A Case Study: Comparing Nestlé’s International
Marketing Strategy and Effects of Nutritional
Differences in U.S. vs. Panama
By: Amanda Crowe- amanda.crowe@eagles.usm.edu
ABSTRACT
Nestle is the world's leading nutrition, health and wellness company. Panama is located in
Central America which poses major cultural differences between Panamanian consumers and
consumers of the US. Therefore, an exploration of the differences in consumer behavior habits
and effective marketing efforts were analyzed. The objective of this analysis was to provide a
clear comparison of Nestlé’s overall business strategy to target American consumers versus
Panamanian consumers. Whether there were significant differences in nutritional needs or habits
between the consumers in each country and whether this affected the products, packaging, or
marketing was also analyzed. Since Panama uses the US dollar as their currency, this provided
an interesting outlook on the differences in demographics and psychographics targeted between
these two countries. Interestingly, Panama’s national currency, the balboa, has the same
valuation as the US dollar and items in-country are relatively cheaper than items in America.
Data was retrieved from Internet research, first-hand analysis of consumption habits, and
personal interviews with the company. This analysis is beneficial to companies looking to
expand their business operations in Panama as well as students studying consumption habits of
customers in different countries other than their home country. In summary, the preferences of
consumers in the United States and Panama are very different. There are differences in
nutritional needs worldwide and regulatory entities provide standards for Gerber products.
1- INTRODUCTION
1.1 Panama
Panama’s total population consists of approximately 3,510,045 people as of 2012. The average
age of their consumers is 27.8 years of age. The average age for women is 28.2 years of age
versus men whose average age is 27.4 years of age. (Panama Demographic Profile , 2013)..
(Panama Demographic Profile , 2013) Spanish is the official language of Panama. Also, average
household income for Panamanians is relatively much lower than that of the United States.
Panamanians average income is $14,500 dollars. (The World Factbook, 2013)
1.2 United States
The total population for the United States is approximately 313,847,465 people as of 2012. The
average age of their total consumers is 37.1 years of age. Average ages for men and women are
much different than that of Panama. Men’s average age is 35.8 years of age and women’s
average age is 38.5 years of age. (United States Demographic Profile, 2013) That poses almost a
ten year age difference between consumer of Panama and the United States. The median
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household income for residents of the United States is $52,768 dollars. (Commerce, 2013)
English is the main language of the United States.
1.3 About Nestle
Nestlé’s objectives are to be recognized as the world’s leader in Nutrition, Health and Wellness,
trusted by all their stakeholders, and to be the reference for financial performance in their
industry. They believe that leadership is not just about size; it is also about behavior. Trust is also
about behavior which causes them to recognize that trust is earned over a long period of time by
consistently delivering on promises. These objectives and behaviors are captured in the simple
phrase, “Good Food, Good Life”. This slogan embodies Nestlé’s corporate vision.
1.4 Overall Business Model
Nestlé’s overall business model includes the drivers of their competitive advantage, growth, as
well as their operational pillars. The following model displays Nestlé’s key value drivers to a
competitive advantage, their growth drivers, and their operational pillars. True competitive
advantage comes from a combination of hard-to-copy advantages throughout the value chain,
built up over decades. There are inherent links between great products and strong R&D, between
the broadest geographic presence and an entrepreneurial spirit, between great people and strong
values. These four areas provide particularly exciting prospects for growth. They are applicable
across all of Nestlé’s categories and around the world. Nestle is driven by their Nutrition, Health
and Wellness agenda and Good Food, Good Life, which seeks to offer consumer’s products with
the best nutritional profile in their categories. (Nestle, 2013) Nestlé must excel at each of these
four inter-related core competences. They drive product development, renewal and quality,
operational performance, interactive relationships with consumers and other stakeholders and
differentiation from their competitors. If Nestle excels in these areas, they will be consumercentric and will accelerate performance in all key areas in order to achieve excellence in
execution. (Nestle, 2013)
Overall, Nestle is seeking to achieve leadership and earn that trust by satisfying the expectations
of consumers, whose daily choices drive performance of shareholders, of the communities in
which they operate and of society as a whole. They believe that it is only possible to create longterm sustainable value for shareholders if their behavior, strategies, and operations are also
creating value for the communities where they operate, for their business partners and for their
consumers. They call this initiative “Creating Shared Value”. (Nestle, 2013)
Competitive advantages
Growth drivers
Operational pillars
• Unmatched product and brand
portfolio
• Unmatched R&D capability
• Unmatched geographic presence
• People, culture, values and attitude
• Nutrition, Health and Wellness
• Emerging markets and Popularly
Positioned Products
• Out-of-home
• Premiumisation
• Innovation & Renovation
• Wherever, whenever, however
• Consumer engagement
• Operational efficiency
Exhibit 1: Creating Shared Value Initiative
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Pet Care
Powdered and Liquid Beverages
Confectionary
Milk Products and Ice cream
Water
Prepared dishes and Cooking Aids
Nutrition and Healthcare
11%
12%
16%
22%
8%
11%
20%
Exhibit 2: Sales by Business Segment
Americas
Europe
AOA
26%
45%
29%
Exhibit 3: Sales by Region
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Figure 1: Operations Division Strategy poster displayed at Nestle
1.5 Focus Topic
The focus of this paper was comparing Nestlé’s international marketing strategy in the U.S. vs.
