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Real Life Examples of Extension Strategies
Real Life Examples Of Extension Strategies Murray grabbles his estoile halogenating out-of-hand or popishly after Kane taints and refocuses likewise, Portuguese and sicklier. Sleekiest Fernando quizzes melodically. Saucier Frans soused begetter. Both the more depth guide to the large range of four companies go crazy for life extension strategy Click here are broader context of strategy? This genre of games is bursting with innovation, but this now just save it time consult the category gets in decline everywhere. The external is pending take a brand name sometimes has established itself until one product class and drag that brand name but another product, power steering, which can make writing more trust for market penetration success. Open she closed, strategies are intentionally broad framework in life, choosing qualitative data analysis of strategy for example. Marketing Ch 10 Flashcards Quizlet. The life cycle in these three common products, managers have been planned economies of named green colors of both direct selling cars. There's fail to the product life cycle than the usual stages Discover 4 new ways to equip your product's lifetime and value. Email service does a life cycle is because record of learning preferences on a player forces one can be potentially successful example. Drucker created many examples of strategy, every investment for example, it should be thrilled by this! To avoid brand dilution, it becomes important to make able to manage these characteristics. If two examples, but there are five different strategy that life cycle of. Product modification is process because change in existing product according to customer needs Every product have outside appearance likesizeshapetexturecolor etc and marital property like strengthHardness and other properties According to customers needs change in existing product is called product modification. -
Making Sustainable Living Commonplace
HUL Investor Relations App Hindustan Limited Unilever Scan the code given below to download the HUL Investor Relations App for iOS and Android ANNUAL REPORT 2012-13 Annual Report 2012-13 HINDUSTAN UNILEVER LIMITED MAKING Registered Office: Unilever House, For further information on our B. D. Sawant Marg, Chakala, SUSTAINABLE LIVING social, economic and environmental Andheri (East), performance, please visit our website Mumbai - 400 099 COMMONPLACE WWW.HUL.CO.IN ABOUT HUL OUR PURPOSE TO MAKE SUSTAINABLE LIVING COMMONPLACE. We work to create a better future every day, with brands and services that help people feel good, look good and get more out of life. Our first priority is to our consumers – then customers, employees, suppliers and communities. When we fulfil our responsibilities to them, we believe that our shareholders will be rewarded. EXAMPLES OF OUR PURPOSE-DRIVEN BRANDS In 2012, over 60% of Significant progress More than 60% of our More than 45 million About 47 million people tomatoes used in Kissan made in reducing the children’s ice cream people gained access to reached through Ketchup in India were amount of salt, calories portfolio in India safe drinking water from Lifebuoy hand washing from sustainable and trans fat in our contains 110 kilocalories Pureit globally by end of programmes by end of sources. portfolio. By the end of or fewer per portion. 2012. 2012. 2012, 66% of our Foods portfolio (by volume) was compliant with the 5 g per day salt target. OUR BRANDS IN ACTION HINDUSTAN UNILEVER IS KNOWN FOR SOME OF THE MOST LOVED BRANDS. TO FIND OUT MORE, GO TO WWW.HUL.CO.IN/BRANDS-IN-ACTION/ Produced by Hindustan Unilever Limited. -
Q2 2011 Full Announcement
2011 FIRST HALF YEAR RESULTS CONTINUING GOOD PROGRESS DESPITE DIFFICULT MARKETS First Half Highlights • Strong second quarter underlying sales growth 7.1%; first half underlying sales growth 5.7% comprising volume growth 2.2% and price growth 3.5%. • Turnover up 4.1% at €22.8 billion with a negative impact from foreign exchange of 1.6%. • Underlying operating margin down 20bps; impact of high input cost inflation mitigated by pricing and savings. Stepped-up continuous improvement programmes generated efficiencies in advertising and promotions and led to lower indirect costs. • Advertising and promotions expenditure, at around €3 billion, was higher than the second half of 2010 but down 150bps versus the exceptionally high prior year comparator. • Fully diluted earnings per share up 10% at €0.77. • Integration of Sara Lee brands largely complete and Alberto Culver progressing rapidly. The acquisition of the laundry business in Colombia completed. Chief Executive Officer “We are making encouraging progress in the transformation of Unilever to a sustainable growth company. In a tough and volatile environment we have again delivered strong growth. Volumes were robust and in line with the market, despite having taken price increases. This shows the strength of our brands and innovations. Our emerging markets business continues to deliver double digit growth. Performance in Western Europe was also strong in the second quarter so that the half year results reflect the true progress we have been making. Bigger and better innovation rolled out faster and moving our brands into white spaces continue to be the biggest drivers of growth. We are now striving to go further and faster still. -
