HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeNestlé S.A. (B): Forming Nestlé Nutritionback to Strategy

Case Study

Nestlé S.A. (B): Forming Nestlé Nutrition

By Bettina Büchel and Peter J. Killing

4 pages

October 2008

Order this case study

Reference: IMD-3-1717

The second part of this series discusses the decision reached at the April 2004 board meeting to form Nestlé Nutrition as a self-standing business. Before becoming fully operational in January 2006, decisions had to be made about the organization, including the capabilities and skills needed for running the business, and about the interface with Nestlé in the markets. How would these decisions be implemented given the fact that Nestlé Nutrition was an internally carved out organization?

Keywords

Translation of vision, Business Model, Implementation, Food, Nutrition, General Management, Strategy

Settings

World/global
2001-2004

Type

Field Research

Available Languages

English

Related material

Video

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

Nestlé S.A. (A): Should Nestlé Nutrition be a separate business?
Nestlé S.A. (B): Forming Nestlé Nutrition

This case study is part of a series

Nestlé S.A. (A): Should Nestlé Nutrition be a separate business?
Nestlé S.A. (B): Forming Nestlé Nutrition

Nestlé S.A. (A): Should Nestlé Nutrition be a separate business?

By Bettina Büchel and Peter J. Killing
Case reference: IMD-3-1716 ©2008

Summary

In October 2003 Luis Cantarell, head of Nestlé’s Nutrition Strategic Business Division (NSBD), prepared for an important executive management meeti...

Reference IMD-3-1716

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Browse all topics

Nestlé S.A. (B): Forming Nestlé Nutrition

By Bettina Büchel and Peter J. Killing
Case reference: IMD-3-1717 ©2008

Summary

The second part of this series discusses the decision reached at the April 2004 board meeting to form Nestlé Nutrition as a self-standing business....

Reference IMD-3-1717

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Browse all topics

Keep reading

Article

What competitiveness requires now

David Bach on how leaders can build competitiveness amid geopolitical uncertainty through resilience, AI, energy security, trust and European reform.

Competitiveness Geopolitics Strategy

By David Bach

in I by IMD

Article

Why “business partnering” is no longer enough

Discover how CFOs are evolving beyond traditional roles to become strategic enablers focused on value-driven decisions and intelligent finance strategies.

Finance Finance Leadership Strategy

in I by IMD

Article

China market strategy: How global brands can compete

Discover three China market strategies to help multinational brands respond to rising local competition, rebuild relevance, and protect long-term growth.

Leadership Strategy

By Winter Nie, Yunfei Feng and Marco Gadola

in I by IMD

Article

Responsible AI is becoming a growth strategy

There is a central paradox at the heart of the AI: The same capabilities that let firms personalize at scale, automate service delivery, and generate operational insight are the ones that surveil, manipulate, and discriminate. In 2025, Apitor, a r...

Artificial Intelligence Strategy

By Michael R. Wade and Jochen Wirtz

in HBR.org

21 July 2026

Article

Get on base: Buy runs not reputations

What can leaders learn from Moneyball? Discover why focusing on outcomes, not reputations, leads to smarter decisions and better performance.

Is your C-suite AI-literate?

Is your C-suite truly AI-literate? Explore three strategic gains, coaching benefits, and risk checks to elevate leadership with GenAI.

Dow Inc: When your new board chair is your old boss

Dow Inc succession example with tips for new CEOs and new board chairs to align leadership roles and responsibilities.

Board Corporate Governance Leadership Strategy

By Michael Watkins

in I by IMD

Article

Are you unintentionally creating a toxic workplace?

Does your company’s official narrative hide a toxic workplace? Identify the reality gap, realign incentives, and restore trust for lasting performance.

Culture Leadership Performance Measurement Strategy

By Robert Vilkelis

in I by IMD

Article

From oversight to foresight - Natacha Theytaz

ISRAF: a four‑pillar framework that helps boards fuse strategy, risk, assurance, and foresight to anticipate disruption before it hits.

Corporate Governance Leadership Strategy

By Natacha Theytaz

in I by IMD

Article

What Huawei's chip strategy reveals about innovation under pressure

Elon Musk’s reported Terafab project and Huawei’s Tau Scaling Law look, at first glance, like two versions of the same trend: the return of vertical integration in semiconductors. But the similarity is superficial. Terafab, if it materializes, is ...

Innovation Strategy

By Mark J. Greeven and Wei Wei

in Forbes.com

27 June 2026

What competitiveness requires now

By David Bach
in I by IMD

Summary

David Bach on how leaders can build competitiveness amid geopolitical uncertainty through resilience, AI, energy security, trust and European reform.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Competitiveness

Geopolitics

Strategy

Browse all topics

Why “business partnering” is no longer enough

in I by IMD

Summary

Discover how CFOs are evolving beyond traditional roles to become strategic enablers focused on value-driven decisions and intelligent finance strategies.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Finance

Finance Leadership

Strategy

Browse all topics

China market strategy: How global brands can compete

By Winter Nie Yunfei Feng and Marco Gadola
in I by IMD

Summary

Discover three China market strategies to help multinational brands respond to rising local competition, rebuild relevance, and protect long-term growth.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Leadership

Strategy

Browse all topics

Responsible AI is becoming a growth strategy

By Michael R. Wade and Jochen Wirtz
in HBR.org 21 July 2026

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Artificial Intelligence

Strategy

Browse all topics

Get on base: Buy runs not reputations

By I by IMD
in I by IMD

Summary

What can leaders learn from Moneyball? Discover why focusing on outcomes, not reputations, leads to smarter decisions and better performance.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Leadership

Strategy

Browse all topics

Dow Inc: When your new board chair is your old boss

By Michael Watkins
in I by IMD

Summary

Dow Inc succession example with tips for new CEOs and new board chairs to align leadership roles and responsibilities.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Board

Corporate Governance

Leadership

Strategy

Browse all topics

Are you unintentionally creating a toxic workplace?

By Robert Vilkelis
in I by IMD

Summary

Does your company’s official narrative hide a toxic workplace? Identify the reality gap, realign incentives, and restore trust for lasting performance.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Culture

Leadership

Performance Measurement

Strategy

Browse all topics

From oversight to foresight - Natacha Theytaz

By Natacha Theytaz
in I by IMD

Summary

ISRAF: a four‑pillar framework that helps boards fuse strategy, risk, assurance, and foresight to anticipate disruption before it hits.