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On the money: "Iconic" brands will help Kraft battle input costs CEO 11 February 2011 Kraft Foods chairman and CEO Irene Rosenfeld has insisted that the US food giant's "very, very strong, iconic brands" and its marketing plans will help the company convince retailers to increase prices in the face of rising input costs. Best bits: Egypt adds to investor concerns over emerging markets 7 February 2011 In what was a record week for just-food in the volume of stories published, the political crisis in Egypt and its impact on the food sector took centre stage. Editor's choice: the highlights on just-food this week 4 February 2011 Egypt has dominated headlines around the world this week and the political crisis has had an impact on the food sector, particularly on multinationals operating in the country. Within the industry, this week saw the start of the world's largest food makers announce their 2010 results Hershey, Unilever and Kellogg were among those reporting. And, today (4 February), Benecol maker Raisio made another push into the UK with the acquisition of cereal and confectionery maker Big Bear Group. Quote, unquote: just-food's week in words 4 February 2011 Financial results from the food manufacturers came thick and fast this week, with updates coming from Kellogg, Unilever and Hershey, among others. Here's the best of what was said this week.

UPDATE: UK: Unilever's Polk unfazed about commodity pressure 3 February 2011 Unilever will increase its prices at a more "rapid rate" in 2011 as it continues to look to offset rising commodity costs, concerns over which hit the company's share price today (3 February). Unilever's FY and Q4 results - what the analysts say 3 February 2011 Unilever today (3 February) booked a jump in annual profits on the back of higher proceeds from disposals, lower restructuring costs and accelerating underlying sales in the fourth quarter. Michael Polk, president of Unilever's foods, home and personal care businesses, also noted that the company had enjoyed its strongest growth in sales volumes for over 30 years. However, this afternoon, Unilever's shares were down on the London Stock Exchange. Here is a selection of comments on Unilever's results from key analysts. UK: Unilever profits up 26% in 2010 3 February 2011 Unilever has posted a 26% jump in annual profits as the consumer goods giant benefited from lower restructuring costs and proceeds from business disposals - but also from accelerating underlying sales in the fourth quarter. US/EGYPT: PepsiCo employees "protecting" Egyptian operations 2 February 2011 The chief executive of PepsiCo has said that local Egyptian employees are protecting its facilities in the country as local political protests enter their ninth day. Comment: Sara Lee split fails to dampen takeover talk 2 February 2011 Sara Lee's management no doubt hoped the announcement of plans to split the US food group in two would give the market some clarity over its future but, writes Dean Best, Wall Street analysts believe the new-look companies will still be potential takeover targets. EGYPT: Nestle closes production plants, local HQ 2 February 2011

Nestle has closed its three production plants in Egypt - and its local headquarters in Cairo - due to the political unrest in the African country. UPDATE: US: Sara Lee confirms plans to split business 28 January 2011 Sara Lee, the US food group, has this afternoon (28 January) confirmed plans to split itself in two. Talking shop: Eyes on Wal-Mart as major health initiative begins 21 January 2011 The news that Wal-Mart Stores is to reformulate thousands of its packaged food products through the lowering of sodium and sugars has garnered a mix of reactions from industry watchers, many of whom believe the initiative may now cause a ripple effect throughout the sector. UK: Unilever moves Australasia boss to head western Europe 21 January 2011 Unilever has named the head of its operations in south-east Asia and Australasia as president of its business in western Europe. US: Wal-Mart unveils major health initiative 20 January 2011 Wal-Mart Stores has announced plans to reformulate thousands of its packaged food products including slashing sodium by 25% and cutting sugars by 10% by 2015. UK: Unilever appoints Nevett to head corporate branding 10 January 2011 Unilever has appointed Paul Nevett as global vice president for of the company's brand as part of efforts to build the manufacturer's corporate reputation. NETHERLANDS: Unilever appoints VP customer development 6 January 2011 Anglo-Dutch consumer goods giant Unilever has appointed Peter Ernsting as vice president of customer development for the Netherlands.

The just-food interview - James Lambert, R&R Ice Cream 23 December 2010 The ice cream sector in Europe is dominated by Unilever, the consumer goods giant behind brands like Wall's, Magnum, Carte d'Or and Ben & Jerry's. However, UK-based R&R Ice Cream is building a business to be the other major player in the market. In this month's just-food interview, Dean Best spoke to R&R chief executive James Lambert about the company's ambitions. The just-food management briefing - M&A in 2010 - a year in review 20 December 2010 Kraft Foods' move to buy Cadbury in January failed to spark a burst of M&A activity in the food industry, as economic conditions continued to dampen attitude to risk. As the year progressed, however, and confidence returned, the pace of acquisitions picked up. But as Dean Best reports, the nature and rationale behind the deals has altered significantly. The just-food management briefing - M&A in 2010 - a timeline 20 December 2010 There have been over 640 stories in just-food's M&A section since April this year covering everything from industry-changing mergers to bolt on acquisitions and brand disposals. This section to the briefing tracks the major moves through the year by looking at all the deals that were put under scrutiny in our insights section. The just-food management briefing - M&A in 2010 - a timeline, part II 20 December 2010 As we headed into September, there was uncertainty about the prospects for M&A activity, with analysts at KPMG suggesting the value of deals in the food, drink and consumer goods space in the second quarter stood at just under US$19bn - down from the $49bn of deals recorded in the first three months of the year. However, the last months of 2010 saw a number of key pieces of M&A - notably the merger of Greencore and Northern Foods - and deals signed to see PepsiCo buy Wimm-Bill-Dann and a private-equity consortium by Del Monte Foods. Sustainability Watch Karen Hamilton, Unilever 26 November 2010 The launch last week of Unilevers Sustainable Living Plan sees the Anglo-Dutch food-todeodorants group once more setting the pace on corporate sustainability. Ben Cooper spoke with