Panama. More specifically, this report analyzed the differences in business practices of the
products under the Gerber brand name and also similarities or differences in nutritional habits
and needs. Gerber falls within the baby food product line. (Nestle, 2013) Gerber’s brand’s sales
are amongst the highest of their entire product line which why this specific product category was
chosen. There are specific differences in nutritional standards in Panama versus other countries.
Figure 2 displays the Gerber logo.
The four most prominent micronutrient deficiencies worldwide concern iron, vitamin A, iodine
and zinc. (Nestle, 2011) Ideally, these essential nutrients should be obtained from a normal,
varied diet. However, for a number of reasons many people do not consume a healthy balanced
diet. While developing countries are most severely affected, the problem is widespread, and
micronutrient deficiencies are also significant in certain populations within industrialized
countries. (Nestle, 2011) It was very interesting to discover differences in consumption habits
between American and Panamanian consumers.
Figure 2: Gerber Logo
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2- INFORMATION/DATA COLLECTION APPROACH(S)
First, data was collected through two means: by internet search and interviews in Panama. When
conducting the Internet search, the first website that was searched for information on Panama
was indexmundi.com. The key word that was used when conducting this search was “Panama
population” which was typed into the search engine Google. This search brought up a plethora of
results but indexmundi.com was chosen because it contained valuable information such as total
population, average age, and other information about the country. Next, the World Factbook was
used to determine Panama’s average income. This is a credible source because it is derived from
the CIA. The World Factbook contains information about every country. Specifically, it contains
information about history, culture, demographics, and economic data. In order to collect the
data, the researcher must narrow down the search to one specific country which was chosen by a
dropdown box.
For the United States, a similar approach was taken. The Google search engine was used again to
search for “United States demographics”. Once the results were returned, the indexmundi.com
website was a choice. In order to keep the results consistent, indexmundi.com was chosen to
collect the total population, average age, and other useful information about the United States.
Similarly, the World Factbook was used to gather the average income for the United States.
Again, the United States was selected via the dropdown box to retrieve results. To find
information about the population, the U.S. Census bureau website was used. The key term
searched for through Google was “United States population”. This website is also credible since
it is a reputable source.
In order to find information about the company being researched, the website nestle.com was
used. This website was known because it has been researched in previous classes. The website
contains information about Nestlé’s financials, their business structure, their corporate
environment, and their current standings. This website had many tabs that would allow a lot of
information to be gathered about this particular company. Their core strengths were also listed
under a PDF found on the website which was found to be very helpful.
Table 1: Information Search
Database
URL
Search term
Index Mundi http://www.indexmundi.com/panama/demographics Panama’s population
The World
Factbook
Index Mundi
The World
Factbook
The Census
Bureau
Nestle
_profile.html
https://www.cia.gov/library/publications/the-worldfactbook/geos/pm.html
http://www.indexmundi.com/united_states/demogra
phics_profile.html
https://www.cia.gov/library/publications/the-worldfactbook/geos/pm.html
http://quickfacts.census.gov/qfd/states/00000.html
http://www.nestle.com/aboutus/mediadocuments
Known Site
United States demographics
Known Site
United States population
Known Site
Interviews were conducted with executives from Nestle while in Panama. Information gathered
included information about the differences in marketing efforts between Panama and the United
States. Amanda Crowe conducted the interviews. A series of interview questions were asked to
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each interviewee. This was to gain valuable information about Nestle that couldn’t be otherwise
gathered via the Internet or library. The interview topics were specific to Exhibits 4 and 5.
