What Makes A Brand? Why Does Unilever Want Fewer Of Them?

Unilever Global is a company dedicated to producing quality and nutritionally balanced foods to indulgent ice creams, affordable soaps, luxurious shampoos and everyday household care products. They also produce world-leading brands which include Lipton, Knorr, Dove, Axe, Hellmann’s and Omo, alongside trusted local names such as Blue Band, Pureit and Suave. Furthermore, Unilever Global is one of the world’s leading fast-moving consumer goods companies with products sold in over 190 countries. Arguably, more than 2 billion consumers worldwide use a Unilever product on any given day. According to its website, the vision of Unilever is “to make sustainable living commonplace place, working to create a better future every day,

Unilever believes in the sustainable growth and use of renewable sources of energy. It is also very watchful of employee health and has managed to bring down its accidental rate by a high margin. Unilever’s vision includes a better way for living for its consumers and better use of the products that they use. It maintains a high standard of its products by following stringent standards which helps in maintaining consumer satisfaction. Over the years, after working for different social projects like Water conservation and Food for all, it has grown its image as a socially aware and responsible

And it uses principally the same competitive strategy tactic in all the markets (Countries) where the company has a presence, sells much the same products everywhere, strives to build global brands and coordinates its actions worldwide. Strategy followed by Unilever is also called a think-global and act-global strategy. Once Unilever successfully launched its product in numerous markets, it expands its popular and successful brand to many other markets and starts competing globally. Unilever has a theme to swift Unilever managers to integrate and coordinate the company’s strategic moves all around the world and to expand into most, if not all nations where there is a noteworthy buyer demand. Building a global brand name is one of the most important prospect on which the company puts substantial strategic emphasis. Along with that Unilever focuses on aggressively chasing opportunities to transfer ideas, new products and competences from one country to the

The group is present in 27 countries with over 500 stores worldwide, (25 stores in France, including 9 in Paris).

Unilever differentiates itself from other market players by having a business model that approaches profitable growth and responsible growth together. It prides itself on doing business with integrity and taking into consideration the interests of those that their activities can affect. It has also a Code of Business Principles which must be upheld by all people at Unilever (Unilever, n.d.).

have interpreted the detergent in six different attribute and expects these attributes to be attained in the detergent powder. So, perception plays a critical role to make a decision on buying the detergent powder. 2.2.2. Social Influence

Brands are essentially products infused with a "personality", meaning that it has its own identity of sorts. They are created through consistent messages sent to consumers about a product or company, often differentiating it from other brands.

The American Marketing Association defines the term ‘Brand’ as “A name, term, symbol or design, or a combination of them, which is intended to signify the goods or services of one seller or group of sellers and to differentiate them from those of competitors.” Thus , a brand

Unilever is a complex organization. Unilever has two holding companies: Unilever PLC, which has its registered office at Port Sunlight in Merseyside, United Kingdom and its head office at Unilever House in London, United Kingdom; and Unilever N.V., which has its registered and head office in Rotterdam, The Netherlands. Unilever PLC and Unilever N.V. and their subsidiary companies operate as nearly as practicable as a

Unilever N.V. and Unilever PLC are a dual listed company; running as a single operation and sharing a board of directors. According to 2013 revenues, they are considered to be the third largest consumer goods company in the world. Unilever is broken down into four divisions: Home Care, Personal Care, Foods and Refreshments. Their portfolio consists of over 400 brands with products that can be found in 190 countries around the world. However, Unilever focuses on 14 brands which have generated over 1 billion euros in sales. The focus brands are: Hellmann’s, Axe/Lynx, Lipton, Dove, Knorr, Magnum, Sunsilk, Surf, Lux, Omo, Becel/Flora, Heartbrand, Rama, and Rexona.

This case study chronicles Unilever efforts at restructuring, divesting, acquisition, and general streamlining of its worldwide operations. These operations, in 2000, encompassed 1,600 brands in 88 countries. These products are mostly food, personal care, and household products. Around that same year, Co-chairmen Niall FitzGerald and Antony Burgmans decided that Unilever needed to make some rather drastic changes in order to remain competitive. More importantly that competitiveness was the importance that the company maintained ever increasing profitability. The co-chairs planned to bring about this much needed change via institution of an ambitious 5 year plan. This plan was dubbed the “path to growth” strategy.

Unilever has brands on four main division which are Personal Care, Foods, Refreshment and Home Care.

• How a particular brand evolved and grew and in turn became a powerful brand in today’s competitive market

Unilever’s distributors have a very good relationship with them. and the important thing is that they must integrated into total marketing mix because of time and money required to setup an efficient channel.

Unilever brands are trusted everywhere and, by listening to the people who buy them; they've grown into one of the world's most successful consumer goods companies. In fact, 150 million times a day, someone somewhere chooses a Unilever product. They create market and distribute the products that people choose to feed their families and keep themselves and their homes clean and fresh. People's lives are changing fast. As the way they’ll live and work evolves, Unilever needs and tastes change too. At Unilever they aim to help people in their daily lives. So they keep developing new products, improving tried and tested brands and promoting better, more efficient ways of working. They have a portfolio of brands that is popular across the globe - as they’ll as regional products and local varieties of famous-name goods. This diversity comes from two of Unilever key strengths: