By Saabira Chaudhuri
Newly minted Nestlé SA Chief Executive Mark Schneider is facing
the first big challenge of his short career in packaged foods.
Mr. Schneider indicated Monday he plans to hold steady on his
own push to spur growth at the maker of Stouffer's frozen food and
Nesquik chocolate milk, in the face of calls for radical change by
activist investor Daniel Loeb.
Late Sunday, Mr. Loeb's Third Point hedge fund disclosed a $3.5
billion stake in Nestlé, demanding a raft of changes it said will
boost margins and shares, including divesting its long-held stake
in L'Oréal SA. In a short statement Monday, Nestlé responded by
saying it keeps an "open dialogue with all our shareholders" but
"remained committed to executing our strategy and creating
long-term shareholder value." It said it had no further comment on
Mr. Loeb's stake.
Messrs. Schneider and Loeb met in Switzerland about two weeks
ago, according to a person familiar with the matter, to discuss the
investor's ideas for how the company can grow.
The stake amounts to just 1.25% of Nestlé. But that makes Mr.
Loeb one of the company's biggest investors, and the call comes at
a time when Nestlé shareholders could find it hard to ignore: Years
of slow growth has shaken Nestlé and its consumer-goods
competitors, as they struggle to come to terms with changing
consumer tastes and other headwinds.
Shareholders welcomed the Third Point investment, sending
Nestlé's stock up more than 4% early Monday.
Last year, Nestlé's board plucked Mr. Schneider out of the
health-care industry to help diversify from its slow-growing cash
cows to healthier foods and products.
He moved quickly to shake things up himself. Shortly after
taking the top job, he abandoned Nestlé's longstanding annual
growth target, after years of Nestlé missing it. Earlier this
month, he put Nestlé's U.S. confectionery business up for sale.
But he has also resisted some of the more radical approaches
taken by some of his competitors. He is an outspoken critic of
so-called zero-based budgeting, the cost-cutting technique rolled
out by Brazilian fund 3G Capital at some of the U.S. consumer-goods
giants it steers.
Jefferies analyst Martin Deboo said Mr. Schneider has some room
to maneuver.
"We view (Nestlé) as a proud company with an enduring model,"
said Mr. Deboo. "We expect them to be wary of bending too readily,
too publicly, to the views of an ultimately small shareholder."
Third Point's letter to investors on Sunday identified "a
familiar set of conditions that make it ripe for improvement and
change," saying "our recommendations to Nestlé management, if taken
together, would dramatically improve both the growth profile and
earnings power of the company."
Mr. Schneider--a dual U.S. and German citizen--spent the 13
years prior to Nestlé heading German health-care giant Fresenius
SE, which runs hospitals, makes medical equipment and supplies
drugs and nutritional products. There, he earned a reputation for
deal making and cost-cutting, catching the attention of Nestlé's
board. Mr. Schneider is the Swiss company's youngest pick for the
top job in 50 years and its first outsider CEO since 1922.
Mr. Schneider quickly decided to scrap the so-called "Nestlé
model"--the company's long-running target of boosting organic sales
by 5% to 6% each year--after it failed to meet it for the fourth
year in a row.
Earlier this month, Nestlé said it would look to sell its U.S.
confectionery arm, which has lagged Hershey Co., Mars Inc. and
Lindt & Spruengli AG.
The two moves were hailed as sensible ones by many analysts.
Nestlé critics, including some shareholders, have long said it
needs bolder moves.
Last year, before Mr. Schneider took over, Bernstein analyst
Andrew Wood warned Nestlé "may suffer a slow slide to mediocrity"
after polling 75 of the Swiss giant's investors. They expressed
worries about a lack of desire to cut costs, rising competition,
frustration about return of capital and mixed views on the
company's push into health sciences and skin care. Mr. Wood hailed
Mr. Schneider's appointment but wrote he faced "fundamental
operating issues" across its business units, and said any
turnaround would "likely take years not months."
On Monday, Mr. Wood in a note said "Third Point is just saying
(perhaps just louder) what others have been thinking and saying for
some time."
Nestlé has previously said it is working to cut costs and sell
noncore assets, and is exploring innovative new ways of reaching
customers. It recently took a stake in subscription meals service
Freshly, and has partnering with street vendors to sell noodles
brand Maggi. The company has also been cutting down on the level of
salt and sugar in its food and has made a $50 million investment in
research and development to turn around its flagging frozen food
business.
Consumer goods giants the world over are struggling in an
environment of weaker global growth, with volatile currencies,
changing consumer tastes. In many places, they face difficulty
raising prices in an environment of low inflation. Packaged foods
companies are in an even tougher spot. Consumer preferences for
healthier, fresher food have forced many to pour money into cutting
sugar and salt, without compromising on taste, and to create new
brands to pander to new preferences for organic or healthy
food.
Competition has mushroomed in the form of delivery companies,
subscription-meals services, private label brands and small, local
competitors. They are all now competing for consumers who were once
predictable grocery-store buyers of Nestlé brands.
Mr. Schneider has said he gets it.
"Size alone does not protect us from the winds of change," Mr.
Schneider said at an industry conference in Berlin on Thursday,
adding that Nestlé is facing "a constant need to evolve."
Write to Saabira Chaudhuri at saabira.chaudhuri@wsj.com
(END) Dow Jones Newswires
June 26, 2017 08:52 ET (12:52 GMT)
Copyright (c) 2017 Dow Jones & Company, Inc.