Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
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Unilever Pakistan (Pvt) Limited Professional Project
CHAPTER No. 1
INTRODUCTION
TO
ORGANIZAION
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Unilever Pakistan (Pvt) Limited Professional Project
INTRODUCTION TO UNILEVER
Life partner
With 400 brands spanning 14 categories of home, personal care and foods products, no
other company touches so many people's lives in so many different ways.
Our brand portfolio has made us leaders in every field in which we work. It ranges from
much-loved world favourites including Lipton, Knorr, Dove and Omo, to trusted local
brands such as Blue Band and Suave.
From comforting soups to warm a winter's day, to sensuous soaps that make you feel
fabulous, our products help people get more out of life.
We're constantly enhancing our brands to deliver more intense, rewarding product
experiences. We invest nearly €1 billion every year in cutting-edge research and
development, and have five laboratories around the world that explore new thinking and
techniques to help develop our products.
Continuous development
Consumer research plays a vital role in our brands' development. We're constantly
developing new products and developing tried and tested brands to meet changing tastes,
lifestyles and expectations. And our strong roots in local markets also mean we can
respond to consumers at a local level.
By helping improve people's diets and daily lives, we can help them keep healthier for
longer, look good and give their children the best start in life.
We also believe that the very business of conducting business in a responsible way has a
positive social impact. We create and share wealth, invest in local economies and develop
people's skills – both inside our organisation and in the communities around us.
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Today Unilever employs 174 000 people in 100 countries worldwide, and supports the
jobs of many thousands of distributors, contractors and suppliers.
• First launched in France in 1983, our leading male grooming brand, Axe, now
gives guys the edge in the mating game in over 60 countries
• Our oral care brands Mentadent, Peposodent and Signal have teamed up with the
world's largest dental federation, the FDI, which represents over 750 000 dentists
around the world
• Lux became the first mass-marketed soap when it launched in 1924. Today it
achieves annual global sales of over €1 billion
• Domestos is a best-selling brand in nine of the 35 countries in which it's sold
• Hindustan Unilever in India has launched a hand-wash product, Surf Excel Quick
Wash, with a low foaming formulation, reducing the amount of water needed for
rinsing by up to two buckets per wash
• Recent breakthroughs at Rexona include Rexona Crystal, a deodorant that
eliminates unsightly white deposits on dark garments
• Our Small & Mighty concentrated liquid fits into a smaller bottle, requiring half
the packaging, water and lorries to transport it, making it kinder on the
environment.
Foods
• Knorr is our biggest food brand with a strong presence in over 80 countries and a
product range including soups, sauces, bouillons, noodles and complete meals
• We're the world's largest ice cream manufacturer, thanks to the success of our
Heartbrand which includes Magnum, Cornetto, Carte d'Or and Solero, and Ben &
Jerry's and Breyers in the US
• Lipton's tea-based drinks include the international Lipton Iced Tea range, the
Lipton range in North America and Lipton Yellow Label, the world's favourite tea
brand
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Logo:
Slogan:
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Unilever Pakistan (Pvt) Limited Professional Project
• Location:
• Products:
Unilever is working 18% in Home care brands, 19% in Ice Cream and
Beverages brands, 28% in Personal Care Brands and 35% in Savoury, Dressings and
Spreads.
• Employees:
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It expands its business in more then 151 countries and the number of counties is
increasing gradually. Its nature is manufacturing concern.
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Objectives of Unilever
Fit to compete
Raise the bare on extended supply chain, competitiveness and responsiveness
Achieve competitive levels of overheads
Deliver Vitality
Be leaders who align energies, inspire and lead.
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CHAPTER No. 2
OVERVIEW
OF
ORGANIZAION
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History
1885-1900s
In the late 19th Century, at Oss in Brabant, the Netherlands, Jurgens and Van den
Bergh – two family businesses of butter merchants – have thriving export trades to the
UK.
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Highlights
1872 In the Netherlands, Jurgens and Van den Bergh open their first factories to
produce margarine.
