Introduction Unilever is a multi-national corporation, formed of Anglo-Dutch parentage that owns many of the worlds consumer product brands

in foods, beverages, cleaning agents and personal care products. Unilever employs nearly 18 , revenue of almost !" billion in # $. people and had worldwide

Unilever is a dual-listed company consisting of Unilever%& in 'otterdam, %etherlands and Unilever ()* in )ondon, +ngland. ,his arrangement is similar to that of 'eed +lsevier and that of 'oyal Dutch -hell prior to their unified structure. .oth Unilever companies have the same directors and effectively operate as a single business. ,he current non-e/ecutive *hairman of Unilever %.&. and ()* is 0ichael ,reschow while (atric1 *escau is 2roup *hief +/ecutive, who will retire at the end of # listed on the worlds stoc1 e/changes. 1.2 Origin of report -ince practical orientation is an integral part of the ..A program, 3 tried to e/pose real life performance of Uniliver by preparing this report. ,o prepare this report 3 have come across with different information of the Uniliver. 4rom the collected information 3 understand the companys activities in the mar1et as Uniliverll as in their internal preparation for mar1eting and others activities. 3 e/pect that this report will fulfill the re5uirement of ..A program and provide a clear idea about the Uniliver activities and other multi-national companys effort in the .angladesh. ,hus, Uniliver can get deep understand of actual situation of 0%s companys activities by analy6ing their e/posed strategy . 1.3 Objective ,his -tudy is intended to analy6e mar1eting strategies used by Unilever .angladesh )td and globe. ,he main purpose of the study is to find what strategies the company uses to mar1et its products and brands worldwide7 the positive and negative aspects of those strategies. ,he report further analy6es the position of Unilever .angladesh )td and globe in the several industries in comparison to its competitors. Specific objective: ,o 1now about Uniliver and Uniliver .angladesh. ,o develop -89, analysis of Uniliver .angladesh. ,o 1now about Unilivers strategy regarding product, price,place and promotion. 8. 0r (aul (olman will succeed (atric1 *escau as 2roup *hief +/ecutive. ,he company is widely

,o identify the segmentation,targeting and positioning strategy used by Uniliver .angladesh. ,o develop some recoendation for further improvement in 0ar1eting strategy of Uniliver .angladesh.

1.6 Methodology of this report 4or accessibility and availability of information 3 have chosen to wor1 on the 0ar1eting strategies of Unilever .angladesh )td and globe. As the company operates in the mar1et with a huge number of products in different industries, 3 have decided to focus on one of their world wide successful strategy on providing data. 0ost of the information used in this report is from secondary sources. ,he main source of information was the Unilivers website. 3n addition information will be collected from focus group discussion,depth interview and survey.

ri!ary Sources: 4ace to face conversation with the Unilivers people *ustomer opinion collection through survey. *ollection of data related with *ustomer satisfaction through survey. 0iscellaneous .oo1 'eading. Secondary Sources: Annual 'eports of Uniliver &arious types of 9ebsite Different research report. Different %ewspapers, Articles, :ournals and (ublication. Sa!ple Si"e: 3 have collected data from $ upper level employee through depth interview and 1 *ustomer for survey. Sa!pling #echni$ue: 3n case of survey simple random sampling was used . 3n case of depth interview snowball sampling was used. %ata analysis: 3 used 0icrosoft e/cel to analy6e the collected data and get the proper meaning.3 used also graph,picture to show and analy6e the data. 4or accessibility and availability of information 3 have chosen to wor1 on the strategies of Unilever .angladesh )td and globe. As the company operates in the mar1et with a huge number of products in different industries, 3 have decided to focus on one of their world wide successful strategy on providing data. 0ost of the information used in this report is from secondary sitces. ,he main sitsce of information was the Uniliverbsite. 3n addition information was also collected from focus group discussion.

1.& 'i!itation ,o conduct this study sheer e/periences are needed. .ut 3 have lac1 of those. As li1e ,he Data was not available about company. 9ithout practical wor1 e/perience it was difficult to do wor1. *onfidential information are not e/posed in .angladesh. 3t was difficult to gather sufficient information due to limitation of time. 3t was also difficult to obtain proper information from respondents because of their busy
schedule. )ac1 of 0oney

After all within time limited it is not possible learn and understand all the activities of 0%s company li1e Uniliver. (hapter)*2 Overvie+ of ,niliver Unilever at a glance
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2.1 .istory 4 5ro+th

,nilever is a .ritish-Dutch multinational corporation that owns many of the worlds consumer product brands in foods, beverages, cleaning agents and personal care products. Unilever is a dual-listed company consisting of Unilever %.&. in 'otterdam, %etherlands and Unilever ()* in )ondon, United Bingdom. ,his arrangement is similar to those of 'eed +lsevier and 'oyal Dutch -hell prior to their unified structures. .oth Unilever companies have the same directors and effectively operate as a single business. ,he current non-e/ecutive *hairman of Unilever %.&. and ()* is 0ichael ,reschow while (aul (olman is 2roup *hief +/ecutive. Unilevers main international competitors include %estlE and (rocter F 2amble. ,hey also face competition in local mar1ets or product ranges from companies such as .eiersdorf, *onAgra, Danone, 2eneral 0ills, Aen1el, 0ars, 3nc., (epsico, 'ec1itt .enc1iser and -. *. :ohnson F -on.

.istory
Unilever was founded on 1 :anuary 1?@ by Antonius :ohannes :urgens, -amuel van den .ergh and 9illiam Aulme )ever, #nd &iscount )everhulme. ,he amalgamation of the operations of .ritish soap ma1er Lever Brothers ,9illiam Aulme )ever and Dutch margarine producer Margarine Unie, Anton :urgens en -amuel van den .ergh, a merger as palm oil was a maGor raw material for both margarines and soaps and could be imported more efficiently in larger 5uantities. ,he initial harvesting of palm oil was from the .ritish Uniliverst Africa, from where news reports seen bac1 in +ngland shoUniliverd the wor1ers abroad in favorable conditions. 3n 1?11 the company received a concession for H$ , hectares of forest in .elgian *ongo, mostly south of .andundu, where a system of forced labor operated. ,he subsidiary of )ever was named IAuileries du *ongo .elgeJ. During the great depression in the thirties, the Auileries sharply decreased the fee for gathered oil nuts, while the government of .elgian *ongo strongly increased ta/ation. ,his resulted in social unrest in 1?@1, which are 1nown as the 'evolution of the (ende, in which eventually more than " members of the (ende-tribe were 1illed. 3n the 1?@ s the Unilever business grew and new ventures were launched in Africa and )atin America. 3n 1?H# Unilever purchased AF9 'estaurants *anadian division but sold its shares through a management buyout to former AF9 4ood -ervices of *anada *+8 :efferson :. 0ooney in :uly 1??C..y 1?8 soap and edible fats contributed Gust " K of

profits, compared with an original ? K. 3n 1?8" the company bought the brand .roo1e .ond ;ma1er of (2 ,ips tea=. 3n 1?8H Unilever strengthened its position in the world s1in care mar1et by ac5uiring *hesebrough-(onds, the ma1er of 'agL, (onds, A5ua-%et, *ute/ %ail (olish, and &aseline. 3n 1?8? Unilever bought *alvin Blein *osmetics, 4abergE, and +li6abeth Arden, but the latter was later sold ;in # = to 443 4ragrances. 3n 1??C Unilever purchased Aelene *urtis 3ndustries, giving the company Ia powerful new presence in the United -tates shampoo and deodorant mar1etJ. ,he purchase brought Unilever the -uave and 4inesse hair-care product brands and Degree deodorant brand. Global employment at Unilever 20002008 .lac1 represents employment numbers in +urope, light grey represents the Americas and dar1 grey represents Asia, Africa, and 0iddle +ast. .etween # reduced global wor1force numbers by "1K, from #?$, figures for # # "M# M# @ are all +urope7 from # to 1H", and # 8 Unilever . %ote< +urope

" figures in blac1 are 9estern +urope. 4or

8 4igures for Asia, Africa and 0iddle +ast include +astern and *entral +urope. the company absorbed the American business .est 4oods, strengthening its it

Source: Unilever Annual Reports 2004, 2008 3n # presence in %orth America and e/tending its portfolio of foods brands. 3n April # bought both .en F :errys and -lim 4ast. ,he company is multinational with operating companies and factories on every continent ;e/cept Antarctica= and research laboratories at *olworth and (ort -unlight in +ngland7 &laardingen in the %etherlands7 ,rumbull, *onnecticut, and +nglewood *liffs, %ew :ersey in the United -tates7 .angalore in 3ndia ;see also Aindustan Unilever )imited=7 and -hanghai in *hina. ,he U- division carried the )ever .rothers name until the 1?? s, when it adopted that of the parent company. ,he American unit has head5uarters in %ew :ersey, and no longer maintains a presence at )ever Aouse, the iconic s1yscraper on (ar1 Avenue in %ew >or1 *ity. ,he company is said to promote sustainability and started a sustainable agriculture programme in 1??8. 3n 0ay # H it became the first tea company to commit to sitscing all its tea in a sustainable manner, employing the 'ainforest Alliance, an international environmental %28, to certify its tea estates in +ast Africa, as will as third-party suppliers in Africa and other parts of the world. 3t declared its aim to have all )ipton >ellow )abel

and (2 ,ips tea bags sold in 9estern +urope certified by # 1 , followed by all )ipton tea bags globally by # 1$. Unilevers )ipton brand *ovalence, an ethical reputation ran1ing agency, placed Unilever at the top of its ran1ing based on positive versus negative news coverage for # 3n # H. 8, H, Unilevers Dove I+volutionJ video that ran only online, was named the first ever

non-tv spot to win the 2rand )ion at the *annes Advertising 4estival. And in 0arch, # Unilever was named IDigital 0ar1eter of the >earJ by Advertising Age. 3n #

8 Unilever was honored at the $?th Annual ,echnology F +ngineering +mmy

Awards for I8utstanding Achievement in Advanced 0edia ,echnology for *reation and Distribution of 3nteractive *ommercial Advertising Delivered ,hrough Digital -et ,op .o/esJ for its program Axe: Boost Yits S!" 8n #$ -eptember # ?, Unilever decided to ac5uire the personal care business of -ara )ee *orporation< leading brands such as 'ado/, .adedas and Duschdas strengthened category leadership in -1in *leansing and Deodorants. 8n ? August # 1 , Unilever signed an asset purchase agreement with the %orwegian dairy group ,3%+, to ac5uire the activities of Diplom-3s in Denmar1, as of @ -eptember # 1 . 8n #" -eptember # 1 , Unilever announced that it has entered into a definitive agreement to sell its consumer tomato products business in .ra6il to *argill. 8n #H -eptember # 1 , Unilever purchased Alberto-*ulver, the ma1er of personal care and household products such as -imple, &8$, %e//us, ,'+-emmE, and 0rs. Dash for NU-@.H billion. 8n #8 -eptember # 1 , Unilever and +&2A announced that they have signed an agreement under which Unilever will ac5uire +&2As ice cream brands ;amongst others, -candal, &ariete and Barabola= and distribution networ1 in 2reece, for an undisclosed amount. 8n #@ 0arch # 11< Unilever announced that it has entered a binding agreement to sell the global -ane/ business to *olgate-(almolive for !CH#m. Unilever also announced that it has entered into a binding agreement to ac5uire *olgate-(almolives laundry detergent brands ;4ab, )avomatic and &el= in *olombia for U-N#1$m. 2.2 .istory 4 5ro+th in 6angladesh perspective Unilever .angladesh is a company that has its own history intrinsically built with the development of its nation and its culture. 3t has been part of the .angladeshi household

since the 1?th century with the same intention of bringing cleanliness and convenience to households as Uniliver do today. .ac1 then -unlight soap was mar1eted through )ever .rothers 3ndia limited throughout the undivided 3ndia. )ater on, )ever .rothers (a1istan limited started its operation in .angladesh on a larger scale. 3n 1?C", its soap manufacturing facility was setup in Balurghat, *hittagong. 9ith time it gradually evolved and diversified into manufacturing personal products li1e s1in care creams, toothpastes, shampoos, detergent powders, and so on. Accumulating manufacturing e/perience over " years, Uniliver has a legacy of leading the mar1et with international brands offered at affordable prices. ,oday, with 1@ different brands in 8 different categories, Unilever .angladesh stands as one of the most progressive partner in development for the 2overnment of .angladesh. 176&)1782 (roductions started off with -unlight soap and )ifebuoy soap. After the war of independence in 1?H1, .angladesh became an independent country. At this time, )ever .rothers .angladesh )td. was constituted with Unilever owning C .H$K shares and the 2overnment of .angladesh owning the remaining @?.#$K shares. 1782)179* (ost liberation period evidenced accelerated growth for the company. Demand started rising and the company continued its mission to meet consumer needs by producing 5uality soaps, introducing )u/ M the beauty soap and 9heel. )aunched in 1?H# 9heel entered the merchandised laundry category, traditionally dominated by cottage soaps. 3t appealed to the consumers with uni5ue care benefits for hand and fabric, a generic wea1ness in cottage soaps. 3t gradually became the secret ally of .angladeshi women by e/tending the caring hand to ease her daily laundry chores. 179*)177* ,he early eighties witnessed e/pansion of the company through diversification. *alibrating direction, the mission now included enhancing 5uality of life through other personal products aspiring aestheticism li1e spar1ling white teeth, fresh breath, beautiful hair, and glowing s1in. A (ersonal (roduct (lant was established to manufacture shampoo, toothpaste, and s1in care creams. -unsil1 -hampoo, *loseup ,ooth paste, 4air and )ovely for s1in care and &im for dish washing was produced and mar1eted to bring great international and regional formulations to .angladeshi households at affordable prices. 1?8? heralded the beginning of a fairy tale story M the initiation of )UO

photogenic contest that brought the real life e/perience of glamits, fame and fortune to the doorsteps of young girls throughout the country. 177*)1779 3n the early ? Ps Unilever .angladesh entered the tea-based beverage mar1et introducing )ipton ,aa6a, )evers flagship pac1et tea brand, with the obGective to be the most preferred tea of the .angladeshi consumers. 9orld renowned (onds cream and (epsodent M the dental hygiene e/pert began to be manufactured from its Balurghat factory. 9ashing drudgeries of the busy homema1ers were washed away with the introduction of 9heel washing powder and -urf +/cel for premium wash. 3n 1??C-1??H, its manufacturing facility owned and run by a third party was set up outside Dha1a for wheel washing powder. 9ith formulations suitable for local conditions, the washing powder concept brought about a huge revolution in fabric washing habits in the country. 1779)2**& ,hese are the golden years in the history of Unilever .angladesh as the company turned around from severe losses due to competitive bac1lash M to a company with C years of consecutive growth. Around the end of %ovember # 1, its new personal products factory I-an1alpJ in Balurghat started production which helped us meet the mar1et needs from a shift on its dependence on soaps to diverse personal grooming categories. ,his is also the era when Unilever .angladesh introduced many e/citing new products such as (onds face wash to end soap related facial s1in woes or )ipton double chamber tea bags for more 6est in its tea cups and the mar1ets responded enthusiastically. 3n # 1, Uniliver brought about a new e/citement in the 1itchen care sector with the introduction of &im bar, the dish cleaning soap M a concept of convenience and common household habits combined together. 3n # # 'e/ona deodorant entered the mar1et building in awareness about body odits problems and creating a new personal grooming habit in the country. ,he companys soap formulations changed radically during this time to bring in world class standards M without any price rises. )ifebuoy, the health brand has moved from Gust the hard-wor1ing mens soap to reminding one, of the bond of love that binds a family in a healthy circle, free of germs and sic1ness. 3n # of consumers needs. 3n the span of these si/ years, Uniliver gathered many accolades ;lin1 to awards page= to certify its fast paced move towards world class performance. Unilever .angladesh had a ", as a new variant, bringing in the goodness of %eem M an Ayurvedic medical marvel, )ifebuoy has reinstated its earnest endeavits to be ahead

