2025年雀巢英文面试试题及答案

2025年雀巢英文面试试题及答案Question1:BehavioralInterview–LeadershipinCross-FunctionalTeams"Describeasituationwhereyouledacross-functionalteamtodeliveraprojectwithtightdeadlines.Whatchallengesdidyouface,andhowdidyouensurealignmentandsuccess?"Answer:InmypreviousroleataFMCGcompany,Ileda7-membercross-functionalteam(marketing,R&D,supplychain,andsales)tolaunchalimited-editionproductwithin12weeks—aprojectinitiallyprojectedtotake16weeks.Theprimarychallengewasconflictingpriorities:R&Dneededmoretimeforformulationadjustments,whilesalesinsistedonanearlylaunchtocapitalizeonseasonaldemand.Toaligntheteam,Ifirstheldakickoffmeetingtomapouteachdepartment’scriticalmilestonesanddependencies.Iusedasharedprojectmanagementtool(Asana)tovisualizetimelines,highlightingbottlenecks(e.g.,R&D’stestingphase)andreallocatingresources:ItemporarilysecondedajuniorR&Danalystfromanotherteamtoacceleratetesting.Forsales,IprovidedweeklyupdatesonR&Dprogressandnegotiatedaphasedlaunch—soft-launchingin3regionsfirsttogatherconsumerfeedback,whichreducedpressureonthefinaldeadline.Ialsofacilitateddaily15-minutestandupstoaddressroadblocksimmediately.Whensupplychainraisedconcernsaboutpackagingavailability,Icollaboratedwiththemtoidentifyalternativesuppliersandsecureda10%fasterdeliverybyofferingasmallpremium.Byweek10,R&Dfinalizedtheformula,andwelaunchedinallregionsbyweek12.Theproductexceededsalestargetsby22%inthefirstmonth,andthecross-functionalprocesswaslateradoptedasatemplateforurgentprojects.Thisexperiencetaughtmethatproactivecommunication,flexibleresourceallocation,andempathyfordiverseteamprioritiesarekeytoleadingcross-functionalsuccess—skillsIbelievealignwithNestlé’scollaborativeculture.Question2:SituationalInterview–SustainabilityInnovation"Nestléaimstoachieve100%recyclableorreusablepackagingby2025.Imagineyou’reassignedtoleadaprojecttoreplacesingle-useplasticbottlesforamajorbeveragelinewithasustainablealternative.Howwouldyoustructurethisproject,andwhatkeyfactorswouldyouprioritize?"Answer:First,I’dstartbydefiningsuccessmetrics:costparitywithcurrentpackaging(toensurescalability),consumeracceptance(minimalchangestouserexperience),andcompliancewithglobalrecyclingstandards(e.g.,EU’sSingle-UsePlasticsDirective).Phase1:StakeholderMapping&DataCollection.I’dinterviewinternalteams(R&D,supplychain,marketing)andexternalpartners(recyclingfacilities,materialsuppliers)toidentifyconstraints.Forexample,supplychainmightflaglimitedavailabilityofcompostablematerials,whileR&Dcouldhighlighttechnicalchallenges(e.g.,barrierpropertiesforcarbonateddrinks).I’dalsoanalyzeconsumerinsights—viasurveysandfocusgroups—tounderstandtheirwillingnesstoacceptchanges(e.g.,heavierbottles,differentopeningmechanisms).Phase2:MaterialEvaluation.I’dshortlist3-4alternatives(e.g.,plant-basedplastics,recycledPET,paper-basedcomposites)andconductpilottests.Foreachmaterial,I’dassess:(1)Environmentalimpact(carbonfootprint,recyclabilityrates);(2)Cost(rawmaterial,production,transportation);(3)Performance(shelflife,dropresistance,compatibilitywithexistingfillinglines).Forinstance,apaper-basedbottlemightreduceplasticusebutrequirealinertopreventleakage,addingcostandcomplexity.Phase3:PilotImplementation&Iteration.I’dlaunchasmall-scalepilotinaregionwithstrongrecyclinginfrastructure(e.g.,Germany)totestthechosenmaterial.KeyKPIswouldincludeproductionlineefficiency(downtimeduetopackagingchanges),consumerfeedback(viain-storesurveysandsociallistening),andpost-consumerrecyclingrates(workingwithlocalwastemanagementtotrackrecovery).Ifthepilotrevealsissues—say