1884 Lever & Co starts producing Sunlight soap.
1886 Knorr – which will become part of Unilever – launches soup tablets with meat
extract to provide nutritious food for low-income consumers.
1887 By the end of this year Lever & Co is making 450 tons of Sunlight soap a week
and William Lever buys the site on which he'll build Port Sunlight – a large
factory on the banks of the Mersey opposite Liverpool, with a purpose-built
village for its workers providing a high standard of housing, amenities and
leisure facilities.
1888 Jurgens and Van den Bergh both move into another prosperous market,
Germany, and build factories there.
1890 Lever & Co become a limited company – Lever Brothers Ltd.
1894 To support and promote the growing interest in personal hygiene, Lever & Co
creates an affordable new product – Lifebuoy Soap.Lever Brothers becomes a
public company.
Mid In the UK Lever Brothers is selling nearly 40 000 tons of Sunlight soap a year
1 and starts expanding into Europe, America and the British colonies with
8 factories, export businesses and plantations.
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0
s
1898 By this time Van den Bergh already has a 750 strong sales-force and launches a
new branded margarine – Vitello.
1899 Lever Brothers introduces a new type of product, Sunlight Flakes – which
makes housework easier than with the traditional hard soap bars. In 1900
Sunlight Flakes would become Lux Flakes.
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1900s
In the early part of the 20th Century, margarine and soap producing businesses
start to move further into each other's markets.
With supplies of oils and fats struggling to meet the demand created by fast
growing soap and margarine production, the companies that will one day become
Unilever focus on securing stable sources of raw materials.
Highlights
1904 In the UK, Lever Brothers launch another product to make housework easier -
Vim, one of the first scouring powders.
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1910s
The UK market for soap reaches saturation point, so Lever Brothers concentrates
on acquisitions instead.
A decade of change
Meanwhile demand for margarine continues to escalate and Lever Brothers,
Jurgens and Van den Bergh increase their interests in the production of raw materials.
Tough market conditions also lead to the further growth of trade associations.
When new technology is invented to solidify whale oil, businesses join together in the
Whale Oil Pool to regulate the distribution of this important new commodity.
But the clouds of war are gathering. The First World War is set to make a big
impact, firstly through increasing demand for soap and margarine - vital wartime
supplies - and secondly through the intervention of British and German governments,
which effectively place the oil and fats industry under government control.
Highlights
1910 Lever Brothers buys its first company in West Africa, WB MacIver Ltd, to secure
supplies of palm oil for Port Sunlight.
1911 Lever Brother's first purpose-built research laboratory is constructed at Port
Sunlight.
1912 The first profit-sharing deal between Jurgens and Van den Bergh is terminated but
the two companies continue to work together.
1913 Leading businesses in the Europe join forces to create the Whale Oil Pool.
1914 In the year that war breaks out, companies controlled by Lever Brothers are
making about 135 000 tons of soap a year, while in the Netherlands Jurgens and
Van den Bergh have both acquired a number of smaller businesses and each also
controls seven margarine factories in Germany.
1917 Lever Brothers acquires Pears Soap, a company founded in 1789, and Jurgens
forms an alliance with Kellogg's in preparation for expansion into North
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America.Around this time Jurgens and Van den Bergh both establish factories in
England, with one in Purfleet, Essex still manufacturing margarine today.
Lever Brothers also expands into the margarine market with the launch of
Planters, increases operations in South Africa and sees its American business start
to move into profit.
The 1930s is a tough decade – it starts with the Great Depression and ends with a new
world war.
Overcoming challenges
These conditions make the newly merged business's need to rationalise even more
urgent. So in the UK Unilever cuts its 50 soap-manufacturing companies to concentrate
on fewer brands, while on the continent governments protect local butter production
through taxes, excise duties and limits on production. The end result is that Unilever's
margarine and edible fat plants are cut from ten to five.