Gitney towards adding new impetus to its trade mar1eting and today its products are available in ? K of the households in .angladesh. 3n a company wide move to come out from behind the great brands and be 1nown as Unilever worldwide, )ever .rothers .angladesh limited officially changed its name to Unilever .angladesh in December # ". 2.2.1 ,nilever 6angladesh :core infor!ation; 8ver the last fits decades, Unilever .angladesh has been constantly bringing new and world-class products for the .angladeshi people to remove the daily drudgery of life. 8ver ? K of the countrys households use one or more of its products. Unilever .angladesh is a 4ast 0oving *onsumer 2oods company with local manufacturing facilities, reporting to regional *onstitution Unilever M C .H$K shares, 2overnment of .angladesh M @?.#$K (roduct categories Aousehold *are, 4abric *leaning, -1in *leansing, -1in *are, 8ral *are, Aair *are, (ersonal 2rooming, ,ea based .everages. Unilever .angladesh .rands 9heel, )u/, )ifebuoy, 4air F )ovely, (onds, *lose Up, -unsil1, ,aa6a, (epsodent, *lear, &im, -urf +/cel, 'e/ona, A/e, Dove, F &aseline. 0anufacturing facilities ,he *ompany has a -oap 0anufacturing factory and a (ersonal (roducts 4actory located in *hittagong. .esides these, there is a tea pac1aging operation in *hittagong and three manufacturing units in Dha1a, which are owned and run by third parties e/clusively dedicated to Unilever .angladesh. business groups for innovation and business results.

2.2.2 0ey %ates:

1982: ,wo Dutch firms, :urgens and &an den .ergh, begin commercial production of margarine. 199<: 9illiam Aes1eth )ever establishes soap factory in 9arrington, mar1ing the beginnings of )ever .rothers. 17*9: :urgens and &an den .ergh pool their interests. 171&: )ever begins producing margarine at the re5uest of the .ritish government. 1728: :urgens and &an den .ergh create dual-structured 0argarine Union )imited and 0argarine Unie %.&.

1727: 0argarine UnionD0argarine Unie merges with )ever .rothers to create Unilever, with dual Anglo-Dutch structure. 173*: -pecial committee is established as a board of directors over the .ritish and Dutch Unilever holding companies. 1738: 'eorgani6ation e5uali6es the assets of the Dutch and the .ritish groups of Unilever7 ,homas :. )ipton *ompany, U.-. manufacturer of tea, is ac5uired. 17&&: ,he U.-. toothpaste brand (epsodent is ac5uired. 17<8: *ompany ac5uires U.B. fro6en foods ma1er .irds +ye. 1761:U.-. ice cream novelty ma1er 2ood Aumor is ac5uired. 179&: .uying spree begins that will last until 1?88 and result in about 8 companies being ac5uired7 .roo1e .ond, the leading +uropean tea company, is ac5uired through hostile ta1eover. 1796: *ompany ac5uires *hesebrough-(onds, its largest purchase to date. 1797: ,he ac5uisition of three companies, including 4abergE 3nc., ma1es the company a maGor player in the world perfume and cosmetics industry. 177&: ,he launch of a new laundry detergent in +urope turns into a public relations disaster when tests reveal that it can damage clothes under certain conditions. 1776: 4undamental management reorgani6ation is launched, including the replacing of the special committee with a seven-member e/ecutive committee. 1778: -pecialty chemicals operations are sold to 3mperial *hemical 3ndustries ()* for about U-N8 billion. 1777: *ompany announces that it will eliminate about 1,# around " regionally or globally poUniliverrful brands. 2.3 (orporate Objective ,he purpose of Unilever is to meet the everyday needs of peopleQeverywhere anticipate the aspirations of companys consumers and customers and to respond creatively and competitively with branded products and services which raise the 5uality of life. *ompanys deep roots in local cultures and mar1ets around the world are its unparalleled inheritance and the foundation for companys future growth. ,he Unilivr will bring its wealth of 1nowledge and international e/pertise to the service of local consumersMa truly multi-local multinational. *ompanys long term success re5uires a total commitment to e/ceptional standards of performance and productivity, to wor1ing together effectively and to a willingness to embrace new ideas and learn continuously. of its brands to focus on

Uniliver believe that to succeed re5uires the highest standards of corporate behavior towards its employees, consumers and the societies and world in which it e/ist. ,his is Unilevers road to sustainable, profitable growth for its business and long-term value creation for Uniliver shareholders and employees. 2.& =ision> Mission 4 5oals =ision Unilever products touch the lives of over # billion people every day M whether thats through feeling great because theyve got shiny hair and a brilliant smile, 1eeping their homes fresh and clean, or by enGoying a great cup of tea, satisfying meal or healthy snac1. ,he fits pillars of Uniliver vision set out the long term direction for the company M where its want to go and how it is going to get there< 3t wor1 to create a better future every day 3t help people feel good, loo1 good and get more out of life with brands and services
that are good for them and good for others. 3t will inspire people to ta1e small everyday actions that can add up to a big difference for the world. 3t will develop new ways of doing business with the aim of doubling the si6e of its company while reducing its environmental impact.

Uniliver has always believed in the power of its brands to improve the 5uality of peoples lives and in doing the right thing. As its business grows, so do its responsibilities. Uniliver recogni6e that global challenges such as climate change concern us all. *onsidering the wider impact of its actions is embedded in its values and is a fundamental part of who it is. Mission Uniliver mission is to add &itality to life. 3t meet everyday needs for nutrition, hygiene and personal care with brands that help people loo1 good, feel good and get more out of life. 3n the last five years, it has built its business by focusing on its brands, streamlining how Uniliver wor1, and improving its insight into the evolving needs and tastes of consumers. %ow Uniliver are ta1ing the ne/t step in simplification M by aligning its selves around a clear common mission. Uniliver recogni6e that the world in which Uniliver operate is changing. *onsumers are increasingly bringing their views as citi6ens into their buying decisions, demanding more from the companies behind the brands. ,hey want companies and brands they trust.

Unilever embraces these new e/pectations. 3ts heritage of good governance, product 5uality and long e/perience of wor1ing with communities gives us a strong base. Uniliver aim to build on this by ta1ing the ne/t step in transparency and accountability. 3t will stand visibly as Unilever, behind its products and everything Uniliver do, everywhere. +very day 1$ million people in over 1$ countries choose its products. Already, most of its brands give the benefits of feeling good, loo1ing good and getting more out of life. .ertolli, for e/ample, conGures up the 3talian 6est for life and .ecelD4lora 1eeps hearts healthy. -unsil1 helps you feel happier because yits hair loo1s great. 3ts laundry brand, 8mo, encitsages children to get dirty so they can e/perience more of life. 3n the future, its brands will do even more to add vitality to life. 3ts vitality mission will focus its brands on meeting consumer needs arising from the biggest issues around the world today M ageing populations, urbani6ations, changing diets and lifestyles.

Uniliver see growing consumer need for< a healthy lifestyle more variety, 5uality, taste and enGoyment time, as an increasingly precious commodity Aelping people to feel good, loo1 good and get more out of life will enable us to meet
these needs and e/pand its business.

Unilever is in a uni5ue position to understand the interrelationships between nutrition, hygiene and personal care. Uniliver can do this than1s to its strong science capability and its locally rooted consumer insight. 3t is by bringing all this together that Uniliver can strive to contribute to 5uality of life and wellbeing - adding vitality to life. ,he long-term success of its business is intimately interconnected with the vitality of the environment and the communities in which Uniliver operate. ,he environment provides us with its raw materials and the ingredients Uniliver need to ma1e its products. Aealthy, prosperous communities provide us with a healthy, growing consumer base 5oals Unilever Unveils $ -ustainability 2oals $ specific goals that include social and health-related targets under the Unilever -ustainable )iving (lan released today. 3t e/panded on a commitment made last year to double sales while reducing overall environmental impact. ,he new plan gets far more specific. And progress on this Isocial missionJ is now part of every Unilever initiative launch plan alongside sales and profit targets, 0r. )ewis said, president of Uniliver America.

Unilever isnt the only company to recently step up environmental goals, but its targets are more ambitious than many, maybe even most. (rocter F 2amble *o. also announced bigger sustainability goals for # # in -eptember, targeting, among other things, a # K reduction in pac1aging per consumer use, but Unilevers goal is for an absolute reduction of @@K. ledge to use sustainable sits Unilever is pledging to sits all of its agricultural raw materials from sustainable sits by # # and half by # 1$. ,hat could drive up costs, but it is manageable by Uniliver. 8ne of Unilevers more ambitious targets is to e/pand its (ure3t water-filtration brand, launched in 3ndia in # ", to elsewhere in Asia, )atin America and sub--aharan Africa. 3t million globally by # # Q aims to have such systems provide safe drin1ing water to $ current 1.1 billion. ,he companys new I-ustainable )iving (lan,J developed over the cites of the last 1# months, and unveiled around the globe today, focuses on Unilevers entire supply chain, from the farms that supply raw materials for its products to the emissions and waste generated by customer use of those products. /!ong the targets ,nilever has set: R -ince 1 oil. R *hange the hygiene habits of 1 billion people in Asia, Africa and )atin America to help reduce diarrhea Q the words second biggest cause of infant mortality. Unilever will push sales of its )ifebuoy soap brand and teach consumers when to wash their hands to achieve this aim. R 0a1e drin1ing water safer in developing countries by e/tending sales of its (ure3t home water purifier. R 3mprove standards of living by wor1ing with agencies such as 8/fam and the 'ainforest Alliance to lin1 $ chain. According to ,he 2uardian<JSUnileverT also intends to improve the nutritional 5uality of its food products Q with cuts in salt, saturated fats, sugar and calories Q and lin1 more than $ , small holder farmers and small scale distributors in developing countries to its supply chain.J , smallholders and small-scale distributors to the Unilever supply percent of agricultural raw materials sustainable by # 1$, including 1 percent sustainable palm oil. Unilever buys @ percent of the worlds annual supply of palm

a population bigger than -outh Americas current @8$ million or nearly half of 3ndias

,he -ustainable )iving (lan sets out over $ social, economic and environmental targets. 3t will see Unilever, whose global brands include Dove, 8mo, Bnorr and )ipton, halve the greenhouse gas emissions, water and waste used not Gust by the company in its direct operations, but also by its suppliers and consumers. 8ver two-thirds of greenhouse gas emissions and half the water used in Unilever products lifecycle come from consumer use, so this is a maGor commitment on an unprecedented scale. Other ?ey goals ,nilever plans to achieve by or before 2*2* include: 1 K of its agricultural raw materials sustainable including, by # 1$, 1 K sustainable
palm oil7 *hanging the hygiene habits of 1 billion people in Asia, Africa and )atin America so that they wash their hands with )ifebuoy soap at 1ey times during the day M helping to reduce diarrhea disease, the worlds second biggest cause of infant mortality7 0a1ing safe drin1ing water available to half a billion people by e/tending sales of its low-cost in-home water purifier, (ure3t, from 3ndia to other countries7 3mproving livelihoods in developing countries by wor1ing with 8/fam, 'ainforest Alliance and others to lin1 over $ into its supply chain. , smallholder farmers and small-scale distributors

(aul (olman ;group chief e/ecutive= emphasi6ed that Unilever did not have all the answer were and that the company would need to wor1 in partnership with customers, suppliers, governments and %28s if it was to achieve its goals. 2.6 =olu!e gro+th ahead of ,niliver !ar?ets ,able- 1 Underlying volume growth:
4inancial >ear # # # 1 8 ? 2rowth .1K #.@K $.8K

Underlying volume growth accelerated in # 1

to $.8K, the best that Unilever has

achieved for more than @ years. Uniliver set out two years ago to reignite its volume growth and to grow ahead of its mar1ets. ,hat is what Uniliver are starting to do7 its volume shares are up in all regions and in most categories. &olume growth was broad based. 3n its emerging mar1ets business Uniliver grew volumes by around 1 K over the year as a whole, with the 1ey businesses of *hina, 3ndia and ,ur1ey all delivering growth well into double digits. 8nly in *entral and +astern +urope did Uniliver see more subdued growth, although even here volumes were

comfortably up in difficult mar1ets. 3n the developed world, where growth has been very hard to achieve over the recent past, its volumes were also up by around #K, again ahead of the mar1et, in both 9estern +urope and %orth America. Uniliver gained volume share in all regions, with particularly strong performance in 1ey emerging mar1ets such as *hina, 3ndonesia, -outh Africa and Argentina. Uniliver stern +urope also saw strong volume share gains, led by the %etherlands, 4rance and 3taly. &olume shares were also up in most of its core categories, with deodorants, s1in cleansing, household care, ice cream and dressings all achieving notable gains during the year.

