Upload
guest84d97e
View
22.135
Download
2
Tags:
Embed Size (px)
DESCRIPTION
Citation preview
“150 million times a day, someone somewhere chooses a Unilever
product”
Annie KaoSuzanne Haffenden
Who are Unilever
Origins of Unilever Operational style Strategic style Examples of strategic
style Competitive environment Current strategies
Simon Clift Marketing lessons
learnt Future prospects
Overview
The origins of Unilever
Unilever is an Anglo-Dutch multinational corporation that owns consumer products in;
Food and BeveragesCleaning agentsPersonal care
Created in 1930 from a merger between the British soap maker Lever Brothers and Margarine Unie
As palm oil was a major raw material for both soaps and margarines
Unileverlisation Mergers and acquisitions – grew through
repeated mergers of companies who usually retained their names and brands. This encourage strong belief and initiative to de-centralise control
Conglomerate
Operational Style
Strategic Style
Research and Innovation Localisation Diversification into a broad category Multiple segment specialisation - developing
products to target every segment. Serving multiple markets whilst differentiating products in a way that meets needs of each segment
Developing in emerging markets
Brand Expansion
“The Beauty Soap of Film Stars”
Icon Brand
Unilever Brands
Unilever Brands
Localisation Building businesses organically The world's biggest ice cream company Ben & Jerry's
. Research and Innovation Different needs for different hair types
Concentrating on emerging markets Understanding different consumer needs Offering products at different price points
Developing and Emerging Market Opportunity
Bottom of the Pyramid
Multi-trillion dollar opportunity
Billions of people out of poverty in the next 10 years
Developing and Emerging Market Opportunity
Competitive environment
Key Competitors Proctor and Gamble Nestle Colegate-palmolive Kraft Supermarket private lables
The management of the smaller brands slowed down its growth.
Whilst their competitors concentrated on global development and economies of scale.
Current Strategies
Downsizing brand portfolio –stream line the business portfolio to reflect vitality concept
1,500 – 400 master brands Also, acquisition of high profile food brands
Unilever’s Growth Matrix
Simon Clift
First chief marketing officer for Unilever“Unilever was effectively a holding company – a conglomerate.
That led to a very complex brand portfolio, with thousands of formulations, positionings, and ways of developing
advertising.”
(Marketing Week)
Centralised marketing culture Concentrates on building the brands New Unilever brand identity
Simon Clift
Dove and Lynx
Marketing Lessons learnt
1. Be forward thinking and with constant innovation – looking beyond organisation’s walls.
2. Defend its territory through growth and diversification
3. Bigger is not always better.
companies need to contract and recognise its weaknesses.
Future Prospects
How will Vitality be brought amongst all their brands?
How will they overcome two contradicting values?
Thank you for listening….
References
• Renewing Unilever: transformation and traditionAuthorGeoffrey JonesEdition illustratedPublisher Oxford University Press, 2005
• International business and national war interests: Unilever between Reich and empire, 1939-45Volume 13 of Routledge international studies in business historyAuthor Ben WubsEdition illustratedPublisher Taylor & Francis, 2008
• Strategic Marketing PlanningAuthors Colin Gilligan, Richard M. S. WilsonEdition 2, illustratedPublisherButterworth-Heinemann, 2009
• Global strategy: creating and sustaining advantage across bordersStrategic management seriesOxford scholarship onlineAuthors Andrew C. Inkpen, Kannan RamaswamyEditionillustratedPublisher Oxford University Press US, 2006
• Corporate responsibility: a critical introductionAuthors Michael Blowfield, Alan MurrayEdition illustratedPublisher Oxford University Press, 2008
• Fieldhouse, D. K. (1978). Unilever Overseas: The Anatomy of a Multinational. California: Hoover Institution Press
• Reader, W. J. (1980). Fifty Years of Unilever. London: Heinemann
• Brownsell, A. (2009). Can Unilever's brand be applied to all? Marketing News [online] http://www.marketingmagazine.co.uk/news/874428/Unilevers-brand-applied-all/ [accessed 16th April 2010]
• Frost, R. (2005). Should Global Brands Trash Local Favorites. Brandchannel [online] http://www.brandchannel.com/features_effect.asp?pf_id=253 [accessed 16th April 2010]
• Boze, B. V. & Patton, C. R. (1995). 'The future of consumer branding as seen from the picture today'. Journal of consumer marketing. 12 (4), pp. 20-41
• Mesure, S. (2002). Nestle steps up ice-cream war with Unilever by buying Dreyer's. The Independent. [online] http://www.independent.co.uk/news/business/news/nestlatildecopy-steps-up-icecream-war-with-unilever-by-buying-dreyers-645661.html [accessed 16th April 2010]
• Anon. (2010). One for all: Unity and growth at Unilever. Emerald Group Publishing. 26 (4), pp.25-27
• Schwarzkopf, S. (2009). 'Discovering the Consumer: Market Research, Product Innovation, and the Creation of Brand Loyalty in Britain and the United States in the Interwar Years'. Journal of Macromarketing. 29 (1), pp.8-20
• Jones, G. & Miskell, P. (2007). 'Acquisitions and Firm Growth: Creating Unilever's Ice Cream and Tea Business'. Business History. 49 (1), pp.8-28
• Anon, (2005). 'Can Unilever create a masterpiece: Competition challenge to a consumer-goods leader'. Emerald Group Publishing. 21 (5), pp.11-14
Anon. (2009) 'The changing face of Unilever: Out with the old and in with the new'. Emerald Group Publishing Limited. 25 (5), pp.24-27
Jones, G. (2005). Renewing Unilever: Transformation and Tradition. Oxford: OUP