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Through the Nestle Coordination Center for Nutrition, Nestle set up a special Commission to monitor whether the company was following a marketing code for infant formula established by the World Health Organization. The formation of this Commission was a high‐risk innovative move on Nestle's part. The result has been that this Commission was instrumental in settling the controversy surrounding Nestle's marketing of the formula in Third World countries.

This paper attempts to provide a critique of the Commitment to Africa report in an effort to understand how one large transnational corporation sees its role in the continent and to explain its social responsibility and its approach to citizenship.

The critique analyses sections of the report by identifying the key messages contained therein and reflects on these in the light of other evidence and viewpoints. For instance: On what does Nestlé base its corporate citizenship? What contribution does Nestlé make to economic development in Africa? What wider social issues does Nestlé embrace? How does the report discharge Nestlé's accountability to its stakeholders?

The report prioritises economic development and indicates that this is the means of achieving poverty alleviation in Africa. There is some engagement with the Millennium Development Goals by the company, which indicates a philanthropic model of corporate social responsibility.

The study is limited to one company but there are implications for other transnational companies as many of these produce reports in a similar vein. The research could therefore be replicated by examining further reports.

The paper adds to the knowledge on the relationship between corporate social responsibility and poverty alleviation. It also provides additional evidence on the role of transnational enterprises in globalisation processes.

Infant formula manufacturers have faced a major international controversy concerning their products. Activists took issue with the way these manufacturers marketed infant formula in Third World countries. Because Nestle was one of the largest producers of infant formula, activists staged a worldwide boycott of all Nestle products. In years to come, the solution to the controversy will be seen as a landmark in the development of a more dynamic attitude by business toward the larger world around it.

The purpose of this paper is to evaluate over time the ethical performance of a multinational foods company – Nestlé – operating in a highly dynamic, complex, and often ambiguous environment in a crisis torn Zimbabwe.

The case study applies an ethical performance evaluation (EPE) managerial framework to evaluate the actions of Nestlé Zimbabwe at various critical decision‐making time periods.

While consumer pressure groups and international rights activists in Europe condemned Nestlé's actions in Zimbabwe as unethical and unacceptable, this research found that by exploring the events over time (i.e. longitudinal research) as the context of the event (crisis in Zimbabwe) evolved, it was shown that Nestlé faced a major ethical dilemma; and may have acted ethically and indeed acceptably given the unfolding crisis in Zimbabwe.

An EPE managerial framework is a useful tool to provide insight and knowledge of a particular event, however using the framework will not determine what is ethical or not. Evaluating ethical performance is always a value judgement and therefore the framework only offers insight and knowledge into the events over time, allowing the researcher or manager the opportunity to draw better, more informed, ethical decisions.

The case study provides an illustration of a dynamic approach that can be used by business managers to assess the ethical performance of a company.

The paper proposes that an ethical performance of a company needs to be evaluated over time as the context of the events evolves. The EPE managerial framework is adapted to emphasize the importance of evaluating the time and context parameters.

The purpose of this paper is to analyze how two multinational companies (MNCs) faced the challenge of market uncertainty and political instability in a newly emerging market, and how it affected the impact of their product marketing strategy (PMS) and product (brand) performance.

A comparative longitudinal paired case study of a market entry by two global MNCs. Twelve global brands (products) were studied, which were locally manufactured and launched by the two MNCs during their first ten years of operation in Vietnam.

The authors approached the investigation from a conventional point of view: standardization versus adaptation. The results showed that in addition to these two traditional processes, a third one was also operating, which the authors labeled semi-adaptation, or the midway PMS. Semi-adaptation refers to a product that has been introduced to Vietnam from a neighboring country.

This research is based on two European MNCs active in the food and consumer-household goods industry in a newly emerging market: Vietnam.

This primary data indicate that the product standardization, semi-adaptation and adaptation process in practice is a technique applied to fit a product to a newly emerging market more by degree of change than by product category.

This paper supports a recent stream of research, which views Standardization or Adaptation as the two ends of the same continuum, where the degree of the firm’s PMS can range between them.

Not only must multinational corporations deal with governments of their home countries and various host countries, they must now contend with the pressures of change exerted through international organizations such as U.N.‐based agencies and public interest groups. The Nestle infant formula controversy, more so than any other event, has crystallized the growing internationalization of conflicts.