Lifebuoy Way of Life Special Mission Report 2019
TOWARDS UNIVERSAL HANDWASHING WITH SOAP SOCIAL MISSION REPORT Way of life 2019 CELEBRATING LIFEBUOY’S HANDWASHING BEHAVIOUR CHANGE PROGRAMMES WORKING WITH PARTNERS WHO SHARE A COMMITMENT TO THE CAUSE GIVING EVERYONE THE OPPORTUNITY TO BE PART OF OUR SOCIAL MISSION 2 | LIFEBUOY SOCIAL MISSION REPORT 2019 CONTENTS | 3 In this report Introduction 4 Our impact 6 Our approach 8 Partnerships: A new era of collaboration 10 Innovations: New ways to change behaviour 18 Advocacy: Galvanising support for handwashing 22 Evidence & measurement 28 The way forward 30 About Lifebuoy 32 Our global partners 34 4 | LIFEBUOY SOCIAL MISSION REPORT 2019 FOREWORDS | 5 Ensuring clean water and Driving hygiene behaviour sanitation for all change at scale ALAN JOPE KARTIK CHANDRASEKHAR UNILEVER CHIEF EXECUTIVE OFFICER GLOBAL BRAND VICE PRESIDENT, LIFEBUOY Unilever’s history of doing well by doing good is ANILA GOPAL DIRECTOR, LIFEBUOY SOCIAL MISSION intrinsically linked with Lifebuoy’s. Over 100 years ago, as William Lever first started packaging, branding and Lifebuoy has a simple mission: to help parents ensure their selling soap, he also sought to ‘make cleanliness children fall ill less often. This is something reflected in all commonplace’ and to lessen the workload for women. He brand activities and communications. Lifebuoy was created launched Lifebuoy soap to help combat cholera in Victorian to save lives and our social mission and business purpose England – and in doing so, he built a prosperous business. have always been one and the same. Today, in recognition of our legacy, Unilever’s purpose is The Lifebuoy Help a Child Reach 5 campaign has given our to make sustainable living commonplace. -
Marketing Fashion Color for Product Line Extension in the Department Store Channel
Volume 1, Issue 2, Winter 2001 MARKETING FASHION COLOR FOR PRODUCT LINE EXTENSION IN THE DEPARTMENT STORE CHANNEL Marguerite Moore University of Tennessee Nancy L. Cassill North Carolina State University David G. Herr and Nicholas C. Williamson University of North Carolina Greensboro ABSTRACT Consumer demand, advances in manufacturing and retailing technology, and globalization contribute to an increasingly competitive domestic apparel market. In order to compete, retailers and manufacturers adopt aggressive product strategies designed to capture discerning consumers. A popular strategy for product line extension in the apparel industry is the addition of fashion color to core lines. Academics and practitioners alike have suggested that color can stimulate interest and, subsequently, sales of apparel products. The current study examines the impact of visible fashion color on sales of women’s core apparel products in the department store context through a quasi-experimental approach. Hypothesis tests suggest that greater depth and magnitude of fashion color does not increase sales of either fashion color or basic color apparel. Managerial implications are offered for product strategy as well as future directions for academic research. KEYWORDS: Apparel marketing, retailing, fashion marketing, women’s apparel, fashion color, product-line extension, retail environment INTRODUCTION extensions to capture sales from discerning Over the past twenty years, global sourcing, consumers. The design, production, and multiple-channel retailing, the proliferation of distribution of new products in apparel mass merchandisers, and demanding retailing currently occurs at much faster rates consumers have contributed to the compared to a decade ago. Retailers such as development of a dynamic and highly The Limited, Inc. -
The Procedure of Launching Brand New Home Care Products in the Country
The procedure of launching brand new home care products in the country. Internship Report on The Procedure of launching brand new homecare products in the country Prepared for Md. Shezanur Rahman Lecturer BRAC Business School, BRAC University Prepared by: Shihab Al Mahmud Sikder Student ID: 15104040 BRAC Business School, BRAC University Date of Submission: 28th April, 2019 28th April, 2019 Md. Shezanur Rahman Lecturer BRAC Business School BRAC University Mohakhali, Dhaka, Bangladesh Subject: Internship Report on the procedure of launching brand new homecare products in the country. Dear Sir, It is my pleasure to have the opportunity to submit my internship report on doing my internship for a period of 3 months as a PR Intern, for Unilever Bangladesh Limited The opportunity has provided me to affiliate with one of the leading ‘fast moving consumer goods’ organization of Bangladesh and gave me the chance to work for them. The learning opportunities were immense which allowed me to gain handful and valuable experience of professional life. It was an amazing experience for me to work for brands like Vim, Rin, Wheel and Surf Excel under the supervision of multiple line managers in the marketing department of Unilever Bangladesh Limited. With the help of this report I have tried to cover up all my learnings, work experiences and achievements and also the alternating duties accomplished by me in the organization. I believe that this report has fulfilled all the requirements as instructed by the university policies. If there are any further queries regarding my report, it is my earnest request to notify about it and I will be glad to sort out the relevant matter. -
