DOCSLIB.ORG

Increasing Competitiveness

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Increasing Competitiveness Increasing Competitiveness Prudential Back to School Conference, Boston September 8, 2005 Rudy Markham Ralph Kugler Chief Financial President, Home and Officer Personal Care 0 Rudy Markham Chief Financial Officer Good morning, ladies and gentlemen. I am pleased to be here in Boston, presenting at one of the year’s major investor events. Since Unilever was last here, two years ago, our performance has disappointed but I am glad to be able to say that we have begun to put this right. Indeed, while it is still early days, the first encouraging signs of progress are evident in the first half year results. I am not going to repeat the detailed description of the areas where we needed to increase our competitiveness, which we went into at some length at the start of this year. The simple fact was that we had started to lose market share. While the share losses were small, they were an indication of the need for action. So in September last year we drew a line in the sand and changed the priorities for the remainder of the year to support growth. This was followed by the announcement of a simplification of our organisation structure, capitalising on the simpler business that we have created over the past 5 years. With me today is my Board colleague, Ralph Kugler, President of Home and Personal Care, who sits with me on the new executive team. Ralph will tell you about how we are changing and how this will translate into improved market place performance. 1 Safe Harbour Statement This presentation may contain forward-looking statements, including ‘forward-looking statements’ within the meaning of the United States Private Securities Litigation Reform Act of 1995. These forward-looking statements are based upon current expectations and assumptions regarding anticipated developments and other factors affecting the Group. They are not historical facts, nor are they guarantees of future performance. Because these forward-looking statements involve risks and uncertainties, there are important factors that could cause actual results to differ materially from those expressed or implied by these forward-looking statements. Further details of potential risks and uncertainties affecting the Group are described in the Group’s filings with the London Stock Exchange, Euronext Amsterdam and the US Securities and Exchange Commission, including the Annual Report & Accounts on Form 20-F. These forward-looking statements speak only as of the date of this presentation. As usual, we will take the safe harbour statement shown here as read – it is included in the slides to this presentation which are available on our web site. I have said that over the past 5 years we have created a simpler business, so let’s first take a look at what this means. 2 Unilever’s Strong Portfolio Unilever’s World Category Positions Our $1bn brands Savoury & Dressings Spreads Weight Management Tea Ice Cream Frozen Foods #1 in Europe Laundry #1 in D&E Household Care Focus on 2 brands Daily Hair Care #1 in D&E Skin Deodorants Focus on country Number 1 Oral Care strongholds Number 2 Number 3 or less Source: Euromonitor, Unilever estimates We operate in 12 categories. We are global leaders in 7 of these, while in 3 of the others we have leading positions in our main markets. We manage these categories through a portfolio of brands which is now much more focussed. We have some 200+ brand positions - a huge reduction on 5 years ago. These include global brands, like Dove, Lux, Lipton and Hellmann’s and local jewels, like Suave here in the US. 13 of these brands have sales of over 1 billion dollars. 3 Scale and Geographic Reach 2004 Turnover: € 39.1 billion, US$48.4 billion Europe: 43% The Americas: 32% Asia/Africa: 25% 35% in Developing and Emerging markets (all countries except W Europe, US, Canada, Australia & Japan) Total sales last year were close to 50 billion dollars. We have a very broad reach across the developed world. In the US alone we now have a business of some 10 billion dollars and are starting to use that scale by going to market as one company for the first time. But probably the most striking feature is that a little over 35% of our business, or 17 billion dollars of sales, is in developing and emerging markets. The purchasing power of these countries continues to grow and indeed is expected to overtake that of the developed countries for the first time next year. By 2010, nearly 90% of the world’s population will be located there. We have been established in most of these markets for a long time – in a number of cases for over 70 years. From a strong base, our sales here have grown organically at an average of about 8% p.a. over the last 15 