Steady i!prove!ent in !argin

Underlying 8perating 0argin for the year increased by # basis points. 3t was another year of the steady and sustainable improvement that Uniliver have been targeting. *ost saving programmes again delivered strongly, with !1." billion of savings in the year following a similar amount in # ?. 0uch of the success in savings came in the supply chain, and as a result gross margin, at constant currency, improved for the year despite negative underlying price growth and modestly higher commodity costs. (ositive mi/ and improved volume leverage also contributed positively to gross margin. At the same time as increasing underlying operating margin Uniliver also increased substantially the advertising and promotions investment put behind its brands M at constant currency the increase was more than !@ ,his came after an even bigger increase in # million or @ basis points in the year. ?, meaning an additional !H million

behind the building of its brand e5uities over the last two years. Aside from the gross margin increase, the 1ey driver of margin improvement was a reduction in indirect costs, with the organi6ation now leaner and a new discipline e/erted in all areas of the cost base. Aealthy cash delivery 9or1ing capital reduced as a percentage of turnovers and has now been negative for over 1# months. ,he cash conversion cycle improved by 1H days, from # days in # receivables, but in inventories Uniliver still see scope for further improvement. ,his strong performance in wor1ing capital management was reflected in free cash flow, which was again healthy at !@." billion. 8ver the last two years its combined free cash flow of !H." billion represents around ? K of net profit. ,his is robust performance, particularly at a time when Uniliver are investing heavily in the future growth of the ? to Gust three in # 1 . Uniliver are close to best in class in its management of payables and

business in areas such as capital e/penditure, as it build new capacity to support its rapid volume growth in emerging mar1ets. ,he ! .H billion reduction versus # ta1en in # ?. ? reflected a smaller inflow from wor1ing capital in # 1 , following the e/ceptional benefit of !1.H billion

#.8 *orporate image

Unilever claims that corporate social responsibility is at the heart of its business. Aowever Uniliver, the transition to a responsible and sustainable company is ongoing and it has attracted a variety of criticisms from political, environmental and human rights activists on not achieving the high aims it communicates on a number of topics.

2.9.1 3nviron!ental issues

Unilevers stated goals are to decouple growth from the companys environmental impact by
halving the environmental footprint of its products helping 1 billion people improve their health and well-being since all of its agricultural raw materials sustainably

al! oil Unilever has been critici6ed by 2reenpeace for causing deforestation, Unilever was targeted in # 8 by 2reenpeace UB, which critici6ed the company for buying palm oil from suppliers that are damaging 3ndonesias rainforests. Unilever, as a founding member of the 'oundtable on -ustainable (alm 8il ;'-(8=, responded by publici6ing its plan to obtain all of its palm oil from sitsces that are certified as sustainable by # 1$. 3n *Ute d3voire, one of Unilevers palm oil suppliers was accused of clearing forest for plantations, an activity that threatened a primate species, 0iss 9aldrons 'ed *olobus. Unilever intervened to halt the clearances pending the results of an environmental assessment. 8n " :uly # 1 , Unilever announced that it has secured enough 2reen(alm certificates of sustainable palm oil to cover the re5uirements of its +uropean, Australia, and %ew Vealand business. 2reen(alm is a certificate trading programme, endorsed by the '-(8, which is designed to tac1le the environmental and social problems created by the production of palm oil. 1ainforest /lliance Unilever has committed to purchase all its tea from sustainable, ethical sitsces. 3t has as1ed the international environmental %28, 'ainforest Alliance, to start by certifying tea farms in Africa.

)ipton and (2 ,ips will be the first brands to contain certified tea. ,he company aims to have all )ipton >ellow )abel and (2 ,ips tea bags sold in 9estern +urope certified by # 1 and all )ipton tea bags sold globally by # 1$. /ni!al testing Unilever states it is committed to the elimination of animal testing, and where it is a legal re5uirement in some countries, it tries to convince the local authorities to change the law. -ome activistsargue that this is little more than an effort to gain good publicity and Unilever continue to use animal e/perimentation such as the )D$ poisoning test. 2.9.2 Social issues 1ace and advertise!ents Aindustan Unilever, had been showing television advertisements for s1in-lightening cream, 4air and )ovely, depicting depressed, dar1-s1inned women, who had been ignored by employers and men, suddenly finding new boyfriends and glamorous careers after the cream had lightened their s1in. ,he Austrian branch of Unilever ;+s1imo= is producing and mar1eting an ice-cream under the name 0ohr im Aemd. I0ohrJ ;moor=, is a colonial 2erman word for African or blac1 people, has a heavily colonialist and racist connotation, I0ohr im AemdJ ;moor in the shirt= is a traditional Austrian chocolate specialty which refers to na1ed, IwildJ Africans. Unilever refutes any racist intentions and claims that it has tested the name in broad mar1et studies in Austria without any critical feedbac1. Se@is! in advertise!ents ,he *ampaign for a *ommercial-4ree *hildhood critici6ed Unilever for the # campaign is intended as a spoof and Inot meant to be ta1en literallyJ. Unilever has launched the Dove I'eal .eautyJ mar1eting campaign, which envisaged women to reGect the underfed and hyper-se/uali6ed images of modern advertising in # H. @ Aindustan Unilever was accused of ma1ing use of child labor, among others. (hild labor 3n # #.? 8rgani6ational -tructure H A/e mar1eting campaign, which they considered se/ist. Unilevers response is that the A/e

6illion)3uro brands
.rands with annual sales of one billion euros or more< A/eD)yn/ .lue .and Dove

4loraD.ecel Aeartbrand Aellmans Bnorr )iptons )u/ ;soap= 8moD-urf ;detergent= 'e/onaD-ure -unsil1 ,323 ;haircare=

.eartbrand
,he Aeartbrand logo accompanying various brands of Unilever ice creams. Unilever is the worlds biggest ice cream manufacturer, with an annual turnover of !$ billion. +/cept for the U-A brand names (opsicle, Blondi1e, 8cean -pray ice cream, -lim 4ast ice cream, .reyers, -tarbuc1s and .en F :errys7 all of its ice cream business is done under the IAeartbrandJ brand umbrella, so called because of its heart-shaped logo. Unilever currently operates eleven ice cream factories in +urope7 the biggest include factories at Aeppenheim in 2ermany, *aivano in 3taly, -t. Di6ier in 4rance, 2loucester in the United Bingdom and -anta 3ria da A6Wia in (ortugal. ,he Aeartbrand was launched in 1??8 ;and slightly modified in # @= as an effort to increase international brand awareness and promote cross-border synergies in manufacturing and mar1eting ;Icentrali6ationJ=. 3t is present in more than " countries. Although the logo is common worldwide, each country retained the local brand so as to 1eep the familiarity built over the years, one notable e/ception being Aungary where the previous +s1imo brand was replaced with Algida in # 3n # @. $, 2lidat -trauss received special permission from Unilever to e/port their brand of

ice cream to the United -tates because of the strict 1osher certification the products in 3srael have. Under terms of the agreement, -trauss ice cream and 1rembo may be sold only in 1osher supermar1ets and import shops. 3t is distributed in %orth America by Dairy Delight, a subsidiary of %ormans Dairy. (rior to the heart logo, each country could choose its own logo, although the most common one consisted of a blue circle with the local brands name over a bac1ground of red and white stripes7 second most common old logo, used by 9alls in the UB and other countries, was a yellow logo with 9alls in blue te/t.

Unilever generally manufactures the same ice-cream with the same names, with rare occasions of regional availability, under different brands. -ome of these ice-creams include *arte D8r, *ornetto, 0agnum, -olero and &iennetta.

-ood and beverages

Ades or Ade6 Q soya-based drin1s Alsa Q desserts and syrups Amora Q 4rench mayonnaise and dressings Amino Q dehydrated soup ;(oland= Annapurna Q salt and wheat flits ;3ndia= .a1ers :oy M %on stic1 ba1ing spray .ecel Q also 1nown as 4loraD(romise7 health-aware< margarine, spreads, coo1ing oil, mil1, fermented mil1 .en F :errys Q ice cream .est 4oods Q mayonnaise, sandwich spreads, peanut butter and salad dressings .ertolli Q pasta sauces ;ambientDchilled F fro6en= and margarine .i4i Q sausage-based snac1s ;2ermany= .lue .and Q family-aware< )adys *hoice Q mayonnaise, peanut butter and sandwich spreads ;(hilippines, 0alaysia= )an-*hoo Q tea ;AustraliaD%ew Vealand= )ao *ai -easoning )ipton Q tea )ipton 3ce ,ea Q ready-to-drin1 tea ;partnership with (epsi*o= )i6ano -auce ;-alsa )i6ano= Q *osta 'ican condiment )yons Q tea ;3reland= 0aille Q 4rench mustard 0ai6ena Q corn starch 0armite Q yeast e/tract

spread

margarine, bread, cream alternatives .ovril Q beef e/tract .reyers Q ice cream .roo1e .ond Q tea .ru Q instant coffee ;3ndia= .rummel F .rown Q margarine .ushells Q tea ;Australia, %ew Vealand= *alvE Q sauces, 1etchup, mustard, mayonnaise, peanut butter *hic1en ,onight M Unilivert sauces range *hoysa M ,ea, mar1eted mainly in Australia and %ew Vealand *onime/ Q Asian ;%etherlands= spices

;e/cept in Australia and %ew Vealand, called 3ts 0ate= 0c*ollins Q tea ;(eru= 0rs Dash M -easonings range 0olly 0c.utter 0rs. 4ilberts Q margarine ;U-A= (addle pop Q 3ce cream ;Australia, 3ndonesia, 0alaysia Sincorporated with 9allXsT= (fanni Q .avarian potato mi/es (eperami Q -ausage snac1s (2 ,ips Q tea ;UB= (hase Q coo1ing oil (lanta Q margarine (opsicle Q 4ro6en treats (ot %oodle Q cup noodles (romise Q .ecelD4lora 'agL Q pasta sauces 'ama Q margarine 'oyal Q pastas ;(hilippines= 'oyco Q stoc1 cubes, non-0-2 stoc1 ;only in 3ndonesia=

*olmans Q mustard,condiments, pac1et sauces F 8B 4ruity -auce *ontinental Q side dishes *ountry *roc1 Q margarine Delma Q margarine ;(oland= Du Darfst ;2ermany= +lmlea Q (itsable artificial cream available in different varieties ;UB= 4anacoa Q 0ayonnaise, mustard, 1etchup ;Argentina= 4indus Q fro6en foods ;3taly, UB, -candinavia= 4lora Q margarine, light butter, Gams 4ruco Q 1etchup, mayonnaise and condiments 4udgsicle 2allo Q olive oil Aeartbrand Q ice cream ;umbrella logo= Aellmanns Q mayonnaise 3 *ant .elieve 3ts %ot .utter Q margarine spread 3mperial 0argarine Q margarine :if )emon F )ime :uice Basia Q margarine ;(oland= Becap .ango Q soya sauce in 3ndonesia Bissan Q Betchups -5uashes and :ams ;3ndia and (a1istan= Blondi1e Q 3ce cream sandwiches Bnorr ;Bnorr--ui6a in Argentina= Q sauces, stoc1 cubes, ready-meals, meal 1its, ready-soups, fro6en food range

'ed 'ose ,ea Q tea ;*anada= -ana Q 0argarine ;,ur1ey= -aga Q tea ;(oland= -ariwangi Q tea ;3ndonesia= -cottish .lend Q tea -1ippy Q peanut butter -limR4ast Q diet products -ugar ,win -unce ;-un= Q 0ayonnaise ;-erbia, 0acedonia, .osnia and Aer6egovina, 0ontenegro= brand now discontinued, -unce factory now produces Uniliver brand Bnor 0ayonnaise -tor1 margarine -treets ;ice cream= ;AustraliaD%ew Vealand= ,orte/ Q 1etchup ;(oland= ,urun sinappi Q ;4inlandD-Uniliverden= Unilever 4ood

mustard Q

-olutions

professional mar1ets ;food service= Uno/ Q soups, smo1ed sausages &a5ueiro Q coo1ing margarine, coo1ing oil 9alls ice cream 9ish-.one salad dressing

artial list of national brands variants of the .eartbrand

Algida Q *6ech 'epublic, *yprus, 2reece, Aungary, 3taly, 'epublic 8f 0acedonia, 0alta, (oland, 'omania, 'ussia, -erbia, -lova1ia, -lovenia, ,ur1ey, )atvia, )ithuania .resler Q *hile Bibon Q .ra6il Bwality 9alls Q 3ndia )angnese Q 2ermany )usso Q -wit6erland 0i1o Q 4rance 8la Q .elgium,

%etherlands,

*argills Q -ri )an1a +s1imo Q Austria 4rigo Q -pain 4ris1o Q Denmar1 2. 2lace Q -Uniliverden, 4inland 2lidat -trauss Q 3srael, U-A 2ood Aumor Q U-A, *anada, *hina A. Q 3reland Aelados )a 4uente Q *olombia Q *hina Aolanda Q 0e/ico, *entral America

)u/embitsg, -outh Africa 8lY Q (ortugal (ingZino Q +cuador -electa Q (hilippines -treets Q Australia, %ew Vealand ;slogan [%othing .eats -treets= ,io 'ico Q &ene6uela 9alls Q United Bingdom

;2reat

.ritain=, Aong Bong, -ingapore, 3ndonesia, (a1istan, 0alaysia, ,hailand and other parts of Asia 9alls A. Q United Bingdom ;%orthern 3reland=

.o!e and personal care brands

Ala Q laundry detergent ;Argentina= Andrelon A/e Q deodorant, shoUniliverr gel, bodyspray ;)yn/ in the UB, 3reland and Australasia= Ayush ;3ndia= .adedas Q -hoUniliverr gels .aba ;+ast +urope= .iote/ Q laundry detergent .rilhante Q laundry detergent ;.ra6il= .ris1-Aair -tyling products for men ;-outheast Asia,%orth America,All 'egions,All &ariants<.ris1 Aairstyling Unilivertloo1,.ris1 Aairstyling Unilivertloo1 +/tra -trong,.ris1 -hampoo # in 1 4or 0en,.ris1 Aairstyling *ream Antidandruff,.ris1 Aair *ream= .rut Q cologne, aftershave .rylcreem Q hair styling products for men *aress Q soap *if Q cleaning *lear Q anti-dandruff shampoo and conditioner;*hina, -outheast Asia, 'omania, (a1istan, (oland, Aungary= *lose-Up Q toothpaste *occolino Q softener ;(oland, (ears ,ransparent -oap (epsodent Q dental ;outside of the United -tates= (ersil ;3+DUBD4'D%V= (onds ;8utside of the United Bingdom and United -tates= (rodent Q toothpaste \ui/ Q dishwashing li5uid ;*hile= \-,ips Q cotton swabs 'ado/ Q -hoUniliverr gels and .ubble .ath 'ange 'e/ona Q deodorant 'inso 'obiGn Q softener -alon -electives M conditioner ;sold 3nternational= -edal ;1nown in in

shampoo # 1 to as

and *), -eda=

.ra6il

shampoo and conditioner -ignal -impleQ -1inD body care range -' Q toothpaste with sodium ricinoleate -1ip Q laundry detergent -tatic 2uard -uave -un Q dishwasher -unlight

