Peter Brabeck - Nestle Ceo

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Every year, he visited and meeting with an estimated two to three thousand Nestlé employees. He was especially interested in young managers and made an effort to get to know them and their families. This interest was driven in part by his plan to get managers throughout the world to buy into his idea that fundamental changes in the company were necessary. He set up a working group of national managers to help figure out how to make proposed changes work. He said that this approach stemmed from his mountain-climbing experience: "You learn very early on that you're better off working in a team."

Coworkers noted that although Brabeck-Letmathe had an adventurous spirit, when it came to business he was circumspect. Vreni Spoerry, a Nestlé director for more than a decade, told Time news , "He's good at anticipating what might happen and seeing where the risks lurk." Perhaps Brabeck-Letmathe summed up his management style best when he told a BusinessWeek correspondent, "My job is to take an athlete who can run the 100 meters in 10 seconds and improve it to 9.8 seconds."

He began to reform, reorganization of the Group structure. He cut costs and eliminate non-hybrid array of business profits or inefficiency. Within seven years, he's 156 closed factories and cut about $ 2.8 billion. However, during this time he has acquired 183 companies with profits up 3 times. In recent years he has continuously pumping capital into markets with high potential such as Russia, Vietnam ... especially focused on developing products with high growth rates such as purified bottled water this Nestle's brand helped constantly expanding. According to the economic experts, Letmathe has blown a new vitality to Nestle in the context of food on the world market fell continuously.

http://www.referenceforbusiness.com/biography/A-E/Brabeck-Letmathe-Peter-1944.html

http://www.tinhgiac.com/wp-content/uploads/2015/04/WWW.TINHGIAC.COM-Ph%C3%A2n-t%C3%ADch-th%C3%A0nh-c%C3%B4ng-c%E1%BB%A7a-nescafe-tr%C3%AAn-to%C3%A0n-c%E1%BA%A7u-v%C3%A0-chi%E1%BA%BFn-l%C6%B0%E1%BB%A3c-ti%E1%BA%BFp-th%E1%BB%8B-t%E1%BA%A1i-vi%E1%BB%87t-nam.pdf

http://www.socialchorus.com/7-employee-advocacy-and-employee-engagement-lessons-from-purina/

- Concepts and theories:

- Lessons:

Learn experience in the business of multinational companies Nestle.. We can learn valuable lessons in international business.

In business, we need to be vigilant and know the favorable predictions and consequences in the present and the future. Not just to cope with the external challenges that need to dispose of non-essential ones to achieve the best results. Don’t fall for the hard and always ready to face challenges. Implementing the program "Strategic cooperation, trade and annexed" to stand in the market and can take more far-reaching brand.

To catch up with those who went before us, we should know build one organization, after that structural reforms, creating strategies and most efficient. Besides, constantly cultivate and learn more knowledge and experience from their predecessors, from books and news. Peter Brabeck said, "when you stop growing you are dying" so be actively working, wise to make timely decisions to help you be able to fly farther.

Need to create a close relationship. This is very beneficial in the business because when a leader has the confidence and sympathy, staff will work with better performance and more efficient. As Peter did, he visited and met with about two to three thousand workers per year Nestlé, Mr. particular attention to the management of children and make an effort to learn them and their families. This not only increases efficiency in the business which helps to tighten the links people together more

Peter Brabeck learned from the words of Henry “Despite his failures, Nestle never gave up. We can put our abilities to good use and make a difference in the lives of those around us. Whether or not your talents lead us to major success” and we can apply this statement to my lessons.

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