Case Study: Unilever

Unilever will want to regenerate their product so that they will be able to be the market leaders for the product again, this is going to be essential for some products where they rely on the business being a good market leader for most of their products. The shareholders will want to know about the business as they will want to have the business sot be the market leader for the company and they will also want to have the product regenerated as quick so that sales are not hit too effectively. They will also want the product to review and test why it has become a decline in sales to make sure that they are going to stop it from happening to other

This report aims to analyse the financial position of Unilever PLC within its daily operating activities and it also compares the company’s performance with its key competitor, the Proctor and Gamble Company (P&G). The report also includes background of both the companies and an industry overview. To better understand the performance of both the companies, the segmental analyses have been done for both region and products. Due to the global crisis, Unilever and P&G both are facing price rise and inflation pressures, also instability in the Eurozone. All these factors are strongly impacting their operation activity and long-term growth decision plan. Finally After a careful examination of the financial ratios of both the companies, we recommend Unilever as a good company to invest as compared to P&G .The reasons for the following can be seen in the report below.

When the Unilever is concerned, it has initially started its operations in England in early

AXE, one of Unilever largest and most well-known personal care brands, the case focuses on adjusting brand communication to improve their appeal to the target consumer. The case also provides a platform to understand the role of consumer insight research in brand management decisions. In this case the company was experiencing stagnating sales. Than the company decided to segment and develops a target market for increased effects of its advertising campaigns. Survey was conducted in early 2000 among 100 males between the age group of 15-50. The branding team of the company then decided to use the concept of Masculinity to target the segment. Here started the major problem. It was later found that customer preferences were now changing and that the major target group lies in the age of 15-25. Since this was the target segment who were most likely to have the disposable income and the desire to buy a personal grooming product.

In addition, a large number of brands also results in a lack of a unified global identity. Many of Unilever’s product categories had checkered identities. As Deighton exemplified, the company used to produce ice cream under different brands among the globe, such as Wall in the U.K. and Asia, Kibon in Brazil, Ben & Jerry’s and Breyers in the United States, Langnese in Germany, and so forth. Each one had a

Firstly, Ben and Jerry’s was developing and becoming more and more popular every day, and they were unable to satisfy demand due to restricted production facilities. They needed larger facilities and more labor in order to increase production. Unilever were able to support Ben and Jerry’s distribution network, and to give them the ability to enter new markets. Ben and Jerry’s had reached their highest point, and so were unable to do this alone. An alliance would have been possible, but had an alliance been forged, it would not have been profitable enough for Unilever, because it would not have made sense for Unilever to forge an alliance with a company who had already reached their highest point. Therefore, in order to help Ben and Jerry’s meet the demands of the market, and to restructure the manufacturing process, it made more sense for Unilever to acquire Ben and Jerry’s than to form an alliance with them.

The Unilever Group’s report on ice cream stated that they saw volume growth and share gains in most markets. Specifically they saw a strong performance in Western Europe, Mexico, Indonesia and Australia. Much of this growth was due to the Magnum Gold acquisition and the marketing of this product in these markets. Product quality improvements helped their Klondike line achieve strong results in the U.S.A. The Unilever Group maintained a negative price growth in ice cream. The negative price growth reflected slightly lower gross margins, at constant currency, with commodity costs higher.

Unilever has an extremely legitimate framework through which they control their stock. They create the merchandise as indicated by the requests and tastes of their clients. A one of a kind inventory network and distribution center limit is greater test for them. They had an exceptionally solid stock control at their distinctive appropriation focuses, where they control the free market activity of their items. Unilever has likewise a legitimate distribution center administration framework in which they capacitated their inventories.

With more than one and a half century of history and serving the customers in the United Kingdom with its supermarkets services, Sainsbury has come a long way in establishing a robust market. Hence, it is a trustable brand recognized all over the world (Cityam, 2014). When Tesco had surpassed Sainsbury in the race, it was the costs linked to IT services and supply chain which came under scrutiny and among other expenditures, efforts were stepped up for truncating these costs also termed as “major operational costs”. If one goes by the reasoning given Martin Atherton, who is an in the lead man of business related research firm named Data Monitor, he says that it has not longer remained s competition of business competing against another business

First of all, the firm is seen as a consumer-driven organization (Urde, M., et.al, 2013). This is supported by Unilever’s Annual Report in which is discussed that they create and develop brands and products through extensive consumer insight, and in which the firm claims to “excite and inspire consumers and customers in established and emerging markets in every corner of the globe” (Unilever, 2013a).

As a large multinational, Unilever recognises the importance of its employees and their influential impact on business success, which has become even more crucial in a faster-changing working environment, in which higher flexibility and

Hindustan Unilever Limited (HUL) Case Study & Company Analysis Company Profile • Incorporated in 1933 • The Company has over 16,000 employees & over 1500 managers • Annual Turnover of INR 27408 in 2013-14 • Strong local roots in more than 100 countries • Annual sales of €49.8 billion in 2013 • Unilever has 67.25% shareholding in HUL.

What inspires me in Unilever is its huge impact in consumer lives, reputation, great history and working environment I would like

“AOL and Time Warner, Sanofi-Aventis and Genzyme Corp, and Nasdaq OMX/Intercontinental Exchange and NYSE Euronext”. Do these corporations ring a bell? They are, in order, the top three most hostile takeovers of all time. The question that recently arose in the corporate governance industry was whether Unilever and Kraft Heinz would be added to the list of hostile takeovers. With the approval of their key investors, Warren Buffet and Jorge Lemann, the in 2015 formed merger company Kraft Heinz offered Unilever 143 billion US dollar as an attempt to seal what could have been the second-largest corporate deal in history. Unilever and Kraft Heinz combined would create a food and beverage giant worth $84.8 billion, a close second to Nestle, which is worth $91.2 billion.

Some product categories of Cadbury are stars while others are question mark or cash cows.