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Abstract

This structured assignment is to accompany the case ''506-017-1''. The abstract of the case is as follows: Unilever, the Anglo-Dutch consumer product company, was formed in 1930 with the mission of ''meeting the everyday needs of people everywhere''. Over the years, it became the world''s second largest packaged consumer goods company (after Procter & Gamble) and third largest food firm (after Nestle and Kraft Foods). Armed with 1,600 brands in the home and personal care, and food and beverage segments, the company was present in 150 countries and its brands were used by 200 million people everyday. However, since the late 1990s, the company started facing competition which resulted in a decline in the net profit and marginal growth in revenue. In February 2000, the company announced a five-year growth strategy, directed towards bringing a significant improvement in its performance. The strategy, known as ''Path to Growth'', declared the company''s intention of streamlining and rationalising its unwieldy portfolio of 1,600 brands. Unilever aimed at getting rid of some of its non-strategic brands and reducing its portfolio to 400 power brands, by 2004. The plan attempted to save $7 billion within five years. The initiatives, however, received mixed feedback. While a group of industry analysts appreciated the unique move, another group was doubtful about the effectiveness of this strategy. The case discusses the brand portfolio and the brand portfolio restructuring idea. Also, it offers scope for discussing how Unilever continued with the brand restructuring exercise and whether the company would be able to achieve the desired growth rate by following the strategy.
Location:
Other setting(s):
2005

About

Abstract

This structured assignment is to accompany the case ''506-017-1''. The abstract of the case is as follows: Unilever, the Anglo-Dutch consumer product company, was formed in 1930 with the mission of ''meeting the everyday needs of people everywhere''. Over the years, it became the world''s second largest packaged consumer goods company (after Procter & Gamble) and third largest food firm (after Nestle and Kraft Foods). Armed with 1,600 brands in the home and personal care, and food and beverage segments, the company was present in 150 countries and its brands were used by 200 million people everyday. However, since the late 1990s, the company started facing competition which resulted in a decline in the net profit and marginal growth in revenue. In February 2000, the company announced a five-year growth strategy, directed towards bringing a significant improvement in its performance. The strategy, known as ''Path to Growth'', declared the company''s intention of streamlining and rationalising its unwieldy portfolio of 1,600 brands. Unilever aimed at getting rid of some of its non-strategic brands and reducing its portfolio to 400 power brands, by 2004. The plan attempted to save $7 billion within five years. The initiatives, however, received mixed feedback. While a group of industry analysts appreciated the unique move, another group was doubtful about the effectiveness of this strategy. The case discusses the brand portfolio and the brand portfolio restructuring idea. Also, it offers scope for discussing how Unilever continued with the brand restructuring exercise and whether the company would be able to achieve the desired growth rate by following the strategy.

Settings

Location:
Other setting(s):
2005

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