Karen Hamilton, Unilevers vice president for sustainability, about the new strategy and how its ambitious targets set the plan apart from corporate rhetoric. Quote, unquote: just-food's week in words 26 November 2010 This week had a couple of key interviews this week, with Associated British Foods' finance director speaking to just-food about commodity costs and restructuring in the group's grocery division, while we spoke to Gu founder James Averdieck about what the company has been doing since its sale to Noble Foods earlier this year. Meanwhile Ireland announced a series of austerity measures in the country which look set to impact the retail sector and Campbell Soup Co continued to post disappointing results. Here's the best of what was said this week: Editor's choice: the highlights on just-food this week 26 November 2010 As Ireland's economic crisis dominated the business pages, data on the country's grocery retail sector suggested it was returning to growth after months in the doldrums. However, will Dublin's IMF-backed austerity package stall that growth? Elsewhere, management at Del Monte Foods said yes to a US$5.3bn private-equity takeover, Danone snapped up US yoghurt-maker YoCream International and Campbell Soup Co. and Hormel Foods revealed differing fortunes to the market. UK: Northern Foods chief Barden to join Brakes 24 November 2010 The chief executive of Northern Foods has stepped down to take up a senior role at foodservice supplier Brakes Group, just a week after Northern announced plans to merge with Irish readymeals supplier Greencore. Quote, unquote: just-food's week in words 19 November 2010 The merger between Greencore and Northern Foods, the race to own Yoplait, reform of Europe's farm policy and Unilever's new push on sustainability all got people talking this week. Here is the best of who said what. Editor's choice: the highlights on just-food this week 19 November 2010

In the week that just-food kicked off its Open House period, the food sector saw a merger with implications on both sides of the Atlantic with the deal between Greencore and Northern Foods. In the US, Heinz, JM Smucker and Wal-Mart Stores reported their latest numbers to Wall Street. And, in Europe, the battle for yoghurt brand Yoplait intensified when Lactalis tabled a EUR1.4bn (US$1.91bn) - that was swiftly rejected - while the EU launched plans to reform farm policy. BELGIUM: Consumer watchdog hits out at "complex" food labels 19 November 2010 The head of Europe's leading consumer watchdog has said mandatory EU labelling information has become so complex and detailed even she cannot understand it. UK: OFT closes probe into supermarket "price fixing" 18 November 2010 The UK's Office of Fair Trading has dropped its investigation into allegations of price fixing between the country's biggest supermarket chains and consumer goods firms. UK: Unilever to increase prices 17 November 2010 Knorr soups-maker Unilever said it will increase prices on some of its products in a bid to recoup higher commodity costs. UPDATE: UK: Unilever urges shareholders to back sustainability plan 15 November 2010 Unilever said it needs to attract "the right investors" as it today (15 November) set out plans to halve the environmental footprint of its products.
One is a lonely number, unless you're Unilever. A top maker of packaged consumer goods worldwide, Unilever products are sold in more than 170 countries throughout Africa, Asia, Latin America, the Middle East, North America, and Western Europe. The company's offerings span several categories, including savory, dressings, and spreads; ice cream and beverages; personal care; and home care. Unilever's vast portfolio includes 11 brands that ring up more than $1 billion each annually. The best sellers include Hellmann's (mayonnaise), Knorr (soups), Lipton (tea), Dove and Lux (soaps), and Sure and Degree (antiperspirants). Unilever is the operating arm of Netherlands-based Unilever N.V. and UK-based Unilever PLC.

Contact Information

Address: Unilever House, 100 Victoria Embankment London EC4Y 0YD, United Kingdom

Phone: Fax:

+44-20-7822-5252 begin_of_the_skype_highlighting 5252 end_of_the_skype_highlighting +44-20-7822-5951


Financial Highlights

Fiscal Year End: Revenue (2009): Revenue Growth (1 yr): Employees (2009): Employee Growth (1 yr):
Key People

December 57074.30 M (-0.10%) 163,000 (-6.30%)

Chairman: Michael Treschow CEO and Director: Paul Polman Media Relations, Unilever Dominican Republic: Martha Hidalgo
Industry Information

Sector: Consumer Goods Industry: Food - Major Diversified

Top Competitors

Kraft Foods Inc. (kft) Nestl S.A. ( The Procter & Gamble Company (pg)

Unilever is a British-Dutch multinational corporation that owns many of the world's consumer product brands in foods, beverages, cleaning agents and personal care products. Unilever is a dual-listed company consisting of Unilever N.V. in Rotterdam, The Netherlands and Unilever PLC in London, United Kingdom. This arrangement is similar to those of Reed Elsevier and Royal Dutch Shell prior to their unified structures. Both Unilever companies have the same directors and effectively operate as a single business. The current non-executive Chairman of Unilever N.V. and PLC is Michael Treschow while Paul Polman is Group Chief Executive. Unilever's main international competitors include Nestl and Procter & Gamble. They also face competition in local markets or product ranges from companies such as ConAgra, Danone, General Mills, Henkel, Kraft Foods, Mars, Inc., Pepsico, Reckitt Benckiser, Sara Lee and S. C. Johnson & Son.


