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P&G and Unilever
Global Strategy Advisors. Challenging boundaries and beyond February 19, 2006 Unilever Unilever House, Blackfriars London EC4P 4BQ, United Kingdom Sent Via Electronic Mail RE: Strategy Analysis Ladies and Gentlemen: At the request of the Board of Directors of Unilever, we provide herein our analysis of the Personal Products Industry and a strategy analysis of both Unilever and its biggest competitor, Procter & Gamble. The enclosed analysis also provides recommendations for Unilever to improve its competitive advantage. Respectfully submitted, GSA Procter & Gamble, Unilever and the Personal Products Industry Global Strategy Advisors Lee Ann Graul, Sherry Henricks, Steve Olp and Charlene Strohecker University of Maryland, University College AMBA 607 February 19, 2006 Table of Contents 1. Executive Summary i 2. Industry Analysis-Personal Products Industry 1 a. Introduction 1 b. Industry Defined 1 c. Historical Data Analysis 2 d. Major Competitors 3 e. Trends and Industry Outlook 3 f. Strategic Challenges and Opportunities 5 g. Industry Conclusions 5 3. Procter & Gamble and Unilever 6 a. Competitor Analysis: P&G 6 b. Competitor Analysis: Unilever 8 c. Strategy P&G 10 i. Business Level 10 ii. Global 11 iii. E-Business 13 iv. Corporate 14 d. Strategy: Unilever 15 i. Business Level 15 ii. Global 16 iii. E-business 17 iv. Corporate 19 e. Conclusions and Recommendations 20 4. Appendices 22 A. SIC Code 2844 and Industry Description 22 B. Global Personal Products Industry, Market Segmentation 24 C. Personal Products Industry, Five Force Analysis 25 D. Global Personal Products Industry, Market Share 30 E. Market Growth 31 F. Producer Price Index (PPI) for SIC 2844 32 G. -
Unilever Annual Report 1994
Annual Review 1994 And Summary Financial Statement English Version in Childers Unilever Contents Directors’ Report Summary Financial Statement 1 Financial Highlights 33 Introduction 2 Chairmen’s Statement 33 Dividends 4 Business Overview 33 Statement from the Auditors 12 Review of Operations 34 Summary Consolidated Accounts 26 Financial Review 29 Organisation 36 Additional Information 30 Directors & Advisory Directors Financial Highlights 1994 1993 % Change % Change at constant atwrrent a* cOnSt.3nf exchange rates exchange rates exchange rates Results (Fl. million) Turnover 82 590 83 641 77 626 6 8 Operating profit 7 012 7 107 5 397 30 32 Operating profit before excepttonal items 7 294 6 763 6 8 Exceptional items (187) (1 366) Profit on ordinary activities before taxation 6 634 6 700 5 367 24 25 Net profit 4 339 4 362 3 612 20 21 Net profit before exceptional items 4 372 4 406 4 271 -~mpy~21 E Key ratios Operating margin before exceptional items (%) 8.7 8.7 Net profit margin before exceptional items (%) 5.3 5.5 Return on capital employed (%) 16.7 15.7 Net gearing (%) 22.7 24.8 Net interest cover (times) 12.2 12.8 Combined earnings per share Guilders per Fl. 4 of ordinary capital 15.52 12.90 20 Pence per 5p of ordinary capital 83.59 69.45 20 Ordinary dividends Guilders per Fl. 4 of ordinary capital 6.19 5.88 5 Pence per 5p of ordinary capital 26.81 25.03 7 Fluctuations in exchange rates can have a significant effect on Unilever’s reported results. -
HUL Announces Key Appointments 26072013
HUL announces key appointments 26072013 26072013 : Mr Nitin Paranjpe, currently the Managing Director and Chief Executive Officer of HUL will be joining the Unilever Leadership Executive (ULE), taking on the role of President, Home Care. Mr. Sanjiv Mehta, currently Chairman, North Africa & Middle East (NAME), Unilever, has been appointed as the Managing Director and Chief Executive Officer of the Company in place of Mr. Nitin Paranjpe with effect from October 1, 2013. The appointment has been approved by the Board of Directors of HUL and will be subject to approval of the company’s shareholders. He will also be responsible for South Asia cluster which includes India, Pakistan, Sri Lanka, Bangladesh and Nepal. Mr Harish Manwani, Chairman, HUL, said, “The changes reflect our strong commitment towards leadership development and our tradition of leveraging experiences and synergies of talent across markets. I wish to take the opportunity to express my deep appreciation for the significant contribution that Nitin made to the business in India and his leadership in driving the growth agenda. I would like to congratulate him on his richly deserved elevation to the ULE.” “I am pleased to welcome Sanjiv to his new role. Sanjiv brings with him rich experience of successfully leading businesses across developing and emerging markets. I am confident that he will further build on the growth momentum and drive the company’s agenda of competitive, consistent, profitable and responsible growth.” About Hindustan Unilever Limited Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company touching the lives of two out of three Indians. -