Highlights
1930 On 1 January Unilever is officially established.
1930 Procter & Gamble enters the UK market with the acquisition of Thomas Hedley
Ltd of Newcastle and becomes one of Unilever's largest rivals.
Mid Soap production moves further from hard soaps to flakes and powders designed
to make lighter work of household cleaning. This leads to expansion in the soap
market.
1935 Vitamins A & D are added to margarine, to levels equivalent to those found in
butter.
1938 After a campaign to improve public perceptions of margarine and the growth of
vitamin-enriched brands including Stork in the UK and Blue Band in the
Netherlands, sales of margarine rise to levels close to the highs of 1929.
Late With the advent of the World War II, exchange controls and frozen currencies
make international trading increasingly complex. In Germany, Unilever is unable
to move profits out of the country and has to invest instead in enterprises
unconnected with oils and fats including public utilities.
1940s
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During the war years Unilever is effectively broken up, with businesses in
German and Japanese-occupied territory cut off from London and Rotterdam.
After the war, Unilever's interests in Eastern Europe are lost with nationalisation
and the control exerted by the Soviet Union. The Chinese market is affected in a similar
way.
Yet throughout the 1940s Unilever continues to expand in the food market. New
businesses with a diverse range of products are acquired, and resources are put into
research and development for new materials and production techniques.
Highlights
1941 During the Blitz, Lifebuoy soap provides a free emergency washing service to
Londoners. Lifebuoy vans equipped with hot showers, soap and towels visit
bomb-struck areas of the capital to offer much-needed mobile washing facilities.
1943 Unilever becomes the majority shareholder in Frosted Foods which owns Birds
Eye and the UK rights to a method of food preservation new to mass markets -
deep-freezing. Years later, freezing will enjoy a resurgence of popularity when it's
shown to be one of the best ways of naturally preserving the goodness of fresh
food.Around the same time Unilever acquires Batchelor's, which specialises in
freeze-dried vegetables and canned goods.
1945 At the end of the war, Unilever is able to regain control of its international
network although remains shut out from Eastern Europe and China. The
decentralisation of the business that was unavoidable during wartime is continued
as a policy decision.
1946 Birds Eye launches the first frozen peas in the UK. At this time meat, fish, ice
cream and canned goods account for only 9% of Unilever's total turnover.
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1950s
From the late 40s into the 50s the development of new mass markets for consumer
goods - including Africa and Asia - provide opportunities for expansion.
As new scientific advances come thick and fast, Unilever increases its focus on
technology, making Port Sunlight Research its Research Division with responsibility for
both UK and Dutch laboratories. It also establishes a nutrition research group in the
Netherlands later becomes the Unilever Food and Health Research Institute - a centre of
excellence in nutrition, health and vitality.
During the 1950s new types of food - most famously the fish finger - are
developed as a direct response to the need for nutritious food that makes use of
ingredients available in the wake of post-war rationing. Some of these are then marketed
through a promising new channel - commercial TV.
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Highlights
1954 Sunsilk shampoo is launched in the UK and will become our leading shampoo
brand - by 1959 it's available in 18 countries worldwide.
1955 On the 22 September Unilever airs the very first advertisement on UK commercial
TV, which is for Gibbs SR toothpaste. Fish fingers are introduced in the UK and
within a decade they account for 10 percent of British fish consumption.Dove soap
is launched in US.
1956 Unilever Research establishes its Biology Department, which in the 1980s will
become the BioScience, Nutrition and Safety unit. The PG Tips chimps make their
debut appearance on the UK's newly launched commercial TV station. Aired on
Christmas Day, the commercial is inspired by London Zoo's chimpanzees' tea
party. It results in PG Tips becoming the UK's biggest selling tea brand. The first
Miss Pears is crowned in the Pear's Soap famous beauty contest celebrating the
beauty of natural, clear complexions.
1958 In the Netherlands Unilever expands into frozen foods and ice cream through the
acquisition of Vita NV, which was later to become the Iglo Mora Group.