Aungary, 'omania= *omfort *onsort M 0en hair care *ream -il1 Q

-unsil1 ;-edal in )atin America, -eda in .ra6il= Q shampoo and conditioner -ure -urf Q laundry detergent -oft F .eautiful M Aair *are products -t 3ves M Aand F body care -wan ;defunct= ,.* M Aair care range ,hermasil1 Q shampoo and conditioner ,323 Q shampoo and conditioner for hair salons ,holl M s1in cure ,imotei Q shampoo and conditioner ,ony F 2uy M Aair care range ,'+-emmE M Aair care range &aseline body lotion, shoUniliverr gel, deodorant ;&asenol in (ortugal, .ra6il, 3taly, 3ndia, -pain and 0e/ico= &ibrance Q shampoo and conditioner &im ;.angladesh, 3ndia, (a1istan= &itapointe Q *onditioner ;UBD3+= &inWlia Q soap ;.ra6il= &iso Q laundry detergent ;&ietnam and 3ndonesia= 9hite .eauty Q s1in lightening cream 9illiams Q mens care &8$ M Aair careD -tyling Oede/ Vendium Q toothpaste Vhonghua Q toothpaste Vwitsal Q .aby care range

conditioner

;(hilippines= Degree Q deodorant Dimension Domestos Q bleach ;(oland, *6ech 'epublic, 'omania, Aungary, -pain, 2ermany, 3taly, 3srael, 4rance, ,ur1ey, Australia= Dove Q s1in, hair, and deodorant Dusch Das Q shoUniliverr gels 4air and )ovely Q s1in lightening product ;available in 3ndia and 0alaysia= 4D- M -1in care range 4inesse Q shampoo and conditioner ;sold in # C to )ornamead .rands, 3nc.= 2essy ;.ra6il=Q soaps 2lori/ ;%etherlands= 2ood 0orning Q soap ;+gypt= 3mpulse Q deodorant F body spray :ust for me M Bids hair range )ever # Q soap )ifebuoy Q soap ;0alaysia, -ingapore, &ietnam, .angladesh, 3ndia, (a1istan, 3ndonesia, Australia= *linic Q dandruff shampoo )yn/ Q deodorant, mens )ysoform Q home care ;3taly= )u/ Q womens soap, shoUniliverr gel, and lotions ;*aress in the United -tates= 0atey Q childrens bubble bath 0inerva Q laundry and dishwasher detergents ;.ra6il= 0ist Q soap ;+gypt= 0otions M Aair care %eutral Q laundry detergent %e//us M -alon Aair care %o/6ema M -1in care range 8mo ;-outh America= Q laundry

detergent 8rigins

#.?.1 (rincipal 8perating Units< Africa7 *entral Asia F 0iddle +ast7 *hina7 +ast Asia (acific7 )atin America7 Diversey)ever7 4ood F .everagesM+urope7 3ce *ream F 4ro6en 4oodsM+urope7 Aome F (ersonal *areM+urope7 *entral F +astern +urope7 4oodsM%orth America7 Aome F (ersonal *areM%orth America .

*AA(,+' @ -,'A,+2> A%D 0A'B+,3%2

SAO# analysis

-trength< Unilever is one of the world largest *ompany. *ompany has advanced technology and well s1illed professionals. (roduct is highly 5ualified. ,he target people are the whole people. *ompany totally owned, systematic distribution networ1, transparent communication
system. (articipative management style.

Aea?ness *ompetitors has strong promotional activities. *ustomers are offered better alternatives by the competition. Advertisement flaws. Devotion of product. (roducts 5uality looses its values. (oor (romotion of free sample. %o Uni5ue identification of product.

Opportunities (opulation e/panding at a rapid rate. *onsumers are becoming more 5uality conscious. *urrent capacity utili6ation F K which can be bather broadened with the increased in
demand. *ustomer base is increasing with effective mar1eting. .aby shampoo is another area uniliver can ma1e huge gains. -hampoo plus conditioner and anti dandruff shampoos are another area where unilver can earnhvge profits. (ural areas are a large prospective mar1et where they can introduce.

#hreat (olitical and economic factors.

(artial government (olicies. Aigh rate of competition. )ocal and foreign competition.

".?.1 ,op Uniliver competitors<

*ompany (roctor F 2amble Braft foods %estle )ocation *incinnati, 8A %orthfield, 3) &evey, -wit6erland

".?.# 0ar1et share<

Uniliver ,op segment ,op brand *+8 -toc1 per share 2rowth 'evenues 'evenues growth 3nternational .usiness segment +mployees *D2 foods Dove A. .urgmans NCC. @ 1$.$$K N"#.?"#m -11.@?K 1 @ #@" ] (F2 *onsumer care ,ide A.2.)efely N$@.HC ?.#$K N#8.#bl 1?K "# $ 11 Braft 4ood 0ac F cheese '.Deromedi N@ .H 8.#K N@1. 1 m ".@K 1$ ] $ 1 C %estle 4ood Bit1at (.)etmathe NCC.? 11.#@K NC?. bl

-1.?@K 8C C #$@

;-itsce< Aoovers .usiness 3ntelligence 2uide= ".?.@ (rincipal *ompetitors< Alberto-*ulver *ompany7 Amway *orporation7 Avon (roducts, 3nc.7 .eiersdorf A27 .en F :errys Aomemade, 3nc.7 .estfoods7 *ampbell -oup *ompany7 ,he *loro/ *ompany7 ,he *oca-*ola *ompany7 *olgate-(almolive *ompany7 *onAgra, 3nc.7 Dairy 4armers of America7 2roupe Danone7 Del 0onte 4oods *ompany7 ,he Dial *orporation7 ,he +stEe )auder *ompanies 3nc.7 ,he 2illette *ompany7 Aormel 4oods *orporation7 :ohnson F :ohnson7 Braft 4oods, 3nc.7 )8rEal7 )&0A 0oet Aennessy )ouis &uitton -A7 0ars, 3nc.7 %abisco Aoldings *orp.7 %estlE -.A.7 ,he (illsbury *ompany7 ,he (rocter F 2amble *ompany7 'ec1itt F *olman plc7 'evlon, 3nc.7 -ara )ee *orporation7 -.*. :ohnson F -on, 3nc.7 -hiseido *ompany, )imited7 Unigate ()*. ".1 Advertising A free6er in \ueens, %> filled with -trauss ice cream from 3srael with the Aeartbrand

Unilever has produced many advertising campaigns, including< )yn/DA/e clic1 advert with %ic1 )achey ;U- only= and .en Afflec1 ;%on-U- only= (2 ,ips 0on1ey and Al Bnorr *hic1en ,onight, [3 feel li1e chic1en tonight

Bnorr *hinese -oup, [:ust add one egg^ 4lora )ondon 0arathon Bnorr global brand Dove *ampaign for 'eal .eauty, including +volution *alve (inda1aas ;peanut butter= in the %etherlands *omfort (ure recommended by mothercare *lear Anti-Dandruff shampoo and conditioner with the entertainer 'ain *lear Anti-Dandruff shampoo and conditioner with the entertainer %icole -cher6inger *lear -oft and -hiny shampoo and conditioner with the actress -andra Dewi

&.11.1 Outloo? and ris?s Outloo? 0ar1et conditions for its business were challenging in # 1 and Uniliver do not anticipate this changing significantly in # 11. +conomic pressures are e/pected to continue to weigh heavily on consumer spending, particularly in developed mar1ets where the combined impact of austerity measures and high unemployment is li1ely to constrain disposable incomes. +merging mar1et growth should continue to be robust, although even here Uniliver e/pect to see a modest slowdown. ,he most difficult environment is li1ely to be in 9estern +urope, where higher ta/es, lower public e/penditure and potentially rising interest rates mean that, for the short term at least, growth will be limited. 3n these conditions, consumer confidence is not e/pected to rise significantly in the year ahead and the search for value by the consumer will continue unabated. A further source of volatility in the year ahead is the return of inflationary pressure, particularly in respect of 1ey commodity costs. Uniliver anticipate significant commodity cost inflation for at least the first half of # 11. 3f current trends continue then this inflationary pressure will e/tend also into the second half and beyond. 3n this environment Uniliver e/pect prices to rise, albeit at a lower rate than costs as competitors see1 to protect mar1et positions and offset higher commodity costs with savings elsewhere. ,he competitive environment for its business is li1ely to remain intense in # 11. 3ts 1ey competitors, both global and local, will be eager to rebuild mar1et share in many of its mar1ets and categories, and will design their activity plans accordingly. Uniliver e/pect continued high levels of competitive challenge to its many category leadership positions. -ome of this will be price-based, as in # 1 , but Uniliver also e/pect strong innovationbased competition bac1ed by wide-ranging brand support. 9ith the improvements Uniliver have been ma1ing to its business Uniliver are well prepared for these challenges. 4aced with these challenges Uniliver will continue to focus on its long term strategic priorities of driving volume growth ahead of its mar1ets whilst providing a steady

improvement in underlying operating margin and strong cash flow. Uniliver are well placed, with an impressive presence in emerging mar1ets, more than H$K of its business in either category leadership or number two positions, a portfolio of strong brands, an increasingly effective innovation programme and a dynamic new performance culture. ,hese give us confidence that Unilever is fit to compete, whatever the circumstances. rincipal ris? factors 'is1s and uncertainties could cause actual results to vary from those described in forward-loo1ing statements made within this document, or could impact on its ability to meet its targets or be detrimental to its profitability or reputation. ,he ris1s that Uniliver regard as the most relevant to its business are identified below. Uniliver have also commented on certain mitigating actions that Uniliver believe help us manage such ris1s7 however, Uniliver may not be successful in deploying some or all of these mitigating actions. &.11.2 Ahere ,niliver +ill +in .rands and innovation are at the heart of its business model. Uniliver aim to offer a broad portfolio those appeals to consumers with different needs and budgets. Unilever brands must also offer product 5uality that is recogni6ed as superior by its consumers and supported by e/cellent mar1eting. 0eanwhile, its innovation programme is focused on being [bigger, better, faster. ,his means leveraging technology to create bigger, better innovation platforms that are then rolled out faster to multiple mar1ets. 3ts ambition is to win share and grow volume profitably across its categories and countries M and Uniliver believe it has the tools in place to do so. Uniliver have a portfolio fit for growth, with strong brands and many leading category positions. 2eographically, its outstanding presence in the emerging mar1ets leaves us well positioned to win where much of the future growth will be. >et, Uniliver is also determined to grow in the developed world, which represents around half of its business and where the bul1 of the worlds wealth will remain for many years to come. ,he biggest opportunity for Unilever and its customers lies in growing the si6e of its categories, which Uniliver will strive to achieve through innovation and mar1et development. Uniliver will further enhance and broaden its relationship with customers M wor1ing together on areas of mutual benefit such as consumer research, shopper behavior and merchandising. ,o sustain winning customer relationships and to enable growth, Uniliver will also need to be consistently brilliant at customer service and in-store e/ecution. Uniliver will aim to reinforce its continuous improvement philosophy by further developing a customer and consumer-led,

agile value chain. 3ts focus will be in three areas. Uniliver will prioritise speed and fle/ibility in the supply chain to deliver growth. -econdly Uniliver will )everage its global networ1 capabilities and scale more aggressively. 4inally Uniliver will wor1 to get a better return on its advertising and promotional e/penditure M one of its most significant areas of cost. 3t is vital that Uniliver have the talent and organi6ation in place to match its growth ambition. Across the business, Uniliver are therefore loo1ing ahead at what it needs to achieve, and aim to e5uip itself with the necessary people, s1ills and capabilities to get there. Uniliver also 1now that engagement and a culture based on living its values are essential for 1eeping the best people. Uniliver believe its operating framewor1 allows us to balance scale and global e/pertise to develop successful products with the local consumer intimacy needed to mar1et and sell them. &.11.3 .o+ ,niliver +ill +in Strategy I9ith confidence in its ability to grow Uniliver launched a renewed, bold vision for the company M to double its si6e while improving its environmental footprint. 9ith its portfolio of brands, presence in emerging mar1ets and long-standing commitment to shared value creation, Uniliver believe yits company is well placed to deliver on this ambition.J Strategies are: a. 9inning with brands and innovation b. 2rowth priorities c. 9inning in the mar1et place d. 9inning through continuous improvement e. 9inning with people a. Ainning +ith brands and innovation -uperior products 3ts aim is to give people a great e/perience when they use its brands M better than the competition. Uniliver are investing in improving product 5uality and ma1ing stronger functional claims. Uniliver are also focusing on design, pac1aging, mar1eting and advertising, in order to get its brand benefits across more persuasively. ,a1e Bnorr -toc1pot bouillon. Using a uni5ue Gelly technology that delivers homemade taste and 5uality, this product is helping people create a special meal at home instead of eating out. 9idespread appeal

