Sustainable Development Report 2007: Introduction & Our
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Κεφάλαιο 9: Διαδραστικό Μάρκετινγκ (Interactive Marketing): Η Περίπτωση Του DOVE
Κεφάλαιο 9: Διαδραστικό Μάρκετινγκ (Interactive Marketing): Η περίπτωση του DOVE Σύνοψη Στο κεφάλαιο αυτό θα μελετηθεί το διαδραστικό μάρκετινγκ. Είναι φανερό ότι στην εποχή της τεχνολογίας και της άμεσης επικοινωνίας, η αλληλεπίδραση με τους καταναλωτές αποτελεί σημαντικό στοιχείο για μία επιτυχημένη επιχείρηση. Πώς αναπτύσσεται ένα πρόγραμμα διαδραστικού μάρκετινγκ, ποιοι συμμετέχουν, ποια τα πλεονεκτήματα και πώς η επωνυμία τοποθετείται στο μυαλό των καταναλωτών. Αυτά είναι μερικά από τα ζητήματα που θα παρουσιαστούν μέσα από την μελέτη περίπτωσης του προϊόντος Dove. Προαπαιτούμενες γνώσεις Στοιχεία μίγματος επικοινωνίας 9. Εισαγωγή Ένα από τα πιο ισχυρά και αντιπροσωπευτικά επώνυμα προϊόντα περιποίησης γυναικείου σώματος, είναι η σειρά των προϊόντων Dove. Αποτελούν δεκαετίες τώρα μια από τις σημαίες του παγκόσμιου ομίλου Unilever. Με πρώτη κυκλοφορία το 1950, τα προϊόντα Dove κυκλοφορούν πλέον σε πάνω από 80 χώρες, απευθύνονται σε γυναίκες και δευτερευόντως σε άντρες, ενώ αποτελούν μία από τις πιο κερδοφόρες επωνυμίες του ομίλου. Τι είναι όμως αυτό που κάνει την συγκεκριμένη επωνυμία να ξεχωρίζει από τις υπόλοιπες; Ας δούμε αρχικά την αποστολή της: «Να διευρύνουμε τα σημερινά στερεότυπα για τη γυναικεία ομορφιά, ώστε να κάνει τις γυναίκες να νιώθουν όμορφες κάθε μέρα, να θεωρήσουν τον εαυτό τους σημαντικό και γι’ αυτό να τον προσέξουν». Τι σημαίνει όμως αυτό στην πράξη; Στην μελέτη περίπτωσης που ακολουθεί, αναλύεται η τελευταία επικοινωνιακή εκστρατεία του Dove– με τίτλο «Campaign for Real Beauty». Περιγράφονται βασικά ζητήματα σχετικά με την επωνυμία, για την καλύτερη κατανόηση της στρατηγικής μάρκετινγκ που εφαρμόζει. Τέλος, με αφορμή της προαναφερθείσας καμπάνιας θα δούμε πως το Dove γνωρίζει σήμερα μεγάλη επιτυχία χάρη στην εφαρμογή του Interactive Marketing (Διαδραστικό Μάρκετινγκ). -
Unilever Presentation at CAGNY – Restoring Competitiveness and Growth Patrick Cescau and Rudy Markham 21St February 2006
Unilever Presentation at CAGNY – Restoring Competitiveness and Growth Patrick Cescau and Rudy Markham 21st February 2006 Patrick Cescau Slide 0 - Restoring competitiveness and growth Welcome everyone. For those of you who were able to join us at the reception last night, I hope you enjoyed the little taste of Unilever we were delighted to share with you. Rudy Markham, our CFO, and I will present for around 45 minutes and then we will take questions in the break-out afterwards. Slide 1 - Safe harbour First let’s start as always with the safe harbour statement. As usual, I’d like to point out that this discussion is subject to the usual disclaimer relating to forward looking statements and non-GAAP measures. This disclaimer is included here and will be posted with the text of this presentation on Unilever’s web-site. Slide 2 - Introducing Unilever Now onto a brief reminder of who Unilever is. Slide 3 - Brands people love Unilever brands help people to look good, feel good and get more out of life - 150 million times a day, in 150 countries. One in every two households in the world has a Unilever brand in their home. Slide 4 - Powerful category positions and global brands We have around 400 brands – including 12 one-billion Euro brands – and leading positions in Foods, Home Care and Personal Care categories. Slide 5 - Global reach and scale Unilever is a truly global company - the third largest consumer goods company in the world. Our turnover was €40 billion Euros – almost $50 billion dollars - in 2005, with well-balanced sales across the three main regions of the world. -
1 First Quarter Results 2008 Key Financials
FIRST QUARTER RESULTS 2008 KEY FINANCIALS (unaudited) € million First Quarter 2008 Increase/(Decrease) Current Current Constant rates rates rates Turnover 9 571 0 % 6 % Operating profit 1 815 39 % 46 % Pre-tax profit 1 782 34 % 39 % Net profit 1 407 34 % 39 % EPS (Euros) 0.47 35 % 39 % A STRONG START TO THE YEAR Financial Highlights • Underlying sales growth of 7.2%. • Operating margin of 19.0%, including €517 million disposal profits. Underlying improvement in operating margin of 0.3 percentage points before restructuring and disposals. • Earnings per share up 35%, boosted by the disposal profits. Operational Highlights • Broad-based growth across regions and categories, with Developing and Emerging markets particularly strong. • Increasing contribution from pricing, up 4.8%, in response to rising commodity costs. • Further progress with accelerated restructuring plan including the start-up of three multi-country organisations in Europe and steps to increase supply chain productivity. • Sale of Boursin and extension of the Pepsi/Lipton JV completed in the first quarter. Acquisition of Inmarko, the leading Russian ice cream company, completed in April. GROUP CHIEF EXECUTIVE COMMENT “We have had a good start to the year, with strong organic growth across our categories and an underlying improvement in operating margin. We continue to invest behind our brands, while taking the necessary pricing action to recover a sharp increase in commodity costs. We have a strong innovation programme for 2008, with many important initiatives already in the market. We expect our productivity and value improvement initiatives to continue to deliver excellent results. The disciplined execution of our strategy, together with the combined advantage of strong brands, a product range serving consumer’s everyday needs and our broad geographical footprint, leave us well placed to deliver competitive growth with an underlying improvement in operating margin in 2008, despite challenging conditions. -
