Marketing Strategy of Multi-national Corporations in Bangladesh a Case Study on Unilever Bangladesh...

7/24/2019 Marketing Strategy of Multi-national Corporations in Bangladesh a Case Study on Unilever Bangladesh Ltd.

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Marketing Strategy of Multi-national Corporations in

Bangladesh: A Case Study on Unilever Bangladesh Ltd.

1.1 Introduction:

Unilever is a multi-national corporation, formed of Anglo-Dutch parentage that owns many

of the worlds consumer product brands in foods, beverages, cleaning agents and personal

care products. Unilever employs nearly 18, people and had worldwide revenue of almost

!" billion in #1".

Unilever is a dual-listed company consisting of Unilever $% in &otterdam, $etherlands and

Unilever '() in (ondon, *ngland. +his arrangement is similar to that of &eed *lsevier and

that of &oyal Dutch hell prior to their unified structure. oth Unilever companies have the

same directors and effectively operate as a single business. +he current non-eecutive

)hairman of Unilever $.%. and '() is /ichael +reschow while 'atric0 )escau is roup

)hief *ecutive, who will retire at the end of #8. /r. 'aul 'olman will succeed 'atric0

)escau as roup )hief *ecutive. +he company is widely listed on the worlds stoc0

echanges.

1.# rigin of !eport

ince practical orientation is an integral part of the */A program, 2 tried to epose real life

performance of Unilever by preparing this report. +o prepare this report 2 have come across

with different information of the Unilever.

3rom the collected information 2 understand the companys activities in the mar0et as

Unilever as in their internal preparation for mar0eting and others activities.

2 epect that this report will fulfill the re4uirement of */A program and provide a clear

idea about the Unilever activities and other multi-national companys effort in the

angladesh.

+hus, Unilever can get deep understand of actual situation of /$s companys activities by

analy5ing their eposed strategy.

1.6 "#ective of the Study

+his tudy is intended to analy5e mar0eting strategies used by Unilever angladesh (td and

globe. +he main purpose of the study is to find what strategies the company uses to mar0et its

products and brands worldwide7 the positive and negative aspects of those strategies.

+he report further analy5es the position of Unilever angladesh (td and globe in the several

industries in comparison to its competitors.


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$.% Specific o"#ective:

+o analy5e the mar0eting strategies of /$)s.

+o develop 9+ analysis of Unilever angladesh.

+o 0now about Unilevers strategy regarding product, price, place and promotion.

+o identify the segmentation, targeting and positioning strategy used by Unilever

angladesh.

+o develop some recommendations for further improvement in mar0eting strategy of

Unilever angladesh.

1.: Methodology of &his !eport

3or accessibility and availability of information 2 have chosen to wor0 on the /ar0eting

strategies of Unilever angladesh (td and globe. As the company operates in the mar0et with

a huge number of products in different industries, 2 have decided to focus on one of their

worldwide successful strategy on providing data. /ost of the information used in this report

is from secondary sources. +he main source of information was the Unilevers website. 2n

addition information will be collected from focus group discussion, depth interview and

survey.

'ri(ary Sources;

3ace to face conversation with the Unilevers people

)ustomer opinion collection through survey.

)ollection of data related with )ustomer satisfaction through survey.

/iscellaneous oo0 &eading.

Secondary Sources:

Annual &eports of Unilever

%arious types of 9ebsite

Different research report.

Different $ewspapers, Articles,


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+ata analysis;

2 used /icrosoft ecel to analy5e the collected data and get the proper meaning. 2 used also

graph, picture to show and analy5e the data.

3or accessibility and availability of information 2 have chosen to wor0 on the strategies ofUnilever angladesh (td and globe. As the company operates in the mar0et with a huge

number of products in different industries, 2 have decided to focus on one of their worldwide

successful strategy on providing data. /ost of the information used in this report is from

secondary sites. +he main sites of information were the Unilever site. 2n addition information

was also collected from focus group discussion.

1." Li(itations

+o conduct this study sheer eperiences are needed. ut 2 have lac0 of those.

As li0e-

+he Data was not available about company.

9ithout practical wor0 eperience it was difficult to do wor0.

)onfidential information is not eposed in angladesh.

2t was difficult to gather sufficient information due to limitation of time.

2t was also difficult to obtain proper information from respondents because of their

busy schedule. (ac0 of /oney

After all within time limited it is not possible learn and understand all the activities of

/ultinational )ompany li0e Unilever.


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Chapter 02

OVERVIEW OF UNILEVER


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M,Cs vervie of Unilever

Unilever at a glance:

Unilever NVUnilever PLC

Type Public company(AMS: UNA)(LSE: ULVR)(NYSE: UN) (Unilever N.V.)(NYSE: UL) (Unilever PLC)

Industry Conlomera!e

Founded "#$%

Headquarters Unilever &ou'eLonon Uni!e *inom Ro!!eram Ne!+erlan'

Area served ,orl-ie

Key people Mic+ael re'c+o-(C+airman)Lor Simon o/ &i+bury(Vice C+airman)Paul Polman(CE0)

Products See bran' li'!in

Revenue 122343 million (3%"2)

Operating income 14$$# million (3%"2)

Net income 125#6 million (3%"2)

Employees "6%%%% (3%"2)

Unilever e!site +!!p:77unilever.com

#.1 istory / 0roth of Unilever

Unilever is a ritish-Dutch multinational corporation that owns many of the worlds

consumer product brands in foods, beverages, cleaning agents and personal care products.

Unilever is a dual-listed company consisting of Unilever $.%. in &otterdam, $etherlands andUnilever '() in (ondon, United >ingdom.

+his arrangement is similar to those of &eed *lsevier and &oyal Dutch hell prior to their

unified structures. oth Unilever companies have the same directors and effectively operate

as a single business. +he current non-eecutive )hairman of Unilever $.%. and '() is

/ichael +reschow while 'aul 'olman is roup )hief *ecutive.

Unilevers main international competitors include $estl? and 'rocter @ amble. +hey also

face competition in local mar0ets or product ranges from companies such as eiersdorf,

)onAgra, Danone, eneral /ills, en0el, /ars, 2nc., 'epsico, &ec0itt enc0iser and . ).


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istory

Unilever was founded on 1 lein )osmetics, 3aberg?, and *li5abeth Arden, but the latter

was later sold Hin #I to 332 3ragrances.

2n 1BBF Unilever purchased elene )urtis 2ndustries, giving the company a powerful new

presence in the United tates shampoo and deodorant mar0etE. +he purchase brought

Unilever the uave and 3inesse hair-care product brands and Degree deodorant brand.


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0lo"al 1(ploy(ent at Unilever 233342335

lac0 represents employment numbers in *urope, light grey represents the Americas and

dar0 grey represents Asia, Africa, and /iddle *ast. etween # and #8 Unilever reduced

global wor0force numbers by "1G, from #B=, to 1:",. $ote; *urope figures for #K

#6 are all *urope7 from #" figures in blac0 are 9estern *urope. 3or #"K#8 3igures

for Asia, Africa and /iddle *ast include *astern and )entral *urope.

+he company is multinational with operating companies and factories on every continent

Hecept AntarcticaI and research laboratories at )olworth and 'ort unlight in *ngland7

%laardingen in the $etherlands7 +rumbull, )onnecticut, and *nglewood )liffs, $ew


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Unilever6s Lipton Brand

)ovalence, an ethical reputation ran0ing agency,

placed Unilever at the top of its ran0ing based on positive

versus negative news coverage for #:.

2n #:, Unilevers Dove *volutionE video that ran only online, was named the first ever

non-tv spot to win the rand (ion at the )annes Advertising 3estival. And in /arch, #8,

Unilever was named Digital /ar0eter of the LearE by Advertising Age.