(roduct superiority is essential, but Uniliver also need to offer a broad range of choice which meets differing consumer needs and price points wherever Uniliver operate. .rands and innovation are at the heart of everything Uniliver do. Uniliver develop its products to 1eep pace with changes in consumer lifestyles and to appeal to people at all income levels. -uccess means getting bigger and better innovations into the mar1et faster, supported by the very best mar1eting. 3n the UB, understanding that consumers are loo1ing for value without compromising on 5uality, and recogni6ing the importance of fragrance in communicating a products benefits, Uniliver developed a range of li5uid concentrates for -urf detergent with added essential oils, resulting in #?K growth. 3n 'ussia, despite a severe economic recession, Uniliver achieved growth of more than # K in its tea sales by offering choice across multiple price points with three distinctive brands M)ipton, .roo1e .ond and .eseda. And in 3ndia, where water 5uality remains a maGor concern, the brea1through technology of (ure3t, its in-home purification system, is providing safe and affordable drin1ing water with complete protection from the water-borne germs that cause diseases. 3n # 3ndia. b. 5ro+th priorities .igger, better, faster innovations -uccessful innovation is based on deep consumer insight. ,he balance Uniliver see1 to achieve is to marry global strength in 'FD with local 1nowledge of peoples habits, tastes and behaviors. ,o grow at the rate Uniliver want to, its focus investment on products that can wor1 globally rather than on launches in Gust a few countries. Uniliver have also doubled the number of big proGects Uniliver are wor1ing on. Uniliver are already seeing results. Uniliver have rolled out A/e Dar1 ,emptation deodorant to $C mar1ets, )ipton (yramid fruit tea bags to @8 mar1ets and *lear shampoo to @$ mar1ets. 4or a product to wor1 at a global level, it needs to address unmet needs with superior technology and a clear consumer concept. 'FD must deliver brea1through science in areas that really matter to consumers, with products that do what they claim. -uccess on this scale re5uires strict priorities and big ideas. 9ithin 'FD, part of prioriti6ing is getting the balance right between the short and the long term. 9ith an eye to its future growth plans, during # ? Uniliver developed a more robust process for fuelling its longer-term innovation pipeline. *alled the 2enesis (rogramme, it spans its foods and home and ?, (ureit provided safe drin1ing water for more than 1$ million people in @ million households in

personal care categories and focuses on the brea1through ideas that Uniliver e/pect will deliver the biggest wins. 4rom # 11 Uniliver should begin to see some of these innovations in its products. Uniliver continued to invest substantially in 'FD, despite the economic environment. 3n # ?, Uniliver opened a new 'FD centre in -hanghai. )ocated in a country which is increasingly recogni6ed as a world leader in developing high-end innovations, the new centre further underscores its commitment to driving growth through 'FD. 6igger> better> faster: 3n laying the foundations for growth, Uniliver are focusing on rolling out more innovations faster and to more mar1ets. 'ead !ar?et develop!ent ,he worlds population, currently C.8 billion, is set to grow to H.H billion by # # . ,oday, $.? billion live in developing and emerging mar1ets M countries such as .ra6il, 3ndia and 3ndonesia where Unilever has deep roots and a wide presence. Uniliver already reach many more consumers than its competitors in these mar1ets. 0ar1et development is about developing and growing categories. #here are three ways of doing this< R more users ;increasing mar1et penetration=7 R more usage ;increasing consumption=7 R more benefits ;getting consumers to buy higher value products=. 4or e/ample, ,a1e /@e. 3n recogni6ing that fragrance is a maGor reason why people choose one brand over another, new fragrance launches are helping to increase mar1et penetration, introduce new users to the brand and ensure its product mi/ remains up to date. ,his, in turn, has helped A/e become the worlds leading male deodorant and shower gel. c. Ainning in the !ar?et place 3ts biggest growth opportunity lies in e/panding the mar1ets in which Uniliver compete. 3n developing and emerging countries there is huge potential for future growth as more and more people start consuming personal and household products for the first time. ,o reali6e this potential, it will need to partner with its customers in both the developed and developing mar1ets. 9in with winning partner Unilever was the e/clusive partner of 9almart -oundchec1. ,he campaign featured music talent such as :ennifer Audson and 0artina 0c.ride. 3ts brands, including Dove

and -uave, were able to reach their target consumers in a new, innovative way. A video of a latest hit, along with e/clusive interviews with the artist, was shown in-store in the electronics department, and was available as a download from the 9almart website. 3nstore merchandising and additional online programming further amplified the campaign. %ot only did the programme result in a big increase in sales for its products, but 9almart saw a rise in music sales of the featured artists. -oundchec1 is a multi-year e/clusive partnership, so Uniliverre loo1ing for another good year in # 11. 9in with winning customers ,here is a growing trend in the retail industry towards consolidation, with fewer but larger retailers. ,han1s to its global scale and local 1nowledge, Unilever is ideally placed to help those customers achieve their own growth ambitions. 3n # 8 Uniliver opened in %ew :ersey the first of a networ1 of customer insight and innovation center to wor1 directly with retailers. ,he center covers everything from merchandising and store layout, to displays and pac1aging. ,hrough the center, Uniliver wor1 with customers to design and test concepts without going to the e/pense of real in-store pilots. -ince opening, the center has generated significant growth opportunities. 3ts )ondon center has since opened and Uniliver plan to open three more in # 1 in(aris, -hanghai and -_o (aulo. .e an e/ecution powerhouse 0ar1et development and great relationships with customers will only be points of advantage if Uniliver e/ecute with e/cellence. ,his is not a complicated concept. 3t is about the everyday disciplines of ensuring that Uniliver are delivering to its customers the products they want, in the 5uantities they ordered at the time they are needed. ,his involves having a customer-focused approach across its brand building, customer development and supply chain teams. During # ? Uniliver focused much more closely on [sales fundamentals, a set of company-wide measures covering every aspect of its instore presence. Uniliver have performed well against these measures, which have been one of the many drivers in improving customer service in most of its 1ey countries. ,he detail of what wor1s in one type of store wont wor1 for all, however. A superstore in the U- is very different from a local retailer in a small town in *hina, both in terms of the products it carries and the way those products are sold. .ut for each type of store, by channel and geography, there is a perfect concept M namely, what the shop would loo1 li1e if it were the perfect sales vehicle for its categories and brands. Uniliver developed the perfect store concept in the AA* region ;Asia, Africa and *entral F

+astern +urope= in early # fabric cleaning and tea.

?. Uniliver began implementing it in modern trade outlets

across the region, focusing on the regions largest fits categories M s1in cleansing, hair, 4ast and fle/ible M and increasingly competitive 9inning in the mar1et is about being fast and agile to meet the changing needs of todays customers and consumers. 8f course, being competitive on cost is vital, but rather than having a purely cost-based agenda for its supply chain, Uniliver have widened its focus to ensure that Uniliver are more responsive to the constantly changing needs of its customers. Delivering significant value During # ? Uniliver launched a single strategy for the supply chain M One ,nilever Supply (hain M putting customers and consumer sat the heart of everything Uniliver do. ,he principal obGectives for its supply chain are to deliver top-5uality products with worldclass service at a competitive cost. 3ts a big ambition that< R supports top-line growth through speeding up the roll-out of global launches7 R ensures its products are constantly on the shelf7 R increases profits by simplifying its structure and reducing waste7 R improves cash flow by reducing stoc1 and providing better payment terms. ,he rewards are significant. 3n # ,he advantages of global scale Unilever has a global reach wider than many of its competitors. ,his gives us a tremendous opportunity for improving efficiencies by leveraging its scale. Uniliver are doing this in three critical areas< R procurement7 R manufacturing7 R bac1 office services. -ingle procurement strategy having a single, global procurement strategy means that where bigger is better, Uniliver are getting the benefits. 4or many items, buying globally gives us economies of scale. 4or e/ample, significantly reducing the number of tomato ingredients that are used in its products from @ d. Ainning through continuous i!prove!ent to Gust @? enhanced the consistency of product 5uality and, at the same time, substantially reduced costs. ?, as part of this, its 8ne Unilever -upply *hain team contributed significantly to delivering !1." billion in savings.

Delivering sustained, profitable growth re5uires a philosophy of continuous improvement. ,his means being fast and fle/ible in the supply chain while 1eeping costs competitive. 3t will also re5uire us to ma1e the most of its scale and aim for the best return on every euro Uniliver spend on advertising and promotion. I!prove!ent of technology 3ntroduced at its UB plant in )eeds, the new technology allows us to produce a common, unperformed base for its aerosols, adding the fragrance only at the very last stage. ,his gives us the fle/ibility to ma1e many more variants without incurring higher costs. 3ts good for us because it has contributed greatly to lower stoc1 levels7 around H K of its stoc1-1eeping units have seen their minimum order 5uantity halved7 its product changeover time has reduced from " minutes to Gust fits7 and Uniliver produce less waste. .ut more importantly it benefits customers, who have improved shelf stoc1 levels and reduced lead times, and consumers, who can get a wider choice of fragrance at no e/tra cost. 3nternal services under one roof +ven with activities such as 3,, travel, office services, accounts payable and accounts receivable, there are big opportunities to leverage global scale. -o in # ? Uniliver set up a new business unit, Unilever +nterprise -upport ;U+-=. 3t will be operational in April # 1 and will bring together many of these activities as a 1ey part of its initiatives to drive down costs. ,he best return on brand and customer investment Unilever is the second biggest advertiser in the world. 3mproving the return on its brand and customer support is one of the biggest things Uniliver can do to achieve growth. ,here is a tendency to thin1 that analy6ing this 1ind of return on investment is some form of mystery. Uniliver believe it is simply about being rigorous in applying its best evaluation and development techni5ues. +veryday disciplines done brilliantly Uniliver decide on the best ways of investing its spend. Uniliver do this on three levels< R allocating investment across geographies, categories and brands7 R allocating investment across particular proGects and product launches7 R allocating spend locally across mar1eting channels and promotions.

.efore Uniliver invest, it use a number of tools to answer the 5uestions< how much should Uniliver be investing7 and how can Uniliver ma/imi6e its effectiveness` During and after the investment, Uniliver use other tools to loo1 at whether it is wor1ing, how it could wor1 better and what to do ne/t. ,his is not about replacing creativity with analytics and measurement7 it is about doing both brilliantly. ,hrough focusing on these basics, Uniliver are already seeing great improvements in return on investment in a number of areas. 4or e/ample, its U- foods business has increased returns by over "$K in si/ years, helped by its use of econometric modeling. 4uture trends )oo1ing ahead, there are two big themes that will dominate its media planning< how Uniliver ma1e best use of digital media and, given the rise in prominence of global retailers, how Uniliver can ma1e the most of in-store investments. 4rom months to wee1s at no e/tra cost ,hrough a partnership with maGor suppliers, U- personal care product labeling is now 1eeping pace with brand design and variant changes. (rocess optimi6ations have created shorter print runs, 5uic1er turnarounds and less waste, at the same label cost. 9ith such an opportunity for ma1ing efficiencies, Uniliver set up Ultra)ogisti1 as a separate transport management division within Unilevers supply chain. 3t is managed from hubs in (oland and -wit6erland, by a team of 1 specialist transport managers. 4or each transport route Uniliver reviewed the arrangements and determined which of them should be moved into Ultra)ogisti1, and then tendered each route to get the best deal. Uniliver are already ma1ing savings of at least 1$K, as well as cutting down carbon emissions by moving transport off the road. Ultimately, its aim is to bring over $ K of +uropean transport management within Ultra)ogisti1, and to roll out the model to other parts of Unilever. d. Ainning +ith people Doubling in si6e is a challenging prospect. 4rom a talent and organi6ational perspective, it cannot be business as usual. Uniliver will have to have in place the people and structures necessary to manage on a larger scale. Developing a team fit for growth 3ts operating framewor1 see1s to combine global scale, power and strength with local consumer intimacy. ,a1ing advantage of this in all its chosen mar1ets and categories M as Uniliver are already doing in many areas M will be critical in ensuring its success. ,o do

this Uniliver need to have a team capable of delivering, and to offer the career potential and wor1ing environment that ma1e Unilever the best place to be. -ome of its maGor mar1ets are doubling in si6e every five to si/ years, while its own growth ambitions mean that having enough people with the right s1ills is a challenge in itself. 2etting the right number and 5uality of people in the pipeline for the future does not happen by accident. 3t re5uires an understanding of what is already in the business that can be built upon, and what will be needed in the future as mar1ets develop. 3n # ? Uniliver launched its [talent and organi6ation readiness programme, which will do Gust what it says< ma1e sure its organi6ation and its talent are ready for growth. Uniliver are assessing those areas of the business most crucial to its strategy to define their specific goals, and whether Uniliver have the structure and the talent to deliver them. 9here Uniliver identify gaps, Uniliver focus on developing targeted solutions. ,his may involve one or more of the following< R changing organi6ational structures7 R revising its recruitment strategy and approach7 R reviewing its retention schemes7 R improving core processes such as decision ma1ing7 R focusing on culture and employee engagement7 R using development and training programmes to build capability levels. -o far Uniliver have carried out fits pilot programmes in *hina, 3ndonesia and 2ermany, and in its s1in category. ,hese have given us important new insights. .u!an 1esource plannig 4illing the s1ills gap by getting its people up to speed as 5uic1ly as possible became essential. 9ithin three months Uniliver developed a training programme with its A' providers, Accenture, and trained over "$ sales staff in seven cities across *hina. ,he average pass rate was over ?$K, and Uniliver are already seeing results with an overall increase of #.#?K in net invoice value delivered by those who did the training. Uniliver have now pic1ed some people to become trainers themselves so the programme can become self-sustaining. Uniliver are also loo1ing at rolling it out to other emerging mar1ets where its sales people need to develop new s1ills 5uic1ly. (ase study A diverse team for the widest range of consumers

An important part of developing the Unilever wor1force of the future is diversity. Uniliver need a diverse team M across gender, nationality, race, creed, culture M to be able to connect with the widest range of consumers and to ta1e its performance to a higher level. Uniliver are already ma1ing progress. 3ts .oard of Directors comprises si/ nationalities and the nine members of the Unilever +/ecutive team come from si/ different countries. ,his combination delivers a wealth of e/perience in emerging mar1ets which is critical to its future business success. 3n terms of gender, the number of women in senior positions has increased. 4or e/ample, the proportion of women now at vice president level has gone up by around one third since # A place to succeed As important as development programmes and organi6ational structures is having a performance culture that rewards people and teams who deliver. 8nly by inspiring its people and motivating them to succeed will Uniliver deliver its growth ambition. (eople, integrity and values have always been central to Unilever, and will continue to be so. .ut within that conte/t Uniliver are determined to become faster, more focused and more competitive. 3n # ? Uniliver updated some of its performance management tools, for e/ample introducing a global performance and talent management system. 0easuring cultural change is an ine/act science, but Uniliver put great effort into engaging with employees to find out whether they understand the companys vision and their role within it, what their views are about Unilever, and what they believe needs to change for us to achieve its ambitions. 3n # ? Uniliver began an employee engagement programme that will ensure employees are involved in Unilevers vision and plans for the future. As part of Unilevers partnership with the 9orld 4ood (rogramme ;94(=, 1# student interns are recruited each year to help run 94(s school feeding programme in developing countries. 3t isnt Gust the local children who benefit, or the students, who learn valuable life s1ills. 9hile there is no re5uirement for interns to tal1 about Unilever, it is inevitable that they will when telling their friends about their e/periences M and most of the time it is positive. 3n todays world of blogging and te/ing, there is no better way to spread the word. &.11.& ositioning for the 21st (entury As it entered the 1?? s, Unilever had virtually completed reorgani6ing its +uropean business to better compete within the evolving single mar1et in that region. 3n 1??1 the company further refined its operations by selling the last of its pac1aging businesses and by ma1ing provisions for the eventual sales of the maGority of its agribusinesses. H.

