The 44-year old Swiss
says in an interview with ZF that taking over the management of Nestle's
Super Premium/Luxury is a step ahead in his career and a new challenge
for him. He will leave Romania at the end of February.
In Romania, Nuber has managed to turn
Nestle's Romanian operations profitable and boost turnover almost
five times in the past five years. Thus, from a figure of 40m euros in 2003,
Paul Nuber drove the company's Romanian turnover to 170-200m euros in
2008, according to ZF estimates. When Nuber arrived in Romania, Nestle's
business plan targeted 2008 turnover worth around 100m euros for
this country. This threshold was reached in 2006. "When I said we'd
triple sales in Romania, everybody thought I was crazy," Nuber
remembers. "One of the explanations for the rapid
turnover increase in Rumania was the fact that we had to recover what
we'd lost, in the wake of some mistakes about which I cannot say
anything more," he specifies.
What was he counting on when he came to Romania? "Even before arriving in Romania I had
anticipated the market would undergo a major transformation and that the
development of modern trade would be an opportunity for us. The
growth pace of the market was impossible to foresee at that time," the
manager says. The weight of international key accounts in
Nestle Romania's sales rose by a smaller percentage, from 27 to35%,
according to company data. "We had two options: either to bet on one of
the two formats, modern or traditional retail, or rely on
partnerships with everybody. We pursued the strategy of having our
products on all the shelves, available to anybody and anywhere, which I
believe has helped us gain our customers' loyalty," Nuber explains.
Nuber's departure comes at a time when the
trend is changing on the market. 2009 is the first year when
producers are no longer speaking of explosive growth, but of cost cuts.
Another expat manager, Jacques Reber, will take the helm of Nestle
Romania.