1959 Unilever launches its first margarine in a tub, replacing the traditional block
wrapped in greaseproof paper, with Blauband in Germany followed by Flora in
Britain.
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1960s
The Swinging Sixties bring optimism and new ideas as the world economy
expands and standards of living continue to rise.
Highlights
1960 All washing-related brands are placed under the control of a single company,
Lever Brothers and Associates. Becel, the pioneering 'health' margarine, is
launched after the medical community asks Unilever to develop a cholesterol-
lowering food product. Initially it's only available from pharmacies.
1961 Good Humor ice cream is acquired in the US.
1963 Cornetto, the first packaged and branded ice cream cone, begins its launch in
Europe. Becel is repositioned as a diet margarine and distribution is widened to
include the grocery sector.
1965 Unilever forms its own specialist packaging business, the 4P Group, turning an
internal service provider into a profit earning business. Cif is first launched,
starting in France.
1967 Captain Birds Eye/Iglo/Frudesa makes his first appearance in TV commercials.
1968 Unilever attempts unsuccessfully to merge with Allied Breweries, one of the
UK's largest brewing companies.
1969 Unilever airs the UK's first ever colour TV commercial, which is for Birds Eye
peas.
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1970s
During the 1970s hard economic conditions - including high inflation in the wake
of the 1973 oil crisis - leads to flat sales.
Highlights
1970 Unilever acquires the meat business Zwanenberg's at Oss, which would eventually
become the Unilever meat group UVG.
1971 Lipton International is acquired and Unilever's tea business becomes one of the
largest in the world.
1980s
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At the start of the 1980s Unilever is the world's 26th largest business.
Highlights
1982 Viennetta ice cream gateaux is first launched, starting in Britain as a Christmas
speciality.
1983 Axe body spray for men (Lynx in the UK) is first launched, starting in France.
1984 Unilever announces its Core Business Strategy and large acquisitions and
disposals follow over next decade.
The new business focus continues with the number of categories in which
Unilever competes cut from over 50 to just 13 by the end of the decade.
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Restructuring creates four core business areas: Home Care, Personal Care, Foods
and Speciality Chemicals. The new structure is led by a new team, ExCo (the Executive
Committee) and includes 12 business groups, each responsible for a mix of geographical
and product areas.
Highlights
1992 Unilever enters the Czech Republic and Hungary, and establishes UniRus in
Russia.
1993 Breyers ice cream is acquired in the US and Organics shampoo is first launched in
Thailand. By 1995 Organics is sold in over 40 countries.
1994 The disposal of United Africa Company, Unilever's huge West African trading,
brewing and textiles company, is completed.
1995 Unilever publishes its Code of Business Principles.
The unprecedented decision is taken to practically eliminate trans-fats from food
production in a rapid response to new research suggesting that their effect on
blood cholesterol is at least as adverse as that of saturated fats.
1996 Unilever makes an ambitious commitment to source all fish from sustainable
stocks and starts working with the WWF to establish a certification programme for
sustainable fisheries known as the Marine Stewardship Council (MSC).
Hindustan Lever and Brooke Bond Lipton India merge to create India’s largest
private sector company, and the Helene Curtis hair care business in the US is
acquired.
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Annapurna iodised salt is launched in India and starts to make a big impact on
redressing iodine deficiency.
1997 Kibon ice cream is acquired in Brazil. Unilever's chemicals businesses including
National Starch and Quest International are sold.
1999 Shareholders authorise a special dividend of €7.4 billion and a share consolidation
to reduce the number of shares per issue.
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2000s
The 2000s have been a period of great transformation for Unilever,
seeing significant organizational change – particularly the 'Path to Growth' and
implementation of the ‘One Unilever’ programme.
Our mission 'to meet everyday needs for nutrition, hygiene and personal care with
brands that help people look good, feel good and get more out of life' was launched in
2004. Reaching across the whole organization, how we are 'bringing Vitality to life'
continues to provide the basis for our category, regional and functional strategies today.
