annualreport2007社会与经济报告:Interview with Franck Riboud [2]
论文作者:留学生论文论文属性:报告 Report登出时间:2011-01-17编辑:anterran点击率:61996
论文字数:19907论文编号:org201101171027506834语种:英语 English地区:英国价格:免费论文
关键词:annualreport2007社会与经济报告健康报告专访business
for baby nutrition,no. 3 worldwidein medical nutrition.n°.1 Positions worldwideOrganic growth(at constant structureand exchange rates)2005 2006 20076.7%9.7% 9.7%KEYFIGURESIn 2007 organic growthstood at 9.7%, exceedinginitial targets.Sales growthby business line+12.2%Fresh Dairy Products(including Bledina)+6.2%Waters (excluding Wahaha)+9.7%*Baby Nutrition+13.4%*Medical Nutrition* Numico businesses.6slower growth in the sector andthe difference in positioning, whichnaturally has much less to do with activehealth, there was a real risk thatBiscuits would become a lower priorityfor the Group.a twofold opportunity that we couldnot afford to miss. For the teams inour Biscuits business, it was a chanceto contribute to the development ofthe world leader in the sector and playa key role in the strategy of one of theDanone it meant an opportunity to accelerategrowth in food for health.And we wasted no time in doing justthat by asking Numico to join theDanone family.Why Numico?FR: I would say that Numico was anatural choice. Its two businesses,Baby Nutrition and Medical Nutrition,are clearly linked to food for health,and both bene t from high marginsand vigorous growth worldwide. Theyround out our brand portfolio perfectlyand are completely attuned toour mission of bringing health throughfood to as many people as possible.And we are already well acquaintedwith baby nutrition: for the past 30years we have successfully managedBlédina, the uncontested market leaderin France, where per capita consumptionof baby foods is higher thanin any other country in the world.Acquiring Numico gives us real globalleverage in the sector. And the com-vigorous, and its research capabilitieshave a well-deserved reputation forexcellence. Moreover, it has a dedicated,highly-skilled workforce and anoutstanding line-up of local brands.Finally, its form of business culture isThe strategic value ofthe acquisition is generallyrecognized, but someobservers consider the pricea bit high, especially asregards scope for synergies.FRwas the most sought-after target in thesector. But you can only judge theprice of an acquisition against its potential,what it allows the buyer tobuild and achieve. If we succeed withour growth objectives, as I think wewill, talk about price will be quicklyforgotten and the return on investmentwill be unquestionable.As regards synergies, we have consist-come from rationalization, since ouited to baby food in France. So therewas not much to be expected in theway of merger savings.Instead what we are looking for areotential of Numico and Danonecombined will be greater than if thetwo businesses had remained separate.To take an example, Numicobrands will be able to bene t almostfrom our strong ties with majorretailers. Another example is the po-1INTERVIEWOver the past ten years Danone has reshaped operations to focuson a single priority: bringing health through food to as manypeople as possible. Business lines whose operations fell outsidethis area were sold, including beer and glass bottles and jars.Today, a full 100% of sales are generated by food productswith a focus on health, up from 39% in 1996. The “new Danone”also offers a more balanced geographical spread, with no singlecountry representing more than 14% of Group revenues.Health front and center1996: 9 businesses outof 10 in food, and 39%of sales in healthy foodYear-end 2007*:4 business lines100% healthy food26%3%WatersBeerBiscuitsPrepared foodItalian cheeseSauc
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