years – and did so again in the first half of 2005 – equivalent to well over a billion dollars of additional annual sales. It is also profitable growth, with an average operating margin of around 14%. Overall, then, a strong portfolio of brands with excellent scale and geographic reach - but we hadn’t been delivering the top line growth we knew Unilever was capable of. 4 2005 Priorities z Regain momentum in Western Europe z Drive successes harder - Build on strengths in Developing & Emerging markets - Build on strengths in Personal Care - Key Vitality launches z Cost savings to help fund increased competitiveness z Implement new organisation and keep market focus So these were the priorities we set out at the beginning of this year. Starting with Western Europe. This was the major drag on growth in 2004 and we are determined to regain momentum there. 5 2005 Priorities z Regain momentum in Western Europe z Drive successes harder - Build on strengths in Developing & Emerging markets - Build on strengths in Personal Care - Key Vitality launches z Cost savings to help fund increased competitiveness z Implement new organisation and keep market focus Markets across Western Europe are broadly flat. After a few years of weak economic growth consumers are more value conscious than ever. This does not mean they do not want brands – but they do want value for their money. They are as attracted as ever to brands that can meet their individual aspirations with added functional benefits and provide an emotional connection. But….these must be convincing and worth the price, otherwise they will buy a private label product instead. This has proved fertile ground for the growth of hard discounters, particularly in countries where there has not been a strong value focus from established national retailers. Thus in Germany hard discounters now have a market share of about 40%. By contrast, in the UK their share has been held to only 5%, at least in part because the major established chains, and Tesco in particular, have played a greater role in emphasising value for money – in a way perhaps similar to the role that Wal.Mart plays in the US. The major retail chains have clearly recognised the threat from hard discounters and have been responding. Indeed, it is largely this which has held back pricing and thus overall growth in Western Europe over the past couple of years. Against this background, we are placing increased emphasis on understanding the different ways that shoppers, our consumers, choose to make their purchases so that we can tailor our offerings accordingly. This helps us to work with both the established retailers and with discounters, who are each looking to define their own unique market positioning. We can help them do this with in-store brand activation designed to their needs and in some cases with specific product formats. Beyond this, we are increasing our competitiveness to ensure that our brands do offer real value. This is a more general theme for us. 6 Increasing Competitiveness Innovation Winning With Customers Marketing Pricing Investment Improvement in market share trend This chart shows the 4 key elements of competitiveness: Innovation, winning with customers – by which we mean retailers, marketing investment and pricing. Importantly these elements must all work together to drive market share. It is rare that the answer to a struggling brand’s problems is simply to cut the price. Similarly, a great innovation can be lost without the supportive partnership of retailers. And simply throwing money into the market in the form of advertising is not in itself the route to profitable growth. There are plenty of great examples in Unilever when these elements do all come together in a winning formula. We know how to do it. But there have also been a number of cases where we have not executed well enough across all of them. We have also not always been quick enough to recognise a successful innovation in one part of the world and build on it elsewhere. This has been true in both Foods and Home and Personal Care, from heart health margarines to hair care. So the next key priority is to drive our successes harder. 7 2005 Priorities z Regain momentum in Western Europe z Drive successes harder - Build on strengths in Developing & Emerging markets - Build on strengths in Personal Care - Key Vitality launches z Cost savings to help fund increased competitiveness z Implement new organisation and keep market focus Firstly in developing and emerging markets, to capitalise on the strong base there, from Brazil to South Africa all the way to India and Indonesia. Again, it is the combination of excellent innovation and brand activation which is the key. Secondly, in Personal Care. We have grown over many years in high single digits.