The last decade has seen a fundamental shift in people’s shopping and purchasing
habits. With consumers becoming more socially, environmentally and civically
motivated, we are increasingly embedding sustainable thinking into our day-to-day
activities. In 2002, the Lifebuoy brand launched its hygiene education programme,
Swasthya Chetna. This has reached nearly 51,000 villages and made a difference to the
lives of 120 million people in rural areas of India.
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tea bags in Western Europe sourced from Rainforest Alliance Certified™ farms by 2010
and all Lipton tea bags globally similarly sourced by 2015.
As the end of the 2000s draw to a close, the whole world is experiencing
unprecedented economic uncertainty. Unilever was born at the time of the Great
Depression of the 1930s and has had to deal with many economic and financial crises
since. Being able to respond quickly to rapidly changing market conditions will ensure it
emerges from the recession stronger than ever.
Highlights
2000 Bestfoods is acquired in the second-largest cash acquisition in history. Other
acquisitions include Slim.Fast Foods, Ben & Jerry's and the Amora-Maille
culinary business in France.
Our Nutrition Policy and Nutrition and Health Academy are launched.
2004 The Vitality mission is launched and the new Unilever brand rolled out, including
the new logo which represents the diversity of Unilever, our products and our
people.
2005 Antony Burgmans becomes non-executive chairman of both Unilever N.V. and
Unilever PLC while Patrick Cescau takes on the new role of group chief
executive, responsible for all operations.
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New technology helps create Small & Mighty, the first super-concentrated liquid
laundry detergent that uses one-third the packaging, one-third the water and one-
third of the transport of dilute liquids.
2007 Unilever announces agreements to acquire the Buavita vitality drinks brand in
Indonesia and Inmarko, the leading ice cream business in Russia.
Unilever commits to source all of its tea from sustainable, ethical sources, asking
the Rainforest Alliance to start auditing its tea suppliers with immediate effect.
The company aim is to have all Lipton Yellow Label and PG Tips tea bags sold in
Western Europe certified by 2010 and all Lipton tea bags sold globally by 2015.
2008 Home & Personal Care and Foods are combined into a single category structure,
and Central & Eastern Europe is managed within an enlarged region along with
Asia and Africa. Western Europe becomes a standalone region.
Unilever announces the sale of several of its businesses including its North
American laundry business, its edible oil business in Côte d'Ivoire together with
its interests in local oil palm plantations, Palmci and PHCI, and its Bertolli olive
oil and vinegar business with Grupo SOS.
For the tenth year running, Unilever was named foods sector leader in the Dow
Jones Sustainability Indexes – the only company ever to achieve such an accolade.
Chief Executive Officer Patrick Cescau announces his retirement after over 35
years service to the company. Paul Polman takes over as Chief Executive Officer
on 1 January 2009, the first time the Boards have chosen an external candidate to
this position.
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BRANDS
Unilever is working 18% in Home care brands, 19% in Ice Cream and Beverages
brands, 28% in Personal Care Brands and 35% in Savoury, Dressings and Spreads.
Unilever is manufacturing more than 26 brands in 4 different categories……
Classification of these brands is following:
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BRANDS DESCRIPTION
FOOD BRANDS
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CHAPTER No. 3
INDUSTRY ANALYSIS
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Situation Analysis
Butter has largest selling product of UNILEVER stable in terms of Values. There
are a lot of Sellers who are selling butter in the entire Market. So our main focus is to
provide something different in the Market.
At this time no any butter Manufacturer is offering Dry fruit Butter, so we are
offering this unique type of Butter in the Market to get competitive advantage.
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PEST Analysis
Political
There is significant political pressure on Unilever Industry in Pakistan. This
pressure mostly arises from a high rate of taxes. This extremely high taxation rate greatly
deters the players in the industry from charging the premium prices for perceived value
addition.