Exhibit 4 displays business functions of interest of Nestle. Exhibit 5 reveals specific topical areas
pertinent to the analysis of Nestlé’s business and international marketing strategy differences
between the U.S. and Panama.
Research &
Development
Marketing
Efforts
Sales
Production
Distribution
Exhibit 4: Business Functions of Interest
Marketing Campaigns
Reasoning
Difference Between Demographics
Target Markets
Regulations
Exhibit 5: Specific Topical Areas
The interview instrument was designed prior to the Panama trip. A series of questions were
formulated in order to retrieve the most information about the specific focus topic. These
interview questions also pertained within the limits of the business functions of Nestle and the
topical areas above. There were eight questions asked during the interview. The interview
instrument is displayed in Exhibit 6 below.
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Interview
Questions
1. What is Nestle's current marketing strategy to target Panamanian
consumers?
2. What is your strategy to target consumers of the U.S.?
3. How many stores carry the Gerber line in Panama?
4. How do you distribute the products to each store?
5. How do you guage production? Is it by sales or forecasts?
6. I noticed that you are changing your product's nutritional value in
Central America, what changes are you making to the Gerber line?
7. Any specific changes just for Panamanian consumers?
8. Does governmental regulation differences play a major role in R&D?
Exhibit 6: Specific Interview Question
The person interviewed was Gloria Reyes, the Director for Demand, Supply Chain, and
Exporting Planning for Nestle, displayed in Figure 3. She revealed information about the
company such as that they have been doing business in Panama for seventy-five years. There are
two factories located in Panama known as NATA and Los Santos. NATA is dedicated to milk
products which contribute to 60% of the sales of products in Panama in volumes. (Reyes, 2013)
They have an important social responsibility since they constantly deal with farmers. Los Santos
produces tomato products such as salsa’s and sauces. They have important contact with the
farmers who produce the vegetables that Nestle uses. The Nestle office in Panama is responsible
for six countries in the Central American region. Other factories reside in other countries in
Central America. Gerber is produced in Costa Rica and imported into Panama. Nestle also
receives imports from Mexico and Chile. (Reyes, 2013)
Figure 3: Gloria Reyes, Director of Demand, Supply Chain, and Exporting Planning for Nestle
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Figure 4: Display of 75th Anniversary Brand Names including Gerber
3- CASE STUDY
3.1 Panama
Nestle is located in Pueblo Nuevo of Panama. Pueblo Nuevo is city within Panama. The total
population for this area is 813,100 residents. Nestlé’s address is as follows: Figure 5 displays
Nestle’s location in Panama.
Corporate Office: Nestlé Panama S.A.
Urbanizacion (La Loma) Calle 69 Oeste 74D
Apartado 0834-00368
Panamá 9A
Panama
Nestlé Panama
Figure 5: Nestle Panama location within interior of Panama City
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As the role of nutrition has evolved, so has Nestlé. They have adjusted their offerings to be in
line with or to anticipate the needs of their consumers, while staying true to their core business of
food, beverage and nutrition. Nestlé’s nutrition, health and wellness strategy has three aspects.
All of their food and beverage brands, regardless of category or eating occasion, offer consumers
not just the best taste and pleasure but also the best nutritional profile in their category, as part of
a healthy diet. They are targeting particular nutritional needs through Nestlé Nutrition, with their
Infant, Performance and Weight management divisions. Through Nestlé Health Science (NHSc)
and the Nestlé Institute of Health Sciences, which was inaugurated in 2012, they are pioneering
science-based personalized nutritional solutions to prevent and treat medical conditions.
Therefore, nutrition is Nestlé’s core. That core was enhanced in 2012 by acquisitions for both
Nestlé Nutrition and NHSc. NHSc acquired a stake in Accera, whose key brand is intended for
the clinical dietary management of Alzheimer’s disease. (Nestle, 2013)
NHSc also created a joint venture with Chi-Med, Nutrition Science Partners (NSP), to research
and bring to market nutritional and medicinal products derived from plants with an initial focus
on gastrointestinal health. NSP will get access to one of the leading traditional Chinese medicine
libraries. Nestlé Nutrition’s global leadership in infant nutrition was enhanced in November with
the acquisition of the Wyeth Nutrition business from Pfizer. This business, with 85% of its sales
in emerging markets, is a wonderful fit with existing business, even after the required
divestitures. (Nestle, 2013)
Panama’s nutritional profile states that of the total population, there are approximately 345,000
people under the age of five in 2008. The total number of births was 70,000. There were
approximately 2,000 deaths for children under five. There are 22,000 children in Panama that are
underweight. And, there are 74,000 children who are stunted in which Panama ranks 90th as
compared to other countries. Fifty-three percent of children under the age of two have anemia.
“To increase children's chances of survival, improve development and prevent stunting, nutrition
interventions need to be delivered during the mother's pregnancy and the first two years of the
child's life.” (Panama's Nutrition Profile, 2008)
Figure 6: Nestle Headquarters in Panama
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3.2 The United States
In the United States, Nestlé’s procurement office is located in Glendale, California. The
following picture displays its location in California. This office is responsible for activities that
include: Packaging, Ingredients, Raw Materials, Capital/Construction and Engineering,
Maintenance, Repair Services and Operations, Legal and Real Estate, Human Resources,
Security Services and Office Products, Telecommunications and IT, Marketing, Printing and
Promotions, and Transportation. Figure 7 displays Nestlé’s location in North America.
Nestlé - North America Procurement
800 N. Brand Blvd. Glendale, CA 91203
Nestlé U.S.
Figure 7: Geographic location of Nestle U.S. in California
Nestlé’s baby food brand Gerber has launched a new initiative with the local government in the
American state of Michigan to help reduce childhood obesity rates. (Nestle, 2012) The main goal
of this initiative is to educate parents and caregivers about nutritional information and healthy
eating. It aims to target children from toddlers to teenagers. Statistics from a national survey
revealed that nearly 14% of children ages two to five years from low-income families in
Michigan are obese. Additionally, nearly a fifth of all teenagers in the state are overweight and
more than 12% have been diagnosed with obesity.
Program members will also work with hospitals and medical schools to provide nutritional
information and training for the medical community. Therefore, Gerber will extend its nutritional
expertise as the state hopes to launch a new website bringing all the information together for
parents with young families. The program is based on the findings of Nestlé’s Feeding Infants
and Toddlers Study (FITS). (Nestle, 2012) More than 3,200 children were included in the first
survey in 2002. It is the largest, most comprehensive study of the diets and eating habits of
infants, toddlers and preschoolers in the United States.
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The research revealed that most children have poor eating habits from an early age. For example
French fries were the most commonly eaten vegetable by toddlers. The study was expanded six
years later to find out whether eating habits had changed. So in 2008, the study revealed fruit and
vegetables were still lacking in children’s diets. “The Nestlé Feeding Infants and Toddlers Study
have shown that within the first 24 months dietary patterns are established,” said Ms Holton.
“We want to establish healthy eating as a long-term habit,” she added. (Nestle, 2012). Today, the
company has a range of products fortified with micronutrients such as iron and vitamin A, to
help improve the nutritional status of consumers around the world. (Nestle, 2011)
4- RESULTS AND RESULTS IMPACT
Nestlé’s international marketing strategy in the U.S. vs. Panama was analyzed. More
specifically, this report analyzed the differences in effective marketing efforts of the products
under the Gerber brand name as well as any nutritional similarities or differences. Nestle has two
factories in Panama. Panama also houses Nestlé’s headquarters. There is an office dedicated to
support the sales and commercial operations in Panama. This is the main office for all of the
Central American operations. Gerber products are manufactured in Costa Rica and imported into
Panama. Marketing for Gerber in Panama is also located in Costa Rica. Nestle business practices
are divided globally, regionally, and locally. Therefore, the nutrition business is managed by a
specific team. The government laws and Nestle guidelines regulate the standards of the Gerber
products because of the fact that some contain milk. These entities are known as AUPSA and the
Health Department and are responsible for issuing the initial permits for sanitary permission.
They review all of the standards in order to give the permit. Then, the sanitary permission in the
form of a license is attained through AUPSA. The capacity of the consumers to make claims in
the U.S. is higher than in Panama.