,thenewmaterialdegradesunderhighhumidity—I’dworkwithR&Dtoadjusttheformulaorswitchtoabackupmaterial.Phase4:Scaling&Communication.Oncevalidated,I’dpartnerwithsupplychaintosecurelong-termmaterialcontractsandtrainmanufacturingteamsonnewprocesses.Marketingwouldplayacriticalroleincommunicatingthechange—emphasizingNestlé’scommitmenttosustainabilitywhileaddressingpotentialconsumerconcerns(e.g.,“Ournewbottleis100%recyclableandkeepsyourdrinkjustasfresh”).Throughout,I’dprioritizetransparencywithstakeholders—providingweeklyupdatestoseniorleadershipandinvolvingfrontlineemployees(e.g.,factoryworkers)inproblem-solvingtoensurebuy-in.Thisstructuredapproachbalancesinnovationwithpracticality,aligningwithNestlé’sgoalofdrivingmeaningfulsustainabilitywithoutcompromisingproductqualityorbusinessviability.Question3:TechnicalInterview–ConsumerInsights&MarketStrategy"Nestlé’splant-basedmilkbrandhasseenflatgrowthintheU.S.overthepastyear,despiterisingdemandforplant-basedproducts.Whatdatawouldyouanalyze,andwhatstrategieswouldyouproposetorevitalizegrowth?"Answer:Todiagnosetheissue,I’dstartbyanalyzingthreedatapillars:consumerbehavior,competitivelandscape,andproductperformance.First,consumerdata:I’dreviewmarketresearch(e.g.,Nielsen,Mintel)tounderstandcategorytrends—areconsumersshiftingtooatmilkoveralmond?Arepricesensitivityortastepreferencesdrivingchoices?I’dalsolookatbrand-specificdata:surveyresultsonbrandawareness,purchaseintent,andsatisfaction.Forexample,ifNPSscoresarelow,isitduetotaste,packaging,orperceivedvalue?Sociallisteningtools(e.g.,Brandwatch)wouldrevealunstructuredfeedback—doconsumerscomplainabout“chalkytexture”or“highpricecomparedtostorebrands”?Second,competitiveanalysis:I’dbenchmarkagainstleadingplant-basedmilkbrands(e.g.,Oatly,CalifiaFarms)toidentifygaps.Arecompetitorsinnovatingwithnewflavors(e.g.,vanillaoatmilk)ordistributionchannels(e.g.,coffeeshoppartnerships)?Aretheyleveragingsustainabilityclaimsmoreeffectively(e.g.,carbon-neutralpackaging)?I’dalsoanalyzepricing—doesNestlé’sproductsitatapremium,andisthatjustifiedbyperceivedquality?Third,productperformancedata:SalesbySKU(e.g.,originalvs.flavored),distributioncoverage(ACV%,shelfspace),andpromotioneffectiveness(e.g.,couponredemptionrates,in-storedisplays).Ifsalesarestronginnaturalfoodstoresbutweakinmassretailers,itmightindicateadistributiongap.Ifpromotionsaren’tmovingtheneedle,thevaluepropositionmayneedreinforcement.Basedontheseinsights,potentialstrategiescouldinclude:1.ProductInnovation:Ifconsumerfeedbackhighlightstasteissues,reformulatewithnaturalsweetenersorblendwithpopularbases(e.g.,oat-almondhybrid).Introducelimited-editionflavors(e.g.,matcha,saltedcaramel)todrivetrial.2.TargetedMarketing:Ifbrandawarenessislowamongmillennials/GenZ,partnerwithinfluencersinwellnessandsustainabilityniches.Useuser-generatedcontent(UGC)toshowcasereal-lifeusecases(e.g.,“Perfectforlatteart”).3.Pricing&Packaging:Ifpriceisabarrier,introduceasmaller“trialsize”orbundlewithcomplementaryproducts(e.g.,cereal).Ifpackagingisunderwhelming,redesigntoemphasizesustainability(e.g.,“100%recycledbottle”)andon-shelfvisibility.4.DistributionExpansion:Strengthenpartnershipswithcoffeechains(e.g.,offerbrandedbaristaeditions)ande-commerceplatforms(e.g.,subscribe-and-savemodelsforrepeatpurchases).5.SustainabilityMessaging:Ifcompetitorsareoutperformingoneco-credentials,amplifyNestlé’ssupplychaintransparency(e.g.,“Sourcedfromrainforest-friendlyalmonds”)throughcertifications(e.g.,FairTrade,non-GMOProjectVerified).Forexample,ifdatashowsthat60%ofconsumerspreferoatmilkbutNestlé’sportfolioisalmond-heavy,reallocatingR&Dresourcestooat-basedproductscouldaddressthegap.TestingthesestrategiesviaA/Btrials(e.g.,in-regionflavorlaunches)wouldallowfordata-drivenscaling.Question4:CulturalFit–Diversity&Inclusion"AtNestlé,wevaluediversityandinclusionasdriversofinnovation.Canyoushareanexampleofhowyoupromotedaninclusiveenvironmentinateamorproject,andwhatimpactithad?"Answer:Inmylastroleasaprojectlead,Inoticedthatourteamof10(withmembersfrom5countries)hadimbalancedparticipation—juniorteammembersandnon-nativeEnglishspeakersoftenhesitatedtoshareideasinmeetings.Toaddressthis,Iimplementedtwokeychanges.First,Ishiftedfrom“real-time”brainstorming(wherequickerspeakersdominated)topre-meetingideasubmissions.Iaskedeveryonetosend1-2ideasviaemail24hoursbeforethemeeting,whichIcompiledintoashareddocument.Thisgavequietermemberstimetoarticulatetheirthoughtsinwriting,reducinglanguagebarriers.Duringmeetings,Iexplicitlycalledonindividualstoelaborateontheirideas(e.g.,“Maria,yoursuggestionaboutlocalizingthecampaign—canyouexplainwhythat’simportantfortheIndianmarket?”),whichboostedtheirconfidence.Second,Iorganizedmonthly“cultureshare”sessions,whereteammemberspresentedontraditions,workstyles,orcommunicationpreferencesfromtheirhomecountries.Forexample,acolleaguefromJapansharedthatindirectfeedbackiscommoninherculture,whichhelpedtheteaminterpretherinputmoreeffectively.AteammemberfromMexicoledaworkshopon“fiestamarketing,”whichinspiredustoincorporatecelebratorythemesintoaLatinAmericancampaign,increasingengagementby30%.Theimpactwastangible:Within3months,meetingparticipationratesroseby45%,and85%ofteammembersreportedfeeling“morevalued”insurveys.Moreimportantly,theprojectwewereworkingon—aglobalrebrandingcampaign—receivedpraiseforitsculturalrelevance,withregionalmanagersnotingthatit“resonatedbetterwithlocalaudiences”thanpreviousinitiatives.Thisexperiencereinforcedthatinclusionisn’tjustaboutrepresentation;it’saboutcreatingstructuresthatleteveryvoicecontributemeaningfully—somethingIbelieveiscriticaltoNestlé’sabilitytoinnovateindiversemarkets.Question5:StrategicThinking–IndustryTrends"Thefoodandbeverageindustryisevolvingrapidly,withtrendslikepersonalizednutrition,AI-drivensupplychains,andclimate-resilientagriculture.HowdoyouthinkNestléshouldprioritizethesetrendstomaintainitsleadershippositionby2025?"Answer:Nestléshouldprioritizetrendsbasedonthreecriteria:alignmentwithcorevalues(e.g.,“GoodFood,GoodLife”),potentialforcompetitivedifferentiation,andscalabilityacrossitsportfolio.1.PersonalizedNutrition:Withconsumersincreasinglyseekingtailoredhealthsolutions(e.g.,gut-friendlyprobiotics,low-sugaroptionsfordiabetics),NestlécanleverageitsR&Dexpertisetodeveloppersonalizedproducts.Forexample,acquiringorpartneringwithhealthtechstartups(e.g.,DNAtestingapps)couldenablecustomizedmealplansorsupplementrecommendations.BrandslikeNesquikorBoostcouldpilot“personalizednutrition”lines,usingAItoadjustformulationsbasedonindividualdata(e.g.,age,dietaryrestrictions).ThisalignswithNestlé’sfocusonhealthandwellnessanddifferentiatesitfromcompetitorsstillfocusedonmass-marketproducts.2.AI-DrivenSupplyChains:Supplychaindisruptions(e.g.,climate-relatedcropfailures,logisticsdelays)havehighlightedtheneedforagility.NestléshouldinvestinAItoolsthatpredictdemandfluctuations,optimizeinventory,andreducewaste.Forinstance,machinelearningmodelscouldanalyzeweatherpatternstoforecastcoffeebeanyields,allowingproactivesourcingfromalternativeregions.Real-timedatafromIoTsensorsinwarehousescouldminimizespoilage(e.g.,adjustingtemperatureforperishablegoods).Thisnotonlyreducescostsbutalsosupportssustainabilitygoals(e.g.,loweringcarbonemissionsfromover-transportation).3.Climate-ResilientAgriculture:Asamajorbuyerofrawmaterials(e.g.,cocoa,milk,coffee),Nestlé’ssupplychainisvulnerabletoclimatechange.Prioritizingclimate-resilientagriculture—throughfarmertraining(e.g.,drought-resistantcroptechniques),investmentinregenerativefarming,andpartnershipswithNGOs—wouldsecurelong-termsourcingandenhancebrandreputation.Forexample,Nestlé’sCocoaPlancouldexpandtoincludeclimateadaptationprograms,ensuringcocoafarmershaveaccesstoresilientvarietiesandwatermanagementtools.ThisalignswithNestlé’scommitmentto“CreatingSharedValue”andmitigatesrisksofsupplyshortages.Tobalancethesepriorities,Nestléshouldadoptaphasedapproach:Intheshortterm(2024-2025),scaleAIinsupplychainoperations(low-hangingfruitwithimmediatecostsavings)whilepilotingpersonalizednutritionwithhigh-marginbrands(e.g.,Nespresso).Inthemediumterm,deepenclimate-resilientagriculturepartnerships,leveraginglearningsfromexistinginitiatives(e.g.,theNestléInstituteofAgriculture).Byintegratingthesetrendsintoitsstrategy,Nestlécannotonlyadapttochangebutshapethefutureoftheindustry.Question6:Problem-Solving–CrisisManagement"AmajorfoodsafetyincidentoccurswithoneofNestlé’skeyproducts:LabtestsrevealtraceamountsofacontaminantinabatchdistributedacrossEurope.Howwouldyoucoordinatetheresponsetoprotectconsumers,brandreputation,andregulatorycompliance?"Answer:Myresponsewouldfollowastructured4-phaseapproach:Phase1:ImmediateContainment(0-24hours)Activatethecrisismanagementteam(CMT),includingrepresentativesfromqualityassurance,legal,communications,supplychain,andregionalmanagers.Confirmthescope:Identifythebatchnumbers,productiondates,anddistributionchannels(e.g.,whichcountries,retailers,onlineplatforms).UseNestlé’strack-and-tracesystemtomapthesupplychaininrealtime.Haltdistribution:Instructsuppliersandretailerstostopsellingtheaffectedbatch.Ifproductsarealreadyonshelves,initiateavoluntaryrecall(coordinatedwithlocalauthoritiesliketheEU’sRASFF).Phase2:Consumer&StakeholderCommunication(24-48hours)Issueapublicstatementviaallchannels(pressreleases,socialmedia,website)thatistransparentbutempathetic:Acknowledgetheissue,explainthestepstakentoprotectconsumers,andprovideclearinstructions(e.g.,“Returntheproductforarefund”or“Checkbatchnumbershere”).Avoidjargon—focuson“We’retakingthisseriously,andyoursafetyisourpriority.”Directlycontactaffectedconsumers:Usepurchasedata(whereavailable)toemailorSMScustomerswhoboughttheproduct,offeringsupport(e.g.,helplinenumbers).Traincustomerserviceteamstohandleinquirieswithconsistentmessaging.Phase3:RootCauseAnalysis&CorrectiveAction(48hours–1week)Workwithqualityassurancetodeterminethecontaminant’ssource(e.g.,rawmaterialsupplier,productionlineerror).Conductauditsofthefacilityandsuppliersinvolved.Implementcorrectivemeasures:Iftheissuestemsfromasupplier,suspendpartnershipuntiltheyfixtheproblem;iffromproduction,re-trainstafforupgradeequipment.Documentallactionsforregulatorybodies(e.g.,FDA,EFSA).Phase4:ReputationRecovery(1week–1month)Shareprogressupdates:Publishafollow-upreportdetailingtherootcause,fixesimplemented,andstepstopreventrecurrence.Highlightthird-partycertifications(e.g.,SGSaudits)torebuildtrust.Engagewithinfluencersandindustryexpertstoamplifypositivemessaging(e.g.,“Nestlé’sswiftactionsetsastandardforfoodsafety”).Launchaconsumerloyaltyprogram(e.g.,discountvouchers)toencouragerepeatpurchases,pairedwitheducationalcontentonNestlé’squalitycontrolprocesses.Throughout,complianceisnon-negotiable:Regularlyupdateregulators,provideallrequesteddocumentation,andcooperatefullywithinvestigations.Byprioritizingtransparency,speed,andconsumersafety,Nestlécanminimizereputationaldamageandreinforceitscommitmenttoquality—evenincrises.Question7:Role-Specific–Sales&Distribution(forSalesCandidates)"Nestléwantstoincreasepenetrationinemergingmarkets,whereinformalretail(e.g.,mom-and-popstores)accountsfor60%ofsales.Whatstrategieswouldyouusetostrengthenrelationshipswiththeseretailersandboostproductavailability?"Answer:Tosucceedinemergingmarkets,I’dfocusonthreepillars:understandingretailerneeds,simplifyingaccess,andbuildingtrust.1.TailorSolutionstoRetailerPainPoints:Informalretailersoftenfacecashflowconstraints,limitedstoragespace,andlackofaccesstoreliablesupply.I’ddesignprogramslike:FlexibleCreditTerms:Partnerwithlocalmicrofinanceinstitutionstooffersmall,short-termloansforinventorypurchases,reducingthebarriertostockingNestléproducts.SmallerPackSizes:Introduce“sachet”orsingle-servepacksthatareaffordableforlow-incomeconsumersandeasierforretailerstomanage(nowastefromlargepacks).InventoryManagementTraining:Hostworkshopsonbasicstockrotation(FIFO)anddemandforecasting,usingsimpletools(e.g.,papertrackers)toavoidoverstocking.2.OptimizeDistributionChannels:Traditionaldistributionmaybesloworunreliable.I’dexplore:DirectDistributionHubs:Setupregionalhubsclosertoruralareas,reducingdeliverytimesfrom5daysto1-2days.Uselocaldeliverypartnerswhounderstandtheterrain(e.g.,motorbikecouriersincongestedcities).AgentNetworks:Trainandincentivizelocal“salesagents”(oftencommunitymemberswithexistingretailerrelationships)topromoteNestléproducts.Offercommissionsbasedonvolume,withbonusesformeetingtargets.3.BuildLong-TermTrust:Informalretailersvaluepersonalrelationshipsovercontracts.I’d:AssignDedicatedAccountManagers:Eachmanagerwouldvisitretailersbiweeklytoaddressissues(e.g.,damagedgoods,slow-movingstock)andgatherfeedback(e.g.,“Consumerswantmoresaltysnacks”).RunRecognitionPrograms:Award“TopNestléRetailer”titleswithbenefits(e.g.,prioritydelivery,exclusivepromotions)tomotivateperformance.SupportCommunityInitiatives:Sponsorlocalevents(e.g.,schoolsportsdays)undertheNestlébrand,aligningthecompanywithcommunitywell-beingandincreasingretailerprideinstockingNestlé.Forexample,inIndia,Nestlé’s“Shakti”programtrainsruralwomentobecomedistributors,whichhassignificantlyincreasedreachinremoteareas.Adaptingthismodel—withlocalculturalnuances—couldreplicatesuccessinotheremergingmarkets.Byaddressingretailers’practicalchallengesandfosteringtrust,Nestlécanturninformalstoresintoloyalpartners,drivingbothavailabilityandsales.Question8:Technical–R&DInnovation(forR&DCandidates)"Nestléaimstoreducesugarcontentinitsproductsby30%by2025withoutcompromisingtaste.AsanR&Dscientist,howwouldyouapproachreformulatingapopularchocolatebartomeetthisgoal?"Answer:Reducingsugarwhilepreservingtasterequiresamulti-disciplinaryapproach,combiningsensoryscience,ingredientinnovation,andconsumertesting.Step1:BaselineAnalysisFirst,I’dmapthecurrentchocolatebar’sflavorprofileusingsensoryevaluation(trainedpanels)andchemicalanalysis(e.g.,sugartype—sucrosevs.glucose,anditsroleintexture,crunch,andmouthfeel).I’dalsoidentifykeytastedrivers:Issweetnesstheprimaryappeal,ordoconsumersvaluethebalanceofsweetnesswithcocoabitterness?Step2:IngredientExplorationI’dexplorethreecategoriesofsugarsubstitutes/strategies:NaturalSweeteners:Allulose(low-calorie,similartosugarintaste),stevia(butaddressaftertastewithco-blending),orfruitconcentrates(e.g.,applejuiceconcentrate,whichaddsmoisture).TexturalCompensation:Sugarcontributestocrunch(e.g.,innougat)andcaramelization.Imightusemaltodextrin(forbulk)orpolydextrose(forfiber)tomaintaintexture,whileaddingcocoabutterormilkfattoenhancemouthfeel.FlavorEnhancement:Useflavormodifiers(e.g.,umamicompounds)toamplifyperceivedsweetness.Forexample,asmallamountofsodiumchloridecanmakesweetnessmorenoticeable,reducingtheneedforsugar.Step3:Prototyping&TestingI’dcreate5-7prototypeswithvaryingsugarreductions(20-40%)andingredientcombinations.Eachprototypewouldbetestedintwoways:InstrumentalTesting:MeasureBrix(sweetnessintensity),texture(usingatextureanalyzer),andcolor(toensurenooff-puttingchanges).ConsumerTesting:Conductblindtastetestswithtargetdemographics(e.g.,families,health-consciousadults)toassessacceptance.Metricswouldinclude“likingscore,”“wouldrepurchase,”andopen-endedfeedback(e.g.,“Toobitter”or“Goodtexturebutnotsweetenough”).Step4:Iteration&ScalingBasedontesting,I’drefinethebestprototype.Forexample,ifsteviacausedaftertaste,I’dblenditwithallulose(whichmasksstevia’sbitterness).Iftexturesuffered,I’dadjusttheratioofmaltodextrintococoabutter.Onceoptimized,I’dworkwithprocessengineerstoensurethenewformulacanbeproducedatscale(e.g.,checkingforviscosityissuesintheenrobingline).Step5:Communication&ValidationFinally,I’dcollaboratewithmarketingtohighlightthereformulation(e.g.,“30%lesssugar,samegreattaste!”)andsecurethird-partycertifications(e.g.,“LowSugar”fromtheAmericanHeartAssociation)tobuildcredibility.Thismethodbalancesscientificrigorwithconsumer-centricity,ensuringthereformulatedproductmeetsbothNestlé’shealthgoalsandconsumerexpectations.Question9:CulturalFit–Adaptability"WorkingatNestléinvolvesnavigatingglobalmarketswithdiversecultural,regulatory,andconsumerlandscapes.Describeatimewhenyouadaptedtoanewculturalorprofessionalenvironment,andwhatyoulearnedfromit."Answer:Earlierinmycareer,IwastransferredtomanageasalesteaminSouthKorea,havingpreviouslyworkedintheU.S.Theculturaldifferencesweresignificant:Decision-makingwasmorehierarchical,indirectcommunicationwascommon,andrelationship-building(“jungsim”)wasprioritizedoverquickdeals.Initially,Istruggled—mydirect,data-drivenapproachinmeetingswasperceivedas“rude”byseniorteammembers,andImissedunspokencues(e.g.,acolleague’shesitationtodisagreemeanttheproposalwasflawed).Toadapt,Itookthreeactions:1.CulturalImmersion:IenrolledinaKoreanbusinesscultureworkshop,learningaboutconceptslike“face”(maintainingrespect)and“harmony”(avoidingconflict).Ialsospenttimeoutsideworkwithteammembers—joiningweekendhikingtripsandtraditionalteaceremonies—whichhelpedbuildtrust.2.CommunicationStyleAdjustment:Istartedmeetingsbyaskingseniormembersfortheirinputfirst,ratherthanleadingwithmyownideas.Ilearnedtouseindirectquestions(“Whatchallengesdoyouseewiththisapproach?”)toencouragefeedback,andIprovidedwrittenfollow-upstoclarifyanyambiguousverbalagreements.3.LocalizedStrategy:IadaptedoursalesapproachtoalignwithKoreanconsumerpreferences.Forexample,insteadoffocusingondiscounts(commonintheU.S.),weemphasized“giftingvalue”(attractivepackagingforLunarNewYear)andpartneredwithK-popinfluencerstoboostbrandaffinity.Within6months,theteam’sperformanceimproved—quarterlysalesroseby18%—andIwasinvitedtopresentourlocalizedstrategyataregionalconference.Thekeylessonwasthatadaptabilityisn’tjustaboutchangingtactics;it’saboutlistening,respectinglocalnorms,andrecognizingthat“onesizefitsall”rarelyworksinglobalbusiness.ThismindsetiscriticalforNestlé,whichoperatesinover180countries