2n #8 Unilever was honored at the =Bth Annual +echnology @ *ngineering *mmy Awards

for utstanding Achievement in Advanced /edia +echnology for )reation and Distribution

of 2nteractive )ommercial Advertising Delivered through Digital et +op oesE for its

program Ae; oost Lits *'.

n #= eptember #B, Unilever decided to ac4uire the personal care business of ara (ee

)orporation; leading brands such as &ado, adedas and Duschdas strengthened category

leadership in 0in )leansing and Deodorants.

n B August #1, Unilever signed an asset purchase agreement with the $orwegian dairy

group +2$*, to ac4uire the activities of Diplom-2s in Denmar0, as of 6 eptember #1.

n #" eptember #1, Unilever announced that it has entered into a definitive agreement to

sell its consumer tomato products business in ra5il to )argill.

n #: eptember #1, Unilever purchased Alberto-)ulver, the ma0er of personal care and

household products such as imple, %=, $eus, +&*emm?, and /rs. Dash for MU6.:

billion.

n #8 eptember #1, Unilever and *%A announced that they have signed an agreement

under which Unilever will ac4uire *%As ice cream brands Hamongst others, candal,

%ariete and >arabolaI and distribution networ0 in reece, for an undisclosed amount.

n #6 /arch #11; Unilever announced that it has entered a binding agreement to sell the

global ane business to )olgate-'almolive for !F:#m. Unilever also announced that it hasentered into a binding agreement to ac4uire )olgate-'almolives laundry detergent brands

H3ab, (avomatic and %elI in )olombia for UM#1=m.


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#.# istory / 0roth in Bangladesh 'erspective

Unilever angladesh is a company that has its own history intrinsically built with the

development of its nation and its culture. 2t has been part of the angladeshi household sincethe 1Bth century with the same intention of bringing cleanliness and convenience to

households as Unilever does today. ac0 then unlight soap was mar0eted through (ever

rothers 2ndia limited throughout the undivided 2ndia. (ater on, (ever rothers 'a0istan

limited started its operation in angladesh on a larger scale. 2n 1BF", its soap manufacturing

facility was setup in >alurgha, )hittagong.

9ith time it gradually evolved and diversified into manufacturing personal products li0e s0in

care creams, toothpastes, shampoos, detergent powders, and so on. Accumulating

manufacturing eperience over " years, Unilever has a legacy of leading the mar0et with

international brands offered at affordable prices. +oday, with 16 different brands in 8 different

categories, Unilever angladesh stands as one of the most progressive partner in

development for the overnment of angladesh.

$78%-$792

'roductions started off with unlight soap and (ifebuoy soap. After the war of independence

in 1B:1, angladesh became an independent country. At this time, (ever rothers

angladesh (td. was constituted with Unilever owning F.:=G shares and the overnment of

angladesh owning the remaining 6B.#=G shares.

$792-$753

'ost liberation period evidenced accelerated growth for the company. Demand started rising

and the company continued its mission to meet consumer needs by producing 4uality soaps,

introducing (u K the beauty soap and 9heel. (aunched in 1B:# 9heel entered the

merchandised laundry category, traditionally dominated by cottage soaps. 2t appealed to the

consumers with uni4ue care benefits for hand and fabric, a generic wea0ness in cottage soaps.

2t gradually became the secret ally of angladeshi women by etending the caring hand to

ease her daily laundry chores.

$753-$773

+he early eighties witnessed epansion of the company through diversification. )alibrating

direction, the mission now included enhancing 4uality of life through other personal products

aspiring aestheticism li0e spar0ling white teeth, fresh breath, beautiful hair, and glowing s0in.

A 'ersonal 'roduct 'lant was established to manufacture shampoo, toothpaste, and s0in care

creams. un sil0 hampoo, )lose-up +ooth paste, 3air and (ovely for s0in care and %im for

dish washing was produced and mar0eted to bring great international and regional

formulations to angladeshi households at affordable prices. 1B8B heralded the beginning of

a fairy tale story K the initiation of (UN photogenic contest that brought the real lifeeperience of limits, fame and fortune to the doorsteps of young girls throughout the country.


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$773-$775

2n the early Bs Unilever angladesh entered the tea-based beverage mar0et introducing

(ipton +aa5a, (evers flagship pac0et tea brand, with the obCective to be the most preferredtea of the angladeshi consumers. 9orld renowned 'onds cream and 'epsodent K the dental

hygiene epert began to be manufactured from its >alurghat factory. 9ashing drudgeries of

the busy homema0ers were washed away with the introduction of 9heel washing powder and

urf *cel for premium wash. 2n 1BBF-1BB:, its manufacturing facility owned and run by a

third party was set up outside Dha0a for wheel washing powder. 9ith formulations suitable

for local conditions, the washing powder concept brought about a huge revolution in fabric

washing habits in the country.

$775-233%

+hese are the golden years in the history of Unilever angladesh as the company turned

around from severe losses due to competitive bac0lash K to a company with F years of

consecutive growth. Around the end of $ovember #1, its new personal products factory

an0alpE in >alurghat started production which helped us meet the mar0et needs from a

shift on its dependence on soaps to diverse personal grooming categories.

+his is also the era when Unilever angladesh introduced many eciting new products such

as 'onds face wash to end soap related facial s0in woes or (ipton double chamber tea bags

for more 5est in its tea cups and the mar0ets responded enthusiastically. 2n #1, Unilever

brought about a new ecitement in the 0itchen care sector with the introduction of %im bar,the dish cleaning soap K a concept of convenience and common household habits combined

together.

2n ## &eona deodorant entered the mar0et building in awareness about body odits

problems and creating a new personal grooming habit in the country. +he companys soap

formulations changed radically during this time to bring in world class standards K without

any price rises. (ifebuoy, the health brand has moved from Cust the hard-wor0ing mens soap

to reminding one, of the bond of love that binds a family in a healthy circle, free of germs and

sic0ness. 2n #", as a new variant, bringing in the goodness of $eem K an Ayurvedic

medical marvel, (ifebuoy has reinstated its earnest endeavits to be ahead of consumers

needs.

2n the span of these si years, Unilever gathered many accolades Hlin0 to awards pageI to

certify its fast paced move towards world class performance. Unilever angladesh had a

Citney towards adding new impetus to its trade mar0eting and today its products are available

in BG of the households in angladesh.

2n a companywide move to come out from behind the great brands and be 0nown as Unilever

worldwide, (ever rothers angladesh limited officially changed its name to Unilever

angladesh in December #"


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Manage(ent Apparatus of Unilever Bangladesh

Unilever angladesh (td. is performed its business operations with the following

/anagement )ommittee and they are framed with their names and 0ey responsibilities.

,a(e !esponsi"ility

a(ran Bakr Chair(an and Managing +irector

Lee &aylor ;inance +irector

A(inur !ah(an Supply Chain +irector

Mononita Syed-u* u(an !esource +irector

Mohsin Ah(ed Custo(er +evelop(ent +irector

. S. M Minha# Brand Building +irector- o(e Care, which critici5ed the company for buying palm oil from suppliers

that are damaging 2ndonesias rainforests. Unilever, as a founding member of the &oundtable

on ustainable 'alm il H&'I, responded by publici5ing its plan to obtain all of its palm

oil from sitsces that are certified as sustainable by #1=.

2n )Ste d2voire, one of Unilevers palm oil suppliers was accused of clearing forest for

plantations, an activity that threatened a primate species, /iss 9aldrons &ed )olobus.

Unilever intervened to halt the clearances pending the results of an environmental

assessment.

n "


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(ipton and ' +ips will be the first brands to contain certified tea. +he company aims to have

all (ipton Lellow (abel and ' +ips tea bags sold in 9estern *urope certified by #1 and

all (ipton tea bags sold globally by #1=.

Ani(al testing

Unilever states it is committed to the elimination of animal testing, and where it is a legal

re4uirement in some countries, it tries to convince the local authorities to change the law.

ome activists argue that this is little more than an effort to gain good publicity and Unilever

continue to use animal eperimentation such as the (D= poisoning test.

