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Abstract

This is part of a case series. In 2001 the profitability and market share of the Unilever Ice Cream Europe business were under pressure. ICE was the leader in its industry, with twice the market share of its nearest competitor, but the company was not capturing the full value of its leadership. Overall profitability and the underlying sales growth figures were both below the Unilever average. Kees van der Graaf, appointed in 2001 to head the Unilever ice cream and frozen foods business in Europe, faced the challenge of fixing the business which meant revolutionising the company's position in this market. Kees prepared to bring together his top leaders from across the organisation to address the first key challenge which was to identify and address the root causes of the issues facing the business. From this opening in the (A) case, the 5 part case and video series aims to bring participants on the two year journey which Unilever Ice Cream undertook to address the challenges of complexity and successfully improve both growth and profitability.
Location:
Industry:
Size:
14 billion euros (Unilever overall), 2.5 billion euros (Unilever Ice Cream Europe)
Other setting(s):
2001-2003

About

Abstract

This is part of a case series. In 2001 the profitability and market share of the Unilever Ice Cream Europe business were under pressure. ICE was the leader in its industry, with twice the market share of its nearest competitor, but the company was not capturing the full value of its leadership. Overall profitability and the underlying sales growth figures were both below the Unilever average. Kees van der Graaf, appointed in 2001 to head the Unilever ice cream and frozen foods business in Europe, faced the challenge of fixing the business which meant revolutionising the company's position in this market. Kees prepared to bring together his top leaders from across the organisation to address the first key challenge which was to identify and address the root causes of the issues facing the business. From this opening in the (A) case, the 5 part case and video series aims to bring participants on the two year journey which Unilever Ice Cream undertook to address the challenges of complexity and successfully improve both growth and profitability.

Settings

Location:
Industry:
Size:
14 billion euros (Unilever overall), 2.5 billion euros (Unilever Ice Cream Europe)
Other setting(s):
2001-2003

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