The rest of the day, Narayanan briefed the top management on what Nestle should do in India over the next four years to ensure a safer future. When we last caught up with Steve Perry, he told us it was a long road— both personally and creatively — to get from the end of Journey to where he is today: Meanwhile, consumers in general are becoming health conscious, more so in urban areas where Nestle India intends to focus. It was a very important driving force.
Danone has already shifted focus from dairy to nutrition in India for growth. The company has become aggressive, yet, more flexible - An executive with a distribution firm. We're a band.
But things change fast.Who's Crying Now (Live)
As the flagship product went up in flames—38,000 tonnes, literally—Maggi-branded jams, ketchups and beverages too took the heat. And we were just crankin'.
Trade partners agreed. The Maggi ban: Nestle plans to leverage online sales to push new products, a move that will help reach out to smaller towns and semi-rural areas at almost no cost.
They say that before the Maggi crisis, Nestle suffered from a superiority complex, if not arrogance. Nestle India is no longer doing what it has been doing well for the past few decades; rather, it needs to look at doing things that it has not done before.
We need to bring products relevant for every segment," says Narayanan. Nestle declined to share details of its three-year plan framed at the Vevey conclaves.
So my, point is, during the live shows that song always got a great response — it just wasn't a radio hit. It has become easier to do business with Nestle. The company has become aggressive, yet, more flexible.