#.8.# Social Issues

!ace and Advertise(ents

industan Unilever had been showing television advertisements for s0in-lightening cream,

3air and (ovely, depicting depressed, dar0-s0inned women, who had been ignored by

employers and men, suddenly finding new boyfriends and glamorous careers after the cream

had lightened their s0in.

+he Austrian branch of Unilever H*s0imoI is producing and mar0eting an ice-cream under the

name /ohr im emd. /ohrE HmoorI, is a colonial erman word for African or blac0

people, has a heavily colonialist and racist connotation, /ohr im emdE Hmoor in the shirtI

is a traditional Austrian chocolate specialty which refers to na0ed, wildE Africans. Unilever

refutes any racist intentions and claims that it has tested the name in broad mar0et studies in

Austria without any critical feedbac0.

Seis( in Advertise(ents

+he )ampaign for a )ommercial-3ree )hildhood critici5ed Unilever for the #: Ae

mar0eting campaign, which they considered seist. Unilevers response is that the Ae

campaign is intended as a spoof and not meant to be ta0en literallyE.

Unilever has launched the Dove &eal eautyE mar0eting campaign, which envisaged

women to reCect the underfed and hyper-seuali5ed images of modern advertising in #:.

Child la"or

2n #6 industan Unilever was accused of ma0ing use of child labor, among others.

#.B rgani)ational Structure

;ig 38; Unilever *ecutive )ommittee tructure


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!"

#resident#$

hiefFinance

hief$%&

hief%'(

hief

&)t'omm

hief

*+,,l-chain

Unilever #./01

#resident

2merica

#resident

3estern !+ro,e

2sia4 2frica4entral '

!astern !+ro,e

(irector

#a)istan'5ndia

;ig-39: eographical structure of Unilever

Billion-1uro Brands

rands with annual sales of one billion euros or more;

AeO(yn

lue and

Dove

3loraOecel

eartbrand

ellmans >norr


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(iptons

(u HsoapI

moOurf HdetergentI

&eonaOure

unsil0 +22 HhaircareI

eart Brand

+he eartbrand logo accompanying various brands of Unilever ice creams.

Unilever is the worlds biggest ice cream manufacturer, with an annual turnover of != billion.

*cept for the UA brand names 'opsicle, >londi0e, cean pray ice cream, lim 3ast ice

cream, reyers, tarbuc0s and en @ ingdom and anta

2ria da A5ia in 'ortugal.

+he eartbrand was launched in 1BB8 Hand slightly modified in #6I as an effort to increase

international brand awareness and promote cross-border synergies in manufacturing and

mar0eting Hcentrali5ationEI. 2t is present in more than " countries. Although the logo is

common worldwide, each country retained the local brand so as to 0eep the familiarity built

over the years, one notable eception being ungary where the previous *s0imo brand was

replaced with Algida in #6.

'rior to the heart logo, each country could choose its own logo, although the most common

one consisted of a blue circle with the local brands name over a bac0ground of red and white

stripes7 second most common old logo, used by 9alls in the U> and other countries, was ayellow logo with 9alls in blue tet.


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Unilever generally manufactures the same ice-cream with the same names, with rare

occasions of regional availability, under different brands. ome of these ice-creams include

)arte Dr, )ornetto, /agnum, olero and %iennetta.

.

;ood and Beverages

Ades or Ade5 P soya-based drin0s

Alsa P desserts and syrups

Amora P 3rench mayonnaise an

rummel @ rown P margarine

ushells P tea HAustralia, $ew TealandI

)alv? P sauces, 0etchup, mustard, mayonnaise, peanut butter

)hic0en +onight - Unilevert sauces range )hoysa - +ea, mar0eted mainly in Australia and $ew Tealand

'opsicle P 3ro5en treats

'ot $oodle P cup noodles

'romise P ecelO3lora

&agJ P pasta sauces

&ama P margarine

&oyal P pastas H'hilippinesI

&oyco P stoc0 cubes, non-/ stoc0 Honly in 2ndonesiaI

&ed &ose +ea P tea H)anadaI

ana P /argarine H+ur0eyI

aga P tea H'olandI


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ariwangi P tea H2ndonesiaI

cottish lend P tea

0ippy P peanut butter

'artial List of ,ational Brands ariants of &he eart Brand

resler P )hile

)argills P ri (an0a

*s0imo P Austria

3rigo P pain

3ris0o P Denmar0

lace P Unileverden, 3inland

lidat trauss P 2srael, UA

ood umor P UA, )anada, )hina

P 2reland

elados (a 3uente P )olombia )hina

olanda P /eico, )entral America

>ibon P ra5il

>wality 9allVs P 2ndia

(angnese P ermany

(usso P wit5erland

/i0o P 3rance

la P elgium, $etherlands, (uembitsg, outh Africa

lW P 'ortugal

o(e and personal care rands

Dove P s0in, hair, and deodorant

3air and (ovely P s0in lightening product Havailable in 2ndia and /alaysiaI

3D - 0in care range

3inesse P shampoo and conditioner Hsold in #F to (ornamead rands, 2nc.I

essy Hra5ilIP soaps

lori H$etherlandsI

ood /orning P soap H*gyptI 2mpulse P deodorant @ body spray

ids hair range

(ifebuoy P soap H/alaysia, ingapore, %ietnam, angladesh, 2ndia, 'a0istan,

2ndonesia, AustraliaI )linic P dandruff shampoo

(yn P deodorant, menVs

(u P womenVs soap, shoUnileverr gel, and lotions H)aress in the United

tatesI /ist P soap H*gyptI

/otions - air care $eutral P laundry detergent


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$o5ema - 0in care range

mo Houth AmericaI P laundry detergent

'epsodent P dental Houtside of the United tatesI

'ersil H2*OU>O3&O$TI

'ondVs Hutside of the United >ingdom and United tatesI

'rodent P toothpaste

Xui P dishwashing li4uid H)hileI

X-+ips P cotton swabs

&ado P hoUnileverr gels and ubble ath &ange

&eona P deodorant

&inso

&obiCn P softener

impleP 0inO body care range

0ip P laundry detergent

un P dishwasher

unlight

unsil0 Hedal in (atin America, eda in ra5ilI P shampoo and conditioner

urf P laundry detergent

oft @ eautiful - air )are products

t 2ves - and @ body care

wan HdefunctI

+) - air care range

+ony @ uy - air care range

%aseline body lotion, shoUnileverr gel, deodorant H%asenol in 'ortugal, ra5il,

2taly, 2ndia, pain and /eicoI %ibrance P shampoo and conditioner

%im Hangladesh, 2ndia, 'a0istanI

#.B.1 'rincipal perating Units:

Africa7 )entral Asia @ /iddle *ast7 )hina7 *ast Asia 'acific7 (atin America7 Diversey(ever7

3ood @ everagesK*urope7 2ce )ream @ 3ro5en 3oodsK*urope7 ome @ 'ersonal )areK

*urope7 )entral @ *astern *urope7 3oodsK$orth America7 ome @ 'ersonal )areK$orth

America .


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CA'&1!

S&!A&10D A,+ MA!1&I,0

SE& analysis

Strength:

Unilever is one of the world largest )ompany.

)ompany has advanced technology and well s0illed professionals.

'roduct is highly 4ualified.

+he target people are the whole people.

)ompany totally owned, systematic distribution networ0, transparent communication

system.

'articipative management style.

Eeakness

)ompetitors have strong promotional activities.

)ustomers are offered better alternatives by the competition.

Advertisement flaws.

Devotion of product.

'roducts 4uality loses its values.

'oor 'romotion of free sample.

$o Uni4ue identification of product.


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pportunities

'opulation epanding at a rapid rate.

)onsumers are becoming more 4uality conscious.

)urrent capacity utili5ation @ G which can be bather broadened with the increased

in demand. )ustomer base is increasing with effective mar0eting.

aby shampoo is another area Unilever can ma0e huge gains.

hampoo plus conditioner and anti-dandruff shampoos are another area where

Unilever can earn huge profits. 'ural areas are a large prospective mar0et where they can introduce.

