联合利华的增长策略

Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Unilevers Path to Growth Strategy:Is It Working?,Bianca Cole Reginald Green Kameela McClinton Stephanie Richardson Derek Webster,Company Overview,Environmental Analysis,Financial Analysis,Strategic Issue,Recommendations,Implementation,Q&A,Agenda,Created in 1930 as result of a merger,Key player in the food and household products industry,Maintains dual headquarter/dual chairperson approach,Launched Path to Growth strategy(2000)to revive the company,Historically grew through acquisitions,Company Overview,Competitor Comparison,Top Segment,Top Brand,CEO,Stock per share,Growth,Revenues,Revenue Growth,International,Business Segments,Employees,CG/Foods,Consumer care,Food,Food,Dove,Tide,Mac&Cheese,Kit Kat,A.Burgmans,$66.03,15.58%,42,942M,-11.93%,100+,A.G.Lafley,234000,$53.76,9.25%,28.2 BL,19%,42,5,110000,R.Deromedi,$30.70,P.Letmathe,8.2%,66.90,11.23%,$69 B,$31,010 M,4.3%,-1.93%,150+,86,5,10600,6,253000,3,S.W.O.T.Analysis,S,trengths,W,eaknesses,Recognized as a global company,Strong brand portfolio,Strong relationship with retailers,Economies of scale,Dual leadership,Not connecting with customers,Inefficient management of brands,Reduced spending for R&D,Inability to maximize acquisitions,Decrease in revenues,O,pportunities,T,hreats,Changing consumer,preferences,Increasing need for healthy,products,Strong Competition,Increasing store brands,Tougher Business Climate,Exchange rates,Rationale,Attractive Drivers,Unilever contributions,Build strong portfolio,Strategically attractive,category,Strong customer reach,20%annual growth rate,Strong sales and distribution network,Opportunity for product,Would make Unilever worlds largest ice cream products maker,Premium prices,Strong brand equity,10,th,largest U.S.based food products companies,History of growth in revenues and earnings,Strong global position,SlimFast,Bestfoods,Ben&Jerrys,$2.3 billion cash,International presence,$326 million,Competencies in the industry,$20.3 billion euro cash;assumption of net debt,Operating efficiency,Similar portfolios and geographic coverage,Revenues,Net Income,Financial Analysis,Net Profit Margin,Employees,Financial Analysis(cont.),Revenues:Product Segmentation,Why Path to Growth Strategy,Years of slow performance,Lack of sound corporate strategy,Numerous low-volume brands,Small global presence compared to competition,Mediocre performance in emerging markets,5 year growth plan,Reduce portfolio to 400“core”brands,Focus R&D and advertising on leading brands,Concentrate on product innovation to fuel internal growth,Grow through acquisitions,Elements of Path to Growth,Source:Crafting and Executing Strategy,Objectives of Path to Growth,Expectations,Achieve double-digit EPS growth,Secure a better competitive position in global food and household,Build brand value to gain pricing power,Top-line sales growth of 5-6%annually,Increase operating profit margins 11%to over 16%,Plan to be accomplished by year end 2004,Strategic Targets,Successfully trimmed unsuccessful brands,Leading brands increased sales from 75%to 93%,12 brands with sales of 1B+,Consistent growth in Home&Personal Care,Improved overall quality and growth profile of Food portfolio,Yes,Global procurement programs have delivered 2.4B,excess of 1.6B target,Improved capital efficiency,Successful integration of Bestfoods acquisition,Operating assets have improved by 9%,exceeding 6%target,Is it working?,Reported a net loss of$318M,In 2004,underlying sales grew by only.4%,leading brands by.9%,Issued 1,st,ever profit warning ahead of third quarter results,3%decline,Lagging behind competitors in terms of marketing and innovation,No,.“Unilever was getting there,but getting there too late”,Is it working?,Failure to increase advertising and marketing efforts,Still lack focus and effective strategy execution,The company remained too local and fragmented,Unilever plans to discontinue the“Path to Growth”Strategy,So whats next?,Strategic Issue,What adjustments,both internally and externally,should Unilever make to rebuild a strong and focused competitive strategy?,1.Reorganize and streamline Unilevers organizational structure.,2.Implement“Unilever Believer”product and brand extensions.,Recommendations,Recommendation 1,Recommendation 1,Strategy Justification,Unilever maintained two business entities,dual chairperson approach,Unilever Group owns Unilever Plc and Unilever NV,List stock separately and share board of directors,Management typically wear two/three hats,Board and business responsibilities conflicted,Company remained two local and fragmented,Recognize the need to streamline,leadership and management structure,Reduced effectiveness and slowed the decision making process.,Unilever Plc,Unilever NV,One Unilever,One Unilever,An initiative to create an overall umbrella brand across all Unilevers brands that will eventually consolidate various businesses under one name,Margarines,spreads,oils,Frozen Foods,Icecreams,Tea-b