1 2 3 4 5

History Products Advertising Corporate governance Corporate image o 5.1 Environmental issues o 5.2 Social issues 6 See also 7 References 8 External links

[edit] History
Unilever was created in 1930 by the amalgamation of the operations of British soapmaker Lever Brothers and Dutch margarine producer Margarine Unie, a merger as palm oil was a major raw material for both margarines and soaps and could be imported more efficiently in larger quantities. In the 1930s the Unilever business grew and new ventures were launched in Latin America. In 1972 Unilever purchased A&W Restaurants' Canadian division but sold its shares through a management buyout to former A&W Food Services of Canada CEO Jefferson J. Mooney in July 1996.[3] By 1980 soap and edible fats contributed just 40% of profits, compared with an original 90%. In 1984 the company bought the brand Brooke Bond (maker of PG Tips tea). In 1987 Unilever strengthened its position in the world skin care market by acquiring Chesebrough-Ponds, the maker of Rag, Pond's, Aqua-Net, Cutex Nail Polish, and Vaseline. In 1989 Unilever bought Calvin Klein Cosmetics, Faberg, and Elizabeth Arden, but the latter was later sold (in 2000) to FFI Fragrances.[4] In 1996 Unilever purchased Helene Curtis Industries, giving the company "a powerful new presence in the United States shampoo and deodorant market".[4] The purchase brought Unilever the Suave and Finesse hair-care product brands and Degree deodorant brand.[5]

Global employment at Unilever 2000-2008 Black represents employment numbers in Europe, light grey represents the Americas and dark grey represents Asia, Africa, and Middle East. Between 2000 and 2008 Unilever reduced global workforce numbers by 41%, from 295,000 to 174,000. Note: Europe figures for 2000-2003 are all Europe; from 2004 figures in black are Western Europe. For 2004-2008 Figures for Asia, Africa and Middle East include Eastern and Central Europe. Source: Unilever Annual Reports 2004, 2008

In 2000 the company absorbed the American business Best Foods, strengthening its presence in North America and extending its portfolio of foods brands. In April 2000 it bought both Ben & Jerry's and Slim Fast. The company is multinational with operating companies and factories on every continent (except Antarctica) and research laboratories at Colworth and Port Sunlight in England; Vlaardingen in the Netherlands; Trumbull, Connecticut, and Englewood Cliffs, New Jersey in the United States; Bangalore in India (see also Hindustan Unilever Limited); and Shanghai in China. The US division carried the Lever Brothers name until the 1990s, when it adopted that of the parent company. The American unit has headquarters in New Jersey, and no longer maintains a presence at Lever House, the iconic skyscraper on Park Avenue in New York City.

Unilever's Lipton brand

The company is said to promote sustainability[6] and started a sustainable agriculture programme in 1998.[7] In May 2007 it became the first tea company to commit to sourcing all its tea in a sustainable manner,[8] employing the Rainforest Alliance, an international environmental NGO, to certify its tea estates in East Africa, as well as third-party suppliers in Africa and other parts of the world.[9] It declared its aim to have all Lipton Yellow Label and PG Tips tea bags sold in Western Europe certified by 2010, followed by all Lipton tea bags globally by 2015.[10] Covalence, an ethical reputation ranking agency, placed Unilever at the top of its ranking based on positive versus negative news coverage for 2007.[11] In 2008 Unilever was honoured at the 59th Annual Technology & Engineering Emmy Awards for "Outstanding Achievement in Advanced Media Technology for Creation and Distribution of Interactive Commercial Advertising Delivered Through Digital Set Top Boxes" for its program Axe: Boost Your ESP.[12] On August 9, 2010, Unilever signed an asset purchase agreement with the Norwegian dairy group TINE, to acquire the activities of Diplom-Is in Denmark, as of 30 September 2010. On September 24, 2010, Unilever announced that it has entered into a definitive agreement to sell its consumer tomato products business in Brazil to Cargill On September 27, 2010, Unilever purchased Alberto-Culver, the maker of personal care and household products such as VO5, Nexxus, TRESemm, and Mrs. Dash for $US3.7 billion.[13] On September 28, 2010, Unilever and EVGA announced that they have signed an agreement under which Unilever will acquire EVGAs ice cream brands (amongst others, Scandal, Variete and Karabola) and distribution network in Greece, for an undisclosed amount.

[edit] Products
For a full list of billion dollar brands, see List of Unilever brands.

Unilever owns more than 400 brands as a result of acquisitions, however, the company focuses on what are called the "billion-dollar brands", 13 brands, each of which achieve annual sales in excess of 1 billion. Unilever's top 25 brands account for more than 70% of sales.[14] The brands fall almost entirely into two categories: Food and Beverages, and Home and Personal Care. Unilever's brands include:

Aviance Axe/Lynx Blue Band[15] Dove Flora/Becel Heartbrand

Lipton Lux (soap) Omo/Surf (detergent) Rexona/Sure Sunsilk

Hellmann's Knorr

TIGI (haircare)[16][17]

[edit] Advertising

A freezer in Queens, NY filled with Strauss ice cream from Israel with the Heartbrand

Unilever has produced many advertising campaigns, including:

Lynx/Axe click advert with Nick Lachey (US only) and Ben Affleck (Non-US only) PG Tips Monkey and Al Knorr Chicken Tonight, 'I feel like chicken tonight' Flora London Marathon Knorr global brand Dove Campaign for Real Beauty, including Evolution Calve Pindakaas (peanut butter) in the Netherlands Comfort Pure recommended by mothercare Clear Anti-Dandruff shampoo and conditioner with the entertainer Rain Clear Anti-Dandruff shampoo and conditioner with the entertainer Nicole Scherzinger Clear Soft and Shiny shampoo and conditioner with the actress Sandra Dewi

[edit] Corporate governance

Unilever's highest executive body is called the Unilever Executive which is led by the Group Chief Executive (Paul Polman). It is responsible for delivering profit and growth across the company. Members of the Unilever Executive include:

Executive and non-executive directors at Unilever are:

Paul Polman (Group Chief Executive) Jean-Marc Huet (Chief Financial Officer) Michael B. Polk(President Global

Michael Treschow Professor Genevive Berger The Rt. Hon. The Lord Brittan of Spennithorne, QC

Foods, Home & Personal Care) Professor Genevive Berger (Chief Research & Development Officer) Doug Baillie (President Western Europe) Harish Manwani (President Asia,Africa, Central & Eastern Europe) Dave Lewis (President Americas) Sandy Ogg (Chief HR Officer) Pier Luigi Sigismondi (Chief Supply Chain Officer) Keith Weed (Chief Marketing and Communication Officer)

