Harvard Case - Nestle-Rowntree (A)
"Nestle-Rowntree (A)" Harvard business case study is written by James C. Ellert, Dana G. Hyde, J. Peter Killing. It deals with the challenges in the field of Negotiation. The case study is 32 page(s) long and it was first published on : Jan 1, 1989
A joint venture with a local Indian partner would allow Nestle-Rowntree to enter the Indian market quickly and efficiently. The local partner would provide Nestle-Rowntree with knowledge of the local market, distribution channels, and consumer preferences. Nestle-Rowntree would provide the joint venture with its brand portfolio, product development expertise, and global marketing reach.
3. Analysis of the Case Study
There are a number of factors that support the recommendation to pursue a joint venture with a local Indian partner.- The Indian confectionery market is large and growing. The Indian confectionery market is the third largest in the world, and it is expected to grow by 5-7% per year over the next five years. This growth is being driven by a number of factors, including rising incomes, increasing urbanization, and changing consumer tastes.
- Nestle-Rowntree has a strong brand portfolio and a proven track record of success in other markets. Nestle-Rowntree is one of the world's leading confectionery companies, with a portfolio of iconic brands such as Kit Kat, Aero, and Smarties. The company has a proven track record of success in entering new markets and building strong brands.
- A joint venture with a local Indian partner would allow Nestle-Rowntree to enter the Indian market quickly and efficiently. A local partner would provide Nestle-Rowntree with knowledge of the local market, distribution channels, and consumer preferences. This would allow Nestle-Rowntree to avoid the costly and time-consuming process of building its own operations in India.
There are also a number of risks associated with pursuing a joint venture with a local Indian partner.
- The joint venture partner may not be a good fit for Nestle-Rowntree. It is important for Nestle-Rowntree to choose a joint venture partner that shares its values and has a similar business culture. If the joint venture partner is not a good fit, it could lead to conflict and disagreement.
- The joint venture may not be successful. There is always the risk that a joint venture will not be successful. This could be due to a number of factors, such as poor management, lack of market demand, or competition from other companies.
4. Recommendaations
Based on the analysis of the case study, we recommend that Nestle-Rowntree pursue a joint venture with a local Indian partner to enter the Indian confectionery market. We believe that this is the best way for Nestle-Rowntree to enter the Indian market quickly and efficiently, and to mitigate the risks associated with entering a new market.5. Basis of Recommendaations
Our recommendation is based on the following considerations:- Core competencies and consistency with mission: Nestle-Rowntree's core competencies are in brand management, product development, and global marketing. A joint venture with a local Indian partner would allow Nestle-Rowntree to leverage these core competencies to enter the Indian market.
- External customers and internal clients: The Indian confectionery market is large and growing, and there is a strong demand for high-quality confectionery products. Nestle-Rowntree's joint venture partner would provide the company with access to distribution channels and consumer insights.
- Competitors: Nestle-Rowntree faces competition from a number of global and local confectionery companies in the Indian market. A joint venture with a local Indian partner would allow Nestle-Rowntree to compete more effectively against these competitors.
- Attractiveness ' quantitative measures if applicable (e.g., NPV, ROI, break-even,payback): We believe that a joint venture with a local Indian partner is an attractive investment for Nestle-Rowntree. The Indian confectionery market is large and growing, and Nestle-Rowntree has a strong brand portfolio and a proven track record of success in other markets. We believe that the joint venture will be profitable and will generate a positive return on investment for Nestle-Rowntree.
6. Conclusion
We believe that Nestle-Rowntree should pursue a joint venture with a local Indian partner to enter the Indian confectionery market. We believe that this is the best way for Nestle-Rowntree to enter the Indian market quickly and efficiently, and to mitigate the risks associated with entering a new market.7. Discussion
There are a number of other alternatives that Nestle-Rowntree could consider to enter the Indian confectionery market. These alternatives include:- Acquiring an existing Indian confectionery company. This would allow Nestle-Rowntree to enter the Indian market quickly and efficiently. However, it would also be more expensive and risky than a joint venture.
- Building its own operations in India. This would give Nestle-Rowntree complete control over its operations in India. However, it would also be more costly and time-consuming than a joint venture.
- Licensing its brands to an Indian company. This would allow Nestle-Rowntree to enter the Indian market without having to invest in its own operations. However, it would also give Nestle-Rowntree less control over its brands and products.
We believe that a joint venture with a local Indian partner is the best option for Nestle-Rowntree. This option allows Nestle-Rowntree to enter the Indian market quickly and efficiently, while mitigating the risks associated with entering a new market.
8. Next Steps
If Nestle-Rowntree decides to pursue a joint venture with a local Indian partner, it should take the following steps:- Identify potential joint venture partners. Nestle-Rowntree should identify potential joint venture partners that have a strong understanding of the Indian confectionery market, a proven track record of success, and a good reputation.
- Negotiate the terms of the joint venture agreement. Nestle-Rowntree should negotiate the terms of the joint venture agreement carefully. The agreement should clearly define the roles and responsibilities of each partner, the ownership structure of the joint venture, and the financial arrangements.
- Implement the joint venture. Nestle-Rowntree should work closely with its joint venture partner to implement the joint venture. The joint venture should be managed effectively to ensure that it meets the objectives of both partners.
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Case Description
Nestle SA is the world's largest food company; its acquisition of RowntreePlc in 1988 was, at 2.5 billion British pounds, the largest ever foreign takeover of a British company. This case is the first in a three-part case series positioned before, during, and after the acquisition of Rowntree by Nestle and gives an inside look at a major international acquisition. Includes a note on the world chocolate industry and ends at the point when Nestle must decide whether to launch a hostile bid for Rowntree. Written from Nestle's point of view, it provides the opportunity to consider the benefit of various acquisition possibilities in the industry. Also raises questions as to why Rowntree became a takeover target as well as Nestle's policy of not making hostile takeovers.
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