2017 Investor Day Presentation
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Jim Snee has been with Hormel Foods for 28 years and currently serves as President and CEO. He leads an experienced senior management team that has been with the company for an average of 24 years. Hormel Foods has a track record of success with earnings growth in 28 of the past 31 years. It is positioned to compete through value-added protein products, iconic brands, a direct sales force, and shelf-stable expertise. The company has a clear strategy for long-term growth focused on strategic acquisitions, innovation, brand building, and margin expansion to achieve $11.6 billion in sales by 2020.
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2017 Investor Day Presentation
Larry Vorpahl has over 31 years of experience at Hormel Foods, currently serving as Group Vice President and President of Hormel Foods International. He discussed Hormel Foods' international segment, which has experienced accelerated growth through export expansion, investments in China, and acquisitions. Key strategies for global growth include increasing distribution of brands like SPAM and SKIPPY internationally, leveraging the MUSCLE MILK brand globally, and aligning with the growing international foodservice segment. The goal is to achieve 10% annual sales growth and 15% segment profit growth through a more balanced geographic, brand, channel, and acquisition-based model.
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2017 Investor Day Presentation
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Nestle section s3_group 4
Nestle was founded in 1867 and grew significantly through mergers and expansion across geographies and product categories. By 1982, Nestle had become the 25th largest international company with CHF 107.6 billion in annual sales. Nestle operated through local companies with autonomy, but was considering centralizing some marketing functions for greater coordination and economies of scale. Declining profits in the late 1970s led to a review of the organizational structure.
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Nestlé is a large multinational food and beverage company founded in 1866 with approximately 254,000 employees operating in over 70 countries. Its vision is to meet consumer needs with high quality foods, and its mission is to provide safe, nutritious options that support health. Nestlé faces opportunities like growth in the US coffee market but also threats such as increasing competition and pressures for healthier products. It employs a matrix structure organized by both products and geographical regions. With a diverse product portfolio, Nestlé pursues integrated cost leadership and differentiation strategies.
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Jim Snee HRL Investor Day 2015
Hormel Foods International has experienced significant growth in international and other segment sales from $146 million in 2005 to $534 million in 2014 through expanding into new global markets with multicultural, healthy, and on-the-go food products. The company has established plants in China to produce SPAM and other western-style products for the Chinese market while also developing frozen/chilled and ambient Chinese-style food items. Hormel aims to continue driving growth internationally through distribution expansion, entering new markets, and targeting consumers with brand innovations.
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Nestle Good Food Good Life
This is prepared simply for practicing presentation-skills and understanding “slideshare”’s online platform. All content is simply for the learning purpose. We don’t claim accuracy or complete information. All information is presented just for overview. Any inadvertent use of company name, images are unintentional. & if brought to notice, we will remove them.
Nestle Sm
Nestlé is a Swiss company founded in 1866 that is now the world's largest food company. It markets products in 130 countries and employs 250,000 people. Nestlé India is a subsidiary that manufactures foods like infant formula, dairy, beverages, and chocolate. Nestlé aims to be a leader in nutrition and wellness through autonomous business units focused on areas like infant nutrition and healthcare. The company uses strategies like acquisitions, strategic partnerships, and adapting products for local markets. Marketing focuses on brand building through advertising. Nestlé has a global distribution network and strong brands that are strengths, while complex supply chains are a weakness.
fmcg goods-nestle
Fast Moving Consumer Goods (FMCG) are non-durable goods that are sold quickly and at low costs such as food items, beverages, and personal hygiene products. FMCGs are characterized by high volume sales, low profit margins per unit, and rapid replenishment. Major FMCG companies include Hindustan Unilever, ITC, and Nestle which have significant market shares in India. Nestle is a Swiss company with popular brands like Maggi, Nescafe, KitKat, and Nestea that are frequently purchased by consumers.
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Nestlé is a Swiss multinational food and drink processing conglomerate founded in 1866 by Henri Nestlé. It has since grown into the largest food company in the world based on sales. Paul Bulcke has served as CEO since 2008 and has over 40 years of experience with Nestlé. The company has strengths in product innovation, global distribution channels, and strong brand reputation valued at over $7 billion. However, it faces threats from price pressure from retailers, rising raw material costs, major competitors, and potential for food recalls.
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The document provides information about Nestle, a multinational food and beverage company headquartered in Switzerland. It discusses Nestle's product portfolio, marketing mix strategies including its focus on product quality and differentiation, pricing based on competitors and quality, distribution network, and promotional activities. It also analyzes Nestle's market segmentation approaches based on geographic, demographic, psychographic, and behavioral factors. Finally, it outlines Nestle's positioning strategies and provides suggestions to further improve its business.
Nestle section s3_group 4
Nestle was founded in 1867 and grew significantly through mergers and expansion across geographies and product categories. By 1982, Nestle had become the 25th largest international company with CHF 107.6 billion in annual sales. Nestle operated through local companies with autonomy, but was considering centralizing some marketing functions for greater coordination and economies of scale. Declining profits in the late 1970s led to a review of the organizational structure.