Another political factor that impacts the industry, this time negatively is the
government’s policy of increasing excise duty on all imports, unilever imports a lot of
ingredients used in different products from other countries. Increase in custom duty
became a reason for increase in prices. Demand for this product decreases duo to
increased prices.
Economic
There are several implications of the economic situation of Pakistan. The adverse
performance was attributed to economic slowdown. Input cost has increased
substantially. The tariff on imported products has also been reduced and because of these,
there was an increased competition due to availability of chemical industry in Pakistan.
Such Economic factors have a resounding impact on related industry and although most
companies in the industry have switched from chemical ingredients to herbal ingredients.
Socioculture
A major trend in the rural areas of Pakistan has been a shift from using butter to
jam, because these are available in different flavors or tastes. This trend has spurned more
from impressive distribution networks and less from increased from increased
advertising, yet the result in positively in favor of Dry Fruit Butter because we are also
now offer Butter in a new unique taste.
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Technological
Technology plays a secondary role in this industry, as it is not heavily dependent
on technological advancements like the consumer electronic industry or the software
industry because Butter is based on non-tech in nature, technological in this industry is
therefore limited to function as a catalyst to improve production capacities, speed of
manufacturing cycle, inventory management and E-commerce application.
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SWOT Analysis
Strengths
Unilever is a big multinational.
Enjoying economies of scale.
Good will in the market.
Strong financial position.
Large sales force.
Well brand image & brand name.
Strong and healthy relationships with distributors and retailers.
Management of product is familiar with the psychographics and demographic of
the consumers.
Weakness
Strong competition.
Substitute products.
Lack of control in the Market.
Lack of Reliability of data, Plans predictability.
Lack of Competitive Strength.
Opportunities
Changing customers needs & wants as life style change.
Increasing the volume of the Production.
Rapid market growth.
To create relation with society on the social marketing basis.
Niche Target Market.
Technology development and Innovations.
The target market is educated professionals and belongs to premium and middle
class.
Threats
Political effects.
Economic Crisis.
Legislative effects.
Changing in the life style.
Brand Switchers.
Easily manufactured product.
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CHAPTER No. 4
MARKET RESEARCH
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Questionnaire Design
(Consumer Survey)
By Uniliver
Name-------------- Age---------------
Occupation----------------- Gender-------------
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100
80
60
Q No. 1
40
20
0
a b c d e
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100
80
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Q No. 1
40
20
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a b c d
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100
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Q No. 1
40
20
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a b c
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100
80
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Q No. 1
40
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a b c
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100
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Q No. 1
40
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a b c d
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100
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Q No. 1
40
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a b
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100
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Q No. 1
40
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a b
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100
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Q No. 1
40
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a b c d
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CHAPTER No. 5
MARKET STRATEGIES
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1. Idea Generation
2. Idea Screening
3. Product Planning
4. Product Development
5. Test Marketing
6. Commercialization
1: Idea Generation:
Every product starts as an idea. Unilever has already a Butter product in market
by the name of “Blue Band” & “Basel”. But there is an idea generates dry fruit butter
because the companies don’t have any dry fruit butter in their product line. The new idea
came in to mind is that to launch such a Spread which also works as Butter. There are
certain points which support the success of this idea. Like is cost effectiveness and time
saving product.
Idea was generated in two ways; “Internally” and “Externally”, In Internal ways
idea is generated by Board of Directors, Marketing Managers etc. In External way, idea is
checked through market survey.
There are 3 new product ideas given by internal committee.
• Dry Fruit Jam
• Dry Fruit Butter
• Sweet Butter
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2: Idea Screening:
In this process we check the efficiency and effectiveness of our ideas. By
analyzing our ideas we came to know that this idea is very profitable, there is low level of
risk because the product is new and quality oriented. The main purpose of idea screening
is that to find the best product from our 3 recommended options. We make a survey for
this purpose. We get opinions if many people and most of the people choose our 2nd
product “Dry Fruit Butter”. Because it is a new idea and it is very cost effective.