Disclaimer Notes to the Annual Report and Accounts This PDF
Disclaimer Notes to the Annual Report and Accounts This PDF version of the Unilever Annual Report and Accounts 2005 is an exact copy of the document provided to Unilever’s shareholders. Certain sections of the Unilever Annual Report and Accounts 2005 have been audited. Sections that have been audited are set out on pages 78 to 151, 157 to 172 and 174 to 177. The auditable part of the report of the Remuneration Committee as set out on page 69 has also been audited. 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. Disclaimer 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 on page 4 of the Report. Unilever accepts no responsibility for any information on other websites that may be accessed from this site by hyperlinks. -
The Innovation Death Spiral How Companies Get Stuck Throwing Good Money After Bad Ideas—And What That Mistake Is Costing Them Table of Contents
The Innovation Death Spiral How Companies Get Stuck Throwing Good Money After Bad Ideas—and What that Mistake Is Costing Them Table of contents Introduction 2 The Three Principal Kinds of Innovation 3 Understanding the Innovation Dealth 5 Spiral The Unilever Example 8 The Path out of the Innovation Spiral 11 into Successful Innovation The Innovation Engine 13 Conclusion 14 Far too many companies are now finding the downward spiral. Moreover, once exciting innovation. It is now clear themselves trapped in a phenomenon the company is perceived as less than that the gap between these two we will refer to as the “innovation innovative, it suffers both strategically kinds of companies—the ‘innovation death spiral.” The spiral begins when and operationally. For companies challenged’ and the ‘innovation a company’s new products, developed caught in this spiral, increasing savvy’—is inexorably widening. and launched with high hopes, end innovation budgets only make things up yielding only disappointing results. worse by putting more non-differentiating For companies in the first category Nonetheless, once those products are products out into the market. to break out of the innovation death out in the field, they soak up valuable spiral, it is essential to understand very resources, including manufacturing Meanwhile, in contrast, companies that clearly what is going on, and then to and purchasing capacity, marketing take a bolder, more balanced, and more make critical interventions and radical budgets, warehouse space, back office far-sighted approach to innovation are changes in the way the company operates. systems and management attention. on the opposite trajectory: becoming So the company has fewer resources a high-performing organization. -
The Formation of Unilever 16944-Unilever 20Pp A5:Layout 1 15/11/11 14:35 Page 2
16944-Unilever 20pp A5:Layout 1 15/11/11 14:35 Page 1 The Formation of Unilever 16944-Unilever 20pp A5:Layout 1 15/11/11 14:35 Page 2 Unilever House, London, c1930 16944-Unilever 20pp A5:Layout 1 15/11/11 14:36 Page 03 In September 1929 an agreement was signed which created what The Economist described as "one of the biggest industrial amalgamations in European history". It provided for the merger in the following year of the Margarine Union and Lever Brothers Limited. The Margarine Union had been formed in 1927 by the Van den Bergh and Jurgens companies based in the Netherlands, and was later joined by a number of other Dutch and central European companies. Its main strength lay in Europe, especially Germany and the UK and its interests, whilst mostly in margarine and other edible fats, were also oil milling and animal feeds, retail companies and some soap production. Lever Brothers Limited was based in the UK but owned companies throughout the world, especially in Europe, the United States and the British Dominions. Its interests were in soap, toilet preparations, food (including some margarine), oil milling and animal feeds, plantations and African trading. One of the main reasons for the merger was competition for raw materials - animal and vegetable oils - used in both the manufacture of margarine and soap. However, the two businesses were very similar, so it made sense to merge as Unilever rather than continue to compete for the same raw materials and in the same markets. To understand how Unilever came into being you have to go back to the family companies that were instrumental in its formation. -