Load more

Recommended publications
  • Bab Iv Hasil Penelitian Dan Interpretasi Hasil 1.1
    BAB IV HASIL PENELITIAN DAN INTERPRETASI HASIL 1.1 Gambaran Umum Perusahaan PT Unilever Indonesia Tbk (perusahaan) didirikan pada 5 Desember 1933 sebagai Zeepfabrieken N.V. Lever dengan akta No. 33 yang dibuat oleh Tn.A.H. van Ophuijsen, notaris di Batavia. Akta ini disetujui oleh Gubernur Jenderal van Negerlandsch-Indie dengan surat No. 14 pada tanggal 16 Desember 1933 PT Unilever Indonesia Tbk (perusahaan) didirikan pada 5 Desember 1933 sebagai Zeepfabrieken N.V. Lever dengan akta No. 33 yang dibuat oleh Tn.A.H. van Ophuijsen, notaris di Batavia. Akta ini disetujui oleh Gubernur Jenderal van Negerlandsch-Indie dengan surat No. 14 pada tanggal 16 Desember 1933, terdaftar di Raad van Justitie di Batavia dengan No. 302 pada tanggal 22 Desember 1933 dan diumumkan dalam Javasche Courant pada tanggal 9 Januari 1934 Tambahan No. 3. Dengan akta No. 171 yang dibuat oleh notaris Ny. Kartini Mulyadi tertanggal 22 Juli 1980, nama perusahaan diubah menjadi PT Unilever Indonesia. Dengan akta no. 92 yang dibuat oleh notaris Tn. Mudofir Hadi, S.H. tertanggal 30 Juni 1997, nama perusahaan diubah menjadi PT Unilever Indonesia Tbk. Akta ini disetujui oleh Menteri Kehakiman dengan keputusan No. C2- 1.049HT.01.04TH.98 tertanggal 23 Februari 1998 dan diumumkan di Berita Negara No. 2620 tanggal 15 Mei 1998 Tambahan No. 39. Salah satu perusahaan besar yang memiliki berbagai merek dagang yang sudah dikenal di Indonesia adalah PT.Unilever Indonesia, Tbk. PT. Unilever Indonesia, Tbk. Yang beroperasi di indonesia sejak tahun 1933, telah tumbuh menjadi perusahaan penyedia consumer product yang mempunyai peran penting di indonesia. Unilever adalah produsen merek-merek terkenal di seluruh dunia yang juga terkenal di tingkat regional dan lokal, antara lain Pepsodent, Lifebuoy, Lux, Dove, Sunsilk, Clear, Rexona, Rinso, Molto, Ponds, Blue Band, Royco, Sariwangi, Bango, Taro dan masih banyak lagi.
    [Show full text]
  • BAB IV PAPARAN DATA DAN PEMBAHASAN 4.1 Deskripsi Objek
    BAB IV PAPARAN DATA DAN PEMBAHASAN 4.1 Deskripsi Objek Penelitian 4.1.1 Profil PT. Unilever Unilever Indonesia telah tumbuh menjadi salah satu perusahaan terdepan untuk produk Home and Personal Care serta Foods & Ice Cream di Indonesia di Indonesia. Rangkaian Produk Unilever Indonesia mencangkup brand-brand ternama yang disukai di dunia seperti Rinso, Pepsodent, Lux, Dove, Sunsilk, Clear, Rexona, Vaseline, Lifebuoy, Molto, Sunlight, Walls, Blue Band, Royco, Bango, dan lain-lain. Tujuan perusahaan yaitu menciptakan masa depan yang lebih baik setiap hari, membuat pelanggan merasa nyaman, berpenampilan baik dan lebih menikmati kehidupan melalui brand dan jasa yang memberikan manfaat untuk mereka maupun orang lain, menginspirasi masyarakat untuk melakukan tindakan kecil setiap harinya yang bila digabungkan akan membuat perubahan besar bagi dunia, dan senantiasa mengembangkan cara baru dalam berbisnis yang memungkinkan unilever untuk tumbuh sekaligus mengurangi dampak lingkungan. Perseroan memiliki dua anak perusahaan : PT. Anugrah Lever (dalam likuidasi), kepemilikan Perseroan sebesar 100% (sebelumnya adalah perusahaan patungan untuk pemasaran kecap) yang telah konsolidasi dan PT. Technopia Lever, kepemilikan Perseroan sebesar 51%, bergerak di bidang distribusi ekspor dan impor produk dengan merek Domestos Nomos. 67 68 Perseroan memiliki enam pabrik di Kawasan Industri Jababeka, Cikarang, Bekasi, dan dua pabrik di Kawasan Industri Rungkut, Surabaya, Jawa Timur, dengan kantor pusat di Jakarta. Produk-produk Perseroan berjumlah sekitar 32 brand utama dan 700 SKU, dipasarkan melalui jaringan yang melibatkan sekitar 370 distributor independen yang menjangkau ratusan ribu toko yang terbesar di seluruh Indonesia. Produk-produk tersebut didistribusikan melalui pusat distribusi milik sendiri, gudang tambahan, depot dan fasilitas distribusi lainnya. Sebagai perusahaan yang mempunyai tanggung jawab social, Unilever Indonesia menjalankan program Corporate Social Responsibility (CSR) yang luas.
