-28 (233695) ACJ SOCIEDAD ANONIMA(R.M. LAS PALMAS). BORME-A-2020-139-35 (233438) ACM CONTRACT SL. BORME-A-2020-139-28 (233548) ACTIUS RENTABLES GESTIO INTEGRAL SOCIEDAD LIMITADA. BORME-A-2020-139-43 (234224) ADASA SISTEMAS SA. BORME-A-2020-139-08 (233043) ADDO IMPRESORES SOCIEDAD ANONIMA LABORAL. BORME-A-2020-139-46 (234586) ADM WILD VALENCIA SA. BORME-A-2020-139-46 (234325) AENIUM ENGINEERING SL. BORME-A-2020-139-47 (234675) AENIUM ENGINEERING SL. BORME-A-2020-139-47 (234676) AENOR INTERNACIONAL SA.
    [Show full text]
  • FIC-Prop-65-Notice-Reporter.Pdf
    FIC Proposition 65 Food Notice Reporter (Current as of 9/25/2021) A B C D E F G H Date Attorney Alleged Notice General Manufacturer Product of Amended/ Additional Chemical(s) 60 day Notice Link was Case /Company Concern Withdrawn Notice Detected 1 Filed Number Sprouts VeggIe RotInI; Sprouts FruIt & GraIn https://oag.ca.gov/system/fIl Sprouts Farmers Cereal Bars; Sprouts 9/24/21 2021-02369 Lead es/prop65/notIces/2021- Market, Inc. SpInach FettucIne; 02369.pdf Sprouts StraIght Cut 2 Sweet Potato FrIes Sprouts Pasta & VeggIe https://oag.ca.gov/system/fIl Sprouts Farmers 9/24/21 2021-02370 Sauce; Sprouts VeggIe Lead es/prop65/notIces/2021- Market, Inc. 3 Power Bowl 02370.pdf Dawn Anderson, LLC; https://oag.ca.gov/system/fIl 9/24/21 2021-02371 Sprouts Farmers OhI Wholesome Bars Lead es/prop65/notIces/2021- 4 Market, Inc. 02371.pdf Brad's Raw ChIps, LLC; https://oag.ca.gov/system/fIl 9/24/21 2021-02372 Sprouts Farmers Brad's Raw ChIps Lead es/prop65/notIces/2021- 5 Market, Inc. 02372.pdf Plant Snacks, LLC; Plant Snacks Vegan https://oag.ca.gov/system/fIl 9/24/21 2021-02373 Sprouts Farmers Cheddar Cassava Root Lead es/prop65/notIces/2021- 6 Market, Inc. ChIps 02373.pdf Nature's Earthly https://oag.ca.gov/system/fIl ChoIce; Global JuIces Nature's Earthly ChoIce 9/24/21 2021-02374 Lead es/prop65/notIces/2021- and FruIts, LLC; Great Day Beet Powder 02374.pdf 7 Walmart, Inc. Freeland Foods, LLC; Go Raw OrganIc https://oag.ca.gov/system/fIl 9/24/21 2021-02375 Ralphs Grocery Sprouted Sea Salt Lead es/prop65/notIces/2021- 8 Company Sunflower Seeds 02375.pdf The CarrIngton Tea https://oag.ca.gov/system/fIl CarrIngton Farms Beet 9/24/21 2021-02376 Company, LLC; Lead es/prop65/notIces/2021- Root Powder 9 Walmart, Inc.
