Subject category:
Strategy and General Management
Published by:
IBS Case Development Center
Length: 9 pages
Data source: Published sources
Abstract
After the failure of the five-year Path to Growth programme that aimed at a 5% to 6% annual growth, Unilever''s pre-tax profit declined from £4.5 billion in 2003 to £2.8 billion in 2004. The loss of £255 million in the fourth quarter of 2004 was the company''s first quarterly loss since 2000. This led to the abandonment of its 75-year old dual chairmen structure and paved the way for unification of the bi-national company. The case study, while highlighting the challenges faced by Unilever, offers a scope to discuss the future strategies of Unilever in order to retain its profitability and market share.
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Abstract
After the failure of the five-year Path to Growth programme that aimed at a 5% to 6% annual growth, Unilever''s pre-tax profit declined from £4.5 billion in 2003 to £2.8 billion in 2004. The loss of £255 million in the fourth quarter of 2004 was the company''s first quarterly loss since 2000. This led to the abandonment of its 75-year old dual chairmen structure and paved the way for unification of the bi-national company. The case study, while highlighting the challenges faced by Unilever, offers a scope to discuss the future strategies of Unilever in order to retain its profitability and market share.