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51 unilever’s path to growth strategy
- 1. Unilever’s Path to Growth Strategy: Is It Working? Bianca Cole ~ Reginald Green ~ Kameela McClinton ~ Stephanie Richardson ~ Derek Webster
- 4. Competitor Comparison Top Segment Top Brand CEO Stock per share Growth Revenues Revenue Growth International Business Segments Employees CG/Foods Consumer care Food Food Dove Tide Mac & Cheese Kit Kat A. Burgmans $66.03 15.58% 42,942M -11.93% 100+ A.G. Lafley 234000 $53.76 9.25% 28.2 BL 19% 42 5 110000 R. Deromedi $30.70 P. Letmathe 8.2% 66.90 11.23% $69 B $31,010 M 4.3%% -1.93% 150+ 86 5 10600 6 253000 3
- 7. Revenues Net Income Financial Analysis
- 8. Net Profit Margin Employees Financial Analysis (cont.)
- 15. What adjustments, both internally and externally, should Unilever make to rebuild a strong and focused competitive strategy? Strategic Issue
- 17. Recommendation 1
- 19. Unilever Plc Unilever NV One Unilever
- 20. One Unilever An initiative to create an overall umbrella brand across all Unilever’s brands that will eventually consolidate various businesses under one name
- 24. Recommendation 2
- 33. Q & A
Editor's Notes
- threat of P&G merger as a threat..tougher business climate
- Snapshot of acquisitions Each had strong brand portfolios (visible) Helped fuel growth
- Deleted 2001 chart; just speak to sales increase in beauty category (18% to 33%)
- which falls short of target ( 5-6%)
- Recently lost CEO No longer doing Path to Growth strategy Dual leadership; focus on “One Unilever” Not bringing value to the customers; not connecting Lowering price on brands; not positioning themselves well
- Reorganize management structure Benchmark P & G’s strategy (market development organization); Unilever’s management is spread thin – no focus Slow to react to changing customer needs and trends; have spent less on R & D since 2000 (Unilever Believer)
- Operates under a complex
- Recently lost CEO No longer doing Path to Growth strategy Dual leadership; focus on “One Unilever” Not bringing value to the customers; not connecting Lowering price on brands; not positioning themselves well
- Recently lost CEO No longer doing Path to Growth strategy Dual leadership; focus on “One Unilever” Not bringing value to the customers; not connecting Lowering price on brands; not positioning themselves well