With a 7,8 billion revenue (close to the 8,3bln of Nestlé's confectionery department) and 22400 employees, it is one of the biggest players in the industry. 

Reputation Institute's survey in 2009 ranked Ferrero as the most reputable company in the world. 

 The market entry in Centre-East Europe is double-sided:
 1. establishment of a production plant in Poland for specific products 

(mid '90s) → greenfield investment 

2. constitution of a network of commercial offices, run by managers from within the company but completely autonomous, in order to directly oversee the national markets 

Cover the expansion of local demand, also due to welfare increase in the years after the USSR fall 

Preservation of the quality and freshness standards of the products, as well as reduction of logistics costs (local production is cheaper than supplying from a distance). However, there is no qualitative nor quantitative adjustment of the goods in the various markets. 

The only partnerships of external supply are those related to the provision of raw and packaging materials. 

This is also confirmed by the kind of FDIs undertaken, which take the form of horizontal FDI (expansion of a similar business) rather than a vertical one (outsourcing). 

Sales: some of them are strategic leaders, other contributors (depending on the strategic importance of each market)
 Administrative functions: centralised; internal competences are low (e.g. Ferrero self-finances) → implementers