Nestlé is entering a new phase with Laurent Freixe as CEO, following the legacy of Helmut Maucher. Freixe faces the challenge of restoring investor confidence after disappointing growth forecasts under his predecessor, Mark Schneider. With limited financial flexibility due to past debt and a culture favoring gradual change, Freixe must strategically communicate Nestlé’s strengths and future plans, particularly for Nestlé Health Science, while balancing marketing costs and restructuring efforts.
Leadership Changes at Nestlé: A New Era Begins
The renowned Nestlé leader, Helmut Maucher, firmly believed that the CEO should embody the role of the primary salesperson. Following Maucher’s legacy, who passed away in 2018, this philosophy has been revitalized with the recent appointment of a new CEO nearly three months ago.
Laurent Freixe, a marketing expert now at the helm, faces the critical challenge of selling his vision for reviving the food giant’s growth trajectory. With an investor day scheduled in Vevey next Tuesday, Freixe must deliver a compelling message that reassures investors, who have faced disappointments in recent years.
Challenges and Opportunities Ahead
Freixe’s predecessor, Mark Schneider, misread the market dynamics, maintaining an optimistic growth forecast this spring despite evident challenges. When Schneider had to revise expectations mid-year, it resulted in a sharp decline in stock prices, with shares now hovering below 80 francs—the lowest point in six years.
Freixe’s options for immediate action are limited due to the substantial debt incurred during Schneider’s tenure for share buybacks, constraining financial flexibility for potential acquisitions. Furthermore, given Nestlé’s vast scale, even significant investments may only yield minor impacts on the company’s structure.
Nestlé’s culture traditionally favors gradual change over radical transformation—valuing continuity while sometimes facing criticism for slow decision-making and risk aversion. This internal ethos fosters a sense of loyalty among employees, often resulting in long tenures across various roles and regions.
At Nestlé, the expectation is that any key position can be swiftly filled, thanks to a robust pool of internal talent. While an externally hired CEO like Schneider might comprehend the rationale behind this familial atmosphere, they may not connect with it on an emotional level, leading to potential disconnects, especially during challenging times.
With Freixe now leading the charge, there is an anticipation for him to highlight Nestlé’s strong product categories and brands during the investor presentation, illustrating their growth potential and profitability prospects. However, increasing marketing expenditure could impact margins, although Nestlé has committed to maintaining stable profitability through 2025.
The pressing question remains whether Freixe will provide investors with more than just reaffirmations of financial goals. Stakeholders are eager to understand the future of Nestlé Health Science, particularly after previous setbacks, and what strategies will be employed for its development.
While large-scale restructuring may not resonate with Nestlé’s approach, Freixe could introduce targeted efficiency measures, such as the ongoing outsourcing of sales functions to external partners in France and similar initiatives in Germany. This strategy of outsourcing specific business areas into joint ventures with other manufacturers or investors is already in practice for various product categories.
In recent years, Nestlé has divested from its water business, selling half of its operations since 2020. Analysts speculate that the remaining water segment might be considered for sale due to its complexity and low margins. Short-term plans indicate Freixe is not inclined to downsize the company further.
The company’s 20 percent stake in L’Oréal continues to generate speculation about potential divestitures, although recent declines in L’Oréal’s stock price raise concerns about selling this valuable asset without adversely affecting Nestlé’s profitability.
As Nestlé navigates its growth challenges, Freixe, along with a restructured management team, will need to steadily rebuild investor trust through consistent performance and strategic communication.
Historically, Nestlé has demonstrated its ability to adapt over time, often implementing significant changes that may not be immediately visible. While former CEO Peter Brabeck is often associated with health and water initiatives, his influence on the unification of data and processes across Nestlé’s operations through the Globe project has profoundly shaped its management structure.
At Nestlé’s headquarters in Vevey, the architectural splendor of the building by the lake reflects its 1960s roots, even as it underwent modern renovations that align with evolving corporate needs since Maucher’s presidency ended at the turn of the millennium.