Mkt Mix- Uniliver
Home » Business » Marketing » Project Report on Marketing Strategy of Unilever Bangladesh Project Report on Marketing Strategy of Unilever Bangladesh Introduction Unilever is a multi-national corporation, formed of Anglo-Dutch parentage that owns many of the world’s consumer product brands in foods, beverages, cleaning agents and personal care products. Unilever employs nearly 180,000 people and had worldwide revenue of almost €40 billion in 2005. Unilever is a dual-listed company consisting of UnileverNV in Rotterdam, Netherlands and Unilever PLC in London, England. This arrangement is similar to that of Reed Elsevier and that of Royal Dutch Shell prior to their unified structure. Both Unilever companies have the same directors and effectively operate as a single business. The current non-executive Chairman of Unilever N.V. and PLC is Michael Treschow while Patrick Cescau is Group Chief Executive, who will retire at the end of 2008. Mr Paul Polman will succeed Patrick Cescau as Group Chief Executive. The company is widely listed on the world’s stock exchanges. 1.2 Origin of report Since practical orientation is an integral part of the BBA program, I tried to expose real life performance of Uniliver by preparing this report. To prepare this report I have come across with different information of the Uniliver. From the collected information I understand the company’s activities in the market as Uniliverll as in their internal preparation for marketing and others activities. I expect that this report will fulfill the requirement of BBA program and provide a clear idea about the Uniliver activities and other multi-national company’s effort in the Bangladesh. -
Corporate Governance Our Board and Committee Governance Structure
Corporate Governance Our Board and Committee governance structure We are committed to maintaining the highest standards Management Committees of corporate governance. Our governance framework is led Operational matters, routine business and information disclosure and directed by the Board, which in turn delegates certain procedures are delegated by the Board to Management Committees. responsibilities to its Committees to support IHG’s culture, The Executive Committee is chaired by the CEO and considers values and commitment to conducting business responsibly. and manages a range of day-to-day strategic and operational issues facing the Group, including the development of the Group’s strategy The Board and its Committees and budget for the Board’s approval, executing the strategic plan The Board leads the strategic direction and long-term objectives, once agreed by the Board, monitoring the Group’s performance and and is responsible for the success of the Group, setting strategic providing assurance to the Board in relation to overall performance aims and monitoring the performance of the Group and its risk and risk management. management controls. A number of key decisions and matters are reserved for the Board and are not delegated to management. The General Purposes Committee is chaired by an Executive The schedule of matters reserved was reviewed at the December Committee member and attends to business of a routine nature and 2018 Board meeting and is available on our website. The Board will to the administration of matters, the principles of which have been now be responsible for reviewing the means for the workforce to raise agreed previously by the Board or an appropriate Committee. -
Annual Review 2008 This PDF Version of the Unilever Annual Review 2008 Is an Exact Copy of the Document Provided to Unilever’S Shareholders
Disclaimer Notes to the Annual Review 2008 This PDF version of the Unilever Annual Review 2008 is an exact copy of the document provided to Unilever’s shareholders. It is a short form document that contains extracts and summaries only of the information given in the Unilever Annual Report and Accounts 2008 (“the Full Report”). The Full Report should be referred to for a fuller understanding of the results and state of affairs of Unilever. The maintenance and integrity of the Unilever website are 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. Disclaimer 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 Review 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 on page 25 of this Annual Review. Unilever accepts no responsibility for any information on other websites that may be accessed from this site by hyperlinks. Annual Review 2008 Adding Vitality to Life Adding Vitality to Life Our brands Adding Vitality to Life Unilever’s mission is to add Vitality to Life. -
Making Sustainable Living Commonplace
