Nestlé S.A. is a Swiss multinational food and beverage company headquartered in Vevey, Switzerland. It is the largest food company in the world measured by revenues.

CEO: Paul Bulcke

Headquarters: Vevey, Canton of Vaud, Switzerland

Founded: 1866, Vevey, Switzerland

Founders: George Page, Charles Page, Henri Nestlé

History In Malaysia

Since 1962, with its first factory in Petaling Jaya, Nestlé Malaysia now manufactures its products in 7 factories and operates from its head office in Mutiara Damansara. The Company was publicly listed on the KLSE now known as Bursa Malaysia Berhad on 13 December, 1989. Today, the Company employs more than 5000 people and manufactures as well as markets more than 300 Halal products in Malaysia. Its brand name such has MILO^®, NESCAFÉ^®, MAGGI^®, NESPRAY^® and KIT KAT^® have become trusted household names and enjoyed for generations. Nestlé's commitment to providing quality products to Malaysians dates back almost 100 years ago. Nestlé began in Malaysia in 1912 as the Anglo-Swiss Condensed Milk Company in Penang and later, growth and expansion made a move to Kuala Lumpur necessary in 1939

Our vision and valuesTo be a leading, competitive, Nutrition, Health and Wellness Company delivering improved shareholder value by being a preferred corporate citizen, preferred employer, preferred supplier selling preferred product..Vevey, Switzerland,Feb 13, 2014 .

Sales of CHF 92.2 billion, +2.7%
4.6% organic growth, 3.1% real internal growth
Trading operating profit margin up 20 basis points to 15.2%, up 40 basis points in constant currencie
Strong operating cash flow at CHF 15.0 billion
Proposed dividend increased to CHF 2.15 per share

· We reinforced this strategy with the creation of Nestlé Health Science, and we arePaul Bulcke, Nestlé CEO: “The macro-environment in 2013 was one of soft growth, minimal in the developed world and below recent levels in the emerging markets. Our response was to increase brand support, accelerate innovation, and to ensure our pricing was sensitive to consumer needs. This gave impetus to our real internal growth and, together with efficiencies and structural cost savings, contributed to our margin improvement and strong cash flow. We also intensified our portfolio management which resulted in some charges in 2013 but ensures we are putting our people and resources behind the best opportunities.“Our long-term strategic direction is to be the leader in nutrition, health and wellness extendinow to the field of specialised medical skin treatments by setting up Nestlé Skin Health S.A
“Last year was challenging and 2014 will likely be the same. We will continue to be disciplined in driving our performance in line with the Nestlé Model of profitable growth and resource efficiency. I therefore expect our 2014 performance to be similar to last year and again weighted to the second half, outperforming the market, with growth around 5% and improvements in margins, underlying earnings per share in constant currencies and capital efficiency.”

Group results

In 2013 Nestlé’s sales increased by 2.7% to CHF 92.2 billion, impacted by negative foreign exchange of 3.7%. Organic growth was 4.6%, composed of 3.1% real internal growth and 1.5% pricing. Acquisitions, net of divestitures, added 1.8% to sales.The Group’s trading operating profit was CHF 14.0 billion, representing a margin of 15.2%, up 20 basis points versus last year, and up 40 basis points in constant currencies. Nestlé Continuous Excellence again delivered more than CHF 1.5 billion in efficiencies in all areas of the business. This, together with reduced structural costs, enabled us to increase our brand support and absorb higher restructuring costs.The cost of goods sold fell by 70 basis points as a percentage of sales, also supported by a favourable input cost environment.Distribution costs were down by 10 basis points.Administrative costs decreased by 40 basis points, reflecting structural efficiencies including in our pension plans.marketing costs increased by 60 basis points with consumer facing spend up 16.3% in constant currencies.Net profit was CHF 10.0 billion down slightly due to the costs of portfolio restructuring and the currency impact. As a consequence, reported earnings per share were CHF 3.14, down 2.2%. Underlying earnings per share in constant currencies were up 11.0%. The Group’s operating cash flow continued to be strong at CHF 15.0 billion.

Franchise Experience

Sales of CHF 15.6 billion, 0.8% organic growth, 2.2% real internal growth; 15.0% trading operating profit margin, -40 basis points. The Zone outperformed the market with positive growth in a no-growth environment. Material negative pricing reflected our commitment to pass the savings from lower raw material prices to the consumer and maintain our competitiveness in the face of prevailing deflationary pressures.
The innovation and premiumisation strategic platforms underpinned our growth with Nescafé Dolce Gusto and confectionery being key contributors. Growth for ice cream in Russia and France, as well as the Mövenpick brand, compensated for softer growth in that category elsewhere. In frozen pizza, Wagner and Buitoni accelerated through the year. Nescafé Golddelivered double-digit growth in Russia and other Eastern European markets. KitKat was another highlight, again in Russia and in the Great Britain region. Nesquik had a strong year across most markets. Petcare had an extremely good year with momentum across the Zone producing high single-digit growth. Felix, Proplan, Purina ONE and Gourmet were among the key drivers.