Wim Dik Charles E. Golden Kees J. Storm Jeroen van der Veer Byron E. Grote Hixonia Nyasulu N. R. Narayana Murthy Lord Simon of Highbury CBE Sunil Bharti Mittal

[edit] Corporate image

Unilever claims that corporate social responsibility is at the heart of its business.[18] However, the transition to a responsible and sustainable company is ongoing and Unilever has attracted a variety of criticisms from political, environmental and human rights activists on not achieving the high aims it communicates on a number of topics.[19]
[edit] Environmental issues This section may contain wording that merely promotes the subject without imparting verifiable information. Please remove or replace such wording, unless you can cite independent sources that support the characterization. Phosphate

Unilever is still using Phosphate [20] in the products like OMO & SKIP in South America sometimes overpassing the law and competing with all the local brands which are Phosphate free.
Palm oil

Unilever has been criticised by Greenpeace for causing deforestation,[21] Unilever was targeted in 2008 by Greenpeace UK,[22] which criticised the company for buying palm oil from suppliers that are damaging Indonesia's rainforests. Unilever, as a founding member of the Roundtable on Sustainable Palm Oil (RSPO), responded by publicizing its plan to obtain its palm oil from sources that are certified as sustainable by 2015.[23] In Cte d'Ivoire, one of Unilever's palm oil suppliers was accused of clearing forest for plantations, an activity that threatens a primate species, Miss Waldron's Red Colobus. Unilever intervened to halt the clearances pending the results of an environmental assessment.[24]

On 4 July 2010, Unilever announced that it has secured enough GreenPalm certificates of sustainable palm oil to cover the requirements of its European, Australia, and New Zealand business.[citation needed] GreenPalm is a certificate trading programme, endorsed by the RSPO, which is designed to tackle the environmental and social problems created by the production of palm oil.
Rainforest Alliance

Unilever has committed to purchase all its tea from sustainable, ethical sources.[citation needed] It has asked the international environmental NGO, Rainforest Alliance, to start by certifying tea farms in Africa. Lipton and PG Tips will be the first brands to contain certified tea. The company aims 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.
Animal testing

Unilever states it is committed to the elimination of animal testing, and where it is a legal requirement in some countries, it tries to convince the local authorities to change the law.[25] Some activists[who?] argue that this is little more than an effort to gain good publicity and Unilever continue to use animal experimentation such as the LD50 poisoning test.
[edit] Social issues

Race and advertisements Hindustan Unilever, had been showing television advertisements for skin-lightening cream, Fair and Lovely, depicting depressed, dark-skinned women, who had been ignored by employers and men, suddenly finding new boyfriends and glamorous careers after the cream had lightened their skin.[26] The Austrian branch of Unilever (Eskimo) is producing and marketing an ice-cream under the name Mohr im Hemd. "Mohr" (moor), is a colonial German word for African or black people, has a heavily colonialist and racist connotation.,[27][28] "Mohr im Hemd" (moor in the shirt) is a traditional Austrian chocolate speciality which refers to naked, "wild" Africans. Unilever refutes any racist intentions and claims that it has tested the name in broad market studies in Austria without any critical feedback. Sexism in advertisements The Campaign for a Commercial-Free Childhood criticized Unilever for the 2007 Axe marketing campaign, which they considered sexist.[29] Unilever's response is that the Axe campaign is intended as a spoof and "not meant to be taken literally".[30] Unilever has launched the Dove "Real Beauty" marketing campaign, which encouraged women to reject the underfed and hyper-sexualized images of modern advertising in 2007.[31]

Child labour In 2003 Hindustan Unilever was accused of making use of child labour,[32] among others.

[edit] See also

London portal Netherlands portal Companies portal

Morris Tabaksblat, a previous CEO Gorton's of Gloucester, a former subsidiary Palm Line, a former shipping company Unilever Australasia

[edit] References
^ a b c Annual Report 2009 ^ Unilever: About us ^ Chronolgy of A&W Root Beer Canada ^ a b New York Times, February 15, 1996 "Unilever Agrees to Buy Helene Curtis". 5. ^ Id. 6. ^ Ethical Corporation article 7. ^ Unilever's sustainable agriculture programme 8. ^ San Diego Times 9. ^ Unilver: Sustainable Tea 10.^ Unilever press release 11.^ Covalence Ethical Ranking 2007 Press Release, 2 January 2008 12.^ 59th Annual Technology & Engineering Emmy Awards 13.^ 14.^ 2008 Annual Report and Accounts pp.2-3. 15.^ "Blue Band, Rama". riana/index.aspx. 16.^ "Unilever Completes TIGI Acquisition". GCI magazine. April 14, 2009. 17.^ "TIGI consumer site". 18.^ "Beyond Corporate Responsibility:Social innovation and sustainable development as drivers of business growth". Unilever. 2. 3. 4.

%20Social%20innovation%20and%20sustainable%20development%20as %20drivers%20of%20business%20growth_tcm13-95521.pdf. Retrieved 201006-20. 19.^ "Unilever Corporate Crimes". Corporate Watch. Retrieved 2007-08-02. 20.^ "Unilever-Chile REDUCIRA el uso de los fosfatos". Ultimahora. Retrieved 2010-09-30. 21.^ "Unilever admits toxic dumping: will clean up but not come clean". Greenpeace. CFID=6864301&CFTOKEN=96874361&ucidparam=20010620124942&MenuP oint=G-A. Retrieved 2007-08-02. 22.^ "Ape protest at Unilever factory". BBC. Retrieved 2008-03-23. 23.^ "Unilever has announced its intention to have all of its palm oil certified sustainable by 2015". nable-palm-oil.asp. Retrieved 2008-05-01. 24.^ "Manifesto for the Conservation of the Tano Swamps Forest". Retrieved 2008-07-19. 25.^ "Developing Alternative Approaches To Animal Testing". Retrieved 2010-0805. 26.^ Dhillon, Amrit (2007-07-01). "India's hue and cry over paler skin". The Daily Telegraph (London). xml=/news/2007/07/01/wskin101.xml. Retrieved 2010-05-26. 27.^ Der Standard: "I will mohr!: Werberat prft" 28.^ FM4: "Will i mohr?" 29.^ Ax the Axe Campaign 30.^ Unilever Shuns Stereotypes of Women (Unless Talking to Men) - New York Times 31.^ Unilever Disrobed: Interview With Dove/Axe Mashup Artist 32.^ "Monsanto, Unilever use Child Labour in India". India Committee of the Netherlands. Retrieved 2007-08-02.