    [Show full text]
  • Companies That Do Test on Animals
    COMPANIES THAT DO TEST ON ANIMALS Frequently Asked Questions Why are these companies included on the 'Do Test' list? The following companies manufacture products that ARE tested on animals. Those marked with a are currently observing a moratorium (i.e., current suspension of) on animal testing. Please encourage them to announce a permanent ban. Listed in parentheses are examples of products manufactured by either the company listed or, if applicable, its parent company. For a complete listing of products manufactured by a company on this list, please visit the company's Web site or contact the company directly for more information. Companies on this list may manufacture individual lines of products without animal testing (e.g., Clairol claims that its Herbal Essences line is not animal-tested). They have not, however, eliminated animal testing from their entire line of cosmetics and household products. Similarly, companies on this list may make some products, such as pharmaceuticals, that are required by law to be tested on animals. However, the reason for these companies' inclusion on the list is not the animal testing that they conduct that is required by law, but rather the animal testing (of personal-care and household products) that is not required by law. What can be done about animal tests required by law? Although animal testing of pharmaceuticals and certain chemicals is still mandated by law, the arguments against using animals in cosmetics testing are still valid when applied to the pharmaceutical and chemical industries. These industries are regulated by the Food and Drug Administration and the Environmental Protection Agency, respectively, and it is the responsibility of the companies that kill animals in order to bring their products to market to convince the regulatory agencies that there is a better way to determine product safety.
    [Show full text]
  • (NON-FILTER) KS FSC Cigarettes: Premiu
    PELICAN STATE WHOLESALE: PRODUCT LIST Code Product Category 91001 91001 AM SPRIT CIGS TAN (NON‐FILTER) KS FSC Cigarettes: Premium 91011 91011 AM SPRIT CIGS LIME GRN MEN MELLOW FSC Cigarettes: Premium 91010 91010 AM SPRIT CIGS BLACK (PERIQUE)BX KS FSC Cigarettes: Premium 91007 91007 AM SPRIT CIGS GRN MENTHOL F BDY BX KS Cigarettes: Premium 91013 91013 AM SPRIT CIGS US GRWN BRWN MELLOW BXKS Cigarettes: Premium 91009 91009 AM SPRIT CIGS GOLD MELLOW ORGANIC B KS Cigarettes: Premium 91002 91002 AM SPRIT CIGS LT BLUE FL BODY TOB BX K Cigarettes: Premium 91012 91012 AM SPRIT CIGS US GROWN (DK BLUE) BX KS Cigarettes: Premium 91004 91004 AM SPRIT CIGS CELEDON GR MEDIUM BX KS Cigarettes: Premium 91003 91003 AM SPRIT CIGS YELLOW (LT) BX KS FSC Cigarettes: Premium 91005 91005 AM SPRIT CIGS ORANGE (UL) BX KS FSC Cigarettes: Premium 91008 91008 AM SPRIT CIGS TURQ US ORGNC TOB BX KS Cigarettes: Premium 92420 92420 B & H PREMIUM (GOLD) 100 Cigarettes: Premium 92422 92422 B & H PREMIUM (GOLD) BOX 100 Cigarettes: Premium 92450 92450 B & H DELUXE (UL) GOLD BX 100 Cigarettes: Premium 92455 92455 B & H DELUXE (UL) MENTH BX 100 Cigarettes: Premium 92440 92440 B & H LUXURY GOLD (LT) 100 Cigarettes: Premium 92445 92445 B & H MENTHOL LUXURY (LT) 100 Cigarettes: Premium 92425 92425 B & H PREMIUM MENTHOL 100 Cigarettes: Premium 92426 92426 B & H PREMIUM MENTHOL BOX 100 Cigarettes: Premium 92465 92465 CAMEL BOX 99 FSC Cigarettes: Premium 91041 91041 CAMEL BOX KS FSC Cigarettes: Premium 91040 91040 CAMEL FILTER KS FSC Cigarettes: Premium 92469 92469 CAMEL BLUE BOX