Unilevers fle/ible management structure and diverse product range were integral to its survival in the rapidly changing international mar1et. 3n a 1??# #arvar$ Business Revie% article, *hairman and *+8 4loris A. 0alGers e/plained Unilevers management structure< [,he very nature of its products re5uired pro/imity to local mar1ets7 economies of scale in certain functions Gustify a number of head-office departments7 and the need to benefit from everybodys creativity and e/perience ma1es a sophisticated means of transferring information across its organi6ation highly desirable. All of these factors led to its present structure< a matri/ of individual managers around the world who nonetheless share a common vision and understanding of corporate strategy. Despite poor performances by some of its subsidiaries and recessions in +urope and %orth America, Unilevers broad product range led to overall profit increases in both 1?? and 1??1. 3n 1?? Unilever made substantial inroads into the newly opened mar1ets created by the unification of 2ermany. ,he company began producing its 'ama margarine at a former +ast 2erman state plant in *hermnit6, established a tas1 force to select sites for #@ %ordsee fish stores, and began distributing ice cream and fro6en novelties to retailers in eastern 2ermany. 3n 1??1 Unilever continued to battle with rival (rocter F 2amble over the newly opened mar1ets of the former -oviet Union. Unilever purchased an 8 percent sta1e in the (olish detergent firm (ollena .ydgosc6 for N# million, changing the name to )ever (ols1a, the first laundry detergent manufacturer to be privati6ed in (oland. ,he company earmar1ed appro/imately N#" million for product line e/pansions, including a fabric conditioner and household cleaning products. Also in 1??1 0ichael (erry was named the U.B. cochairman of Unilever. (rofits in Unilevers personal products division were down 11 percent in 1??1, due to sluggish mar1ets in the United -tates and only moderate growth in +uropean mar1ets. Unilevers newly purchased +li6abeth Arden and *alvin Blein, however, posted strong growth, supported by strong retailer relationships and N#" million in advertising e/penditures. -uch growth occurred despite an overall drop in department store cosmetic sales of nine percent from 1?8H to 1??#. 3n 1??#, though, +li6abeth Arden profits began slipping, prompting the resignation of :oseph 4. 'onchetti, Ardens *+8 since 1?H8. Unilever underwent further restructuring of its personal products division, creating a prestigious subdivision geared toward introducing *alvin Blein and +li6abeth Arden into overseas mar1ets.

Unilevers fastest growing mar1et in the early 1?? s was in Asia. Although Unilever had been operating in Asia since its earliest days, the company was Gust beginning to tap into the regions newly ac5uired wealth. Asian sales of personal products, detergent, and pac1aged foods were growing more than twice as fast as sales in the United -tates and +urope. .y 1??# Unilever was composed of some $ H$ different countries. Unilever continued to ma1e ac5uisitions in the mid-1?? s, completing more than 1 purchases between 1??# and 1??C, more than half of which were in foods. 3n 1??@ Unilever gained the number one position in the U.-. ice cream mar1et through the completion of two ac5uisitions. ,he company paid N1$$ million to +mpire of *arolina 3nc. for the Blondi1e and (opsicle brands, and about N#1$ million for the ice cream business of (hilip 0orriss Braft 2eneral 4oods unit, which included the -ealtest and .reyers brands. ,he ac5uired brands were merged with the 2ood Aumor line within 2ood Aumor .reyers 3ce *ream *ompany, a subsidiary based in 2reen .ay, 9isconsin. Also in 1??@ Unilever launched a restructuring, ta1ing a U-NH$ close or consolidate C plants and lay off H,$ million charge against earnings to employees. companies conducting business in

8ne the largest ac5uisitions of this period was the 1??C ta1eover of *hicago-based Aelene *urtis 3ndustries 3nc., manufacturer and mar1eter of personal care products, primarily shampoo and conditioners, hand and body lotions, and deodorants and antiperspirants. (urchased for about NHH million, Aelene *urtiss portfolio included such brands as -uave, 4inesse, and -alon -electives. Another significant 1??C ac5uisition was that of %orthbroo1, 3llinois-based Diversey *orporation, a ma1er of institutional chemical cleansers and saniti6ers, and Unilevers first foray into the industrial cleaning sector. Unilever and (rocter F 2amble ;( F 2= began battling again in 1??", this time for supremacy in the +uropean detergent sector. Unilever aggressively went after ( F 2s mar1et-leading brand, Ariel, with a new soap mar1eted under the names (ersil (ower, 8mo (ower, and -1ip (ower. Unilever spent N1H$ million developing the product and another N#?# million mar1eting it during 1??". ,he product included a manganese comple/ molecule that Unilever claimed cleaned clothes better at lower temperatures than rival products. ( F 2 conducted tests on (ersil (ower, however, which indicated that the detergent resulted in abnormal wear after as few as 1$ washings. 9hen ( F 2 publici6ed its findings, Unilever sued the company for slander. .ut the suit was 5uic1ly withdrawn after Unilever admitted that the detergent did indeed contain a flawMa flaw that

had not been uncovered in the prelaunch testingMand could damage clothes when e/posed to a particular combination of dyes. Unilever reformulated the product, but not before it had turned into a public relations nightmare. 3n the end, the (ower formula was abandoned entirely and Unilever, therefore, too1 a a$H million write-off in its 1??" accounts. According to Andrew )oren6, writing in the :uly 1??C issue of Manage&ent 'o$a(, the (ersil (ower debacle served as a catalyst for fundamental management reorgani6ation. 8n -eptember 1, 1??C, the three-person special committee that had run Unilever since its formation in 1?#? was replaced by a seven-member e/ecutive committee composed of the chairmen of Unilever %.&. and Unilever ()* and five high-ran1ing Unilever e/ecutives. At the same time the company did away with a comple/ two-tiered management structure that included both worldwide product management groups and regional management groups. 3n their place was created a single team of 1" business presidents, with each president responsible for a portion of the +uropean operations ;e.g., the food and beverage +urope group=, a portion of the %orth American operations ;e.g., the home and personal care %orth America group=, or a region of the rest of the world ;Africa, )atin America, etc.=. As was typical of the time, this streamlining was aimed at improving decision-ma1ing by pushing authority down to a lower level. Along with this maGor reorgani6ation came a change in the chairmanships, with %iall 4it62erald replacing 0ichael (erry as U.B. cochairman7 an 3rishman, 4it62erald became the first non-+nglish, non-Dutch to serve as cochairman, and he also reached the post despite having been in charge of Unilevers detergent operations during the (ersil (ower debacle. *ontinuing on the Dutch side was 0orris ,aba1sblat, who had replaced 0alGers as Dutch cochairman in 1??". 3n the late 1?? s 4it62erald and ,aba1sblat oversaw a comprehensive review of Unilevers wide-ranging businesses in an effort to focus on the strongest core areas< ice cream, margarines, tea-based beverages, detergents, personal soaps, s1in care products, and prestige fragrances. -everal other areas were identified as [developing core areas< fro6en foods, culinary products ;sauces and side dishes=, hair care products, oral care products, deodorants, household care products, and industrial cleaning products. .usinesses outside of these areas were candidates for disposal. 3n 1??C the company sold its mass-mar1et cosmetics business, its few remaining animal feed operations, some oil-processing units, and a U.B. franchiser of *aterpillar 3nc. heavy e5uipment. Unilever completed its largest disposal the following year, selling its specialty

chemicals business to 3mperial *hemical 3ndustries ()* for about U-N8 billion. ,he sale resulted in a net profit of U-N".$$ billion, part of which cleared Unilevers U-N#.H8 billion in debt7 the proceeds also contributed to a war chest that e/panded to U-N?.C billion. ,he company made one large purchase in 1??H, the U-N?@ million ac5uisition of Bibon -.A. 3ndLstrias Alimenticia, the number one ice cream ma1er in .ra6il. 3n 1??8 Unilever sold its (lant .reeding 3nternational *ambridge )imited unit to 0onsanto for about U-N$#$ million. Unilever also sold off its %ordsee fast-food fish chain in the late 1?? s. 3n early 1??? Unilever spent a large portion of its war chest on a special dividend to shareholders of a$ billion ;U-N8.1 billion=. 3n :uly of that year ,aba1sblat retired and was replaced as Dutch cochairman by Antony .urgmans. ,wo months later Unilever announced that it would eliminate about 1,# of its brands to focus on around " regionally or globally powerful brandsMa group that accounted for almost ? percent of 1??8 revenue. ,his sweeping overhaul of the product portfolio was aimed at increasing annual growth rates from fits percent to si/ to eight percent and at eventually reaping annual savings of a1 billion. Unilever ended the # th century with a strategic plan that included a focus on top brands within core mar1et sectors and an emphasis on growth within developing countries. Although it was facing considerable competitive pressures in various mar1ets around the worldMparticularly from (rocter F 2ambleMUnilever was clearly no longer the ris1-averse, staid organi6ation of the past. ,he whirlwind events of the late 1?? s seemed destined to position the company as one of the most formidable global consumer products companies of the #1st century.

(hapter &
SOM3 roducts S# : )UO< Mar?et seg!entation : ,he company claims that )u/ is the highest selling beauty soap in .angladesh. 0oreover some survey reports also reveal the same result. ,hough )u/ is the highest selling beauty soap in .angladesh, it does not go for traditional mass mar1eting moreover as a beauty soap )u/ does not even segment its mar1et according to gender. Unilever .angladesh )td segments their mar1et according to geographical areas. ,he population of the country is segmented into three parts which are Urban, sub Urban and rural area consumers.

,he company further differentiate the geographical segments according to socio +conomic cluster ;-+*= i.e. education and 3ncome. #arget Mar?et : Urban and sub Urban middle class and rural people are the largest part of .angladesh population. A research carried out by Unilever .angladesh reveals that Urban rich people are more li1ely to buy imported and e/pensive products. 0oreover rural poor people tend to by cheap products even without evaluating its 5uality. Aowever Urban and sub Urban upper middle and middle class people tend to buy affordable and 5uality products. )u/ is not a highly e/pensive but an affordable products. ,hat is why the company targets Urban and sub Urban upper middle and middle class people who are the second highest of segment of the country. ositioning : Unilever .angladesh )td obtained a good position in the buyers mind through better product attributes, price and 5uality offering the product in a different way than the competitors do. ,he company offers improved 5uality of products in the 3ndustry at an affordable price with high branding, which ultimately helps to position the product in the buyers mind as the best 5uality soap. ,he mar1et share of the company in the beauty soap industry is some where around "@K. -ince in the beauty soap industry all products are of same price Unilever cannot provide its consumers with better price but it is in a great position in reference with its pac1aging fragrances and product designing. )u/s position in the consumers mind on two dimensions price and it states that though in comparison to its competitors the pricing of )u/ is same but consumers rate it as the product which gives them the highest 5uality. ,his positioning created a strong customers loyalty for )u/ for which it the mar1et leader in the 3ndustry. (lose)up Mar?et seg!entation : 0ar1et segmentation is broadly classified into two categories. -pecific need based segment ;a= teeth. ;b=

+nhancement needs < ,his cater the need for having fresh breath and whiteness of Aygienic needs < ,his caters to the over all oral care needs. Demographic segmentation

,he segmentation was specially to target youth between 18-#$ years, however it did not alienate the people who were above the age of @ years ;especially the ones who feel young at heart= ,his product was also targeted to those groups of audiences who li1ed e/perimenting with different products. #arget !ar?et : *lose up is targeted at young people. ,he target mar1et being I0ulti .rand AouseholdsJ 9here the young does not use what their parents use. ,his particular targeting was significant when close up was launched because *olgate positioning was a sort of oral care and hygiene benefits. Also, *olgate was going for a broad mar1et constituting of all the age groups. ositioning : A large part of close ups success is because of its brand positioning. *lose up balls under the third pillar of tooth paste I4reshness -egmentJ particularly dealing the need for white teeth and freshness. Also close up has positioned itself for +motional benefit of closeness and rational benefit of freshness. ,he name Iclose upJ was propounded with a motive of building social confidence to get closer to others. close up was positioned as a youth oral care brand from the very beginning. 3n # ", the brand was re-launched with a publicity blit6 that communicated virtues of a [&itamin fluoride system. (resent in the product a powerful mi/ of vitamins, fluoride. mouth wash and microwhiteners, for fresher breath and stronger, whiter teeth. Seg!entation of =aseline 0ar1et segmentation is the process of disaggregating the total mar1et for a given product into the number of sub-mar1ets. ,he heterogeneous mar1et is bro1en up in the process into a number of relatively homogeneous units. Different ways of mar1et
1. #. @. ". $. C.

segmentation are as follows. 2eographic segmentation Demographic segmentation (sychographic segmentation .uyer .ehavior segmentation &olume segmentation 3t can also be done by mi/ing any of the following

#arget !ar?et : &aseline targets women in their mid-# -s on wards for the brand,J combination of mass and prestige. ,he focus will be to tap the segment in between the mass and the premium end of the segment. ,hey also focus on family uses of &aseline. ositioning : (oisoning Iis the act of communicating companys offer so that it occupies a distinct and valued place in the customers mind so as to create an enduring competitive advantageJ. &aseline is positioned on the healthcare platform with a body lotion and a petroleum Gelly cream. ,he *ustomers see the tangible attributes li1e performance level, price, pac1aging, products components before buying the product. &aseline being the winter cream posses many uses such as pomade for the hair, it is also used by males as a personal lubricant. &aseline prices are less as compared to ponds, )a1me of %ivea. ,he brands range was e/pended to ,alcum (owder but was later with drawn. A seasonal brand, Unli1e ponds, &aseline also has boot care cream, which has remained a niche product with limited demand during winter. ,he Uni5ue selling proportion of &aseline is its 1 -U%-3)B Seg!ent (ersonal Aair *are -hampoo available in multiple variants #arget 5roup 2irls in the age group of # s ositioning ,he -unsil1 hair care range provides a complete hair care solution and functions as a @step combination of cleansing, nourishing and manageability M/103#I25 MIB O- ,2I'3=31: K. white petroleum.