[edit] External links

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esky Dansk Deutsch Espaol Franais Bahasa Indonesia Italiano Basa Jawa Magyar Nederlands Norsk (bokml) Piemontis Polski Portugus Romn Suomi Svenska Trke Ting Vit This page was last modified on 13 FebrThe Unilever - SWOT Analysis company profile is the essential source for top-level company data and information. Unilever - SWOT Analysis examines the companys key business structure and operations, history and products, and provides summary analysis of its key revenue lines and strategy. Unilever is one of the world's leading fast moving consumer goods companies. It offers products across foods, home and personal care categories. Unilever sells in over 150 countries and manufactures in more than 70 countries. Its products are used by consumers 150 million times per day. The group operates in Europe, the Americas, Asia and Africa. It is headquartered in London, the UK, and employed 174,000 people as of December 2008. The group recorded revenues of E40,523 million ($59,623.1 million) during fiscal year ended December 2008 (FY2008), an increase of 0.8% over FY2007. The operating profit of the group was E7,167 million ($10,545.1 million) during FY2008, an increase of 36.6% over FY2007. The net profit was E5,285 million ($7,776 million) in FY2008, an increase of 27.8% over FY2007. Scope of the Report - Provides all the crucial information on Unilever required for business and competitor intelligence needs - Contains a study of the major internal and external factors affecting

Unilever in the form of a SWOT analysis as well as a breakdown and examination of leading product revenue streams of Unilever -Data is supplemented with details on Unilever history, key executives, business description, locations and subsidiaries as well as a list of products and services and the latest available statement from Unilever Reasons to Purchase - Support sales activities by understanding your customers businesses better - Qualify prospective partners and suppliers - Keep fully up to date on your competitors business structure, strategy and prospects - Obtain the most up to date company information available

Customers who bought this item also bought Unilever Kraft Foods, Inc. - SWOT Analysis Hindustan Unilever Limited - SWOT Analysis Glanbia plc - SWOT Analysis Arla Foods amba - SWOT Analysis Volkswagen AG - SWOT Analysis Nestl SA Saudi Telecom Company - SWOT Analysis Alcon, Inc. - SWOT Analysis Atlas Copco AB - SWOT Analysis

uary 2011 at 22:49.

Product innovations

We use our knowledge and imagination to translate science into products that meet a range of consumer needs. In this section you can find examples of this work. Womans bare back

Skin lotion: delivering moisture where its needed

The secret of taking care of your skin lies in getting moisture to all its layers and keeping it there. Using Cif Power Dream on a hob Shielding against stains

Every so often great innovations are discovered more by chance than by design. The development of Cif Shield Technology started with just such an accidental observation: one that unlocked the secret to superior cleaning. Woman washing Clean clothes, less water

Rinsing clothes is the most water- and time-consuming part of hand washing. How are we helping? Young woman against sky, portrait, view from below Smoother, straighter hair

Theres a good reason why Sunsilk is the number one hair care brand in Asia, Latin American and the Middle East, and the fastest-growing in Europe - tip-targeting technology. A man in a yellow jersey carrying a bike Intelligent deodorant

Our Rexona deodorant uses body-responsive micro-capsule technology that kicks in when its needed most, giving people the confidence to face the day's more stressful situations. A family enjoying ice cream Cool ice cream innovations

Unilever has found a way to make ice cream healthier as well as really tasty. It has all been possible thanks to a new ice cream ingredient discovered by Unilever's ice cream scientists. Knorr stockpot used in making soup Knorr: a revolution in stock

Knorr helps home-cooks provide natural and nutritious meals for their families in a convenient way. This story describes the transformation of one of Knorrs iconic products: the bouillon cube becomes the Stock Pot. Magnum icecream Pioneering technology for Magnum Temptation

Since its launch in Europe in the early 90s, Magnum has grown to be one of Unilevers biggest brands, bringing real chocolate indulgenI think weve all seen the Dove Campaign for Real Beauty or the Dove Self Esteem Fund. This seems like an honourable cause, and for a while I was pleased to see a change in attitude being led by a big company! Finally!

Then I learned more about Dove, their campaign, and their parent company, and now I find myself boycotting Dove (among other products), and listing for you some of the many reasons why.

First Id like to acknowledge a few things that may occur to readers.

1)Dove is a company, (owned in turn by a larger company called Unilever) as such, its sole practical purpose is to make money through the mass production and marketing of a product. However when a company chooses to market itself in a morally self-righteous way that, like the Campaign for Real Beauty, criticises its own industry and attempts to change societys values and attitudes , they become responsible for the contents of their advertising and their cause. Suddenly its not just an ad any more, its a moral instruction, trying to help a cause and change the way we think. This leaves it open to analysis, criticism and pressure to do it right more than an ad that just says buy my deodorant.

2)I understand that to boycott Lipton Tea because its owned by the same company as Dove is a bit indirect but I consider it to be like vegetarianism. Other people can buy Unilever products, Im fine with that, if I can get someone to think about this issue in a way they havent before, then Ill be really happy, let alone if someone decides to stop supporting Unilever. Its a personal choice I have decided to make because Im not comfortable with giving this company my money not because I think that if I stop buying Rexona deodorant the whole companys going to go broke.