&hreat

'olitical and economic factors.

'artial government 'olicies. igh rate of competition.

(ocal and foreign competition.

".B.1 &op Unilever Co(petitors:

om,an- .ocation

#roctor ' Gamle incinnati "$

7raft foods ortheld 5.

estle eve- *it:erland

".B.# Market Share:

Unilever # ' G 7raft estle

;o,

segment

/G foods ons+mer

care

Food Food

;o, rand (ove ;ide &ac '

cheese

7it)at


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!" norr toc0pot

bouillon. Using a uni4ue Celly technology that delivers homemade taste and 4uality, this

product is helping people create a special meal at home instead of eating out.

Eidespread appeal

'roduct superiority is essential, but Unilever also need to offer a broad range of choice which

meets differing consumer needs and price points wherever Unilever operate. rands and

innovation are at the heart of everything Unilever do. Unilever develop its products to 0eep

pace with changes in consumer lifestyles and to appeal to people at all income levels.

uccess means getting bigger and better innovations into the mar0et faster, supported by the

very best mar0eting. 2n the U>, understanding that consumers are loo0ing for value without

compromising on 4uality, and recogni5ing the importance of fragrance in communicating a

products benefits, Unilever developed a range of li4uid concentrates for urf detergent with

added essential oils, resulting in #BG growth.

And in 2ndia, where water 4uality remains a maCor concern, the brea0through technology of

'ure 2t, its in-home purification system, is providing safe and affordable drin0ing water with

complete protection from the water-borne germs that cause diseases. 2n #B, 'ure it

provided safe drin0ing water for more than 1= million people in 6 million households in

2ndia.

b. 0roth 'riorities

igger, better, faster innovations

uccessful innovation is based on deep consumer insight. +he balance Unilever see0 to

achieve is to marry global strength in &@D with local 0nowledge of peoples habits, tastes

and behaviors. +o grow at the rate Unilever want to, its focus investment on products that can

wor0 globally rather than on launches in Cust a few countries. Unilever have also doubled the

number of big proCects Unilever are wor0ing on. Unilever are already seeing results. Unilever

have rolled out Ae Dar0 +emptation deodorant to =F mar0ets, (ipton 'yramid fruit tea bags

to 68 mar0ets and )lear shampoo to 6= mar0ets.

3or a product to wor0 at a global level, it needs to address unmet needs with superior

technology and a clear consumer concept. &@D must deliver brea0through science in areas

that really matter to consumers, with products that do what they claim. uccess on this scale

re4uires strict priorities and big ideas. 9ithin &@D, part of prioriti5ing is getting the balance

right between the short and the long term. 9ith an eye to its future growth plans, during #B

Unilever developed a more robust process for fuelling its longer-term innovation pipeline.

)alled the enesis 'rogramme, it spans its foods and home and personal care categories and

focuses on the brea0through ideas that Unilever epect will deliver the biggest wins. 3rom

#11 Unilever should begin to see some of these innovations in its products. Unilever

continued to invest substantially in &@D, despite the economic environment. 2n #B,

Unilever opened a new &@D centre in hanghai. (ocated in a country which is increasingly


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recogni5ed as a world leader in developing high-end innovations, the new centre further

underscores its commitment to driving growth through &@D.

Bigger< "etter< faster;

2n lying the foundations for growth, Unilever are focusing on rolling out more innovationsfaster and to more mar0ets.

Lead (arket develop(ent

+he worlds population, currently F.8 billion, is set to grow to :.: billion by ##. +oday, =.B

billion live in developing and emerging mar0ets K countries such as ra5il, 2ndia and

2ndonesia where Unilever has deep roots and a wide presence. Unilever already reach many

more consumers than its competitors in these mar0ets. /ar0et development is about

developing and growing categories.

+here are three ways of doing this;

/ore users Hincreasing mar0et penetrationI7

/ore usage Hincreasing consumptionI

/ore benefits Hgetting consumers to buy higher value productsI.

3or eample, ta0e Ae.

2n recogni5ing that fragrance is a maCor reason why people choose one brand over another,

new fragrance launches are helping to increase mar0et penetration, introduce new users to the

brand and ensure its product mi remains up to date. +his, in turn, has helped Ae become the

worlds leading male deodorant and shower gel.

Einning In the Market 'lace

2ts biggest growth opportunity lies in epanding the mar0ets in which Unilever compete. 2ndeveloping and emerging countries there is huge potential for future growth as more and

more people start consuming personal and household products for the first time. +o reali5e

this potential, it will need to partner with its customers in both the developed and developing

mar0ets.

Ein Eith Einning 'artner

Unilever was the eclusive partner of 9almart oundchec0. +he campaign featured music

talent such as


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department, and was available as a download from the 9almart website. 2n-store

merchandising and additional online programming further amplified the campaign. $ot only

did the programme result in a big increase in sales for its products, but 9almart saw a rise in

music sales of the featured artists. ound chec0 is a multi-year eclusive partnership, so

Unilever loo0ing for another good year in #11.

Ein Eith Einning Custo(ers

+here is a growing trend in the retail industry towards consolidation, with fewer but larger

retailers. +han0s to its global scale and local 0nowledge, Unilever is ideally placed to help

those customers achieve their own growth ambitions. 2n #8 Unilever opened in $ew


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Unilever are doing this in three critical areas;

'rocurement7

/anufacturing7

ac0 office services.

ingle procurement strategy having a single, global procurement strategy means that where

bigger is better, Unilever are getting the benefits. 3or many items, buying globally gives us

economies of scale. 3or eample, significantly reducing the number of tomato ingredients

that are used in its products from 6 to Cust 6B enhanced the consistency of product 4uality

and, at the same time, substantially reduced costs.

+. Einning &hrough Continuous I(prove(ent

Delivering sustained, profitable growth re4uires a philosophy of continuous improvement.

+his means being fast and fleible in the supply chain while 0eeping costs competitive. 2t willalso re4uire us to ma0e the most of its scale and aim for the best return on every euro

Unilever spend on advertising and promotion.

I(prove(ent f &echnology

2ntroduced at its U> plant in (eeds, the new technology allows us to produce a common,

unperformed base for its aerosols, adding the fragrance only at the very last stage. +his gives

us the fleibility to ma0e many more variants without incurring higher costs. 2ts good for us

because it has contributed greatly to lower stoc0 levels7 around :G of its stoc0-0eeping units

have seen their minimum order 4uantity halved7 its product change-over time has reducedfrom " minutes to Cust fit7 and Unilever produce less waste. ut more importantly it benefits

customers, who have improved shelf stoc0 levels and reduced lead times, and consumers,

who can get a wider choice of fragrance at no etra cost.

Internal Services Under ne !oof

*ven with activities such as 2+, travel, office services, accounts payable and accountsreceivable, there are big opportunities to leverage global scale. o in #B Unilever set up a

new business unit, Unilever *nterprise upport HU*I. 2t will be operational in April #1

and will bring together many of these activities as a 0ey part of its initiatives to drive down

costs.

&he Best !eturn n Brand And Custo(er Invest(ent

Unilever is the second biggest advertiser in the world. 2mproving the return on its brand and

customer support is one of the biggest things Unilever can do to achieve growth. +here is a

tendency to thin0 that analy5ing this 0ind of return on investment is some form of mystery.


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Unilever believe it is simply about being rigorous in applying its best evaluation and

development techni4ues. *veryday disciplines done brilliantly

Unilever decide on the best ways of investing its spend.

Unilever do this on three levels;

Allocating investment across geographies, categories and brands7

Allocating investment across particular proCects and product launches7

Allocating spend locally across mar0eting channels and promotions.

efore Unilever invest, it uses a number of tools to answer the 4uestions; how much should

Unilever be investing7 and how can Unilever maimi5e its effectiveness\ During and after the

investment, Unilever use other tools to loo0 at whether it is wor0ing, how it could wor0 better

and what to do net. +his is not about replacing creativity with analytics and measurement7 it

is about doing both brilliantly. +hrough focusing on these basics, Unilever are already seeinggreat improvements in return on investment in a number of areas. 3or eample, its U foods

business has increased returns by over "=G in si years, helped by its use of econometric

modeling.

