Many organized groups began boycotting all of Nestlé’s products because they disapproved of Nestlé marketing its baby formula in developing countries. Problems like illiteracy and poverty caused some mothers to use less formula than recommended. In a watered down formula, vital nutrients are lessoned. Contaminated water presented another problem, since the formulas had to be mixed with water. The organizations argued that the misuse of formula resulted in the malnutrition or death of many infants in developing countries.
By the 1980s Nestlé had a new Chief Executive Officer. The company focused on improving its financial situation and continuing to expand. In the one of the largest takeovers at that time, Nestlé bought Carnation for $3 billion and parted with any unprofitable businesses. International trade barriers diminished in the 1990s, opening trade with parts of Europe and China. In the 1990s Nestlé acquired San Pellegrino, and Spillers Petfoods of the UK. With the acquisition of Ralston Purina in 2002, the Nestlé-owned pet care businesses joined to form the industry leader Nestlé Purina PetCare. The leading in the food industry, Nestlé brings in $81 billion in overall sales and has 470 factories around the world. Nestlé will continue to grow, introduce new products and renovate existing ones. The company’s mission is to focus on long-term potential over short-term performance.
Sales for 2006 were CHF 98.5 bn, with a net profit of CHF 9 bn. The company employ around 265,000 people and have factories or operations in almost every country in the world.