    [Show full text]
  • Lever, J. Walter Thompson and the Rise of Market Research in Britain, 1918-1939
    CHARM 2007 Consumer Voice and Brand Loyalty: Lever, J. Walter Thompson and the Rise of Market Research in Britain, 1918-1939 Stefan Schwarzkopf, Queen Mary College, University of London, UK the market place and redefined the consumer as a pro-active This paper discusses the use of market and consumer partner in the marketing process. research at Lever/Unilever and its advertising agency in The article uses the case study of Lux to show how the UK, J. Walter Thompson (JWT), in the interwar period. Lever and JWT discovered the consumer as a source for Surveys conducted by JWT between 1927 and 1935 helped marketing innovation. Thus, the emergence of market Lever reposition its international soap brand Lux. The case research needs to be understood as a major reorientation in demonstrates that Lever pursued market segmentation mid twentieth-century marketing management. The findings strategies much earlier than usually acknowledged. support Brian Jones (2005), deVries (1994), Fullerton Qualitative consumer research methods were used well (1988), and Hollander (1986), who questioned the idea of a before the arrival of psychographics and allowed marketers lack of marketing orientation in what has often been called to take account of autonomous consumer practices which the “production era” of early twentieth-century industrial limited the scope of management. societies. LEVER/UNILEVER AND J. WALTER The history of market research and international THOMPSON marketing strategy has recently attracted increased attention (Bakker 2003, Miskell 2004, Heinrich and Batchelor 2004, From its outset in the 1880s, Lever had been a Dyer et al. 2004, Fitzgerald 2005, Church and Godley company that defined itself not only through the production 2003).
    [Show full text]
  • Master Thesis the Two Faces of Corporate Brands
    0 Master Thesis The Two Faces of Corporate Brands The impact of Product Brands’ Contradictory Corporate Social Responsibility Perceptions on the Consumers’ Relationship with the Brands and Corporate brand A Unilever Case study Thesis Author: Iriana Werleman S-1533304 University of Twente, The Netherlands Faculty of Behavioral Sciences Communication Studies Marketing Communication E-mail: [email protected] Supervisor: Dr. Mirjam Galetzka University of Twente, The Netherlands Faculty of Behavioral Sciences Master of Communication Studies E-mail: [email protected] 2nd Assessor: Dr. Joyce Karreman University of Twente, The Netherlands Faculty of Behavioral Sciences Master of Communication Studies E-mail: [email protected] Date: April 18th, 2016 ACKNOWLEDGEMENT Small accidents are what brought me back to my educational path and are what makes one of my dreams come true; achieving my Master degree. I truly believe in what Paulo Coelho said in his book ‘The alchemist’, “when you want something, all the universe conspires in helping you to achieve it”. In some way it was perfect timing that lead to those small accidents, which eventually gave me motivation, determination, achievement and happiness. It also brought me wonderful people who helped and guided me through this journey. And I take this opportunity to express my most gratitude and respect to them. First, I would like to thank my supervisor, Ms. Mirjam Galetzka, for helping me through this process. She helped and guided me with the structure, theories and guided me in the right direction when I felt lost. Also, a special thanks goes to Ms.
    [Show full text]
  • Neighborhood Stores of Lititz Borough & Warwick Township, Lancaster PA
    REMEMBERING WHAT WAS AND WHEN Neighborhood Stores Of Lititz Borough And Warwick Township Lancaster County, PA Martha J. Xakellis 2019 1 TABLE OF CONTENTS Preface-Remembering What Was and When 3 Before Home Freezers 5 Colgate-Palmolive’s Swiss Stakes Advertisement 8 Lititz Borough Photos 9-16 Broad Street, North 17 Broad Street, South 22 Cedar Street, North 28 Front Street, East 30 Liberty Street 33 Lincoln Avenue, East 33 Main Street, East 34 Main Street, West 50 New Street, East 51 New Street, North 52 Orange Street, West and East 53 Second Avenue, East 53 Spruce Street, South 54 West End Avenue 56 Warwick Township Photos 58-59 Brunnerville 60 Kissel Hill 63 Lexington 67 Midway 69 Millport 70 Millway 70 Owl Hill 66 2 REMEMBERING WHAT WAS, AND WHEN In the mid 1700’s the Moravians settled in this area. Their settlement encompassed almost 491 acres and was a closed community for Moravians only. A Moravian could build and own what he built but would not own the land. The land belonged to the Moravian congregation. Non-Moravians who wanted to live in the area established a village on the north side of Lititz Run just before Front Street. Building lots were laid out in 1811 and the village of Warwick grew. In 1855 the lease system was abolished in Lititz. Residents could now own their house and the land on which it was built, instead of owning the house and paying rent to the Moravian Church for the land. Lititz was incorporated as a borough in 1888.
    [Show full text]
  • A Case Study of Unilever in Indonesia
    Exploring the Links Between International Business and Poverty Reduction: A Case Study of Unilever in Indonesia Principal Author: Jason Clay Principal Author: Jason Cla An Oxfam GB, Novib, Unilever, and Unilever Indonesia joint research project First published by Oxfam GB, Novib Oxfam Netherlands, and Unilever in 2005 © Oxfam GB, Novib Oxfam Netherlands, and Unilever 2005 ISBN 0 85598 566 6 All rights reserved. This publication is copyright, but may be reproduced by any method without fee for advocacy or teaching purposes, but not for resale. The copyright holders request that all such use be registered with them for impact assessment purposes. For copying in any other circumstances, or for re-use in other publications, or for translation or adaptation, prior written permission must be obtained from the publishers, and a fee may be payable. Printed by Information Press, Eynsham, UK Original language: English A catalogue record for this publication is available from the British Library. Copies of this report and more information are available from: Oxfam GB, Oxfam House, John Smith Drive, Cowley, Oxford, OX4 2JY,UK Email: [email protected] Oxfam GB is registered as a charity (no. 202918) and is a member of Oxfam International. Novib, Mauritskade 9, Postbus 30919, 2500 GX Den Haag, The Netherlands, +31()703421991 Unilever PLC, PO Box 68, Unilever House, Blackfriars, London EC4P 4BQ, UK Tel +44 (0)20 7822 5252 Fax +44 (0)20 7822 5951 Acknowledgements This report is based on research commissioned by Oxfam GB and Unilever Indonesia and carried out in Indonesia by T.Hani Handoko, A. Prasetyantoko, B.M.
