Selling of Vending Machine”
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												  Unilever Trading Statement First Quarter 2018 a GoodUNILEVER TRADING STATEMENT FIRST QUARTER 2018 A GOOD START WITH STRONG VOLUME GROWTH Performance highlights Underlying performance GAAP measures vs 2017 vs 2017 Underlying sales growth (USG)(a) 3.4% Turnover €12.6bn (5.2)% USG excluding spreads(a) 3.7% Turnover excluding spreads €11.9bn (5.2)% Quarterly dividend payable in June 2018 €0.3872 per share (a) These amounts do not include any Q1 price growth in Venezuela. See page 5 for further details. • Underlying sales growth excluding spreads 3.7% with volume 3.6% and price 0.1% • Emerging markets underlying sales growth 5.1% with volume 4.3% and price 0.8% • Share buy-back programme of up to €6 billion to start in May 2018 • Quarterly dividend raised 8% to €0.3872 per share Paul Polman: Chief Executive Officer statement “The first quarter demonstrates another good volume-driven performance across all three Divisions. The broad-based growth, including over 4% volume growth in emerging markets, shows that the ‘Connected 4 Growth’ programme is working and enhancing our long-term compounding growth model. We are further improving the quality and speed of our global and local innovation as a result of a more agile, consumer-facing organisation. At the same time, we are maintaining strong delivery from our savings programmes and expecting to complete the exit from spreads in the middle of the year. For the full year, we continue to expect underlying sales growth in the 3% - 5% range and an improvement in underlying operating margin and cash flow that keep us on track for our 2020 goals.
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												  Logistics Efficiency Development in Distribution and Damage Control”Internship report On “Logistics Efficiency Development in Distribution and Damage Control” Prepared For: Ms. Mahtab Faruqui Senior Lecturer BRAC Business School BRAC University. Prepared By: Irfan Rafique ID: 08104001 BRAC Business School BRAC University. Date: 23rd January, 2012. Letter of transmittal January 23rd, 2012 Ms. Mahtab Faruqui Senior Lecturer BRAC Business School BRAC University. Subject: Submission of internship report. Dear Madam, I would like to take the opportunity to thank you for the guidance and support you have provided me during the course of this report. I also want to express deep gratuities to Mr. Rezwan Hamid, Territory manager, Tejgoan territory for his cooperation and supervision. In this report this report I tried my level best to provide authentic information. I also tried to reflect my experience driven learning and findings. I request you to excuse me for any mistake despite my best effort. I also appreciate if you enlighten me with your thoughts and views regarding the report. Also, if you wish to enquire about any aspect of my report, I would gladly answer your questions. Yours Sincerely, Irfan Rafique ID: 08104001 BRAC Business School BRAC University ACKNOWLEDGEMENT Prosperous conclusion of any course requires support from various personal and I was fortunate to have support, direction and supervision in every aspect from my teacher, Unilever officials and friends. I would also like to express my cordial thanks and gratitude to my supervisor of internship program Ms. Mahtab Faruqui, senior lecturer for farm encouragement as well as guidance in preparing this report. I acknowledge my gratitude to Mr. Rezwan Hamid for his guidance, cooperation and help.
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												  1.1 Introduction Abou Introduction About Café Coffee1.1 Introduction about café coffee day Welcome to Cafe Coffee Day, India's favorite coffee shop where the young at heart unwind. They are a division of India's largest coffee conglomerate, the Amalgamated Bean Coffee Trading Company Limited (ABCTCL). With Asia's second -largest network of coffee estates (10,500 acres) and 11,000 small growers, Coffee Day has a rich and abundant source of coffee. This coffee goes all over the world to clients across the USA, Europ e and Japan, making us one of the top coffee exporters in the country. India's largest coffee conglomerate, Amalgamated Bean Coffee Trading Company Ltd Strives to provide the best experience to their guests Pioneer of the café culture and the first to laun ch the coffee bar concept in India. CCD is present in every nook and corner of the country which includes Vienna, Austria and Karachi and plans to open across Middle East, Eastern Europe, Eurasia, Egypt and South East Asia in the near future. In 2010, it was announced that a consortium led by Kohlberg Kravis Roberts would invest 1,000 crore (USD 200 million) in Coffee Day Resorts, owned by the company.The same year, the logo was changed to the current logo, which the company stated was to show case the chain as a place to talk. The company is known for being vertical integrated to cut costs: from owning the plantations, growing the coffee, making the coffee machines to making the furniture for the outlets. Cafe Coffee Day is India's favorite co ffee shop, for the young and the young at heart.
