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8,588 $m

For Nestlé, the world’s largest food company by revenue, “Good Food, Good Life” is about building trust through authentic storytelling, connecting with people on a personal level, and supporting health and holistic wellness.

In the face of multiple industry mergers and increasing competition, Nestlé has made proactive decisions to divest underperforming brands—including PowerBar and Juicy Juice in 2014—in order to sharpen its focus. Nestlé’s growth is derived from innovation and new developments that are as varied as its portfolio. Demonstrating willingness to embrace different social and digital platforms, one Nestlé brand, Nescafé, became the first (and biggest) brand to completely refresh the concept, execution, and experience of its website by adopting the Tumblr platform. In another innovative feat, Nestlé’s Drumstick became the first brand to feature sponsored social video clips on Twitter-owned Periscope.

Nestlé’s commitment to offline experiences serves to expand awareness globally. At 145 Nestlé Toll House Café by Chip stores throughout the U.S., Canada, and the Middle East—franchised by Crest Foods, Inc.—60 percent of the ingredients are Nestlé’s, from condensed milk to branded water. These physical locations are important touchpoints, where people can interact with the brand and its products. Nestlé also revealed a sense of humor while promoting its Coffee-mate product, Natural Bliss: It staffed a staged coffee shop with apparently nude baristas and provided free coffee to the surprised patrons.

Health and wellness is a key initiative for Nestlé. “Feed Your Phenomenal,” a Lean Cuisine campaign, flouted traditional weight-loss marketing in favor of focusing on people’s lives. The brand also addressed growing health concerns about soda by investing millions in the development of new water products for the U.S. market. It also announced plans in February to remove artificial colors and flavors from all of its chocolate candy products by the end of 2015. It even removed added sugar and artificial ingredients from popular Nesquik powdered formulas. While some of the new ingredients will be more expensive for Nestlé, Doreen Ida, President of Nestlé USA Confections & Snacks, says that the updated candy products will not rise in price. A continued commitment to food security earned Nestlé the number one rank on Oxfam’s 2014 scorecard, Behind the Brands.

While Nestlé hopes to be known for so much more than chocolate, it’s preparing to compete with upmarket competitors in the “super-premium” chocolate category by introducing its 200-year-old Swiss chocolate brand, Cailler, to buyers in the U.S., U.K., and Germany by launching sales on Amazon.

Numbers show that Nestlé’s new moves are paying off. In the first half of 2015, Nestlé’s organic growth was 4.5 percent—with 1.7 percent real internal growth and 2.8 percent pricing. In 2015, Nestlé was also named one of Fortune magazine’s World’s Most Admired Companies.

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