3: Product Planning:
This stage of the process involves several steps. We develop the Dry Fruit Butter
Project and responsibility for the project is assigned to a project team. The proposal of
Dry Fruit Butter is analyzed in term of Production, Marketing, Financial and
Competitiveness factors. A development budget is approximately Rs.40,00,000/- is
established and some preliminary marketing and technical research is undertaken. Dry
Fruit Butter features and components specifications are outlined. Finally, a project plan of
this product is written up, which includes estimate of future development, production and
marketing costs along with capital requirements and improvements and manpower needs.
Project proposal is given to top management for a go or no-go decision.
4: Product Development:
At this stage, out planning is completed and we start development phase. We
choose the most appropriate plan and then start working on it. The plan we selected is the
best among all available and meets the most of requirements. A development report to
management is prepared that spells out in fine detail:
1. Results of the studies;
2. required plan design;
3. production facilities design;
4. Tooling requirements;
5. Marketing Test plan;
6. Financial program survey.
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5: Test Marketing:
Up until now product has been company secrets. Now company goes outside the
company and submits the product candidate for customers approved. Test Marketing is a
controlled experiment in a limited geographic area to test the product or in some cases
certain aspects of the marketing strategy, such as packaging or advertisement. The main
goal of the test market is to evaluate and adjust the general marketing strategy to be used
and the appropriate Marketing Mix. Throughout the test market process, findings are
being analyzed and forecasts of volume developed. Upon completion of a successful test
market phase, the marketing plan can be finalized and the product prepared for launch.
6: Commercialization:
This is the launching step in which the firm commits to introducing the product
into the marketplace. During this stage, heavy emphasis is placed on the organization
structure and management talent needed to implement the marketing strategy. Emphasis
is also given to following up on such things as errors in the design, production costs,
quality control and inventory requirements.
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Quality level: Consumers consider that the level of the product quality when purchase
decisions are both new and existing products. At minimum, buyers want product that will
perform the functions they are supposed to and do so reasonably well. Some customers
are willing to accept lower quality if product use is not demanding and the price are
lower.
In designing new products, marketers must consider what criteria potential
customers use to determine their perception of quality. Eight general criteria are:
• Performance
• Features
• Reliability
• Durability
• Serviceability
• Overall evaluation
Product Design: Many well-design products are easy to us as intended and pleasing to
the senses. Designing new products with both ease of use and aesthetic appeal can be
difficult, but it can clearly differentiate a new product from competitors. Good design can
add great value to a new product.
Product Safety: Clearly, new products must have a reasonable level of safety. Safety is
both an ethical and practical issue. Ethically, customers should not be using harmed by
using product as intended. The practical issue is that when users get harmed by a product,
they may stop buying, tell others about their experience or sue the company.
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GEOGRAPHIC SEGMENTATION
Country Pakistan
Destiny Urban, Sub-urban, Rural
Population + 160 million
Climate All weather
DEMOGRAPHIC SEGMENTATION
PSYCHOGRAPHIC SEGMENTATION
BEHAVIOURAL SEGMENTATION
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Gender:
Already our target market is to cater both the genders so no other segment is left
to think on that section.
Occupation:
We cater the people of good income so students and professionals but we cater
our labor-class and those college students who really care about their Health.
Income Level:
We catering income of people Rs.10,000+ but we can move downwards as we
have different packing sizes.
Life Style:
All those who are strivers, achievers and strugglers (it helps to maintain style)
Personality:
It’s compulsive for gregarious and social persons, who are ambitious and want to
do something all those who really care about their Health conscious.
Positioning
Determine positioning: we determine our product’s position in the market. By
this analysis we came to know that where our product stands in market and how much it
compete with other competitors already in the market.
