联合利华的增长策略.ppt

Margarines, spreads, oils Frozen Foods Icecreams Tea-based beverages Culinary Health and Wellness Fragrances Deodorants/toiletry Oral Care Soaps, lotions, skin care Laundry Househould care Cleaning Products Ireland Korea Neverlands Italia US Global Enabling Team Regional Leadership Team Global Process Owners Customer Business Development Finance Human Resources IT Market Research Government Relations Product Supply Public Affairs Cross Functional Management Team Global Business Units Global Business Services Corporate Functions Market Development Organization One Unilever KEY TO SUCCESS A simpler management structure will increase accountability and speed the decision making process. Provides a greater clarity of leadership, responsibility, and accountability Allows Unilever to focus on the needs of their customers and consumers thus reigniting growth and increasing sales potential Provides the ability to leverage scale of operations Create a strategic platform for brand management Recommendation 1 Deliverables Recommendation 2 * threat of PG 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 Lowerin