HISTORY - UNILEVER
Lever brothers is founded by WILLIAMHESKETH LEVER in 1890
Key player in food & householdproduct industry
Historically grew through acquisitions
LEVER BROTHERS, THE OLD NAME OFUNILEVER CHANGED INTO UNILEVERAFTER THE MERGER OF LEVER BROTHERS& MARGARINE UNIE IN
1930UNILEVER IS A MULTI NATIONAL COMPANYIT IS ONE OF THE LARGEST CONSUMERGOODS COMPANIES IN THE WORLDITS
BRANDS ARE ON SALE IN 151COUNTRIES
UNILEVER DOESN’T RETAILUNDER ITS OWN NAME BUTWITH BRAND NAMES LIKE SURFEXCEL,LIPTON,SUNSILK ETC…TODAY
UNILEVER EMPLOYEES179,000 PEOPLE IN 100COUNTRIES WORLDWIDE
Unilever's mission is to add Vitality to life.We meet everyday needs for nutrition;hygiene and personal care with brandsthat
help people feel good, look good andget more out of life.
LOGO & SLOGAN
This is the logo of “UNILEVER”
FEEL GOOD, LOOK GOODAND GET MORE OUT OFLIFE…”
BOARD OF DIRECTORS
“PATRICK CESCAU”CHIEF EXECUTIVEOFFICER (CEO) OF UNILEVER
UNILEVER PAKITAN FORMERLYLEVER BROTHERS WASESTABLISHED IN PAKISTAN IN 1958FIRST SITE IN PAKISTAN WAS
RAHIM YAR KHANLARGEST FMCG COMPANY NOWOPERATING AT SIX LOCATIONS INPAKISTAN
NO. OF EMPLOYEES 1677 SHARES 13,293, 869 SHARE HOLDERS 4171 STOCK EXCHANGE KARACHI REVENUE 40.187 BILLIONS
(2008) MR.EHSAN A.MALIK
CEO IN PAKISTAN
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BCG MATRIXSWOT ANALYSIS
High growth rate & high market shareLuxSunsilkWall’sFair & lovelyRafhanEnergile
Low growth rate & high market share
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Low growth rate & low marketshareWheelSupreme teaLifebuoy shampoo
High growth rate & low marketshareClear shampooRinComfort
Strong company imageStrong brand portfolioSuccess of the sloganQuantity & varietyEffective & attractive packagingHigh
quality man power Solid base of the company Innovative aspects Corporate behaviour Health & personal
careproductsHelp people getting more outof life
High prices of productsSubstitutes productsPolicy of spending for thesocial responsibilityLack of control in the market
Dual leadershipDecrease in revenuesReduced spending for research& development
Changing life style of peopleNew marketsIncrease the volume of productionFocus on R&DLow income consumers
Help in improving people diet &daily livesAXEIGLO
Competitors(P&G,)Political effectsLegislative effectEnvironmental effectEconomic crisesObstacle faced
Change in life style of peopleChance for price war Increase in production & labour cost
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Due to slow performance in emergingmarkets as compared to competitorsunilever adopt “GROWTH STRATEGY”Reduced
portfolio to 400 brandsFocus on R&D & innovative productGrowth through acquisitionsBut this strategy failed in 2004
duefailure in advertising & marketing effortReported net loss of 318M dollars
So what’s next???Then unilever adopt two
strategies3 . R e o r g a n i z e o r g a n i z a t i o n a l s t r u c t u r e t o focus on needs and wants of consumers &brand
management4 . I m p l e m e n t u n i l e v e r b e l i e v e r s , p r o d u c t & brand extensions, use advertisement
thatconnects with consumer needs & increaseconsumer focus on health & nutritionproducts
PRODUCT OF FOCUS
It is the oldest detergent
To be present in Pakistan
Since 1960.It believes
That children must be
free to experience their
LIFE for themselves…
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SURF EXCELAdvanceTropicalSmall & mightyAutomaticBlue detergentQuick wash
Quality: Removal of stain 10/10reflects its qualityBrand name: Strong
brandnamePackaging: attractive, colourful& uniqueConvenience product
RANGE OF PRODUCT
2kg 1kg 500g 100g 60g 25gRs405 Rs210 Rs115 Rs20 Rs10 Rs05
2kg 1kg 500g 100g 60g 25g
Rs405 Rs210 Rs115 Rs20 Rs10 Rs05
Its prices are comparativelylow as compared to itscompetitors like ArielMarket
skimming strategyDiscounts: e.g: 10% on 500g &20% on 1000g pack
Great distribution & availabilityCovering throughout PakistanDistribution
Promotion is mainly throughAds,billboardsPublic relation(parks,art club &games for children) Sales promotion
Surf excel tropical
Surf excel blue
surf excel automatic
Surf excel advance
Surf excel quick wash
Surf excel topical targeted thesegment which are moreconscious about fragranceSurf excel blue targeted those whocare
about their fabricsSurf excel automatic has lowleather formula use in onlywashing
Surf excel advance targeted thehigh classSurf excel quick wash targetedhilly areas
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Positioning of surf excel is due to:Brand nameHigh qualityAttractive packingRemoves stains 10/10Dirt is good(every child has
theright to play and discover his ownworld)
What are the Failed products of unilever in Pakistan?