3.1 roducts
Unilever owns more than " brands as a result of ac5uisitions, however Uniliver, the company focuses on what are called the Ibillion-dollar brandsJ, 1@ brands, each of which achieve annual sales in e/cess of !1 billion. Unilevers top #$ brands account for more than H K of sales. ,he brands fall almost entirely into two categories< 4ood and .everages, and Aome and (ersonal *are. Unilever )u/, )ifebuoy, Dove, 4air F )ovely, (onds, &aseline *lose Up, (epsodent, -unsil1, *lear, .angladesh .rands

&im, -urf +/cel, 9heel, 'e/ona, A/e, F ,aa6a 3.2 rice :

Unilever claims to practice value-based pricing in which the customers. (erception of the products price provides a starting point for developing the mar1eting mi/ of the product. ,he research department determines this price usually by using focus groups. ,he (rimary importance of this value-based pricing is that the products demand will be much higher if its price is in line with the customers perception of its value, 8ne crucial concern for value-based pricing is strict management of cost in order to be able to ma1e a profit at the value-based price. After the initial (rice is determined Unilever then uses target costing in order to achieve the re5uired profits. So!e roducts rice 6rand 2a!e : %ove
(roduct %ame Dove -hampoo 9eight 1 # " H Dove )otion Dove -oap ? ml 1@$ ml ml ml ml ml (rice 11$. ## . @? . C8 . #@$. H$. ?8.

6rand 2a!e : 'u@

(roduct %ame )u/ -oap 9eight 8 ml 1 ml (rice # . #8. @8.

1$ ml

6rand 2a!e : Sunsil?

(roduct %ame -unsil1 -hampoo 9eight 1 # " ml ml ml (rice ,1. H$. 1"$. #H . 1. #.

0ini pac1 0ini pac1

6rand 2a!e : -air 4 'ovely

(roduct %ame 0ulti vitamin 9eight #$ gm $ gm Auirbadhi1 #$ gm $ gm 4air F Aandsome #$ gm $ gm (rice ,1. $ . ? . $#. ?$. @$. 8 .

3.3 lace : Unilever 4ollow common system of distribution. ,hat means company retailer consumer 3t basically covers # tiers cities and rural area. 3t has made his strategy li1e that in every small or big shop customer will be able to find out the product. After the changed image of Unilever it also trying to ma1e the availability of the soap in above middle calls society. distribution networ1 directly covers villages and cities million consumers. ,he vision of the company to reach every village of the country. @."(romotion< .uild top of the line consumers awareness. *reating a personality of the braved. ,o increase the usage. 3mparts a feeling of freshnes +ffectively communicate brand promise.

wholesaler

(romotional strategy 3nnovative *ampaigns such as IAairpyJ. and life cant wait were launched to attract
women to the brand. -ponsored short films that were broudcast during popular television shous. 0edia platforms used. (rint media. 3nternet *ampaign. 3nterned rural campaign. +nvironment concern ads. 0usic videos. 4ree sample dissertation. Demo campaigning. (romotion of the products through mobvies such as I4ashionJ. +nhancement of product mi/.

%ew product formulations according to changing consumer preferences. Advertising.

Unilever believes that messages about product delivered by credible sources can be very persuasive Uniliver more value added to the brand. *onsumers relate to products itself,

they can relate to e/pert. Actresses as spo1espersons. *o-mar1eting. -ome of the these films were made e/clusively for relailers li1e wall-mart and were
telecast in store. -ponsor for fashion shous. 2ang of girls site pushed online and vis ,& and print. )ots of media mentions as it as a I-uccessful branded spaceJ. Direct contact with target people.

(hapter)*<

-ome 9orldwide (remium .rands of Uniliver. <.1 'u@ :soap; 'u@ is a global brand developed by Unilever. ,he range of products includes beauty soaps, shoUniliverr gels, bath additives, hair shampoos and conditioners. )u/ started as I-unlight 4la1esJ laundry soap in 18??. 3n 1?#", it became the first mass mar1et toilet soap in the world. 3t is noted as a brand that pioneered female celebrity endorsements. As of # than 1 $, )u/ revenue is at 1. billion euros, with mar1et shares spread out to more countries across the globe.

,oday, )u/ is the mar1et leader in several countries including .ra6il, 3ndia, ,hailand and -outh Africa. Developed by Unilever, )u/ ;soap= is now head5uartered in Singapore.

.istory Origins 4 .istory

,he brand was founded by the )ever .rothers ;today 1nown as Unilever= in 18??. ,he name changed from I-unlight 4la1esJ to I)u/J in 1? suggestive of Ilu/ury.J )u/ toilet soap was launched in the United -tates in 1?#$ and in the United Bingdom in 1?#8. -ubse5uently, )u/ soap has been mar1eted in several forms, including handwash, shoUniliverr gel and cream bath soap. -ince the 1?@ s, more than " of the worlds most famous female celebrities have been associated with )u/. 0arilyn 0onroe, -ophia )oren, %atalie 9ood, .rigitte .ardot, Demi , a )atin word for IlightJ and

0oore, *atherine Veta-:ones, -arah :essica (ar1er and Aishwarya 'ai are some actresses featured in )u/ advertising campaigns.

+arly beginnings
)u/s early advertising campaigns aimed to educate users about its credentials as a laundry product and appeared in maga6ines such as )adies Aome :itsnal. .y the early 1?# s, it was a hugely successful brand and in 1?#", the )ever .rothers conducted a contest that led them to a very interesting finding< women Uniliverre using )u/ as toilet soap. Lux.uilding beauty soap credentials

6uilding beauty soap credentials

3ntroduced in the U- in 1?#", )u/ became the worlds first mass mar1et toilet soap with the tagline Imade as fine as 4rench -oapJ. 3n the first # years of launch, )u/ concentrated on building its beauty soap credentials. Advertisements offered consumers Ia beauty soap made in the 4rench methodJ at an affordable price, with the promise of smooth s1in. 0ade with fine-te/ture, rich in fragrance, and manufactured using a method created in 4rance, the first )u/ toilet soap was sold for 1 cents apiece.

1?#8 M 1?" < ? out of 1 stars

,his era saw 1ey launches of )UO in the UB, 3ndia, Argentina and ,hailand. ,he brand concentrated on building its association with the increasingly popular movie world, focusing more on movie stars and their roles rather than on the product. 3n 1?#?, advertising featured #C of the biggest female stars of the day, creating a huge impact among the movie-loving target audience. ,his was folloUniliverd by Aollywood Directors tal1ing about the importance of smooth and youthful s1in. ,his pioneered the trend of celebrity product endorsements. 3n 1?@1, )u/ launched a campaign with older stars, I3 am over @1J. ,he series of print ads had stars tal1ing about preserving youthful s1in. )u/ also launched campaigns featuring interviews with -tars and *lose Ups of -tars, bringing to life the [? out of 1 idea. 3n 1?@", )u/ 'adio ,heater, a long-run classic radio anthology series, was broadcasted on the %.* .lue %etwor1 ;1?@"-@$=7 *.- ;1?@$-$"= and %.* ;1?$"-$$=. During the broadcast, various female stars would tout )u/ 4la1es as Uniliverll as commercials during brea1s.

&*s 4 <*s: 1o!ancing the consu!er

Using movie star as role models, )u/s strategy was to build relevance by loo1ing at beauty through the consumers eyes. 9hile still retaining the star element, the focus shifted to the consumer and the role of the brand in her life. Advertising commercials shoUniliverd ordinary loo1ing women with direct references to stars, such as Deanna Durbin.

6*s: 1o!ancing the brand

,he C s saw a shift in advertising to product stories and the romantici6ing of brand through its Isensorial F emotionalJ dimensions. ,his was the era of [the film star feeling and the [2olden )u/, featuring stars such as -andra Dee, Diana 'igg and -amantha +ggar. ,he bathing ritual, the [fantasy element that has been the imagery of )u/, was created in this era. ,he brand also moved forward with launching )UO in the 0iddle +ast, entering a more conservative mar1et.

8*s: %i!ensionali"ing beauty

'eflecting the shift in beauty trends in the H s, the )u/ stars stepped down from their pedestals and Uniliverre portrayed as multi-faceted women with natural, wholesome beauty that the ordinary consumer could relate and aspire to. ,he e/ecutions Uniliverre more of [a day in the life of the stars with focus on their [natural beauty. -tars included .rigitte .ardot and %atalie 9ood.

9*s: O+ning the category space

+stablishing itself as ,A+ beauty soap for stars and beautiful women, the 8 s emphasi6ed the importance of s1in care M the first step to beauty. )UO was launched in *hina at this time. -ophia )oren, 'a5uel Uniliverlch and *heryl )add Uniliverre some famous celebrities used during this time.

7*s C 3arly 2***s: /dvanced s?in benefits

3n the ? s, )u/ moved from generic beauty benefits to focus on specific benefits and transformation. 0ore emphasis on functionality and variant associations with different s1in types as Uniliverll as mention of ingredients. ,he communication was far more regional specific and locali6ed, using stars li1e 0alu 0ader and Debora .loch. ,his period launched product brand e/tensions -hoUniliverr *ream and 2els and )u/ -uper 'ich -hampoo in :apan and *hina.

2***s: 6eyond !ovie stars

3n early #

, the focus shifted from specific s1in benefits to a stronger emotional space.

,he brand provided the lin1 betUniliveren the aspirational role models and real life with the campaign, [)u/ brings out the star in you. ,he benefit was now more than Gust beauty, it was also about the confidence that comes from beautiful s1in. 3n # $, )u/ encitsaged women to celebrate and indulge their femininity with the I(lay with .eautyJ philosophy, with stars li1e Aishwarya 'ai. ,he brand connected with consumers to ta1e a more [active stance on beauty. 4rom # 8, building off the brands root strengths, focus has shifted to beauty ;vs. femininity=, appealing to consumers fantasies and aspirations. )u/ believes that [beauty is a female instinct that shouldnt be denied and showcases the pleasure that every woman enGoys from using her beauty, encapsulating that idea in a simple phrase< Declare yits beauty. ,oday, )UO is growing in 1ey mar1ets in .ra6il, U-A, *hina, .angladesh and -outh Africa, and is a mar1et leader in 3ndia ;for soap bars=, .ra6il, -audi Arabia ;for soap bars=, .angladesh and ,hailand. <.2 %ove :toiletries; -ig)2*: %ove is a personal care brand o+ned by ,nilever
Dove

#ype(ersonal careO+nerUnileverIntroduced1?$$ .Dove products are manufactured in Argentina, Australia, .ra6il, *anada, 2ermany, 3ndia, 3reland, %etherlands, ,hailand, ,ur1ey, andUnited -tates. ,he products are sold in more than @$ countries and are offered for both women and men. ,he Dove trademar1 and brand name is currently owned by Unilever. Doves logo is a silhouette profile of the brands namesa1e bird, the color of which often varies. (roducts include< antiperspirantsDdeodorants, body washes, beauty bars, lotionsDmoisturi6ers, hair care, and facial care products. Dove is primarily made from synthetic surfactants, salts of vegetable oils ;sodium palmate from palm 1ernel= and salts of animal fats ;sodium tallowate from cows fat=. Dove contains animal fat ;tallow= and for this reason some vegans may refrain from using it. Dove is formulated to be pA neutral, a pA that is usually betUniliveren C.$ and H.$.

0ar1eting campaigns
3n # C, Dove started the Dove -elf-+steem 4und. 3t purports to be Ian agent of change to educate and inspire girls on a wider definition of beauty and to ma1e them feel more

confident about themselvesJ.,o this day, Dove have created a number of largely onlineonly short films, including )aughters ;which also aired in a H$-second spot during the -uper .owl O)=, volution ;which won two awards at the *annes )ions 3nternational Advertising 4estival=, *nslaught, and A&(. <.3 'ifebuoy :soap; 'ifebuoy is a brand of soap containing phenol mar1eted originally by )ever .rothers in +ngland in 18?$.

.istory
Although )ifebuoy is no longer produced in the U- and UB, it is still being mass produced by Unilever in *yprus for the UB, +U, U- and .ra6il mar1ets, as Uniliverll as in ,rinidad and ,obago for the *aribbean mar1et. Unilever in *yprus and ,rinidad and ,obago is manufacturing the original 'ed )ifebuoy -oap with carbolic acid. 3n other mar1ets, including -outh and -outh +ast Asia, the global brand of )ifebuoy -oap has been updated to use red and other colitss with [modern aromas.

(atchphrases
9hen the (hiladelphia (hillies played at the .a1er .owl during the 1?# s, an outfield wall advertisement for )ifebuoy stated, I,he (hillies use )ifebuoyJ. 8ne night a vandal snea1ed in and added to the ad, IAnd they still stin1J. &ariations of the Go1e Uniliverre also employed by detractors of other losing teams. ,he term I..8.J, short for Ibody odorJ, is often thought to have been invented by )ifebuoy for an advertising campaign. AoUniliverver, the term I..8.J was actually coined by a company that made deodorant for women called 8do-'o-%o in 1?1?. )ifebuoy made the term famous, hoUniliverver. ,he )ifebuoy radio ad, parodied by several 9arner .rothers Loone( 'unes cartoons, used a foghorn-type sound to create the I..8.J sound.

<.& 'aundry detergent

'aundry detergent, or +ashing po+der, is a substance that is a type of detergent ;cleaning agent= that is added for cleaning laundry. 3n common usage, IdetergentJ refers to mi/tures of chemical compounds including al1ylben6enesulfonates, which are similar to soap but are less affected by Ihard water.J 3n most household conte/ts, the term detergent refers to laun$r( $etergent vs han$ soap or other types of cleaning agents. 0ost detergent is delivered in powdered form.