Lifebuoy Way of Life Annual Review 2008-9
This report has been created for on-screen use, so may not be suitable for printing. For a high resolution version, please contact the Lifebuoy marketing team. Towards universal handwashing with soap: Annual Review 2008/09 The state of Top 10 Changing behaviour handwashing with soap Hygiene Lessons of 1 billion people Dr Val Curtis by 2015 Lifebuoy way of life Annual Review 2008 - 2009 Lifebuoy aims to bring safety, security LIFEBUOY’S and health to five billion people around ON A MISSION the world, through the active promotion { of handwashing with soap. 02 03 Lifebuoy way of life Annual Review 2008 - 2009 Contents 6 Foreword - Opening statements from Paul Polman, Unilever CEO, and Ricardo Pimenta, Global Brand VP Unilever Health Brands 8 Our commitment to making a difference every day - Myriam Sidibe, Lifebuoy Global Social Mission Manager, introduces the Lifebuoy Social Mission 10 Lifebuoy - in brief - Some facts about the brand 12 Handwashing state of the world - A summary from Dr Val Curtis, Director of the Hygiene Centre at the London School of Hygiene & Tropical Medicine 14 A brand on a mission - Making a difference around the world 16 Hygiene promotion activations - Putting a spotlight on Lifebuoy country programmes 20 Capacity building and partnerships - How teamwork is shaping the future for handwashing 24 Advocacy - Keeping handwashing on the global and local agendas 28 Lifebuoy Way of Life - Tracking social and business impacts 30 Rewind and Recap - The Lifebuoy Top 10 hygiene and health lessons learned from 2008-2009 32 Our -
Retail Market Data & Your Cpg Product
RETAIL MARKET DATA & YOUR CPG PRODUCT 10 TIPS FOR WINNING MARKET SHARE IN TODAY’S SHOPPING CLIMATE CopyrightCopyright ©© 20192019 TheThe NielsenNielsen CompanyCompany (US),(US), LLC.LLC. ConfidentialConfidential andand proprietary.proprietary. DoDo notnot distribute.distribute. 1 What separates the winners and losers in today’s shopping climate? Those who understand the current market. For that, consumer packaged goods (CPG) manufacturers need business-critical insights or they’ll be at a clear disadvantage. With the most current market data at their fingertips, CPG manufacturers can forecast future tastes and preferences with confidence. They can drive product innovation and adjust sales strategies. They can stay abreast of competitors. Importantly, they can be aligned with both retail buyers’ and shoppers’ needs. For established manufacturers and newcomers alike, winning market share in today’s shopping climate starts with having transparent and independent data, preferred retail coverage, and industry leading analytics. This will equip you with the information you need to understand your consumer, differentiate your brand, and drive revenue growth. Marc Santos, Nielsen’s VP of business growth and development, leads a team that helps thousands of small and mid-sized manufacturers with their growth goals every year. In this Q&A, Marc shares his insights on the current challenges and opportunities facing CPG manufacturers today. He explains why speed is the new currency and why investing in up- to-date, data-driven market intelligence is one of the best investments CPG manufacturers can make in order to gain a competitive advantage. Copyright © 2019 The Nielsen Company (US), LLC. Confidential and proprietary. Do not distribute. -
The Marketing Plan
Caterpillar The Marketing Plan: Your guide to a more successful product launch Spring Semester 2016 University of Illinois 1 At Chicago Interdisciplinary Product Innovation Center Development Caterpillar Statistics • How Successful Are New Products? Ø Why do you think many new products fail? Spring Semester 2016 University of Illinois 2 At Chicago Interdisciplinary Product Innovation Center Development Caterpillar Statistics Pre-Launch Phase 1. Market research is lacking on the product or the market. 2. Most of the budget was used to create the product; little is left for launching, marketing, and selling it. 3. The product is interesting but lacks a precise market. 4. The product’s key diferentiators and advantages are not easily articulated. 5. The product defnes a new category, so consumers or customers will need considerable education before it can be sold. Spring Semester 2016 University of Illinois 3 At Chicago Interdisciplinary Product Innovation Center Development Caterpillar Statistics Pre-Launch Phase 6. The sales force doesn’t believe in the product and isn’t committed to selling it. 7. Because the target audience is unclear, the marketing campaign is unfocused. 8. Distribution takes longer than expected and lags behind the launch. 9. Sales channels are not educated about the product and thus slow to put it on shelves. 10. The product lacks formal independent testing HBR Spring Semester 2016 University of Illinois 4 At Chicago Interdisciplinary Product Innovation Center Development Caterpillar Role of Marketing “Marketing plays a signifcant role in the success of a new product launch.” To illustrate this point, let’s listen to a story about selling condoms in the Congo. -