What are the failed products in Pakistan market?
RC cola and Nissan Pakistan are the failed products in apkistan
Why do Most Products Fail?
3 Techniques to Leverage Hidden Needs
Many managers want their organizations to develop breakthrough products and ask their R&D departments
to come up with the equivalent of the iPod or iPhone. Unfortunately, the reality is that product failure is
more common than success. So what are the reasons for product failure and what steps can companies take
to avoid it?
PUBLISHED: DECEMBER 13, 2011 | BY: KEITH GOFFIN & CHRIS VAN DER HOVEN | 0 COMMENTS AND 3 REACTIONS
The first lesson from research is that failure rates are high. For example, a recent survey found that of the hundreds of new
food and beverage products introduced in the last few years in the US, 90% had failed (and were withdrawn from supermarkets
within 3 months of launch). Food and drinks is a particularly challenging market but research in other sectors—from
automobiles, to pharmaceuticals, to chemical products—shows that product failure is a (far too) common phenomenon.
Avoiding Product Failure
Cranfield School of Management gives you a proven framework for making your organisation more innovative through
its Innovation Management: Strategy and Implementation programme.
Products sometimes fail because they do not function correctly. For example, although most people think of Apple as the
archetypal innovative company, it has had its failures, notably the Apple Newton personal digital assistant that promised but
failed to recognize handwriting.
Similarly, both Unilever and Procter & Gamble have introduced ‘power’ washing powders to remove stains but which damaged
fabrics. Products must function correctly but research shows that this is a necessary but not sufficient condition for product
success. Product differentiation is critical, that is products must stand out from the crowd.
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Truly differentiated products, which offer unique features that provide real customer benefit, have an 80% chance of success,
whereas ‘me-too’ products that replicate competitors’ features have only a 20% chance. Creating breakthrough products
requires a deep understanding of customers’ needs.
Making Market Research Work
Most organizations use traditional methods of market research—they carry out customer interviews, they undertake surveys
and conduct focus groups. For example, over 200,000 focus groups were conducted in the US last year.
However, traditional market research relies on direct questions, where customers are asked what type of features they would
like in future products. Such questions are inadequate because most customers struggle to articulate their needs, or simply ask
for improvements to existing features.
Traditional market research traps companies into developing incremental, me-too products (with
little chance of success).
Traditional market research traps companies into developing incremental, me-too products (with little chance of success). To
get round this, leading companies are increasingly using sophisticated methods from psychology and anthropology to uncover
customers’ hidden needs—those needs that they are unable to articulate or have not even recognized themselves.
Hidden Needs Analysis
Hidden needs analysis is the name given to a collection of tools and techniques for probing deeper than traditional market
research. The main ones are:
Repertory Grid Analysis
Ethnographic Market Research
Lead User Groups.
Each of these techniques has major advantages compared to traditional market research tools and, when used in combination,
they are very effective at uncovering customers’ hidden needs.
Repertory grid analysis was developed by psychologists as a way to understand how individuals think and to uncover their socalled cognitive maps. This technique is ideal for developing new product ideas. It uses indirect questions and stimulates users
to compare and contrast their experiences of existing products.
Through the process of comparing and contrasting, customers’ hidden needs are revealed. Companies that have used repertory
grid analysis in their market research include Biersdorf (the Hamburg-based manufacturer of global brands such as Nivea),
Hewlett-Packard, and the IT service-provider Equant.
Another very effective technique for identifying hidden needs isethnographic market research. This is based on the scientific
methods developed in anthropology for understanding culture. When applied in a market research scenario, ethnography
unveils both latent customer needs and the cultural drivers of product usage (be they national or customer segment-related). A
common approach is to film customers and users using existing products and then conduct a deep analysis of what was
observed and what customers said. Often it is the contradictions between what customers say they do and what they actually
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do, which provide the most insights. There is a systematic methodology for ethnographic market research and companies that
have successfully applied it include Agilent, Bosch, Nokia, Nissan, and Unilever.
Lead users are customers who use products under far more demanding conditions than the majority. For example, to
understand how better hygiene-related products could be developed for the operating room, 3M studied the requirements of
field hospitals in combat zones. In demanding situations users often have to modify products to work around their limitations.
By looking at such modifications, ideas for product improvements for the broader market can be obtained. Texas Instruments,
Lego, and Cobra International (a world beating manufacturer of windsurfing equipment) have all made good use of the lead
Hidden Needs: Techniques and Organizational Issues
As more companies adopt hidden needs approaches, the Cranfield School of Management is studying how they can be most
The Cranfield research has identified two issues:
Firstly, different techniques such as ethnographic market research and repertory grid technique are most effective when
applied in parallel. In this way the unique insights from each technique can be contrasted to gain a deeper market
The second key point from the research is that organizational barriers need to be overcome, if new methods of market research
are to be adopted.
Ironically, studies have shown that marketing departments in some companies are reluctant to adopt hidden needs
approaches, as they view them as a threat to their status as ‘market experts’. So in some companies it is R&D that is driving for
new approaches to understanding the market.
By Keith Goffin, Professor of Innovation & New Product Development and the Course Director for Innovation Management:
Strategy & Implementation
ANY DOUBTS ORQUESTIONS???
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