3)There are other issues with Unilever, some I may go into briefly, but many are not relevant to my argument. There are issues with outsourcing labour, animal testing, and products marketed in countries such as India and Malaysia which are considered racist (search Fair & Lovely on youtube, you will be amazed). I will be focusing on issues relating to Unilevers hypocritical sexism, as well as a handful of issues I have with the advertising campaigns for both Dove and Lynx (both Unilever products).

Ill start with Dove. Their aim (apart from selling their product) is to make women feel beautiful every day by widening the definition of beauty and inspiring them to take great care of themselves. Ok, sounds good (maybe apart from the inspiring them to take great care of themselves part which to me sounds like wash with dove soap) but why dont we take a closer look. Dove aims to widen the definition of beauty so rather than beautiful meaning a tall, blonde, thin model with big boobs, Dove encourage us to consider other women as being beautiful too they use images of larger women, older women, freckly women, darker women, etc in their advertisements. This is in itself an admirable task, but is it really feminist? Dove still places value on beauty being beautiful is the aim of this campaign, even if beauty has been redefined, it is still something we are expected to strive towards. In an effort to tackle the self-esteem issues of teenage girls, Dove suggests we Tell her shes beautiful. Why not tell her shes intelligent, tell her shes kind, tell her shes valuable, tell her shes loved. Granted, Dove is only a beauty company, but as mentioned before, by tackling this issue of female self-esteem, they must either do it right or not do it at all. If beauty is the only thing we have to strive for, where does this leave women who dont fit in to Doves expanded definition of beauty? There are no images of morbidly obese women in Dove campaigns, no burns victims, no amputees, no albinos, no dwarves... yes Im taking it a bit far here, but only in an effort to demonstrate that Doves broadened definition of beauty can serve to further marginalise those who dont fit in to it. Not only has patriarchal society deemed them ugly, but even Dove has conveniently ignored

them. The message that Dove fails to send to women is that beauty isnt everything, and there is no reason why women cant be valuable, visible members of society if theyre ugly. Not everyones beautiful, but everyones valuable.

Even if you dont agree with these points, there is one thing you may agree with me on, once you have read on. The Dove Campaign for Real Beauty is completely null and void, absolutely hypocritical and ineffective when we take into account the fact that its fellow Unilever company Lynx (or Axe in the US) circulates (clever) advertising like this:

- A campaign where censored images of lingerie models are printed, the missing pieces only available to those who text a number after 9pm and receive and MMS with the missing bits. Also billboards which light up at night to reveal the models bodies: - A casting competition for Australias hottest groupies to use in the next Lynx campaign:

- A cheeky and creative game, the aim of which is to get with a hot lingerie model (she gets bored so easily that the player has to keep twisting or changing his personality, occupation, interests etc to keep her interested and eventually get with her [use your imagination]) This in itself is sending a questionable message to teenage boys: Hot girls are lingerie models. Girls wont like you for who you are, keep them interested by changing your personality. Hmm...:

May I be the first to say sorry what are we buying here? Are we buying deodorant or porn? Shower gel or prostitutes? I am mighty confused. What confuses me even more than how and why these images are even allowed into the mass media. No matter how clever or funny they may be, they not only objectify women (we cant really argue this because its what they are intended to do) but they NORMALISE the objectification of women so because these images surround us in all types of media and in many forms, we accept them as being normal representations of women physically, sexually and behaviourally. This is not ok. I dont want to one day raise a son who is conditioned by this advertising to think that success is not one but two groupies in bikinis spraying him with deodorant, body spray and shower gel (advertised as a threesome) and I do not

want to raise a daughter who thinks that her body is her passport to success, love and value.

There are a number of things wrong with Lynxs advertising campaigns. Sexism is just one of them. These ads serve to destroy the self esteem of both boys and girls so how can both Dove and Lynx be owned by the same company? Their aims seem to be majorly conflicting while Dove apparently pours money into helping all girls think theyre beautiful no matter what, Lynx appears to be helping them think that boys are only interested in girls who emulate the Page 3 girls and soft porn models featured in their successful campaigns.

I would probably not boycott Unilever if Lynx advertisements were not so outrageously pornographic. I probably wouldnt bother to stop buying my Lipton Chai Lattes if Doves campaigns were not so disgustingly self-righteous. Both of these companies produce products which often have nothing to do with the images they circulate. It is the unbelievably extreme contrast between these two brands that has shocked me into my refusal to give them any more of my money. Once my last can of impulse is gone, thats it for Unilever no more Dove, Impulse or Chicken Tonight. Im not trying to convince you to boycott them too, (though itd be fab if you would! ) perhaps youd rather just roll your eyes every time you see a Dove ad, or complain when you see a Lynx Mynx at your local Westfield shopping centre (her task is to date as many men as possible and pick the best one), either way, Im thankful Ive been lucky enough to have the opportunity to share with you something you may not have known about before.ce to the adult ice cream market.