Nestle Analysis
Nestlé is a large multinational food and beverage company founded in 1866 with approximately 254,000 employees operating in over 70 countries. Its vision is to meet consumer needs with high quality foods, and its mission is to provide safe, nutritious options that support health. Nestlé faces opportunities like growth in the US coffee market but also threats such as increasing competition and pressures for healthier products. It employs a matrix structure organized by both products and geographical regions. With a diverse product portfolio, Nestlé pursues integrated cost leadership and differentiation strategies.
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Marketing Concepts: Product Lifecycle
1) Parle-G is India's largest selling biscuit brand that has been in business for over 80 years.
2) It has grown to have a 40% market share in the biscuit industry and 15% in the confectionary market in India.
3) The product life cycle of Parle-G shows that it is currently in the growth stage, with rapid sales increases, high advertising, and growing competition from other brands looking to gain market share.
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Nestle is the world's largest food and beverage company founded in 1866 in Switzerland. It markets products in 130 countries and employs 250,000 people worldwide. Nestle has a hierarchical organizational structure with national, zonal, and regional sales managers overseeing customer service managers, area managers, and sales associates. The board of directors is responsible for managing operations and implementing policies and strategies. Nestle aims to meet consumer needs everyday with high quality, safe foods. It prioritizes consumer satisfaction and professionalism. The company provides employees with benefits like leave, education assistance, and insurance to promote a healthy work environment and Nestle family culture.
Brand Audit of Nestle Pure Life
The group presented a brand audit of Nestle Pure Life mineral water. They covered the history of Nestle and its entry into Pakistan. They analyzed Nestle Pure Life's brand elements, positioning, attributes, sources of brand equity, and threats like counterfeiting. They conducted a survey on consumer perceptions and provided recommendations to increase sales, distribution, and customer loyalty for the Nestle Pure Life brand.
Nestlé USA - Beverages
Rob Case, President, Beverage Division, Nestlé USA, presents the Beverages business in out 2014 Nestlé Investor Seminar in Boston, USA, June 3-4.
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2017 Investor Day Presentation
Jim Snee has been President and CEO of Hormel Foods since 2016. Prior to that, he held various leadership roles at Hormel Foods since 1996. The document outlines Snee's presentation on Hormel Foods' strategic path forward, which includes evolving into a broader food company beyond meat, expanding their foodservice business globally, reducing volatility through portfolio optimization and supply chain modernization, with a goal of achieving top quartile operating margins of 13.9% by 2020.
2017 Investor Day Presentation
Hormel Foods held its 2017 Investor Day with presentations scheduled from 8:30 am to 2:15 pm about the company's long-term growth strategy. The agenda included breaks and lunch and provided an investor day website with additional information. The presentation contained forward-looking statements and referred investors to review legal disclosures around risk factors contained in recent SEC filings.
2017 Investor Day Presentation
Jeff Baker is the Group Vice President of Foodservice at Hormel Foods. He has over 27 years of experience at Hormel Foods, starting as a Group Product Manager in 2005 and being promoted to roles such as Vice President of Marketing for Foodservice and Director of Fresh Meats Marketing. The document discusses Hormel Foods' success in the foodservice industry, highlighting their unique industry position through direct sales, distributor relationships, and focus on operators. It also emphasizes Hormel's role of innovation through new product development, technology-driven solutions, and a clean label strategy to drive value-added, branded sales growth over the long term.
2017 Investor Day Presentation
Steve Binder has worked at Hormel Foods for 38 years, holding various leadership roles within the Refrigerated Foods business unit. As President of Hormel Business Units, he oversees three distinct businesses - a branded food business, a fresh pork business, and an internal supplier business that provides raw materials to other Hormel segments. Under Binder's leadership from 2011-2016, Refrigerated Foods has grown value-added sales by 5% CAGR, improved value-added profit margins by over 700 basis points, and reduced exposure to volatile commodity pork margins.
Jeff Ettinger closing HRL Investor Day 2015
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Deanna Brady HRL Investor Day 2015
Deanna Brady is the Group Vice President of Foodservice at Hormel Foods. The foodservice division aims to be the premier supplier of products, services, and usage ideas to all areas of foodservice. They employ PUSH and PULL strategies to directly contact decision makers and get products to market. Current foodservice trends include protein on-the-go options and versatile authentic foods. The foodservice team focuses on having the right people, solutions, and partners to serve growing segments like restaurants, colleges, healthcare and hotels through cultural beliefs, category management, custom programs, and innovation in high growth brands.
Tom Day HRL Investor Day 2015
This document provides an overview of Hormel Foods' Refrigerated Foods division and several of its key brands. It discusses the performance of brands like REV Snack Wraps and Hormel Gatherings which have seen increases in sales and brand awareness in recent years. It also notes the upcoming acquisition of Applegate, which will operate as a standalone subsidiary within Refrigerated Foods and brings market share in natural and specialty categories. The document highlights Refrigerated Foods' track record of sales growth over the past several years.