;uture trends

(oo0ing ahead, there are two big themes that will dominate its media planning; how Unilever

ma0e best use of digital media and, given the rise in prominence of global retailers, how

Unilever can ma0e the most of in-store investments. 3rom months to wee0s at no etra cost

+hrough a partnership with maCor suppliers, U personal care product labeling is now

0eeping pace with brand design and variant changes. 'rocess optimi5ations have created

shorter print runs, 4uic0er turnarounds and less waste, at the same label cost.

9ith such an opportunity for ma0ing efficiencies, Unilever set up Ultra(ogisti0 as a separate

transport management division within Unilevers supply chain. 2t is managed from hubs in

'oland and wit5erland, by a team of 1 specialist transport managers. 3or each transport

route Unilever reviewed the arrangements and determined which of them should be moved

into Ultra (ogistic, and then tendered each route to get the best deal. Unilever are already

ma0ing savings of at least 1=G, as well as cutting down carbon emissions by moving

transport off the road. Ultimately, its aim is to bring over =G of *uropean transport

management within Ultra (ogistic, and to roll out the model to other parts of Unilever.

d. Einning ith 'eople

Doubling in si5e is a challenging prospect. 3rom a talent and organi5ational perspective, it

cannot be business as usual. Unilever will have to have in place the people and structures

necessary to manage on a larger scale.

u(an !esource 'lanning


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3illing the s0ills gap by getting its people up to speed as 4uic0ly as possible became essential.

9ithin three months Unilever developed a training programme with its & providers,

Accenture, and trained over "= sales staff in seven cities across )hina. +he average pass rate

was over B=G, and Unilever are already seeing results with an overall increase of #.#BG in

net invoice value delivered by those who did the training. Unilever have now pic0ed somepeople to become trainers themselves so the programme can become self-sustaining. Unilever

are also loo0ing at rolling it out to other emerging mar0ets where its sales people need to

develop new s0ills 4uic0ly.

Case Study

A diverse team for the widest range of consumers

An important part of developing the Unilever wor0force of the future is diversity. Unilever

need a diverse team K across gender, nationality, race, creed, culture K to be able to connect

with the widest range of consumers and to ta0e its performance to a higher level. Unilever arealready ma0ing progress. 2ts oard of Directors comprises si nationalities and the nine

members of the Unilever *ecutive team come from si different countries. +his combination

delivers a wealth of eperience in emerging mar0ets which is critical to its future business

success. 2n terms of gender, the number of women in senior positions has increased. 3or

eample, the proportion of women now at vice president level has gone up by around one

third since #:.

A 'lace &o Succeed

As important as development programmes and organi5ational structures is having aperformance culture that rewards people and teams who deliver. nly by inspiring its people

and motivating them to succeed will Unilever deliver its growth ambition. 'eople, integrity

and values have always been central to Unilever, and will continue to be so. ut within that

contet Unilever are determined to become faster, more focused and more competitive. 2n

#B Unilever updated some of its performance management tools, for eample introducing a

global performance and talent management system. /easuring cultural change is an ineact

science, but Unilever put great effort into engaging with employees to find out whether they

understand the companys vision and their role within it, what their views are about Unilever,

and what they believe needs to change for us to achieve its ambitions. 2n #B Unileverbegan an employee engagement programme that will ensure employees are involved in

Unilevers vision and plans for the future. As part of Unilevers partnership with the 9orld

3ood 'rogramme H93'I, 1# student interns are recruited each year to help run 93's school

feeding programme in developing countries. 2t isnt Cust the local children who benefit, or the

students, who learn valuable life s0ills. 9hile there is no re4uirement for interns to tal0 about

Unilever, it is inevitable that they will when telling their friends about their eperiences K and

most of the time it is positive. 2n todays world of blogging and teing, there is no better way

to spread the word.


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Chapter %

SM1 'roducts S&' >Seg(entation< &arget< 'ositioning?:

LUF:

Market Seg(entation:

+he )ompany claims that (u is the highest selling beauty soap in angladesh. /oreover

some survey reports also reveal the same result.


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+hough (u is the highest selling beauty soap in angladesh, it does not go for traditional

mass mar0eting moreover as a beauty soap (u does not even segment its mar0et according

to gender.

Unilever angladesh (td segments their mar0et according to geographical areas. +he

population of the country is segmented into three parts which are Urban, sub Urban and rural

area consumers.

+he company further differentiate the geographical segments according to socio *conomic

cluster H*)I i.e. education and 2ncome.

&arget Market;

Urban and sub urban middle class and rural people are the largest part of angladesh

population. A research carried out by Unilever angladesh reveals that Urban rich people are

more li0ely to buy imported and epensive products. /oreover rural poor people tend to bycheap products even without evaluating its 4uality. owever Urban and sub Urban upper

middle and middle class people tend to buy affordable and 4uality products.

(u is not a highly epensive but an affordable products. +hat is why the company targets

Urban and sub Urban upper middle and middle class people who are the second highest of

segment of the country.

'ositioning:

Unilever angladesh (td obtained a good position in the buyers mind through better product

attributes, price and 4uality offering the product in a different way than the competitors do.

+he company offers improved 4uality of products in the 2ndustry at an affordable price with

high branding, which ultimately helps to position the product in the buyers mind as the best

4uality soap.

+he mar0et share of the company in the beauty soap industry is some where around "6G.

ince in the beauty soap industry all products are of same price Unilever cannot provide its

consumers with better price but it is in a great position in reference with its pac0aging

fragrances and product designing.

(us position in the consumers mind on two dimensions price and it states that though in

comparison to its competitors the pricing of (u is same but consumers rate it as the product

which gives them the highest 4uality. +his positioning created a strong customers loyalty for

(u for which it the mar0et leader in the 2ndustry.

Close-up

Market Seg(entation:

/ar0et segmentation is broadly classified into two categories.

pecific need based segment


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*nhancement needs; +his caters the need for having fresh breath and whiteness of

teeth. ygienic needs; +his caters to the overall oral care needs.

Demographic segmentation

+he segmentation was specially to target youth between 18-#= years, however it did not

alienate the people who were above the age of 6 years Hespecially the ones who feel young

at heartI +his product was also targeted to those groups of audiences who li0ed

eperimenting with different products.

&arget Market:

)lose up is targeted at young people. +he target mar0et being /ulti rand ouseholdsE

9here the young does not use what their parents use. +his particular targeting was significant

when close up was launched because )olgate positioning was a sort of oral care and hygiene

benefits. Also, )olgate was going for a broad mar0et constituting of all the age groups.

'ositioning:

A large part of close ups success is because of its brand positioning. )lose up balls under the

third pillar of tooth paste 3reshness egmentE particularly dealing the need for white teeth

and freshness. Also close up has positioned itself for *motional benefit of closeness and

rational benefit of freshness.

+he name close upE was propounded with a motive of building social confidence to get

closer to others. close up was positioned as a youth oral care brand from the very beginning.2n #", the brand was re-launched with a publicity blit5 that communicated virtues of a

Y%itamin fluoride system.

'resent in the product a powerful mi of vitamins, fluoride. mouth wash and micro-

whiteners, for fresher breath and stronger, whiter teeth.

aseline

Market Seg(entation

/ar0et segmentation is the process of disaggregating the total mar0et for a given product into

the number of sub-mar0ets. +he heterogeneous mar0et is bro0en up in the process into a

number of relatively homogeneous units. Different ways of mar0et segmentation are as

follows.

eographic segmentation

Demographic segmentation

'sychographic segmentation

uyer ehavior segmentation

%olume segmentation

&arget Market;


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%aseline targets women in their mid-#-s on wards for the brand,E combination of mass and

prestige. +he focus will be to tap the segment in between the mass and the premium end of

the segment. +hey also focus on family uses of %aseline.