Hindustan Unilever LimitedHindustan Unilever FOR FURTHER INFORMATION ON OUR ECONOMIC, ENVIRONMENTAL AND SOCIAL PERFORMANCE, PLEASE VISIT OUR WEBSITE: WWW.HUL.CO.IN Annual Report 2014-15 HINDUSTAN UNILEVER LIMITED Registered Office: Unilever House, B. D. Sawant Marg, Chakala, Andheri (East), Mumbai - 400 099 CIN : L15140MH1933PLC002030 HUL INVESTOR RELATIONS APP MAKING Scan the code given below to download the HUL Investor Relations App for iOS and Android SUSTAINABLE LIVING COMMONPLACE ANNUAL REPORT 2014-15 Awards and Recognition FINANCIAL YEAR 2014-15 SAW MANY SUCCESSES. SOME OF THE ACHIEVEMENTS ARE LISTED BELOW. 1 2 3 4 1 BrandZTM Awards 2 ‘Client of the Year’ at Effies 3 Dun and Bradstreet Corporate Awards 4 Greentech Award OUR BRANDS • HUL was recognised as the ‘Top Indian SUSTAINABILITY • HUL was the No. 1 Indian company to Company’ in FMCG sector at Dun & • HUL’s Project Shakti received the feature on the Forbes list of the World’s Bradstreet Corporate Awards. ‘Porter Prize’ for ‘Creating Shared Most Innovative Companies. Value’. • HUL was ranked No. 3 in Fortune • HUL’s mobile radio channel ‘Kan India’s list of most admired companies. • HUL’s Silvassa manufacturing cluster Khajura Tesan’ won three Gold Lions at was conferred the prestigious Sankalp the Cannes International Festival of • HUL ranked No. 3 in the 2014 Global Award 2014 by the Administration of Creativity. Aon Hewitt Top Companies for Leaders Dadra and Nagar Haveli for the survey. outstanding work done in uplifting the • Ten HUL brands featured in the first region under the USLP-linked ‘Prabhat’ ever BrandZ™ Top 50 Most Valuable • HUL earned the highest recognition of initiative. -
Environmental Performance Management in Multinational
Department of Business and Management Chair of International Business Environmental Performance Management in Multinational Corporations Supervisor Candidate Roberto Dandi Barbara Canepari Co-supervisor ID 665581 Karynne Turne Academic Year 2016/2017 Table of Contents 1. Introduction 1.1. Business Ethics and Corporate Social Responsibility 1.2. Environmental issue in the globalization era 1.3. The legal framework: hard and soft laws 2. Corporate Environmental Responsibility in Management literature 2.1 Sustainability and triple bottom line 2.2 Institutional Theory and Self- regulation 2.3 Competitive advantage and the Natural Resource-Based View 2.4 The Natural Resource-Based View of the Firm: fifteen years after 2.5 Corporate Environmental Management: theoretical framework 2.6 Drivers of Environmental Management implementation 2.7 A drawback: The Greenwashing Concept 3. Environmental Management in Multinational Companies 3.1 International business challenges 3.1.1 Regulatory turbulence and pollution havens 3.1.2 The Global Supply Chain 3.2 Cross border Environmental Management: concepts and strategies 4. Environmental Performance Management Tools and Techniques 4.1 Environmental Management Systems 4.2 ISO series and EMAS 4.3 Environmental Audit 4.4 Life Cycle Assessment (LCA) 4.5 Ecolabelling 4.6 Environmental Performance Evaluation and Reporting 4.7 Other tools 5. Unilever: a longstanding commitment to sustainability 5.1 Company Overview 5.1.1 History 5.1.2 Mission, values and corporate culture 5.1.3 Organizational structure, strategy and performance 5.1.4 Brands and products 5.2 Embedding sustainability into corporate strategy 5.2.1 Unilever Sustainable Living Plan (USLP) 5.3 Managing the environmental performance 5.3.1 Life Cycle Assessment 5.3.2 Working with suppliers 5.3.3 Working with consumers and employees 5.4 The sustainable agriculture goal 5.4.1 Mainstreaming sustainable agriculture practices 5.4.2 Knorr Sustainability Partnership 6. -
Unilever Newsletter
AGM Presentation 2008 Patrick Cescau Group Chief Executive Good morning everyone. It is very good, as always, to see so many of you here. I am delighted to have this opportunity to talk to you about Unilever’s performance in 2007, and to share some thoughts on how we see the remainder of 2008 evolving. But let me start with 2007. By any measure, it was a good year for Unilever. It was our third consecutive year of accelerating sales growth. Underlying sales growth rose from 3.8% in the previous twelve months to 5.5% in 2007 – our best performance for many years. And the story was good, not only in terms of sales, but also profitability. Our underlying operating margin improved by 0.2 percentage points – that despite a continuing sharp rise throughout the year in commodity costs. Pleasingly, our strong performance was consistent throughout the year – but also across the whole of our business. Particularly noteworthy was the marked improvement in Europe, where - compared to the previous year – our rate of growth picked up well to just under 3%. This in a fiercely competitive market. The results in Europe were helped by growth in all of our major markets – including the UK, the Netherlands, Italy and Germany – but also by a very strong performance in Russia: a market we have made one of our strategic priorities. Strong double-digit growth last year suggests we have the opportunity to make an excellent return on our investment in Russia. Our other regions also experienced an improved performance in 2007.