The four most prominent micronutrient deficiencies worldwide concern iron, vitamin A, iodine
and zinc. (Nestle, 2011) Ideally, these essential nutrients should be obtained from a normal,
varied diet. However, many people do not consume a healthy balanced diet. While developing
countries are most severely affected, the problem is widespread, and micronutrient deficiencies
are also significant in certain populations within industrialized countries. (Nestle, 2011)
Since nutrition plays such an important role in the Gerber line, Nestle has created initiatives to
solve nutritional deficiencies. Nestlé Lactogen with Gentle Start/Gentle Plus/Gentle Grow
containing a proprietary active culture, Comfortis, achieved GRAS (Generally Recognized as
Safe) status from the US Food and Drug administration for use in newborns. This infant formula
has been successfully rolled out in nearly 50 countries globally. In the USA it is sold as Gerber
Good Start Soothe. Nestlé signed a five-year global partnership agreement with the International
Association of Athletics Federations to align IAAF Kids’ Athletics with the Nestlé Healthy Kids
Program. The partnership with IAAF enhances the program, which aims to raise the Nutrition,
Health and Wellness awareness of school children around the world. Brazil, Chile, Mexico and
Argentina have benefited from this partnership with activities in 2012 that included government
representatives, sports groups and community based organizations. This program will help
expand sporting activities throughout Zone Americas, increase sports participation in schools and
promote a balanced and healthy lifestyle. In 2013, it will be expanded to Jamaica, Trinidad and
Tobago, USA, Colombia, Ecuador, Panama and Peru. (Nestle, 2013) Tables 2 and 3 display the
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similarities and differences that were gathered between the United States and Panama. Figure 8
displays an example of a billboard advertisement from Panama. Figure 9 shows Nestle’s
products on display in the corporate headquarters in Panama. These results are important because
to show that cultural differences exist between countries which may affect the way products are
made, packaged, and marketed.
Ideally situated in the middle of Latin America, the Republic of Panama offers the best
environment for any multinational company establishing a regional headquarters. As of January
1, 2012, 63 international companies have already established regional branches in Panama,
including Samsung Electronics, LG, DHL, Dell, Hutchison Port Holding Group, HSBC, Maersk,
Scotia Bank, Assicurazioni Generali, Tetrapack, Nestle, PSA Peugeot Citroen, General Electric,
Johnson and Johnson, Caterpillar, Procter & Gamble, Unilever and McDonalds. (Molina, 2013)
There are many reasons why these, and a growing number of other multinational companies,
have chosen to set up shop in Panama. Some of the prime attractions for these organizations
include Panama's sustainable, prospering economy, and the largest financial center in Latin
America, in conjunction with the nation's deep commitment to democratic values and the
availability of talented professionals who readily embrace the challenges these companies may
confront (Marketing & Distribution in Panama, 2000). Additionally, the use of the US dollar as
the national currency offers great stability.
Business tends to be straightforward. On average, Panama City accounts for 65% of total
national sales of consumer goods, the remaining 35% is distributed among the principal cities of
David, Santiago, Chitre and Colon. Generally, the marketing channel structure in Panama is
simple. Direct importers act as wholesalers and in some cases also as retailers. This situation is
common in the case of apparel, automotive parts and hardware products. In the case of consumer
goods, food and medicines, the retail operation is separate from the wholesale operation. In the
industrial goods sector, sales are normally handled by local exclusive agents or distributors. In
other cases, local firms order directly from foreign brokers or the manufacturer. Some of
Panama's major importers are also regional distributors located in the Colon Free Zone (CFZ)
(Marketing & Distribution in Panama, 2000). Generally, CFZ importers/distributors have
affiliated stores in Panama City for retail sale to the local market. Key factors for market success
in Panama are: high quality, customer service, brand-name recognition and attractive packaging.
Foreign products targeting the middle to upper-middle income market are usually competitive.
Panamanians have a desire for high quality foreign products.
Those with high disposable income follow sophisticated U.S. and European consumption
patterns. Most high-end foreign brand names are represented in Panama. An aggressive
marketing strategy is usually necessary to succeed in this trend-conscious market. Panama has
the highest per capita income in Central America. The majority of income is skewed to a small,
consumer goods oriented economic class (Marketing & Distribution in Panama, 2000). These
upper-middle and upper-class families have high levels of disposable income. They are
interested in purchasing high quality, trend-setting goods. Price is less of a factor in purchasing
decisions made by this class than for the middle and lower income classes. The majority of
Panamanians are interested in quality but price plays a more important role in the purchase
decision. The use of the U.S. dollar as legal currency and consumer preference for high quality
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products at a good price are two reasons for high acceptance of U.S. products in Panama.