    [Show full text]
  • Find Your Brand
    Find your brand - Ratings for 173 bottled waters The Environmental Working Group rated 173 bottled waters for transparency - what each company is willing to share with you about where their water comes from, how or if it's treated, and how pure it is. More than half of all bottled waters flunked. Bottom line? Drink plenty of water, but avoid bottled water when you can. It pollutes the environment and is often nothing more than tap water. When you must, choose brands with high scores (clear labeling) and advanced treatment. PRODUCT GRADE (Stop & Shop) Acadia Natural F Spring Water (Stop & Shop) Electrolyte Enhanced Water D ! ! (Walgreens) Drinking Water F ! ! (Walgreens) Pure Drinking Water ✓ C ! ! (Walgreens) Spring Water D ! ! 365 Everyday Value Spring Water D ! ! 7 Select Spring Water D ! ! Acqua Panna Natural Spring Water C ! ! Alhambra Crystal-Fresh Purified Water ✓ C ! ! Alhambra Jr. Sport Crystal-Fresh Purified Water ✓ D ! ! American Falls Purified Drinking Water ✓ D ! ! Angel Fire Water Drinking Water F ! ! Aquafina Purified Drinking Water ✓ D ! ! Aquarius Spring! Natural Spring Water C ! ! Archer Farms Natural Spring Water F ! ! Arrowhead Mountain Spring Water C ! ! Athena Purified Water with Minerals Added ✓ F ! ! Atlanta Bread Natural Spring Water D ! ! Belmont Springs Purified Water ✓ C ! ! Big Y Natural Spring Water F ! ! Bristol Farms Drinking Water F ! ! Calistoga Sparkling Mineral Water C ! ! Chukchansi Gold Resort and Casino Purified F ! ! PRODUCT GRADE Drinking Water Ciao Acqua Naturale Natural Spring Water F ! ! Cool
    [Show full text]
  • Coffee Economic Fact Sheet# 2 July 1989
    Coffee Economic Fact Sheet# 2 July 1989 Department of Agricultural and Resource Economics College of Tropical Agriculture and Human Resources University of Hawaii By ·Kevin M. Yokoyama, Stuart T. Nakamoto, and Kulavit Wanitprapha CROP PROFILE ac, respectively. Hawaii's was substantially SPECIES higher at 1166 lb/ac. Exceptional yields of 2682 lb/ac or more have been obtained in Hawaii, • Over 70% of the world coffee supply is arabica from advanced plantations in Brazil, and in the coffee (Coffea arabica), slightly more than 20% People's Democratic Republic of Yemen. is robusta coffee (C. canephora), and the rest is from C. liberica and C. excelsa and other species. • For every 100 lb of clean, dried, unroasted coffee beans, 500 to 600 lb of coffee berries are needed. • All high-quality (specialty) coffees come from C. Unroasted coffee beans can be stored up to three arabica, but quality is affected by the processing years without a noticeable loss in quality. method. Examples are Jamaican Blue Moun­ tain coffee and Kon a coffee, both of which are se­ USES AND PRODUCTS lectively picked when ripe, then processed by the wet method. Brazilian coffee also comes • Coffee beans can be roasted, ground, and brewed. from C. arabica. This coffee is mass-harvested In the Middle East, roasted coffee is ground into by strip-picking the coffee berries at various a powder, boiled several times, and sweetened stages of development and is processed by the with sugar to produce a small cup heavy with dry method, resulting in a lower quality coffee. sediment. In southern Europe and Latin Amer­ ica, coffee is dark-roasted, nearly burned, and • Robusta coffee does not possess the aroma or bitter.
    [Show full text]
  • Nescafé Dolce Gusto Café (16 CAPSULAS)
    Cafés e Especialidades Solúveis Soluble Coffee PRINCIPAL SKU Cerelac Bolacha Maria (9x250g) Gold (6x200g) Clássico (12x100g) Clássico Descafeinado Clássico Creme Gold (12x100g) Clássico (8x200g) (12x100g) (12x100g) Clássico Intenso Clássico 10 saq. Clássico Descafeinado (12x100g) (12x20g) 10 saq. (12x20g) Cafés e Especialidades Solúveis Soluble Coffee Cerelac Bolacha Maria (9x250g) Galão 10 saq. Cappuccino Cappuccino Intenso (8x18g) 10 saq. (6x140g) 10 saq. (6x125g) Cappuccino Descafeinado Cappuccino Café Mocha Caramelo 10 saq. (6x125g) 8 saq. (6x144g) 8 saq. (6x136g) Bebidas de Cereais Solúveis Soluble Cereal Drinks Cerelac Bolacha Maria (9x250g) Mokambo Intenso Mokambo Tofina (12x100g) Ricoré (12x175g) (12x200g) Tofina (12x200g) (12x260g) Pensal Cevada Pensal Aveia Brasa Bolero (12x200g) (12x175g) (12x175g) (12x200g) Nescafé