Annual Report 2011-12
ANNUAL REPORT 2011-12 Creating a better future every day HINDUSTAN UNILEVER LIMITED Registered Office: Unilever House, B D Sawant Marg, Chakala, Andheri East, Mumbai 400099 Hindustan www.hul.co.in U nilever nilever L imited Annual Report 2011-12 AwARDS AND FELICITATIONS WINNING WITH BRANDS AND WINNING THROUGH CONTINUOUS SUSTAINABILITY OUR MISSION INNOVATION IMPROVEMENT HUL has won the Asian Centre for Six of our brands (Lux, Lifebuoy, Closeup, HUL was awarded the FMCG Supply Corporate Governance and Sustainability Fair & Lovely, Clinic Plus and Sunsilk) Chain Excellence Award at the 5th Awards in the category ‘Company with the featured in Top 15 list in Brand Equity’s Express, Logistics & Supply Chain Awards Best CSR and Sustainability Practices.’ WE WORK TO CREATE A BETTER FUTURE Most Trusted Brands Survey. endorsed by The Economic Times along Our instant Tea Factory, Etah bagged the with the Business India Group. EVERY DAY. Hindustan Unilever Limited (HUL) was second prize in tea category for Energy awarded the CNBC AWAAZ Storyboard Doomdooma factory won the Gold Award Conservation from Ministry of Power, We help people feel good, look good and get more out Consumer Awards 2011 in three in the Process Sector, Large Business Govt. of India. categories. category at The Economic Times India HUL won the prestigious ‘Golden Peacock Manufacturing Excellence Awards 2011. of life with brands and services that are good for them • FMCG Company of the Year Global Award for Corporate Social and good for others. • The Most Consumer Conscious Responsibility’ for the year 2011. Company of the Year WINNING WITH PEOPLE HUL’s Andheri campus received • The Digital Marketer of the Year We will inspire people to take small, everyday actions HUL was ranked the No.1 Employer of certification of LEED India Gold in ‘New HUL won the ‘Golden Peacock Innovative Choice for students in the annual Nielsen Construction’ category, by Indian Green that can add up to a big difference for the world. -
Corporate Venturing: the Origins of Unilever's Pregnancy Test
This article was downloaded by: [Harvard College] On: 07 January 2013, At: 13:10 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK Business History Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/fbsh20 Corporate venturing: the origins of Unilever's pregnancy test Geoffrey Jones a & Alison Kraft b a Harvard Business School b University of Nottingham Version of record first published: 04 Jun 2010. To cite this article: Geoffrey Jones & Alison Kraft (2004): Corporate venturing: the origins of Unilever's pregnancy test, Business History, 46:1, 100-122 To link to this article: http://dx.doi.org/10.1080/00076790412331270139 PLEASE SCROLL DOWN FOR ARTICLE Full terms and conditions of use: http://www.tandfonline.com/page/terms-and-conditions This article may be used for research, teaching, and private study purposes. Any substantial or systematic reproduction, redistribution, reselling, loan, sub-licensing, systematic supply, or distribution in any form to anyone is expressly forbidden. The publisher does not give any warranty express or implied or make any representation that the contents will be complete or accurate or up to date. The accuracy of any instructions, formulae, and drug doses should be independently verified with primary sources. The publisher shall not be liable for any loss, actions, claims, proceedings, demand, or costs or damages whatsoever or howsoever caused arising directly or indirectly in connection with or arising out of the use of this material. 461bh05.qxd 28/11/03 08:23 Page 100 Corporate Venturing: The Origins of Unilever’s Pregnancy Test GEOFFREY JONES Harvard Business School ALISON KRAFT University of Nottingham The relative ability of different sizes of firm and organisational designs to develop and sustain dynamic capabilities in innovation and create new businesses remains a matter of contention. -
Article Review
AN ANALYSIS OF UNILEVER THROUGH IVO ZANDER’S INNOVATION NETWORK TAXONOMY - BASED ON ARTICLE: HOW DO YOU MEAN ‘GLOBAL’? AN EMPIRICAL INVESTIGATION OF INNOVATION NETWORKS IN THE MULTINATIONAL CORPORATION By: Laura Cerri and Virpi Nieminen On April 18th, 2008 Solvay Business School – Université Libre de Bruxelles Course Assignment for R&D in Multinational Enterprises Professor Michele Cincera Table of Contents Introduction .......................................................................................................................... 3 Article Summary .................................................................................................................. 3 Methodology ................................................................................................................ 