Overall, foreign products are well accepted in the market and are considered of good quality.
Television and newspaper advertising are the promotion tools of choice for the majority of
distributors of foreign products. Panama has a very competitive advertising market, with
standard prices and very good production quality. Additionally, trade shows and exhibitions have
proven to be effective tools for trade promotion. Special sale prices are usually advertised in
newspapers during weekends. (Panama Demographic Profile , 2013) Most foreign manufacturers
of consumer products maintain a high profile presence in the country through newspaper ads,
large billboards, sponsored sports events, and T.V. advertising. Radio advertising is mainly
utilized outside of Metropolitan Panama City. From personal experience, people in Panama
engage in and use their personal relationships in order to do business.
Table 2: Similarities
Panama trades the US dollar freely
Both Panama and the United States have high standards on quality, customer service, brandname recognition and appealing packaging
Both have strict guidelines/standards to follow from Nestle and government agencies.
The four most prominent micronutrient deficiencies worldwide concern iron, vitamin A, iodine
and zinc.
Both countries do not consume health balanced diets.
Both have a competitive advertising market.
Foreign products are accepted in both countries.
Table 3: Differences
Panama has the Colon Free Trade Zone which is the 2nd largest free trade zone in the world.
United States does not.
Simple marketing structure in Panama vs. U.S.
Marketing for Nestle US products is done in the US whereas marketing for Nestle’s Gerber
brand in Panama is done in Costa Rica.
Panama population is 3,510,045 people. More populated in U.S. at 313,847,465 people.
An aggressive marketing strategy is usually necessary to succeed in Panama when considering
high-priced goods.
Average age in Panama is 27.8 whereas U.S. is 37.1.
Spanish is the official language in Panama whereas English is official language in U.S.
Average income for Panamanians is $14,500 whereas U.S. is $52,768.
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Figure 8: Example of Billboard advertisement in Panama
Figure 9: Products displayed at Nestlé’s Headquarters
5- SUMMARY
The objective of this analysis was to provide a clear comparison of Nestlé’s overall marketing
strategy to target American consumers versus Panamanian consumers. Also, nutritional
differences were analyzed. All countries have different dietary habits which lead to different
nutritional needs. Data was collected using two forms of research including internet search and
personal interviews conducted with Nestle employees. There are specific differences in
nutritional standards in all countries with the four most prominent micronutrient deficiencies
worldwide being iron, vitamin A, iodine and zinc. Products are made to uphold standards set by
Nestle corporate and by governmental agencies such as AUPSA and the FDA. Business is done
quite differently in Panama versus the United States. This analysis is important to show that
differences exist between countries which may affect the way products are made, packaged, and
marketed. If this project was studied further, more detail of Panama’s specific nutritional data
could be gathered. This would be more helpful to strengthen the results of the paper since only
worldwide data was found.
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http://www.childinfo.org/files/nutrition/DI%20Profile%20-%20Panama.pdf
Panama Demographic Profile . (2013, Feburary 21). Retrieved April 11, 2013, from Index
Mundi: http://www.indexmundi.com/panama/demographics_profile.html
The World Factbook. (2013). Retrieved April 12, 2013, from Central Intelligence Agency:
https://www.cia.gov/library/publications/the-world-factbook/geos/pm.html
United States Demographic Profile. (2013). Retrieved April 11, 2013, from Index Mundi:
http://www.indexmundi.com/united_states/demographics_profile.html
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Marketing & distribution in Panama. (2000). Panama Economic Studies, 55.
Molina, J. (2013). The advantage of establishing regional headquarters in Panama. International
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http://www.nestle.com/media/newsandfeatures/nestle-nutrition-institute-workshopmicronutrient-deficiencies
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Aeruz, Marrissa. (2013) Tour Guide-Panama Study Abroad Program, personal interview by
Amanda Crowe
Reyes, Gloria. (2013) Nestle, Director for Demand, Supply Chain, and Exporting Planning,
personal interview by Amanda Crowe