Dolce Gusto Café (16 CAPSULAS) Cerelac Bolacha Maria (9x250g) Espresso Ristretto Barista Espresso Intenso Buondi (3cx x 104g) (3cx x 120g) (6cx x 128g) (6cx x 112g) Espresso Descafeinado Ristretto Ardenza Sical Essenza Di Moka (3cx x 96g) (6cx x 112g) (6cx x 112g) (3cx x 216g) Nescafé Dolce Gusto Variedade (16 CAPSULAS) Cerelac Bolacha Maria (9x250g) Cappuccino Chococino Nesquik (3cx x 200g) (3cx x 270g) (3cx x 256g) Marrakesh Tea Café au Lait Citrus Honey Tea (3cx x 116.8g) (3cx x 160g) (3cx x 83.2g) Cafés Torrados R&G LAR SICAL Roasted Coffee PRINCIPAL SKU Cerelac Bolacha Maria (9x250g) Clássico Grão Clássico Moagem Clássico Grão Clássico Moagem Grossa (6x1kg) Normal (12x250g) (12x250g) (12x250g) Tradição Clássico
    [Show full text]
  • Financial Statements 2018
    Financial Statements 2018 Consolidated Financial Statements of the Nestlé Group 2018 152nd Financial Statements of Nestlé S.A. Consolidated Financial Statements of the Nestlé Group 2018 Consolidated Financial Statements of the Nestlé Group 2018 63 65 Principal exchange rates 160 Statutory Auditor’s Report – Report on the Audit of the 66 Consolidated income statement for Consolidated Financial Statements the year ended December 31, 2018 166 Financial information – 5 year review 67 Consolidated statement of comprehensive income for the year 168 Companies of the Nestlé Group, joint ended December 31, 2018 arrangements and associates 68 Consolidated balance sheet as at December 31, 2018 70 Consolidated cash fl ow statement for the year ended December 31, 2018 71 Consolidated statement of changes in equity for the year ended December 31, 2018 73 Notes 73 1. Accounting policies 77 2. Scope of consolidation, acquisitions and disposals of businesses, assets held for sale and acquisitions of non-controlling interests 83 3. Analyses by segment 93 4. Net other trading and operating income/ (expenses) 94 5. Net fi nancial income/(expense) 95 6. Inventories 7. Trade and other receivables/payables 97 8. Property, plant and equipment 101 9. Goodwill and intangible assets 107 10. Employee benefi ts 117 11. Provisions and contingencies 119 12. Financial instruments 134 13. Taxes 137 14. Associates and joint ventures 139 15. Earnings per share 140 16. Cash fl ow statement 143 17. Equity 148 18. Transactions with related parties 150 19. Guarantees 20. Effects
    [Show full text]
  • Kosher Nosh Guide Summer 2020
    k Kosher Nosh Guide Summer 2020 For the latest information check www.isitkosher.uk CONTENTS 5 USING THE PRODUCT LISTINGS 5 EXPLANATION OF KASHRUT SYMBOLS 5 PROBLEMATIC E NUMBERS 6 BISCUITS 6 BREAD 7 CHOCOLATE & SWEET SPREADS 7 CONFECTIONERY 18 CRACKERS, RICE & CORN CAKES 18 CRISPS & SNACKS 20 DESSERTS 21 ENERGY & PROTEIN SNACKS 22 ENERGY DRINKS 23 FRUIT SNACKS 24 HOT CHOCOLATE & MALTED DRINKS 24 ICE CREAM CONES & WAFERS 25 ICE CREAMS, LOLLIES & SORBET 29 MILK SHAKES & MIXES 30 NUTS & SEEDS 31 PEANUT BUTTER & MARMITE 31 POPCORN 31 SNACK BARS 34 SOFT DRINKS 42 SUGAR FREE CONFECTIONERY 43 SYRUPS & TOPPINGS 43 YOGHURT DRINKS 44 YOGHURTS & DAIRY DESSERTS The information in this guide is only applicable to products made for the UK market. All details are correct at the time of going to press but are subject to change. For the latest information check www.isitkosher.uk. Sign up for email alerts and updates on www.kosher.org.uk or join Facebook KLBD Kosher Direct. No assumptions should be made about the kosher status of products not listed, even if others in the range are approved or certified. It is preferable, whenever possible, to buy products made under Rabbinical supervision. WARNING: The designation ‘Parev’ does not guarantee that a product is suitable for those with dairy or lactose intolerance. WARNING: The ‘Nut Free’ symbol is displayed next to a product based on information from manufacturers. The KLBD takes no responsibility for this designation. You are advised to check the allergen information on each product. k GUESS WHAT'S IN YOUR FOOD k USING THE PRODUCT LISTINGS Hi Noshers! PRODUCTS WHICH ARE KLBD CERTIFIED Even in these difficult times, and perhaps now more than ever, Like many kashrut authorities around the world, the KLBD uses the American we need our Nosh! kosher logo system.
    [Show full text]