'ositioning:

'oisoning is the act of communicating companys offer so that it occupies a distinct and

valued place in the customers mind so as to create an enduring competitive advantageE.

%aseline is positioned on the healthcare platform with a body lotion and a petroleum Celly

cream. +he )ustomers see the tangible attributes li0e performance level, price, pac0aging,

products components before buying the product. %aseline being the winter cream posses

many uses such as pomade for the hair, it is also used by males as a personal lubricant.

%aseline prices are less as compared to ponds, (a0me of $ivea. +he brands range was

epended to +alcum 'owder but was later withdrawn. A seasonal brand, Unli0e ponds,

%aseline also has boot care cream, which has remained a niche product with limited demand

during winter. +he Uni4ue selling proportion of %aseline is its 1G. 9hite petroleum.

U$2(>

Market Seg(entation

'ersonal air )are hampoo available in multiple variants

&arget 0roup

irls in the age group of #s

'ositioning

+he unil0 hair care range provides a complete hair care solution and functions as a 6-step

combination of cleansing, nourishing and manageability.

MA!1&I,0 MIF ; U,IL11!:

/ar0eting /i is defined as the set of all controllable tactical mar0eting tools K productingdom in

1B#8. ubse4uently, (u soap has been mar0eted in several forms, including handwash,

shoUnileverr gel and cream bath soap.

ince the 1B6s, more than " of the worlds most famous female celebrities have been

associated with (u. /arilyn /onroe, ophia (oren, $atalie 9ood, rigitte ardot, Demi

/oore, )atherine Teta-


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1arly Beginnings

(us early advertising campaigns aimed to educate users about its credentials as a laundry

product and appeared in maga5ines such as (adies ome


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$725 4 $7%3: 7 out of $3 stars

+his era saw 0ey launches of (UN in the U>, 2ndia, Argentina and +hailand. +he brand

concentrated on building its association with the increasingly popular movie world, focusing

more on movie stars and their roles rather than on the product. 2n 1B#B, advertising featured

#F of the biggest female stars of the day, creating a huge impact among the movie-loving

target audience. +his was folloUnileverd by ollywood Directors tal0ing about the

importance of smooth and youthful s0in.

2n $7$, (u launched a campaign with older stars, 2 am over 61E. +he series of print ads

had stars tal0ing about preserving youthful s0in. (u also launched campaigns featuring

interviews with tars and )lose Ups of tars, bringing to life the YB out of 1 idea.

2n $7%


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83s: !o(ancing &he Brand

+he Fs saw a shift in advertising to product stories and the romantici5ing of brand through

its sensorial @ emotionalE dimensions. +his was the era of Ythe film star feeling and the

Yolden (u, featuring stars such as andra Dee, Diana &igg and amantha *ggar. +he

bathing ritual, the Yfantasy element that has been the imagery of (u, was created in this era.

+he brand also moved forward with launching (UN in the /iddle *ast, entering a moreconservative mar0et.

93s: +i(ensionali)ing Beauty

&eflecting the shift in beauty trends in the :s, the (u stars stepped down from their

pedestals and Unileverre portrayed as multi-faceted women with natural, wholesome beauty

that the ordinary consumer could relate and aspire to. +he eecutions Unileverre more of Ya

day in the life of the stars with focus on their Ynatural beauty. tars included rigitte ardot

and $atalie 9ood.

53s: ning &he Category Space

*stablishing itself as +* beauty soap for stars and beautiful women, the 8s emphasi5ed the

importance of s0in care K the first step to beauty. (UN was launched in )hina at this time.

ophia (oren, &a4uel Unileverlch and )heryl (add Unileverre some famous celebrities used

during this time.

73s 4 1arly 2333s: Advanced Skin Benefits

2n the Bs, (u moved from generic beauty benefits to focus on specific benefits and

transformation. /ore emphasis on functionality and variant associations with different s0intypes as Unileverll as mention of ingredients. +he communication was far more regional

specific and locali5ed, using stars li0e /alu/ader and Debora loch. +his period launched

product brand etensions hoUnileverr )ream and els and (u uper &ich hampoo in


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2n #=, (u encitsaged women to celebrate and indulge their femininity with the 'lay with

eautyE philosophy, with stars li0e Aishwarya&ai. +he brand connected with consumers to

ta0e a more Yactive stance on beauty.

3rom #8, building off the brands root strengths, focus has shifted to beauty Hvs.

femininityI, appealing to consumers fantasies and aspirations. (u believes that Ybeauty is a

female instinct that shouldnt be denied and showcases the pleasure that every woman enCoys

from using her beauty, encapsulating that idea in a simple phrase; Declare its beauty.

+oday, (UN is growing in 0ey mar0ets in ra5il, UA, )hina, angladesh and outh Africa,

and is a mar0et leader in 2ndia Hfor soap barsI, ra5il, audi Arabia Hfor soap barsI,

angladesh and +hailand.

=.# +ove >&oiletries?

Dove is a personal care brand owned by Unilever

Dove products are manufactured in Argentina, Australia, ra5il, )anada, ermany, 2ndia,

2reland, $etherlands, +hailand, +ur0ey, and United tates. +he products are sold in more than

6= countries and are offered for both women and men. +he Dove trademar0 and brand name

is currently owned by Unilever. Doves logo is a silhouette profile of the brands namesa0e

bird, the color of which often varies.

'roducts include; antiperspirantsOdeodorants, body washes, beauty bars, lotionsOmoisturi5ers,

hair care, and facial care products. Dove is primarily made from synthetic surfactants, salts of

vegetable oils Hsodium palmate from palm 0ernelI and salts of animal fats Hsodium tallowate

from cows fatI. Dove contains animal fat HtallowI and for this reason some vegans may
http://en.wikipedia.org/wiki/Unileverhttp://en.wikipedia.org/wiki/Unilever


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refrain from using it. Dove is formulated to be p neutral, a p that is usually bet Unlevered

F.= and :.=.

Dove )onditioner

Marketing ca(paigns

2n #F, Dove started the Dove elf-*steem 3und. 2t purports to be an agent of change to

educate and inspire girls on a wider definition of beauty and to ma0e them feel more

confident about themselvesE. +o this day, Dove have created a number of largely online-only

short films, including Daughters Hwhich also aired in a :=-second spot during the uper owl

N(I, *volution Hwhich won two awards at the )annes (ions 2nternational Advertising

3estivalI, nslaught, and Amy.

@. Life"uoy >soap?

1B# ad for (ifebuoy oap

(ifebuoy is a brand of soap containing phenol mar0eted originally by (ever rothers in

*ngland in 18B=.

istory

Although (ifebuoy is no longer produced in the U and U>, it is still being mass produced

by Unilever in )yprus for the U>, *U, U and ra5il mar0ets, as Unileverll as in +rinidad

and +obago for the )aribbean mar0et. Unilever in )yprus and +rinidad and +obago is

manufacturing the original &ed (ifebuoy oap with carbolic acid. 2n other mar0ets, including


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outh and outh *ast Asia, the global brand of (ifebuoy oap has been updated to use red

and other colitss with Ymodern aromas.

Catchphrases

9hen the 'hiladelphia 'hillies played at the a0er owl during the 1B#s, an outfield walladvertisement for (ifebuoy stated, +he 'hillies use (ifebuoyE. ne night a vandal snea0ed

in and added to the ad, And they still stin0E. %ariations of the Co0e Unilever also employed

by detractors of other losing teams.

+he term ..E, short for body odorE, is often thought to have been invented by (ifebuoy

for an advertising campaign. oUnileverver, the term ..E was actually coined by a

company that made deodorant for women called do-&o-$o in 1B1B. (ifebuoy made the

term famous, +he (ifebuoy radio ad, parodied by several 9arner rothers (ooney +unes

cartoons, used a foghorn-type sound to create the ..E sound.