5 Results .......................................................................................................................... 7 Conclusion ................................................................................................................... 8 The case of Unilever ............................................................................................................ 9 History and Key Facts ...................................................................................................... 9 R&D Spending and Patents ............................................................................................. 9 Analysis of Unilever’s R&D according to Ivo Zander’s article .................................... 10 Introduction -
School of Business and Economics
A Work Project, presented as part of the requirements for the Award of a Master Degree in Management from the NOVA – School of Business and Economics. Ben & Jerry’s: Introducing linked prosperity to a multinational INKEN PAPENFUSS MASTER STUDENT NUMBER: 31491/ 4126 A Project carried out on the Master in Management Program, under the supervision of: Professor Luis Rodrigues 02.01.2019 1 Ben & Jerry’s: Introducing linked prosperity to a multinational Abstract: Ben & Jerry’s, a company with an iconic social reputation, introduced a new concept called linked prosperity to the business world, which put corporate social responsibility at the core of the company values and underscored it with concrete actions. It was able to preserve and continue most of its mission even after being acquired by the multinational Unilever. This master thesis provides insights into the history of the company, the take-over by Unilever and the difficulties emerging from the acquisition. Through a case study format, students will be able to learn about the once clashing company cultures of the two firms and how the values of Ben & Jerry’s spread to Unilever and the business world. Key words: Ben & Jerry’s, Unilever, Linked Prosperity, Corporate Social Responsibility 2 Table of Contents 1. Introduction .......................................................................................................................... 4 2. Case narrative ....................................................................................................................... 4 Founding -
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. -
University of Swaziland Faculty of Commerce Department of Business Administration Supplementary Examination 2013 Full-Time and I.D.E
COURSE CODE BA522 JULy 2013 PAGE 1 OF4 UNIVERSITY OF SWAZILAND FACULTY OF COMMERCE DEPARTMENT OF BUSINESS ADMINISTRATION SUPPLEMENTARY EXAMINATION 2013 FULL-TIME AND I.D.E. TITLE OF PAPER : STRATEGIC MARKETING MANAGEMENT COURSE : BA 522 DEGREE AND YEAR :BCOM 5 & IDE BCOM 6 TlME ALLOWED :THREE (3) HOURS INSTRUCfIONS: 1. THIS PAPER CONSISTS OF SECTIONS (A) AND (B) 2. SECflON (A) IS COMPULSORY 3. ANSWER ANY THREE (3) QUESTIONS FROM SECTION B 4. THE TOTAL NUMBER OF QUESTIONS IN THIS PAPER IS FIVE NOTE: MARKS WILL BE AWARDED FOR GOOD COMMUNICATION IN ENGLISH AND FOR ORDERLY PRESENTATION TIllS EXAMINATION PAPER SHOULD NOT BE OPENED UNTIL INVIGILATORHAS GRANTED PERMISSION COURSE CODE BA522 JULy 2013 PAGE20F4 SECTION A (COMPULSORY) READ THE FOLLOWING CASE AND ANSWER THE QUESTIONS BELOW UNILEVER REVITALIZES ITS MISSION AND STRATEGY It's not every day that a corporate giant changes its mission statement. Then again, Unilever is not an everyday company. Formed from the 1930 merger of the British soap manufacturer Lever Brothers and the Dutch margarine firm Margarine Unie, Unilever still maintains ; headquarters in both countries. It operates in 150 nations and sells 150 million items every day, ranging from Dove soaps and Calvin Klein perfumes to Slim-Fast diet foods and Ben & Jerry's ice cream. With $53 billion in annual revenues and 234,000 employees, Unilever's size, scope, and skills provide strength for ongoing competition with Procter & Gamble, Colgate-Palmolive, Danone, Reckitt Benckiser, Nestle, and other major manufacturers of food, household, and personal care products. Niall FitzGerald, Unilever's former chairman, changed the mission as the company neared the end of its 2000-2005 ''Path to Growth" strategy, \\hich called for annual revenue growth of 5 to 6 percent and significant improvement in profit margins. -
Statement on the Implementation of Unilever's Remuneration Policy For