THE STRATEGIC RENEWAL Renewal of strategy-making can set a benevolent circle going. But Silver argues that none of the well-known strategic frameworks will do the trick, whether you fancy the Boston matrix, PIMS (Profit Impact of Market Strategy), Michael Porter's 'five forces' and 'three generic strategies',

core competencies, 'parenting' or the 'three value disciplines'. In his view, none of these provides a satisfactory answer to seven critical tests of strategic robustness. How does your own strategy (if any) match the criteria? Does it reflect the business realities of the new century? Does it begin with the customer? Is it rooted and imbued with market understanding? Is it practical (not theoretical)? Is it specific (not superficial)? Does it encourage a longer-term view? Is it measurable? To those seven we would add a most important eighth criterion. Does it embrace the present and future potential of information, and especially Internet technology? That is indispensable in implementing the seven: portraying reality, connecting with customers, interpreting markets, achieving specific and practical results, envisioning the future and applying measurements in real time. The new IT adds a dimension all its own: creating a new business system, uniting the business, the suppliers and the customers in a new and vibrant marketplace. New is the key word. For some of the strategic schools examined by Silver, sheer old age explains the fading of the message. The Boston matrix is especially hoary. It divided operations into stars (for backing), cows (for milking), question marks (for possible stardom) and dogs (for killing) according to their market share and market growth. As Silver points out, that says nothing whatsoever about strategy. It's a guide to investment, not to creating a better business. Even as an investment guide, it's fallible, because of self-fulfilling prophecy. Dogs and cows get treated like dogs or cows, and that's the end of that - and them. The book gives its highest rating to the 'three value disciplines' promoted by Michael Treacy and Fred Wiersema. Their theory attributes market leadership to a choice between operational excellence, product leadership or customer intimacy. This thesis, though, offends against the principle that you have to do everything. You get nowhere with operational excellence which results in products that don't lead the market or rejoice the customer. Since none of the three can stand on its own, the model falls down. All seven strategic models, anyway, share the same weakness. IT is ancillary at best in the thought of their proponents. Yet embracing the new technology and using it to revolutionise the business model is as important as what Silver isolates as the key factors in 'committment': 1. Developing an understanding of and immersion in the market with customers. 2. Establishing a long-term horizon and determination to win out, overcoming the inevitable undertainties of any late 1990s market. Silver adds that one of these two elements without the other won't work: they 'go hand-in-hand; identifying future goals and opportunities must be born out of totally rigorous, deep-rooted market immersion'. His example is Microsoft, which was heading into possible oblivion with a strategy that ignored the Internet. Bill Gates turned the company on a dime, switching R&D

spending dramatically, forming key alliances, buying Net start-ups and striving to drive Netscape out of the browser market (with tactics to which US anti-trust regulators and the courts took great exception). Microsoft has always been fond of that form of commitment which, in the words of Brian Arthur, a Stanford professor, 'discourages competitors from taking on a potentially dominant rival'. One traditional weapon to this end is price. British Airways, for example, was accused of 'predatory pricing' when its tactics helped to drive Laker Airways out of business. In Silver's lexicon, though, pricing strategy is not just about 'low price'. In some cases, pricecompetitiveness may well be fundamental. In other cases, there are other key ingredients: value for money, quality and service. That observation leads straight back to the all-or-nothing principle: 'all three forms of potential advantage need to work harmoniously together to provide and sustain...lasting and successful market position'. That position is also dependent on what the book calls 'emotion'. A power brand harnesses people's powerful feelings - whether they are buying shirts or Intel microprocessors. THE TEST OF PERFORMANCE Intel's devices have usually passed Silver's test of performance, whose 'core is about the basic functionality and reliability of a product - does it do the job it's supposed to do well and better than its rivals?'. This is far easier said than done in most industries these days. All products climb towards the same standards, and those that don't reach the top tend to drop off the tree. By approaching the market in innovative ways - the 'changing the rules' approach - companies can keep ahead of the game. But performance won't win unaided. The crucial aid is service, which 'is no longer enough' without 'Hustle', defined by Silver as 'going beyond customers' expectations and creating levels of service that had not been imagined'. In case that sounds too vague, it's spelt out. The Hustle service is... Comprehensive ('Whatever I want') Available ('Wherever, whenever I want it') Personalised ('Tailored just for me') Symbiotic (provided in a context of an enduring, mutually beneficial relationship) As Book Six shows, all five of these aims are far more easily achieved by the use of IT - indeed, their realisation is often only possible because of IT. People who see IP technology as the platform for growth are indispensable members of what Warren Bennis, writing with Patricia Ward Biederman, calls a 'Great Group'. Their book, Organising Genius, argues that Great Groups have replaced great men as the driving forces for organisational breakthroughs. The authors' recipe is... 1. Gather the ablest people you can find to lead the revolution 2. Place them under a highly effective leader 3. Continue to recruit talent as a key activity 4. Form and share a powerful vision and mission

5. Set up a separate revolutionary HQ 6. Focus revolution on a chosen opponent: 'The Enemy' 7. Pick the right person for every job 8. Leave creative people free to create 9. Insist on delivery against objectives Intel's domination of micro-circuitry exemplifies all nine steps. It tackles recruitment so seriously that half-a-dozen people may interview a single candidate intensively. One interviewer even refused to take a call from Robert Noyce, the chairman of the board, because 'I have a candidate.' As Silver's Market Commitment Model recognises, strategy revolves around people and their enlistment in the cause. People-based strategy uses IT as platform and cement for the nine-step regime . The steps create exactly what Riding the Revolution requires: a group of dedicated, optimistic people who believe that they can accomplish anything; who won't rest on their achievements; and who see strategy, animated by its powers of information and communication, as a living, breathing force.

Massacre in Maguindanao

Warlords, Clan Wars and Capitalist Rule in Philippines

Philippine police amid bodies dug up from massacre in Maguindanao province, November 23.
(Photo: Rolex Dela Pena/European Pressphoto Agency)