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												  Perceived Quality and Attitude Toward Tea & Coffee by ConsumersIslam Md. Monirul & Jang Hui Han Perceived Quality and Attitude Toward Tea & Coffee by Consumers Islam Md. Monirul [email protected] PhD. Student, College of Business Administration, Chonnam National University, Gwangju, 500-757, South Korea, And Lecturer, Department of Business Administration, Shahjalal University of Science & Technology, Sylhet-3114, Bangladesh. Jang Hui Han, PhD. [email protected] Professor, College of Business Administration, Chonnam National University, Gwangju, 500-757, South Korea. Abstract The main purpose of this study is to determine the consumers’ perception and attitude toward Tea and Coffee. Total 100 South Korean consumers participated as respondents in this study. Fishbien’s Multi-attribute attitude model and t-test were used to measure hypothesis and compare attitude toward Tea and Coffee. Findings indicate that consumer attitudes toward Coffee and Tea differed significantly among consumers in Korea. Consumers had an overall more positive attitude towards Coffee compared with Tea with regards to availability, different flavor, and environment of shop attributes. In contrast, mean value and t-value indicate that there were no significant differences in aspects of freshness, habitual facts, and status, but correlation value indicate that there were some differences with regards to freshness and status. Findings of this study are only related to the consumers from South Korea, study period was September 2010 to January 2012, and maybe it is not generalized to other nationalities or countries. The research hints that the Tea Company should give attention to its marketing strategy on enhancing the attributes of “different flavor”, “availability” and "good environment of shop". This study fills a gap in the literature on coffee and tea in business research.
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												  Unilever Annual Report & AccountsDISCLAIMER This is a PDF version of the Annual Report on Form 20-F 2018 and is an exact copy of the document filed with the SEC at www.sec.gov. Certain sections of the Annual Report on Form 20-F 2018 have been audited. These are on pages 75 to 127 and the Guarantor Statements on pages 158 to 162. 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 on Form 20-F 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 the Annual Report on Form 20-F 2018. Unilever accepts no responsibility for any information on other websites that may be accessed from this site by hyperlinks. MAKING SUSTAINABLE LIVING COMMONPLACE ANNUAL REPORT ON FORM 20-F 2018 ANNUAL REPORT ON CONTENTS FORM 20-F 2018 Strategic Report ..............................................................................
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												  Case AnalysisCase Analysis COMPETING THROUGH SUSTAINABILITY Introduction Consumer goods giant Unilever is the result of a 1927 merger between a Dutch butter company and an English soap company that encountered each other in the commodities market due to their common use of palm oil. The companies diversified into each other’s product markets becoming competitors before merging to establish Unilever in 1930. Unilever’s founding philosophy held that companies can only prosper if they conduct business ethically and responsibly, which was coined: “doing well by doing good.” Unilever gained success through fast-growing local markets during the postwar consumer boom. However, it overdiversified leading to decreased profits and an ensuing stagnancy that lasted throughout the 1990s. In 2004, Unilever issued its first profit warning amidst deteriorating market share. In 2009, the company brought in its first external CEO, Paul Polman, who committed to doubling revenues while reducing environmental footprint and increasing societal impact. In 2010, Polman introduced a bold sustainability-focused transformational strategy called Unilever Sustainable Living Plan (USLP). The highly measurable plan set three goals to reach by 2020: improve the wellbeing of a billion people, halve its environmental footprint, and enhance life for everyone in its value chain. Problem Statement Polman announced 2014 results, which were largely positive. The company grew ahead of slowing worldwide markets, saw internal growth for its fifth consecutive year, and produced an 18% increase in shareholder returns. USLP program results were also strong with 7 of 9 pillars remaining on track and only 7 of 67 metrics being off track. However, Polman warned of “strong headwinds” created by external factors beyond Unilever’s control, such as stalling developed markets and slowing emerging markets.
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												  In Honor of the 10Th Anniversary of the Skoll World ForumVoices on Society The art and science of delivery In honor of the 10th anniversary of the Skoll World Forum COPYRIGHT © 2013 MCKINSEY & COMPANY. ALL RIGHTS RESERVED. NO PART OF THIS PUBLICATION MAY BE COPIED OR REDISTRIBUTED IN ANY FORM WITHOUT THE PRIOR WRITTEN CONSENT OF MCKINSEY & COMPANY. de·liv·ery | di-’li-v(e-)ré The art and science of delivering improvements in health care, education, food security, financial services, and other arenas to the people that need them most—at scale, effectively, efficiently, and sustainably. Visit our website: mckinseyonsociety.com Join the conversation on Twitter: @McKinseySociety 3 | Voices on Society | The art and science of delivery | Contents 05 07 10 10 10 13 15 17 19 21 21 24 24 26 28 28 30 32 35 38 Contents Preface 1. Manage and lead 2. Scale what works 05 Norbert Dörr | McKinsey & Company 10 Kathleen McLaughlin, 24 Beatriz Perez and Guy Wollaert | 07 Sally Osberg | The Skoll Foundation Jens Riese, and Lynn Taliento | The Coca-Cola Company McKinsey & Company 26 Nitin Paranjpe | Hindustan Unilever 13 Tony Blair | African Governance 28 Salman Khan and Jessica Yuen | Initiative Khan Academy 15 Sir Michael Barber | Pearson 30 Michael Schlein | Accion 17 Pravin Gordhan | Minister of 32 Yvette Alberdingk Thijm | Witness finance, Republic of South Africa 19 Dambisa Moyo | Economist and Author 21 Shaina Doar and Jonathan K. Law | McKinsey & Company 4 | Voices on Society | The art and science of delivery | Contents 3. Issue focus: Health and hunger 4. The future of delivery 35 Muhammad Ali Pate | Minister of 53 Jim Yong Kim | World Bank Group state for health, Nigeria 55 André Dua | McKinsey & Company 38 Jamie Oliver | Better Food 57 Karim Khoja | Roshan Foundation 59 Patrick Meier | Qatar Computing 40 Julia Martin | Office of the US Global Research Institute AIDS Coordinator 62 Eoin Daly and Seelan Singham | 42 Andrew Youn | One Acre Fund McKinsey & Company 44 Steve Davis and Anurag Mairal | 64 Richard McGill Murphy and Denielle Sachs | PATH McKinsey & Company 46 Feike Sijbesma | Royal DSM 49 Helene D.