=." Laundry +etergent

(aundry powder

(aundry detergent, or washing powder, is a substance that is a type of detergent Hcleaning

agentI that is added for cleaning laundry. 2n common usage, detergentE refers to mitures of

chemical compounds including which are similar to soap but are less affected by hard

water.E 2n most household contets, the term detergent refers to laundry detergent vs hand

soap or other types of cleaning agents. /ost detergent is delivered in powdered form.

istory

3rom ancient times, chemical additives Unilever recogni5ed for their ability to facilitate the

mechanical washing with water. +he 2talians used a mi of sulfur and water with charcoal to

clean cloth. *gyptians added ashes and silicates to soften water. oaps Unilever the first

detergents. +he detergent effects of certain synthetic surfactants Unilever noted in ermany

in 1B1:, in response to shortages of soap during 9orld 9ar 2. 2n the 1B6s, commercially

viable routes to fatty alcohols Unilever developed, and these new materials Unileverconverted to their sulfate esters, 0ey ingredients in the commercially important erman brand


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3*9A, produced by A3, and Draft, the U brand produced by 'rocter and amble. uch

detergents Unilever mainly used in industry until after 9orld 9ar 22. y then, new

developments and the later conversion of aviation fuel plants to produce tetra propylene, used

in household detergents, caused a fast growth of domestic use in the late 1B"s.

+he use of en5ymes for laundry was introduced in the early part of the 1Bs by tto &ohm.

nly in the latter part of the century with the availability of thermally robust bacterial

en5ymes did this technology become main stream.

At the present time, soap has largely been displaced as the main cleaning agent in developed

countries. oap is, by Unilever right, relatively ineffective, and it is highly sensitive to

deactivation by hard water. y the 1B=s, soap had almost been completely replaced by

branched but these detergents Unilever found to be poorly biodegradable. (inear H(AsI, ho

Unilever, proved to be both highly effective in cleaning and more biodegradable than the

branched relatives. (As remain the main detergents used domestically. ther detergents that

have been developed include the linear, which also resist deactivation by hard water. oth

remain specialty products, for eample only an estimated F million 0ilograms of the sodium

al0ylsulfonates are produced annually. During the early development of non-soap surfactants

as commercial cleaning products, the term syndet, short for synthetic detergent, was

promoted to indicate the distinction from so-called natural soaps

Che(istry of +etergents

/any 0inds of molecules and ions can serve as high-efficiency surfactants. +hey are often

classified according to the charge of the molecule or ion, the three main classes being anionic,

neutral, and cationic detergents. Anionic detergents are most commonly encountered for

domestic laundry detergents. Detergents are ions or molecules that contain both polar and

nonpolar components. +he polar component allows the detergent to dissolve in the water,

whereas the nonpolar portion solubili5es greasy HhydrophobicEI materials that are the usual

target of the cleaning process. An estimated F billion 0ilograms of detergents are produced

annually for domestic mar0ets.

Co(ponents

/odern detergent formulations K the entire product vs. Cust the surfactant K contain several

components. +hree main ingredients are builders H=G by Unilever right, approimatelyI,

surfactant H1=GI, and bleaches H:GI.

Builders

uilders are water softeners. +hese chemical compounds are agents that remove calcium ionsby complication or precipitation. +ypical builders are sodium carbonate, complication agents,


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soap, and 5eolites. +hey function by se4uestering or precipitating the problematic ions. ne

of the most common builders is sodium triphosphate, which is used on very large scale for

this application.

Bleach

+he main targets of bleaches are of vegetable origin include chlorophyll, anthocyanin dyes,

tannins, humic acids, and carotenoid pigments. /ost bleach in laundry detergents are

oidi5ers, e.g., sodium perborate or sodium hypochlorite, 2n addition, other agents are added

as bleach activatorsE, to enhance the effectiveness of the bleaching agent.

1n)y(es

/any laundry detergents contain en5ymes. +he amounts of en5yme can be up to about #G by

Unilever right of the product. +hese agents are re4uired to degrade recalcitrant stains

composed of proteins, fats, or carbohydrates. *ach type of stain re4uires a different type ofen5yme, i.e., protease for proteins, lipases for greases, and amylases for carbohydrates.

ther ingredients

/any other ingredients are added depending on the specific application. uch additives

modify the foaming properties of the product by either stabili5ing or counteracting foam.

ther ingredients increase or decrease the viscosity of the solution, or solubili5e other

ingredients. )orrosion inhibitors counteract damage to washing e4uipment. Dye transfer

inhibitorsE prevent dyes from one article from colitsing other items. Antiredeposition

agentsE are used to prevent fine soil particles from reattaching to the product being cleaned.)arboymethyl cellulose is used for this purpose.

A number of ingredients affect aesthetic properties of the item to be cleaned or the detergent

itself before or during use. +hese agents include optical brighteners, fabric softeners, and

colitsants. A variety of perfumes are also components of modern detergents, provided that

they are compatible with the other components and do not affect the colits of the cleaned

item. +he perfumes are typically a miture of many compounds, a popular component being

cycloheyl salicylate, which is related to oil of wintergreen.

1nviron(ental Concerns

*arly in the introduction of sulfonate-based detergents, concerns Unilever voiced over the

low rates of biodegradation of the branched.

A more profound problem arises from the heavy use of sodium triphosphate, which can

comprise up to =G by Unilever of detergents. +he discharge of soluble phosphates into

natural waters has led to problem with eutrophication of la0es and streams. +he replacementof sodium triphosphate by 5eolites offers some relief to this problem. 9ith respect to the


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phosphate additives, Unilever 1B" and 1B: the amount of phosphates in city wastewater

increased from #, to 1=, tons per year. 9ith the increase in phosphates, algal

blooms grew splendidly on the ecess phosphorus and consumed most of the oygen in the

waters, 0illing fish and plants.

2n #", the *uropean Union introduced regulations to re4uire biodegradability in all

detergents, and intends to ban phosphates in domestic products from #16

Australia began phasing out the use of phosphates in its detergents in #11, with an all-out

ban epected to ta0e effect in #1".

'ursuant to findings published in #F by the hen0ar )ollege of *ngineering and Design

indicating that li4uid detergents are much more environment-friendlyE than powdered

detergents, 2sraels /inistry of the *nvironment began recommending that consumers prefer

li4uid detergent over powdered ones for laundry which is not heavily stained.E

=.= SunSilk

unsil0

unsil0 is a hair care brand, primarily aimed at women, produced by the Unilever group,

which is now considered the worlds leading company in hair conditioning and the second

largest in shampoo. unsil0 is Unilevers leading hair care brand, and ran0s as one of the

Anglo-Dutch conglomerates billion dollar brandsE. unsil0 shampoos, conditioners and

other hair care products are sold in FB countries worldwide.

unsil0 is sold under a variety of different names in mar0ets around the world including

*lidor, eda and edal. +he brand is strongest in Asia, (atin America and the /iddle *ast

and is the number one hair care brand in 2ndia, ra5il, Argentina, olivia, angladesh, ri

(an0a and +hailand.

istory

edal shampoo bottle


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unsil0 was launched in the U> in 1B=", and by 1B=B it was available in 18 different

countries worldwide. At the time, unsil0 had an advantage over other shampoos in the

mar0et as it only needed one application, and so meant washing less natural oils from the

hair. unsil0 cream shampoo for dry hair was launched in 1B=F.

2n $7@5, a new transparent polythene tube for the li4uid shampoo was introduced as an

alternative large si5e pac0 to the bottle. unsil0 was also available in such tubes.

2n $783, unsil0 +onic shampoo was launched, containing s0in healing ingredient Allantoin K

designed to help 0eep the scalp free from infection.

2n $78$, unsil0 (i4uid shampoo was re-launched to unsil0 eauty, because Y(i4uid in the

name, originally used to distinguish the product from powdered shampoos had become

meaningless as the maCority of shampoos Unileverre now in li4uid form.