Don Kremin HRL Investor Day 2015
This document discusses Hormel Foods' Specialty Foods Group. The group aims to diversify Hormel's portfolio through the acquisition of CytoSport, which manufactures Muscle Milk. The group seeks to leverage its assets and realize synergies between CytoSport and Century Foods to drive growth. Its strategies include growing the Muscle Milk franchise and Hormel Health Labs, realizing synergies between recent acquisitions, and expanding value-added ingredients and branded solutions. The group forecasts balanced growth across retail, industrial, and foodservice channels.
Glenn Leitch HRL Investor Day 2015
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Jeff Ettinger opening HRL Investor Day 2015
- Jeff Ettinger is the Chairman, President, and CEO of Hormel Foods.
- Hormel Foods has a strong legacy portfolio of brands and core innovation which it keeps vital through growth opportunities in global, multi-cultural, and healthy/holistic products as well as on-the-go options.
- Recent acquisitions complement growth and diversify the portfolio.
Welcome HRL Investor Day 2015
This document contains an agenda for a company presentation. The presentation will include discussions from the Chairman of the Board, President and CEO, as well as several Group Vice Presidents overseeing different business units. There will be presentations on the company's international business, specialty foods division, grocery products, refrigerated foods, and foodservice. The agenda also notes a legal disclosure regarding forward-looking statements and risk factors that are detailed in an SEC filing.
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2017 Investor Day Presentation
- 1. Jim Snee President and CEO Favorite Hormel Foods Products 28 Years with Hormel Foods Hormel Foods Career History Oct 2016: President and Chief Executive Officer Oct 2015: President and Chief Operating Officer 2012: Group Vice President, Hormel Foods International 2008: Vice President, Affiliated Foods 2006: Director of Purchasing 1996: Regional Manager, Foodservice Group
- 2. Hormel Foods Jim Snee President and Chief Executive Officer A Long-Term Growth Story
- 3. Senior Management Team Experienced Senior Management Team Average 24 YEARS TENURE
- 4. Steve Binder Refrigerated Foods: Growing our value-added business and reducing exposure to commodity margins Tom Day Refrigerated Foods: Long runway for growth from our retail value-added brands Jeff Baker Hormel Foodservice: Growth driven by innovation and collaboration with our operators Luis Marconi Grocery Products: Reinvention through innovation, acquisitions and brand building From Today Key Takeaways
- 5. Deanna Brady Consumer Products Sales: Sales growth through customer collaboration and analytics Glenn Leitch Jennie-O Turkey Store: Unique competitive advantages and a long runway for growth Don Kremin Specialty Products: Growing the MUSCLE MILK® brand through innovation and distribution gains Larry Vorpahl International: Leveraging iconic brands and becoming more multi-national to grow our business around the globe From Today Key Takeaways
- 6. Jim Splinter Corporate Strategy: Unlocking sales growth by occupying attractive growth spaces Jim Sheehan Finance: Supporting growth with capital and strategic cost management and continuing our focus on maximizing returns to our shareholders From Today Key Takeaways
- 7. • Track Record of Success • Positioned to Compete • A Clear Strategy for Long-Term Growth Key Themes Today
- 8. $0.00 $0.20 $0.40 $0.60 $0.80 $1.00 $1.20 $1.40 $1.60 $1.80 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Grown Earnings We Have 28 Out of 31 Years TRACK RECORD OF SUCCESS Internal data
- 9. TRACK RECORD OF SUCCESS Dividend Aristocrat Dividend Growth Internal data
- 10. POSITIONED TO COMPETE Value-Added Protein Iconic Brands Direct Sales Force Shelf Stable Products Expertise Industry-Leading
- 11. + + + for Success Our Formula Building Brands Innovation Acquisitions Balanced Portfolio A CLEAR STRATEGY FOR LONG-TERM GROWTH
- 12. Four Strategic Growth Areas Laser Focused on Multicultural On-The-GoHealthy Lifestyle & Holistic Global A CLEAR STRATEGY FOR LONG-TERM GROWTH
- 13. 2020 Sales Goal Bridging to Our 5% $9.5B $11.6B 2016 Actual 2020 Goal Strategic Acquisitions Organic Sales Divestitures Innovation Internal data A CLEAR STRATEGY FOR LONG-TERM GROWTH
- 14. A Focus on +460bps 9.3% 13.9% 2011 Actual 2016 Actual 2020 Goal Top Quartile of Our Peer Group Operating Margins 2011 – 2016 Internal Data Margin Expansion A CLEAR STRATEGY FOR LONG-TERM GROWTH
- 15. • Track Record of Success • Positioned to Compete • A Clear Strategy for Long-Term Growth A Long-Term Growth Story Hormel Foods A CLEAR STRATEGY FOR LONG-TERM GROWTH
- 16. Hormel Foods Jim Snee President and Chief Executive Officer A Long-Term Growth Story