Unilever Chinas dilemma.docVIP

 PAGE \* MERGEFORMAT 31 Unilever China’s dilemma Unilever, the global enterprise for the day is definitely a Ruleiguaner name! Skin-care products in 2003, Fortune Global 500, the Unilever ranked 66th place, while another day of giant Procter amp;amp; Gamble, No. 86. However, the 2004 ‘Business Week’ world rankings, P amp;amp; G’s market value of 139.335 billion U.S. dollars, ranking 17th in the world list, Unilever lying in fifth place in the global list 54, the market value of 65.3 billion U.S. dollars. Unilever with Procter amp;amp; Gamble ship commercial ship in the game in a relatively disadvantageous position. In China, home and personal care products market, Unilever and Procter amp;amp; Gamble in the trial of strength is also apparent disadvantage. Unilever, the localization of the strongest known multinational giants in China, a bit acclimatized. What makes China’s domestic brands have more than one losing entirely its own brand of Unilever in the Chinese market fight for the throne of the Procter amp;amp; Gamble? We have a strategic level to determine the reasons, but more is Unilever’s market in the Chinese market a portfolio of effective reflection. 1. 2 President and appearance to judge Boya Lun, began in September 2001 as General Manager of Unilever China In 1980, joined Unilever in 1990, he was Unilever’s head of investor relations in 1991, he served as director of Unilever United Kingdom Ice Cream Company in 1994, he was Unilever’s largest business group - the European Food and Beverage Group Senior Vice President of Finance in December 1997, he served as chairman of Unilever Taiwan in March 2001, was sent to Shanghai as the Chairman of Unilever Limited Luo Fei, began in July 2001 as President of P amp;amp; G Greater China. In 1951, was born in Paris, France In 1975, graduated from the University of Paris received bachelor’s degree in Engineering and Economics In 1976, the United States Stanford University, a master’s degree In 1977, join