Following a competitive bid, Sheffield Hallam University were successful in developing and delivering a Corporate Business and Management Degree, for Nestlé UK and Ireland. The purpose of this paper is to present a case study of how the degree programme has evolved and been developed into an apprenticeship, the challenges faced and the partnership approach taken to overcome them. It will also explore the impact on the apprentices, Nestlé and Sheffield Hallam University.

Information presented in the paper is drawn from the organisations own work in developing a degree apprenticeship programme. It builds on information from the original project brief and the bid, as well as on-going evaluation of how the programme is progressing.

Responding to talent gaps in the general management population the development of a level 6 Chartered Manager Degree Apprenticeship provides progression for future managers of Nestlé, offering a fast-track route into a career in business and management. The evolution of this higher degree apprenticeship scheme and potential benefits are brought to life in this case study.

The paper is based on the authors own experience and employer consultation.

This paper aims to investigate the introduction of Nescafé, a brand of the Swiss multinational company Nestlé, into the Turkish market and examines the formative period (1952-1987) before it succeeded to become the most popular and leading coffee brand in Turkey. By that it aims to draw attention to Turkey as an interesting case in point for the study of the history of marketing practices in a non-Western context.

This study deploys a variety of largely unexplored material ranging from archival sources to newspaper reports and advertisements. In the first part, archival sources provided by the Nestlé archives (AHN) will be analyzed to present the company’s marketing strategy. As the amount on advertisements between 1952 and 1984 remained modest, the second part is devoted to the analysis of Turkish media reports to discuss Nescafé’s public perception.

The paper demonstrates that during the period under consideration the instable political and economic environment was pivotal for Nescafé’s marketing. Nestlé in the early years used similar strategies as in the West advertising Nescafé as a premium product for the upper middle-class. Due to import restrictions, it was a scarce and high-priced product. Nescafé succeeded to become a highly esteemed and sought-after product because it stood for Western modernity and prosperity. The study argues that it was not primarily Nestlé’s marketing that resulted in Nescafé’s considerable brand recognition but its public “visibility” through media reporting.

This study is a preliminary attempt to investigate the history of instant coffee and its marketing in a non-Western market. The paper is mainly focused on Nescafé because it was and still is the most important brand in Turkey. Further, this paper brings into spotlight a country with distinct sociopolitical and cultural particularities which distinguish it from Western countries and allow to scrutinize how marketing practice and thought may develop in a non-Western setting. Further research is needed as Turkey's specific marketing environment is far from being thoroughly investigated.

By focusing on Turkey, this paper provides an insight into the specific ways Nescafé was marketed, consumed and perceived in a non-Western market. By that it allows to consider how multinational companies responded and adapted to a culturally, politically and economically challenging environment.

The paper focuses on how Nestlé, the Swiss based food multinational, is attempting to reinvigorate its long established British sub‐ house brand Crosse & Blackwell so that it can spearhead the company presence in key sectors of the UK food market. Brand bonding, the process which involves the transfusion of brand equities from corporate and product assets and associations, is applied. The role integrated marketing communications effort is playing in securing the desired position for Crosse & Blackwell, namely that of an innovative, convenient, tasty solution to food needs, is examined. The issue of the optimal presence for the house brand Nestlé is raised.

Facebook continues to play an increasingly necessary role in the corporate portfolio of stakeholder relations. Unlike traditional channels of corporate communication, Facebook allows for uncensored, unpredictable, two‐way conversations. This paper aims to engage thought and enact immediate action in the prevention and rehabilitation of a company's online reputation in the event of a Facebook wall attack.

By conducting online research for an online subject and studying the historical perspectives of public outrage and a “fan's” dissatisfaction, the authors examine different approaches to corporate attacks. The case study of Nestlé's improper handling of a crisis on Facebook contrasted with examples of properly handled responses serve as guidelines that any company can utilize. The authors have provided seven steps that any business can incorporate into its crisis prevention plan.

Harm, fear of harm and threatened values are the three basic sources of public outrage. The popularity of social media, particularly Facebook, provides a new venue for unhappy customers to publicly communicate their disdain. By relating to customers on a personal level and planning in advance, companies can recover from Facebook attacks quickly and with minimal damage.

The psychological underpinnings and science of outrage can be applied to the human behavior of social networking. Understanding why people complain and forecasting the inevitable outbreak of negativity provides valuable insight into avoiding potentially detrimental social media attacks. Real world examples shed insight into the proper handling of future situations. The seven steps for success provide a must‐have guide for any company competing in the digital realm.