In Western Europe, highlights were the Great Britain region, Switzerland, the Netherlands, Belgium and Austria. Southern Europe continued to experience weak consumer confidence . Among Central and Eastern European markets Russia was a highlight. The region produced robust real internal growth despite difficult economic conditions and intense price competition .The Zone’s trading operating profit margin was down by 40 basis points to 15.0%. This reflects the costs of restructuring and increased investments behind the strategic growth platforms.
In North America the frozen food category contracted, particularly impacting Lean Cuisine, but Stouffers achieved positive growth, and in frozen pizza DiGiorno gained market share. In ice cream the super premium business grew, thanks in part to the success of Gelato, but snacks and premium had a more challenging year. Chocolate delivered a good performance. Early results from the launch of our Butterfinger Cups were promising and Skinny Cowmaintained its strong growth momentum. Coffee-mate performed well in both powder and liquid. Nescafé Clásico stood out in a good year for soluble coffee.

Growth in Latin America was double-digit for the year. In Brazil, key growth drivers wereKitKat, Nescau, Ninho and cereals. In Mexico, we took steps to improve the performance of soluble coffee, including the roll-out of Nescafé 3 in 1. Nescafé Dolce Gusto produced double-digit growth across the region. Culinary solutions in dairy, particularly Carnation, also did well.

Franchisor Management

Alois Hofbauer
Managing Director of Nestlé (Malaysia) Berhad

Mr. Alois Hofbauer is the Managing Director of Nestlé Malaysia effective 1st February 2013. He assumed his position on the Company’s Board of Directors on 22 February 2013 and is also responsible for the Singapore Region.

Mr. Hofbauer was previously the Managing Director of Nestlé Lanka Plc., Sri Lanka. Under his leadership, the Company ended the year as one of the top 5 best performing companies on the Colombo Stock Exchange in terms of market capitalization. Nestle Lanka has also seen a 20% growth and been awarded a number of prestigious accolades for the Company’s contribution to the economic and social development of the Country.

An Austrian national, Mr. Hofbauer’s career with Nestlé began in 1990 when he joined the Group as a Management Trainee in Austria. He was later transferred to Hong Kong, in the first of several assignments in the Greater China Region over the period of 15 years.

Mr. Hofbauer has an immensely strong leadership track record in country management and a deep understanding of business in Asia as he held many Senior positions covering various business units in the Region including Coffee and Beverages; Dairy; Culinary; Confectionery; before taking on his first General Management role in 2004 as Head of the Nestlé Taiwan business.

Board of Directors

Tan Sri Dato' Seri Syed Zainol Anwar Ibni Syed Putra Jamalullail

Tan Sri Datuk (Dr.) Rafiah Binti Salim

Tan Sri Datuk Yong Poh Kon

Toh Puan Dato’ Seri Hajjah Dr. Aishah Ong

Franchise Operation

U.S.,Canada, Middle East.

Startup Costs, Ongoing Fees and Financing

Total Investment: $157,500 - $395,400
Franchise Fee: $30,000
Ongoing Royalty Fee: 6%
Term of Franchise Agreement: Term of agreement not renewable
Veteran Incentives: 25% off franchise fee

FINANCIAL Where Seeking Franchisees: Franchisor is seeking new franchise units in the REQUIREMENTS

Net Worth: $250,000
Liquid Cash Available: $100,000

OPERATIONS

50% of all franchisees own more than one unit. Number of employees needed to run franchised unit: 6 - 10. Absentee ownership of franchise is allowed. (60% of current franchisees are owner/operators).

Main Competitors
Unilever NV, Hershey Foods, Kraft Foods, Cadbury Schweppes, GROUPE DANONE and many other automotive companies.

Strengths	Weaknesses
Unmatched product and brand portfolio R&D capabilities Distribution channels and geographic presence Competency in mergers and acquisitions Brand reputation valued at $7 billion	Inability to provide consistent quality in food products Weak implementation of CSR

Opportunities	Threats
Increasing demand for healthier food products Acquiring startups specializing in producing well-being products Establishing new joint ventures	Food contamination Trend towards healthy eating Growth of private labels Rising raw food prices