    [Show full text]
  • CMGM/7 New York, Chicago, Culver City
    Oct. 14, 1968:Our 38th Year:50c THE BUSINESSWEEKLY OF TELEVISION AND RADIO New major merger- Metromedia -Transamerica. p23 Big year forecast for spot radio in '69. p26 Media -buying concern at ANA -TVB workshop. p36 Networks concerned over independents' gains. p42 tyá4rP` ti.0 Now the MGM /7 feature film list sets a brand new standard in local station programming. This one remarkable group of films can in- sure continued dominance for a feature station -or can be the basis for establishing a station as the market's best feature programmer. "The big view is the long view" because this list, with its great breadth and depth of titles, can do more for setting the local image than any other single buy. Not just for 26 weeks or for one season, but for a predictable period of years. And at a project - able cost with long -range stability in sales and audience planning. Movies are stronger than ever on television. CMGM/7 New York, Chicago, Culver City. Atlanta. Dallas. Toron) SPOTLIGHT ON STARS ... ROBERT GOULET TRINI LOPEZ ABBE LANE JACK CARTER -SHELLEY BERMAN LANA CANTRELL GEORGIA BROWN TOM JONES CONNIE STEVENS ROY CASTLE VIKKI CARR BILL DANA BARBARA McNAIR FRAN JEFFRIES PHIL SILVERS NOEL HARRISON SHANI WALLIS LAINIE KAZAN EDDIE FISHER ,TV's fastest selling musical- variety specials! NINE ONE -HOUR SUPER SPECTACULARS IN COLOR' STARRING THE GREATEST NAMES IN SHOW BUSINESS ROBERT GOULET TOM JONES TRINI LOPEZ LAINIE KAZAN JACK CARTER GEORGIA BROWN TOMMY COOPER FRAN JEFFRIES FRANK GORSHIN PHIL SILVERS ABBE LANE SHELLEY BERMAN BARBARA McNAIR NOEL HARRISON SHANI WALLIS JON WEAVING BENNY HILL ENGELBERT HUMPERDINCK PAUL ANKA BILL DANA EDDIE FISHER LANA CANTRELL VIKKI CARR CONNIE STEVENS BENNY HILL FRANKIE VAUGHAN ROY CASTLE already sold in 1st four weeks.
    [Show full text]
  • Vol. VI, No. 42 October 15, 1951 NEW BUSINESS J. Walter Thompson
    Vol. VI, No. 42 October 15, 1951 NEW BUSINESS J. Walter Thompson-Cape Town has been appointed as publicity counsel for THE BRITISH TRAVEL & HOLIDAY ASSOCIATION, effective Nov. 1. ... J. Walter Thompson- Calcutta announces appointment by SHALIMAR PAINT COLOUR & VARNISH CO. LTD., manu­ facturers of a wide range of paints and varnishes for the past 50 years. BIO RESEARCH, INC. (NY) New Cold Treatment Enters Test Markets. Relieve Beginning Nov. 1, Bio Research, Inc. will introduce its revolutionary new Cold Distress in Ona-Hotf Hour! cold discovery, Coromist, on a test basis in Madison, Wise, and Rockford, 111. Coromist, a recently perfected nose drop formula, is not an anti­ histamine, contains no oil. The new product, priced at 69#, carries a §&3^ E5_««5 double money-back guarantee. i •-:^::.~-- -"'-'? ^refJ* Theme of the introductory advertising is contained in the headline — "Re­ lieve Cold Distress in One-Half HourI" Copy points out that Coromist, un­ like antihistamines, is effective for both common and allergenic colds, because it "clears head — arrests bacteria." ... Advertisements will ap­ pear frequently in 50- to 600-line size in newspapers and will be supported by radio spot announcements. Attractively packaged in a brown and white carton, Coromist will be heavily merchandised. If it isn't owned and PAN AMERICAN WORLD AIRWAYS (NY) Protecting A Trade-Mark. operated by Quite often the question of how to protect a trade-mark — and how Pan American World Airways to properly use it in advertising — comes up on various accounts. it isn't a "Clipper*"! The advertisement at right, appearing in Time magazine, October 22, llcftnwiu shows how Pan American is taking pains to protect the word "Clipper.