We can make this analysis by checking our:
• Sales
• Number of Customers
• Market share
• Reputation
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Target Market
We set our target market after making complete analysis. The market which we
needed should contain certain points like:
• Large number of customers
• Demand for our product
• Availability of products
Pricing Strategies
Dry fruit butter claims to practice Market Penetration Pricing in which the price
of the product is set low in order to attract large amount of customers. The research
department determines this price by using focus groups. The prices of our proposed
product is given below:
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Distribution Strategies
For product-focused companies, establishing the most appropriate distribution
strategies is a major key to success, defined as maximizing sales and profits.
Unfortunately, many of these companies often fails to establish or maintain the most
effective distribtion strategies.
Companies can improve its distribution strategies by:
• Mapping your products to the end user
• Determining customer’s channels preferences and comparing these preferences
with actual availability.
• Recommendating new channels.
• Examining competitor’s strategies and comparing them and their effectiveness
with your own.
Promotional Strategies
The advertising objectives are set avoiding to the advertising strategy for each
product e.g Dry Fruit Butter advertising objectives are:
• To increase the usage
• Taste benefits
• Health benefits
• Effectively communicate brand promise.
Advertisement Strategies
The advertisement of a product should follow the SMILE approach that is:
S– Simple
M– Memorable
I– Intersting with relevent information
L– Linked to the rand
E– Emotionally involved and liked
The advertisement should be in line with the past as (if any). The ad should have a
good advertising idea.
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CHAPTER No. 6
PROPOSED PROJECT
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Introduction
My proposed product is DRY FRUIT BUTTER i.e butter with dry fruits named
as “Delecio”.
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The butter that is offering is made up of the cow’s milk and containing dry fruits
extracts, tastes, fragrence. If we launch the dry fruit butter, our organization will gain the
early market advantage, high market share, consumer confidence and should not been the
high publicity expnses. Because this is no competitor in the market.
Market Position
In market butter is available and inflavoured butter only nuts buuter is available.
The nut butter is being purchased by consumer, but this product is imported usually out
of reach of majority and has limited supply and low publicity in the Pakistan no local and
multinational organization offers flavoured butter that is why there is a huge potential for
this Prodcut.
Its main height is that, it is a combination of many great facts. Its first fact it
contains that good fats, second it has low cholestrols and third it is dieng heart yummy
and ablicious.
Its good fats provide energy to meet out the energy needs of daily course of life.
Its because of low cholestrol many diet contious or the people who has any medical
problem can easily use it. Because of its great taste, people will like it.
No one in the market offers such a combination of goodness health and taste that
is why there is great potential for it.
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CHAPTER No. 7
FINANCIAL PLAN
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Therefore:
Break-even point Q = Fixed Cost / (Unit Price - Variable Unit Cost)
If
Fixed Cost = Rs. 35,00,000
Unit Price = Rs. 175 (Only 500g is available)
Variable Unit Cost = Rs. 32
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CHAPTER No. 8
RECOMMENDATIONS
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Recommendation:
Unilever realizes the huge potential of the rural market, i.e 72% of the total
population, but has not yet been a successful strategy to penetrate this market. The
success of the Unilever Pakistan should be evaluated, which has successfully
captured the rural market by two key strategies, by adopting the packaging and
pricing to this market.
Unilever should increase the buying of raw material from local markets so that it
does not have to suffer excessively form devaluation and continuous increase in
tariff rates. This would also negate the adverse affect on sales volume due to
smuggled foreign product.
They should increase the frequency of their advertisement on electronic and print
media.
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CHAPTER No. 9
CONCLUSIONS
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Conclusions:
Unilever is the world’s leading multinational company. Since many decades it has
been associated with providing high quality, customer and consumer focused products.
Our company Unilever will be focused on becoming number one in nutritious, health and
home care products Company. We will take pride by setting Consumer satisfaction our
first priority and we will be successful in the upcoming years.
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CHAPTER No. 10
REFRENCES
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Website:
1. www.unilever.pk
2. www.scribd.com
Books:
1. Principal of Marketing (11 Edition)
By Philip Kotler
Reports:
1. Annual Report Unilever Pakistan Limited (2008)
2. Annual Report Unilever Pakistan Limited (2007)
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