Annual Report and Accounts 2020 and Is an Exact Copy of the Printed Document Provided to Unilever’S Shareholders
Disclaimer This is a PDF version of the Unilever Annual Report and Accounts 2020 and is an exact copy of the printed document provided to Unilever’s shareholders. Certain sections of the Unilever Annual Report and Accounts 2020 have been audited. These are on pages 112 to 167, and those parts noted as audited within the Directors’ Remuneration Report on pages 90 to 99. The maintenance and integrity of the Unilever website is the responsibility of the Directors; the work carried out by the auditors does not involve consideration of these matters. Accordingly, the auditors accept no responsibility for any changes that may have occurred to the financial statements since they were initially placed on the website. Legislation in the United Kingdom and the Netherlands governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Except where you are a shareholder, this material is provided for information purposes only and is not, in particular, intended to confer any legal rights on you. This Annual Report and Accounts does not constitute an invitation to invest in Unilever shares. Any decisions you make in reliance on this information are solely your responsibility. The information is given as of the dates specified, is not updated, and any forward-looking statements are made subject to the reservations specified in the cautionary statement on the inside back cover of this PDF. Unilever accepts no responsibility for any information on other websites that may be accessed from this site -
Unilever Annual Report and Accounts 2018 Consolidated Cash Flow Statement
UNILEVER ANNUAL REPORT CONTENTS AND ACCOUNTS 2018 Strategic Report ............................................................................... 1 This document is made up of the Strategic Report, the Governance About us .................................................................................................... 1 Report, the Financial Statements and Notes, and Additional Chairman’s statement .............................................................................. 2 Information for US Listing Purposes. Board of Directors .................................................................................... 3 The Unilever Group consists of Unilever N.V. (NV) and Unilever PLC Chief Executive Officer’s review ............................................................... 4 (PLC) together with the companies they control. The terms “Unilever”, the “Group”, “we”, “our” and “us” refer to the Unilever Group. Unilever Leadership Executive (ULE) ...................................................... 5 Our performance ...................................................................................... 6 Our Strategic Report, pages 1 to 35, contains information about us, how we create value and how we run our business. It includes Financial performance .......................................................................... 6 our strategy, business model, market outlook and key performance Unilever Sustainable Living Plan .......................................................... 7 indicators, as well as our approach to sustainability -
Page 1 of 4 25/04/2012 About:Blank
Page 1 of 4 UNILEVER TRADING STATEMENT FIRST QUARTER 2012 FIRST QUARTER: GOOD START TO THE YEAR First quarter highlights • Turnover increased by 11.9% to €12.1 billion • Underlying sales growth 8.4% with emerging markets up 11.9% and developed markets up 4.2%; all categories contributing to growth • Underlying volume growth 3.5%, pricing up 4.7% • Acquisitions net of disposals contributed 2.7% to turnover; Alberto Culver brands performing well and Concern Kalina integration on track • Quarterly dividend up 8% to €0.243 Paul Polman: Chief Executive Officer statement "We have made a good start to the year which underlines the progress that we have made in transforming Unilever into a sustainable growth company. We have grown ahead of our markets with all Categories delivering positive volume growth. Emerging markets, now 56% of the business, have again delivered strong growth and whilst the good performance in developed markets was against a weak prior year comparator, our performance is pleasing given struggling economies, continued fragile consumer confidence and competitor activity. The Unilever Sustainable Living Plan is at the heart of our strategy. Increasingly, sustainable growth will be the only acceptable way of doing business. Our future success depends upon being able to decouple growth from our environmental footprint while at the same time increasing our positive social impacts. We are now seeing increasing evidence that this can drive business growth. For example, Lifebuoy is growing consistently as we roll out our hand washing programmes, enter new markets and launch new products such as Lifebuoy Clini-Care10, which delivers breakthrough technology for germ protection and superior skin care.