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												  Fresh Healthy Vending, LLC on March 1, 2012FRANCHISE DISCLOSURE DOCUMENT Fresh Healthy Vending LLC A California limited liability company 9605 Scranton Road, Suite 350 San Diego, California 92121 (858) 210-4200 (website: www.freshvending.com) Fresh Healthy Vending LLC offers franchises for the right and obligation to purchase, operate, service, maintain, repair, clean, restock and use vending machines which dispense a variety of healthy, natural and organic snack food and beverage products for locations such as business offices, hotels, hospitals, schools, colleges and universities, and office and in-plant food service facilities. Franchisee Program. The estimated initial investment required to begin operations of a Fresh Healthy Vending franchise ranges from $129,020 to $500,210. This amount includes $122,470 to $448,410 which must be paid to the Franchisor. This Disclosure Document summarizes certain provisions of your Franchise Agreement and other information in plain English. Read the Disclosure Document and all accompanying agreements carefully. You must receive this disclosure document at least 14 calendar days before you sign a binding agreement with, or make any payments to the Franchisor or an affiliate in connection with the proposed franchise sale or grant. Note, however, that no government agency has verified the information contained in this document. You may wish to receive your Disclosure Document in another format that is more convenient for you. To discuss the availability of disclosures in different formats, contact Jolly Backer at 9605 Scranton Road, Suite 350, San Diego, California 92121, telephone (858) 210-4200. The terms of your contract will govern your franchise relationship. Don’t rely on the disclosure document alone to understand your contract.
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												  Case Study: Unilever1CASE STUDY: UNILEVER1 1. Introduction Unilever is a British-Dutch company that operates in the market of consumer goods and sells its products in around 190 countries. Another remarkable fact is that they own more than 400 brands, what means an important diversification in both risk and the products they sell, among which there is food, personal care products and cleaning agents. In fact, twelve of these brands have sales of more than a billion euros. The importance of this multinational is reflected too in the fact 2.5 billion people use Unilever products every day, being part of their daily life. They also are responsible for the employment of 161,000 people in the different countries they operate. Finally, they believe in a sustainable business plan in which they reduce the environmental footprint and increase their positive social impact at the time they keep growing. 2. History Unilever was officially formed in 1929 by the merger of a margarine Dutch company and a British soapmaker. The margarine company of Netherlands was also a merger between the first margarine factory called in the world and another factory of the same product and from the same city, Oss, in the Netherlands. The soapmaker company revolutionized the market because it helped to a more hygienic society and the manufacturing of the product was wrapped. The name of the company is a fusion between the Dutch firm called Margarine Unie and the British firm called Lever Brothers. What Unilever did, was to expand its market locations to the American Latin and Africa. Moreover they widened the product areas to new sectors such as particular food and chemical products.
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												  Unilever Expands Sustainable Living Ambition 06052014Unilever expands sustainable living ambition 06052014 06052014 : Unilever has announced a third year of good progress on the Unilever Sustainable Living Plan. Unilever has announced a third year of good progress on the Unilever Sustainable Living Plan, and an intention to expand further its sustainable living ambition to bring about broader change on a global scale. Commenting on progress, Unilever CEO, Paul Polman said: “In the three years since we launched the Unilever Sustainable Living Plan we have learned that sustainability drives business growth and a much deeper connection with our employees and consumers. In 2013, we’ve seen good progress, particularly on targets within our direct control. Our Plan is helping us to save money, reduce risk and drive innovation, and brands that have done the most to embrace sustainable living, like Dove, Lifebuoy, Pureit and Domestos, are enjoying some of our fastest growth.” In addressing the 100 senior sustainability experts including academics, NGOs, government and business who attended the ‘Making Progress, Driving Change’ event in London today, Polman explained that the company will continue to focus its scale, influence, expertise, and resources on making a fundamental change to entire systems, not just incremental improvements. This will involve stepping up plans to tackle several major global sustainability challenges, including: helping to combat climate change by working to eliminate deforestation, which accounts for up to 15% of global greenhouse gas emissions improving food security
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												  School of Business and EconomicsA 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