    [Show full text]
  • Men's Toiletries – AXE Deodorant
    Magnum Opus Men’s toiletries – AXE deodorant Submitted To: Prof. Sriram Rajan Submitted By: Souvik Hazra 08BS0003343 Section- ‘E’ Souvik Hazra 08BS0003343 Content 1. Prologue a. What is Magnum Opus b. Executive Summary c. Learning from Magnum Opus 2. Introduction & Background of Hindustan Unilever Limited a. Industry wise b. Sector wise 3. Background of Hindustan Unilever Limited 4. Environmental Factors influencing & affecting the sector and HUL 5. Demand & Supply equation and situation a. Present condition b. Future situation 6. Buyer’s Behaviour a. Psychology of buyer b. Factors influencing buying behaviour Souvik Hazra 08BS0003343 7. Segmenting, Targeting, Positioning a. Analysis of present STP b. Future changes 8. Product Portfolio of HUL a. Analysis of present product portfolio b. Future probable product line extension 9. Analysis of Advertising, Sales promotion & Communication Strategies 10. Distribution, Dealership channels of HUL 11. International Marketing Strategy 12. Future of the sector and HUL 13. Conclusion 14. Bibliography & Reference Souvik Hazra 08BS0003343 Acknowledgement I would like to take this opportunity to thank Prof. Sriram Rajan whose able guidance has enabled me to complete this case study successfully. There has definitely been some value addition to each of us in doing Magnum Opus. I would also like to acknowledge to everyone who have extended their valuable time, knowledge and helped me directly or indirectly to complete this project. This project has definitely opened all of us towards the new vistas of analyzing a product, a company and an industry. I once again thank Prof. Sriram Rajan for providing the magnificent opportunity for doing this Magnum Opus. Souvik Hazra 08BS0003343 Magnum Opus Magnum opus, from the Latin meaning great work, refers to the largest, and perhaps the best, greatest, most popular, or most renowned achievement of an author, artist, or composer.
    [Show full text]
  • WWD Beauty Inc Top 100 Shows, China Has Been An
    a special edition of THE 2018 BEAUT Y TOP 100 Back on track how alex keith is driving growth at p&g Beauty 2.0 Mass MoveMent The Dynamo Propelling CVS’s Transformation all the Feels Skin Care’s Softer Side higher power The Perfumer Who Dresses the Pope BINC Cover_V2.indd 1 4/17/19 4:57 PM ©2019 L’Oréal USA, Inc. Beauty Inc Full-Page and Spread Template.indt 2 4/3/19 10:25 AM ©2019 L’Oréal USA, Inc. Beauty Inc Full-Page and Spread Template.indt 3 4/3/19 10:26 AM TABLE OF CONTENTS 22 Alex Keith shares her strategy for reigniting P&G’s beauty business. IN THIS ISSUE 18 The new feel- 08 Mass EffEct good facial From social-first brands to radical products. transparency, Maly Bernstein of CVS is leading the charge for change. 12 solar EclipsE Mineral-based sunscreens are all the rage for health-minded Millennials. 58 14 billion-Dollar Filippo Sorcinelli buzz practicing one Are sky-high valuations scaring away of his crafts. potential investors? 16 civil sErvicE Insights from a top seller at Bloomies. fEaTUrES Francia Rita 22 stanD anD DElivEr by 18 GEttinG EMotional Under the leadership of Alex Keith, P&G is Skin care’s new feel-good moment. back on track for driving singificant gains in its beauty business. Sorcinelli 20 thE sMEll tEst Lezzi; Our panel puts Dior’s Joy to the test. 29 thE WWD bEauty inc ON THE COvEr: Simone top 100 Alex Keith was by 58 rEnaissancE Man Who’s on top—and who’s not— photographed Meet Filippo Sorcinelli, music-maker, in WWD Beauty Inc’s 2018 ranking of by Simone Lezzi Keith photograph taker, perfumer—and the world’s 100 largest beauty companies exclusively for designer to the Pope and his entourage.
    [Show full text]