Unilever PLC Unilever N.V. Unilever House PO Box 760 100 Victoria Embankment 3000 DK Rotterdam London EC4Y 0DY The Netherlands T: +44 (0)20 7822 5252 Weena 455 F: +44 (0)20 7822 5951/5898 3013 AL Rotterdam www.unilever.com T: +31 (0)10 217 4000 F: +31 (0)10 217 4798 www.unilever.com 11 February 2020 Dear Investor, I am writing to you as Chair of Unilever’s Compensation Committee to set out our approach for implementing our Directors’ Remuneration Policy in 2020, following engagement with shareholders and proxy voting agencies in the last few months. I would like to thank those investors who have given their time and input during this consultation process as it is important for us to hear your views on our proposals before the AGMs. At our AGMs last year I was pleased to see the high levels of support we received from investors for the Compensation Committee’s implementation of our remuneration policy (PLC 95.62% and NV 96.92%). We have the objective to maintain strong levels of support at our 2020 AGMs as well, so I encourage you to get in touch if you would like to meet or speak with me to discuss our Executive Directors’ pay ahead of the AGM. At the bottom of this letter I indicate the key contacts for this purpose. Following my meetings with shareholders and proxy agencies, the Compensation Committee has met to review our shareholders and proxy agencies’ feedback and resolve on our proposals for 2020. As a reminder, the guiding principles for Unilever’s Directors’ Remuneration Policy are to ensure it is simple, transparent and aligned -
Guns and Margarine
Guns and margarine. Or how the Nazis disliked margarine, but could not afford to attack the Dutch Margarine Trust 1 Ben Wubs Erasmus University Rotterdam Beginning in the 1870s, the margarine industry promised better nutrition for lower income groups. Due to important scientific breakthroughs, production of industrial fats increased spectacularly in the first decades of the 20th century. Only a handful of firms, however, fully mastered the new technology and the industry was increasingly consolidated. The major European firms entered into complex market sharing agreements and eventually merged into the giant Anglo-Dutch multinational Unilever in 1930. The new enterprise controlled up to 90 per cent of some smaller national markets for margarine in Europe. In Germany, the largest margarine market in the world, Unilever had a market share of more than 60 per cent at the eve of Hitler’s rise to power. Before the Second World War margarine also became a politically sensitive product for three reasons. First, agriculture and consumer interests clashed. Margarine was a cheap competitor to butter. Farmers therefore tried to block or limit the production of margarine. As a result of the agricultural depression of the interwar years, this conflict intensified. The end result differed from country to country. Due to crisis policies many governments forced the industry to mix margarine with butter. Second, the margarine industry was affected by power politics and the increasing need to safeguard food supplies. Margarine was to a large extent based on imported fats like whale oil and vegetable oil and fats from the tropics. As a result, this issue became of utmost importance to autarkic Nazi-Germany, where the margarine industry became closely intertwined with the national food, agricultural and trade policies. -
Unilever PLC Prospectus
This document comprises a prospectus (the “Prospectus”) relating to Unilever PLC (the “Company”) prepared in accordance with the Prospectus Regulation Rules of the Financial Conduct Authority (the “FCA”) made under section 73A of the Financial Services and Markets Act 2000 (as amended) (the “FSMA”). The Prospectus has been filed with, and approved by, the FCA and has been made available to the public in accordance with Rule 3.2 of the Prospectus Regulation Rules. Certain terms used in this Prospectus, including all capitalised terms and certain technical and other terms, are defined and explained in Part XIII: “Definitions”. This Prospectus has been approved by the FCA, as competent authority under Regulation (EU) 2017/1129. The FCA only approves this Prospectus as meeting the standards of completeness, comprehensibility and consistency imposed by Regulation (EU) 2017/1129; such approval should not be considered as an endorsement of the Company that is, or the quality of the securities that are, the subject of this Prospectus. Investors should make their own assessment as to the suitability of investing in the securities. Unilever PLC has requested the FCA to notify its approval in accordance with article 25 of the Prospectus Regulation to the competent authority in the Netherlands, the Dutch Authority for the Financial Markets (Stichting Autoriteit Financiële Markten, “the AFM”), with a certificate of approval attesting that this Prospectus has been prepared in accordance with the Prospectus Regulation. This Prospectus has been prepared in order to provide details of the PLC Shares, including the New PLC Shares to be issued and allotted, pursuant to Unification, on the assumption that Unification will become effective as proposed.