2n $782, unsil0 was mar0eted as a range of shampoos for different hair types.

unsil0 significantly improved product formula and launched new variants in 1BFF; the first

maCor shampoo to contain olive oil, which acted as conditioner to ma0e hair soft and

manageable7 shampoo for dull hair, which restored hairs natural shine7 lemon shampoo for

greasy hair with deep cleansing ingredients.

unsil0 hair spray was first launched in 1BF" to enter an epanding hair-spray mar0et,

2n $788a new product formula was developed which gave hold, even in damp Unileverather

whilst still caring for hair. +he hair spray contained a 3rench perfume and could easily be

removed by brushing or shampooing it out.

2n $787, all unsil0 shampoo was re-pac0aged in new '%) bottles, which Unileverre larger

than traditional glass bottles for the same price.


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unsil0 conditioner was launched in 1B:1 with three variants for dry, normal and greasy hair.

2n $79, unsil0 launched an aerosol dispensed setting lotion. An economy si5e shampoo

bottle was introduced for unsil0 in 1B:".

2n $79@, unsil0 became the biggest name in hair care with 1,, pac0s being sold every

Unilevere0.

2n $753, the whole unsil0 range was re-launched, with improved formulations and

pac0aging design to bring the brand into the 1B8s.

2n $75@, unsil0 styling mousse was launched and # years later a conditioning mousse

folloUnileverd.

2n 233$, unsil0 moved into the hair colitsant mar0et for Asian-type dar0 hair, offering a

range of seven permanent colitss from natural blac0 to copper with purple, red and gold tints.

2n 233, unsil0 launched a new range of shampoos and conditioners, which Unileverre

developed to meet womens hair needs and reflect the way women thin0 about their hair. +he

fa0e institute Ha trademar0 by edalI *lida air 2nstituteE developed the products in

response to mar0et research. *ach product contained a uni4ue formulation of ingredients,

combining the best from natural and scientific worlds to help combat common hair problems.

Milestones

1B=" K unsil0 first launched in the U>.

1B== K 3irst advertisement of unsil0 appeared on +%.

1BF" K (aunch of unsil0 hair spray.

1BF8 K unsil0 shampoo re-pac0aged in '%) bottles.

1B:1 K (aunch of unsil0 conditioner.

1B:= K unsil0 became the biggest name in hair care.

#6 K unsil0 glossy maga5ine launched in Argentina.

#8 K ocial networ0ing site ang of irls was introduced in 2ndia.

;irst advertising

unil0 began advertising in 1B== with a campaign that focused on specific hair issuesE. 2n

the U>, the campaign focused on shiny hair. During the 1BFs, a television commercial of

unsil0 featured a tune composed by


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/adonna, ha0ira, /arilyn /onroe, and /arian &ivera all featured in unsil0s #8

advertising campaign (ife )ant 9aitE which launched with a uper owl N(22 spot. +he

philosophy behind the campaign was about girls ta0ing positive steps to gain better control of

their lives air n ] (ife nE.

Actress and former /iss 9orld 'riyan0a )hopra is the brand ambassador for unsil0 in

2ndia.

2n #B, singer Delta oodrem was announced as the face of unsil0E in Australia. +he

singer and her music have since featured in several unsil0 adverts.

2n #:, ritish girlband irls Aloud launched a campaign for unsil0 after securing a

sponsorship deal worth over ^1,,./embers $icola &oberts, $adine )oyle, )heryl

)ole, >imberly 9alsh and arah arding all represented the brand, which included shooting

a television commercial. unsil0 also sponsored their following tits

Maga)ine

2n #6, unsil0 HedalI launched the first hair only glossy maga5ine in Argentina aiming to

communicate to the professional hair industry. /ore than 8, copies are published each

month. +he maga5ine focuses on hair, fashion and beauty issues as Unileverll as showcasing

hairdressers wor0. 2t is sold locally on news stands and distributed to hair salons.

0ang of 0irls

2n #8, unsil0 2ndia launched a social networ0ing site called ang of irls, which offered

its users access to a variety of local and global eperts to address various hair care needs

through its content, blogs and live chat room. +he site includes rich content of hair care and

fashion, and users can also ta0e part in interactive games and 4ui55es.2n #11, unsil0 was

listed in +he rand +rust &eport published by +rust &esearch Advisory.

Co-Creation colla"oration

3rom #B unsil0 started wor0ing with a number of professional hair epertsE to develop

new and improved products. *ach hair issueE variant lin0s to an epertE with the relevant

specialist hair 0nowledge. 3or eample, Dr 3rancesca 3usco, a $ew Lor0 dermatologist, co-

created a hairfallE variant for the brand. +he line up also includes;


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Unilever uild a sustainable businesses. +he company doing business from many years

and maintain relation with customers.

+heir product 4uality is very high. +his is because when the people use their product then

there is no reaction.

/any poor people cant use their product because the product price is high then the

competitors. Unilever is a multinational company their financial situation is very good.

+hats why they can launch new product very easily.

+he advertising system is very strong. +hrough the advertising many people attracted

about Unilever product.

uilding long term, mutually beneficial relationship with customers and are available for

product at all times. )ustomers consolidation and growth of discount sector.

/an again the business across globally competitive mar0ets.

%olatility of emerging mar0eting. 2n #1, more than half of Unilever turnover came from

developing and emerging mar0ets including ra5il, 2ndia, angladesh, 2ndonesia, +ur0ey,

outh Africa, )hina, /eico and &ussia.

Unilever mar0et building strategic alliances and partnership.

Unilever &@D developments try to build up a new product or new rand.

!1CMM1,+A&I,:

Unilever product 4uality is high after that. +hey have to need produce more 4ualified

product.

Unilever product price is high then the competitors. +hey should concern about this

matter.

)ompanys financial situation is very good. +hats why they can etend their business.

)ompanys promotional strategy is very nice but continuously it should be improved.

+o do business globally always collects information very rapidly about /ar0et.

)ompanys &@D division always should be improved.

Conclusion:

+his report only focuses on the U$2(*%*& mar0eting strategy and mi. 2 did not able tocollect the whole information of the )ompany. o into the company.


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y my analysis 2 have found that, U$2(*%*& is globally successful company. ne of the

reasons for their success was hoUnileverver7 they create brands for specific countries and

regions. 'roducts for eample, found in south Americas will not be found in south Asian

countries. ince difference in culture eists worldwide, the creation and supply of brands

have to be ta0en seriously. U$2(*%*& angladesh is the mar0et leader in home and

personal care products. +he U$2(*%*& products are able to gain customer satisfaction and

trust. +heir production and distribution is epanding rapidly.

Unilever 0now that if Unilever are to achieve their ambitious growth obCectives Unilever

must reduce the total environmental impact of the business. 2ts commitment etends right

across its value chain K i.e. from the raw materials through its own production and

distribution to consumer use and eventual disposal of residual pac0aging. Unilever fully

recogni5e that Unilever will need to develop a new model for business growth. Unilever are

embar0ing on a long-term programmed of wor0 with its suppliers, customers and other

partners to reali5e this goal. 9ith its portfolio of strong brands, presence in emerging mar0ets

and long-standing commitment to shared value creation, Unilever believe Unilever are

Unileverll placed to deliver on this ambition. ver 1 years ago, its founders not only

created some of the worlds first consumer brands, they also built a business with strong

values. Unilever have continued to update its vision as the world has changed. 2n the 1BBsUnilever formally integrated sustainability factors into its strategy. +hen, in #=, Unilever

started to embed this agenda into its product brands using a process called rand 2mprint.

ince then rand 2mprints have been completed across all its product categories. ocial and

environmental considerations are now integrated into the innovation and development plans

of its maCor brands. At the same time, Unilever are also evolving its approach to corporate

branding. Unilever are starting to consider how they ma0e Unilevers corporate commitments

and activities more visible and relevant to their consumer.


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