.istory

4rom ancient times, chemical additives Uniliverre recogni6ed for their ability to facilitate the mechanical washing with water. ,he 3talians used a mi/ of sulfur and water with charcoal to clean cloth. +gyptians added ashes and silicates to soften water. -oaps Uniliverre the first detergents.,he detergent effects of certain synthetic surfactants Uniliverre noted in 2ermany in 1?1H, in response to shortages of soap during 9orld 9ar 3. 3n the 1?@ s, commercially viable routes to fatty alcohols Uniliverre developed, and these new materials Uniliverre converted to their sulfate esters, 1ey ingredients in the commercially important 2erman brand 4+9A, produced by .A-4, and Dreft, the Ubrand produced by (rocter and 2amble. -uch detergents Uniliverre mainly used in industry until after 9orld 9ar 33. .y then, new developments and the later conversion of aviation fuel plants to produce tetrapropylene, used in household detergents, caused a fast growth of domestic use in the late 1?" s. ,he use of en6ymes for laundry was introduced in the early part of the 1? bacterial en6ymes did this technology become mainstream. At the present time, soap has largely been displaced as the main cleaning agent in developed countries. -oap is, by Uniliveright, relatively ineffective, and it is highly sensitive to deactivation by hard water. .y the 1?$ s, soap had almost been completely replaced by branched al1ylben6enesulfonates, but these detergents Uniliverre found to be poorly biodegradable. Linear al1ylben6enesulfonates ;)A.s=, hoUniliverver, proved to be both highly effective in cleaning and more biodegradable than the branched relatives. )A.s remain the main detergents used domestically. 8ther detergents that have been developed include the linear al+(lsulfonates and olefinsulfonates, which also resist deactivation by hard water. .oth remain specialty products, for e/ample only an estimated C million 1ilograms of the sodium al1ylsulfonates are produced annually. During the early development of non-soap surfactants as commercial cleaning products, the term s(n$et, short for s(nthetic $etergent, was promoted to indicate the distinction from so-called natural soaps s by 8tto 'ohm. 8nly in the latter part of the century with the availability of thermally robust

(he!istry of detergents
0any 1inds of molecules and ions can serve as high-efficiency surfactants. ,hey are often classified according to the charge of the molecule or ion, the three main classes being anionic, neutral, and cationic detergents. Anionic detergents are most commonly encountered for domestic laundry detergents. Detergents are ions or molecules that contain both polar and nonpolar components. ,he polar component allows the detergent

to dissolve in the water, whereas the nonpolar portion solubili6es greasy ;IhydrophobicJ= materials that are the usual target of the cleaning process. An estimated C billion 1ilograms of detergents are produced annually for domestic mar1ets.

(o!ponents
0odern detergent formulations M the entire product vs Gust the surfactant M contain several components. ,hree main ingredients are builders ;$ K by Uniliveright, appro/imately=, the al1ylben6enesulfonate surfactant ;1$K=, and bleaches ;HK=.

6uilders
.uilders are water softeners. ,hese chemical compounds are agents that remove calcium ions by comple/ation or precipitation. ,ypical builders are sodium carbonate, comple/ation agents, soap, and 6eolites. ,hey function by se5uestering or precipitating the problematic ions. 8ne of the most common builders is sodium triphosphate, which is used on very large scale for this application.

6leach
,he main targets of bleaches are of vegetable origin include chlorophyll, anthocyanin dyes, tannins, humic acids, and carotenoid pigments. 0ost bleaches in laundry detergents are o/idi6ers, e.g., sodium perborate or sodium hypochlorite, 3n addition, other agents are added as Ibleach activatorsJ, to enhance the effectiveness of the bleaching agent7 a popular one is tetraacetylethylenediamine.

3n"y!es
0any laundry detergents contain en6ymes. ,he amounts of en6yme can be up to about #K by Uniliveright of the product. ,hese agents are re5uired to degrade recalcitrant stains composed of proteins, fats, or carbohydrates. +ach type of stain re5uires a different type of en6yme, i.e., protease for proteins, lipases for greases, and amylases for carbohydrates.

Other ingredients
0any other ingredients are added depending on the specific application. -uch additives modify the foaming properties of the product by either stabili6ing or counteracting foam. 8ther ingredients increase or decrease the viscosity of the solution, or solubili6e other ingredients. *orrosion inhibitors counteract damage to washing e5uipment. IDye transfer inhibitorsJ prevent dyes from one article from colitsing other items. IAntiredeposition agentsJ are used to prevent fine soil particles from reattaching to the product being cleaned. *arbo/ymethyl cellulose is used for this purpose.

A number of ingredients affect aesthetic properties of the item to be cleaned or the detergent itself before or during use. ,hese agents include optical brighteners, fabric softeners, and colitsants. A variety of perfumes are also components of modern detergents, provided that they are compatible with the other components and do not affect the colits of the cleaned item. ,he perfumes are typically a mi/ture of many compounds, a popular component being cyclohe/yl salicylate, which is related to oil of wintergreen.

3nviron!ental concerns
+arly in the introduction of sulfonate-based detergents, concerns Uniliverre voiced over the low rates of biodegradation of the branched al1ylben6enesulfonates. ,his problem was addressed by the introduction of linear al1ylben6enesulfonates. A more profound problem arises from the heavy use of sodium triphosphate, which can comprise up to $ K by Uniliveright of detergents. ,he discharge of soluble phosphates into natural waters has led to problem with eutrophication of la1es and streams. ,he replacement of sodium triphosphate by 6eolites offers some relief to this problem. 9ith respect to the phosphate additives, betUniliveren 1?" phosphates in city wastewater increased from # , and 1?H Ithe amount of to 1$ , tons per year. 9ith the

increase in phosphates, algal blooms grew splendidly on the e/cess phosphorus and consumed most of the o/ygen in the waters, 1illing fish and plants. 3n # ", the +uropean Union introduced regulations to re5uire biodegradability in all detergents, and intends to ban phosphates in domestic products from # 1@ Australia began phasing out the use of phosphates in its detergents in # 11, with an allout ban e/pected to ta1e effect in # 1". (ursuant to findings published in # C by the -hen1ar *ollege of +ngineering and Design indicating that li5uid detergents are Imuch more environment-friendlyJ than powdered detergents, 3sraels 0inistry of the +nvironment began recommending that consumers prefer li5uid detergent over powdered ones Ifor laundry which is not heavily stained.J

<.< Sunsil?
Sunsil? is a hair care brand> pri!arily ai!ed at +o!en> produced by the

,nilever group>

+hich is no+ considered the +orldDs leading co!pany in hair conditioning and the second largest in sha!poo. Sunsil? is ,nileverDs leading hair care brand> and ran?s

as one of the /nglo)%utch conglo!erateDs Ebillion dollar brandsF. Sunsil? sha!poos> conditioners and other hair care products are sold in 67 countries +orld+ide.

-unsil1 is sold under a variety of different names in mar1ets around the world including +lidor, -eda and -edal. ,he brand is strongest in Asia, )atin America and the 0iddle +ast and is the number one hair care brand in 3ndia, .ra6il, Argentina, .olivia, .angladesh, -ri )an1a and ,hailand.

.istory
-unsil1 was launched in the UB in 1?$", and by 1?$? it was available in 18 different countries worldwide. At the time, -unsil1 had an advantage over other shampoos in the mar1et as it only needed one application, and so meant washing less natural oils from the hair. -unsil1 cream shampoo for dry hair was launched in 1?$C. 3n 1?$8, a new transparent polythene tube for the li5uid shampoo was introduced as an alternative large si6e pac1 to the bottle. -unsil1 was also available in such tubes. 3n 1?C , -unsil1 ,onic shampoo was launched, containing s1in healing ingredient Allantoin M designed to help 1eep the scalp free from infection. 3n 1?C1, -unsil1 )i5uid shampoo was re-launched to -unsil1 .eauty, because [)i5uid in the name, originally used to distinguish the product from powdered shampoos had become meaningless as the maGority of shampoos Uniliverre now in li5uid form. 3n 1?C#, -unsil1 was mar1eted as a range of shampoos for different hair types. -unsil1 significantly improved product formula and launched new variants in 1?CC< the first maGor shampoo to contain olive oil, which acted as conditioner to ma1e hair soft and manageable7 shampoo for dull hair, which restored hairs natural shine7 lemon shampoo for greasy hair with deep cleansing ingredients. -unsil1 hair spray was first launched in 1?C" to enter an e/panding hair-spray mar1et, but in 1?CC a new product formula was developed which gave hold, even in damp Uniliverather whilst still caring for hair. ,he hair spray contained a 4rench perfume and could easily be removed by brushing or shampooing it out. 3n 1?C?, all -unsil1 shampoo was re-pac1aged in new (&* bottles, which Uniliverre larger than traditional glass bottles for the same price. -unsil1 conditioner was launched in 1?H1 with three variants for dry, normal and greasy hair. 3n 1?H@, -unsil1 launched an aerosol dispensed setting lotion. An economy si6e shampoo bottle was introduced for -unsil1 in 1?H". 3n 1?H$, -unsil1 became the biggest name in hair care with 1, every Unilivere1. , pac1s being sold

3n 1?8 , the whole -unsil1 range was re-launched, with improved formulations and pac1aging design to bring the brand into the 1?8 s. 3n 1?8$, -unsil1 styling mousse was launched and # years later a conditioning mousse folloUniliverd. 3n # tints. 3n # @, -unsil1 launched a new range of shampoos and conditioners, which Uniliverre developed to meet womens hair needs and reflect the way women thin1 about their hair. ,he fa1e institute ;a trademar1 by -edal= I+lida Aair 3nstituteJ developed the products in response to mar1et research. +ach product contained a uni5ue formulation of ingredients, combining the best from natural and scientific worlds to help combat common hair problems. 1, -unsil1 moved into the hair colitsant mar1et for Asian-type dar1 hair, offering a range of seven permanent colitss from natural blac1 to copper with purple, red and gold

Milestones
1?$" M -unsil1 first launched in the UB. 1?$$ M 4irst advertisement of -unsil1 appeared on ,&. 1?C" M )aunch of -unsil1 hair spray. 1?C8 M -unsil1 shampoo re-pac1aged in (&* bottles. 1?H1 M )aunch of -unsil1 conditioner. 1?H$ M -unsil1 became the biggest name in hair care. # @ M -unsil1 glossy maga6ine launched in Argentina. # 8 M -ocial networ1ing site 2ang of 2irls was introduced in 3ndia.

-irst advertising
-unsil1 began advertising in 1?$$ with a campaign that focused on specific hair IissuesJ. 3n the UB, the campaign focused on shiny hair. During the 1?C s, a television commercial of -unsil1 featured a tune composed by :ohn .arry, I,he girl with the sun in her hairJ, which proved so popular that it was subse5uently released as a pop single. -unsil1 radio commercials Uniliverre aired in 1?C? featuring Dere1 %immo to support the new -unsil1 Aerb shampoo for problem hair called IAairy ,alesJ. 3n the early 1?H s, -unsil1 was advertised with the slogan IAll you need is -unsil1J.

(elebrity associations
0adonna, -ha1ira, 0arilyn 0onroe, and 0arian 'ivera all featured in -unsil1s # 8 advertising campaign I)ife *ant 9aitJ which launched with a -uper .owl O)33 spot. ,he philosophy behind the campaign was about girls ta1ing positive steps to gain better control of their lives IAair 8n b )ife 8nJ.

Actress and former 0iss 9orld (riyan1a *hopra is the brand ambassador for -unsil1 in 3ndia. 3n # 3n # ?, singer Delta 2oodrem was announced as the Iface of -unsil1J in Australia. ,he H, .ritish girlband 2irls Aloud launched a campaign for -unsil1 after securing a , .0embers %icola 'oberts, %adine *oyle, *heryl singer and her music have since featured in several -unsil1 adverts. sponsorship deal worth over a1,

*ole, Bimberly 9alsh and -arah Aarding all represented the brand, which included shooting a television commercial. -unsil1 also sponsored their following tits

Maga"ine
3n # @, -unsil1 ;-edal= launched the first hair only glossy maga6ine in Argentina aiming , copies are published to communicate to the professional hair industry. 0ore than 8 each month. ,he maga6ine focuses on hair, fashion and beauty issues as Uniliverll as showcasing hairdressers wor1. 3t is sold locally on news stands and distributed to hair salons.

5ang of 5irls
3n # 8, -unsil1 3ndia launched a social networ1ing site called 2ang of 2irls, which offered its users access to a variety of local and global e/perts to address various hair care needs through its content, blogs and live chat room. ,he site includes rich content of hair care and fashion, and users can also ta1e part in interactive games and 5ui66es.3n # 11, -unsil1 was listed in ,he .rand ,rust 'eport published by ,rust 'esearch Advisory.

(o)(reation collaboration
4rom # ? -unsil1 started wor1ing with a number of professional hair Ie/pertsJ to develop new and improved products. +ach hair IissueJ variant lin1s to an Ie/pertJ with the relevant specialist hair 1nowledge. 4or e/ample, Dr 4rancesca 4usco, a %ew >or1 dermatologist, co-created a IhairfallJ variant for the brand. ,he line up also includes< :amal Aammadi for .lac1 -hine, 'ita Aa6an for &ibrant *olits, ,eddy *harles for (lumped Up &olume, ,homas ,aw for Damage 'econstruction, 8uidad for Defined *urls and >u1o >amashita M inventor of :apanese hair straightening process [>UB8 M for (erfect -traight (onclusion: ,his report only focuses on the U%3)+&+' mar1eting mi/. 3 did not able to collect the whole information of the *ompany. go into the company.

.y my analysis 3 have found that, U%3)+&+' is globally successful company. 8ne of the reasons for their success was hoUniliverver7 they create brands for specific countries and regions. (roducts for e/ample, found in south Americas will not be found in south Asian countries. -ince difference in culture e/ists worldwide, the creation and supply of brands have to be ta1en seriously. U%3)+&+' .angladesh is the mar1et leader in home and personal care products. ,he U%3)+&+' products are able to gain customer satisfaction and trust. ,heir production and distribution is e/panding rapidly. Unilever 1now that if Unilever are to achieve their ambitious growth obGectives Unilever must reduce the total environmental impact of the business. 3ts commitment e/tends right across its value chain M i.e. from the sitscing of raw materials through its own production and distribution to consumer use and eventual disposal of residual pac1aging. Unilever fully recogni6e that Unilever will need to develop a new model for business growth. Unilever are embar1ing on a long-term programmed of wor1 with its suppliers, customers and other partners to reali6e this goal. 9ith its portfolio of strong brands, presence in emerging mar1ets and long-standing commitment to shared value creation, Unilever believe Unilever are Uniliverll placed to deliver on this ambition. 8ver 1 years ago, its founders not only created some of the worlds first consumer brands, they also built a business with strong values. Unilever have continued to update its vision as the world has changed. 3n the 1?? s Unilever formally integrated sustainability factors into its strategy. ,hen, in # $, Unilever started to embed this agenda into its product brands using a process called .rand 3mprint. -ince then .rand 3mprints have been completed across all its product categories. -ocial and environmental considerations are now integrated into the innovation and development plans of its maGor brands. At the same time, Unilever are also evolving its approach to corporate branding. Unilever are starting to consider how they ma1e Unilevers corporate commitments and activities more visible and relevant to their consumer.

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