Down with Martial Law U.S. Forces Get Out Defend the Bangsamoro! For a Trotskyist Party to Fight for Workers Revolution!
(Pilipino) Warlord, Clan Wars at Kapitalistang Paghahari sa Pilipinas (Disyembre 2009) MANILA/NEW YORK, December 20 On November 23, some 57 people including women and journalists were massacred in Barangay Saniag, in the province of Maguindanao on the southern Philippines island of Mindanao. Among those killed were the wife of the deputy mayor of Buluan, Esmael (Toto) Mangudadatu, as well as several other female relatives. Supporters and companions of the Mangudadatus were on their way to the Commission on Elections (Comelec) office to file a Certificate of Candidacy for the deputy mayor to run for provincial governor. Also among the victims were 18 journalists who were accompanying them. At around 10:30 a.m., they were blocked at a checkpoint manned by some 100 Maguindanao police and armed civilians allegedly led by Datu Andal Ampatuan Jr., the mayor of Datu Unsay town and son of Maguindanaos present governor, Ampal Ampatuan Sr. The entire cavalcade was kidnapped, and then executed one by one and buried in shallow graves. Even the victims vehicles were burned and buried to hide the evidence. The horrific massacre and pictures of the killing field sent shock waves through the islands. It was the biggest election-related massacre in the history of the Philippines as well as the largest number of journalists killed in a single event. That the Ampatuans were responsible was quickly established by an eyewitness and journalists who at the last moment didnt go on the caravan. Initially there was resounding silence from Malacaang, the presidential palace. For several days there were no arrests. The reason why was obvious: the Ampatuan clan were not only members of President Gloria Macapagal Arroyos party, Ampatuan Sr. was a key ally who had delivered vital block votes that gave Arroyo a spurious majority in the 2004 election she stole. In the infamous Hello, Garci phone call

recordings during vote counting that were later leaked to the press, Comelec commissioner Virgilio Garcillano assured her excellency that they would have no problems in Maguindanao.1 Garci was right about that: more than 140,000 of the 1 million vote margin she demanded came from that one province (The Ampatuans, the Military and Elections in Maguindanao: The Ties That Bind, Bulatlat, 14 December). GMA owed the Ampatuans, big time. As outrage mounted, eventually Ampatuan Jr. turned himself in, in hopes of quieting the uproar. But as politicians denounced the killers as monsters, soon journalists were producing reams of investigative reports on warlordism in Mindanao. What they showed is that all the national political dynasties were hooked up to all the feuding clans in the South. Ampatuan Sr. had run the province of Maguindanao with an iron hand since 2001, as father, grandfather, uncle, and in-law to at least 10 mayors, vice mayors, and other local officials in the province (Newsbreak, 26 November). He was first put in office, however, by Arroyos reputed liberal predecessor, Corazon Aquino. This monster was Corys man. Moreover, while they were bitter enemies of the Ampatuans, the victimized Mangudadatus were also allies of Arroyo, who ran the province of Sultan Kudarat next door. Probably because of that, they figured that if they sent a caravan of women to register Toto Mangudadatus candidacy, and if there were plenty of journalists along to record the event, they would be safe. It was a fatal miscalculation. Since the controversy wouldnt die down, on December 5 President Arroyo had Governor Ampatuan Sr. taken into military custody for questioning and the province placed under martial law. This would allow troops to make arrests without warrants and restore order, according to cabinet secretary Eduardo Ermita, the eminence grise who runs Malacaang for GMA. Some 4,000 soldiers of the AFP (Armed Forces of the Philippines) flooded Maguindanao. They discovered an arms cache buried in one of the Ampatuan compounds with enough weapons for a military brigade. Moreover, the arms bore the markings of the Department of National Defense. What a surprise! It was well-known that the AFP armed local clan militias to back up its brutal offensive against the Moro Islamic Liberation Front (MILF) in the area. In particular, the AFP used the Ampatuans against the MILF in the Autonomous Region of Muslim Mindanao (ARMM). After several years of truce and negotiations, in August 2008 the government suddenly junked a tentative deal recognizing the Muslims ancestral domain and relaunched the war (see Philippine Government Launches New War on Muslim Groups, beginning on page 37 of this issue). In classic Vietnam counterinsurgency style, the military cleared out whole swaths of the countryside, forcing threequarters of a million people into refugee camps. More than a year after the army launched its offensive against the MILF rebels in this historically Muslim region, some 300,000 refugees remain, many of them living in soggy makeshift huts and under buildings, afraid to go home. Up until the November 25 massacre, the Ampatuans were Arroyos main political ally in holding the Bangsamoro population at bay. Accompanying the AFP on Mindanao and other southern islands is an elite, 600-soldier [U.S.] counterinsurgency force that operates in Mindanao alongside Philippine armed forces, as the New York Times (23 November) reported from the area only a couple of days before the Maguindanao massacre. The visiting forces agreement for the Joint Special Operations Task Force Philippines was renewed this year by the new Obama administration in Washington. And as the Philippine Daily Inquirer (9 August 2008) remarked under a dramatic photo of a U.S. soldier in an armored personnel carrier in Zamboanga City, with no sign of leaving after 6 years (now seven), it sure is becoming a long visit. We can also be sure that the U.S. special forces are linked to the warlords militias, as they also are in Afghanistan. The League for the Fourth International calls on the workers movement internationally, and particularly in the United States, to demand the immediate withdrawal of all U.S. forces and agents from the Philippines. Philippine workers should take action to force the imperialist forces out, as they did with Clark Air Force Base and Subic Naval Base which were used as staging areas for the Vietnam War. Defenders of democratic rights should vigorously oppose the martial law imposed in Maguindanao province. The military will carry out plenty of warrantless arrests, but that will hardly produce justice. The precedent will be used elsewhere in the country to impose security controls during the 2010 elections, and possibly even to postpone them and prolong Arroyos stay in the presidential palace. There are always plenty of incidents by sinister forces that can be used to justify such draconian measures, and if not they can be arranged. In addition, Filipino workers should act to force the withdrawal of the AFP from the contested southern areas, and to defend the Bangsamoro people and their right to self-determination. Political Warlordism and Clan Wars in the Service of Capital

Political warlords have existed in the Philippines for quite a while, and not just in the South. This is not some heritage from a distant feudal past, to be ascribed to Spanish viceroys or Muslim sultans. This phenomenon of local political clans and their private armies grew rampant under the dictatorship of Ferdinand Marcos in the 1970s. It came in all varieties. Sugar barons in Negros and the Visayas, logging lords and landlords in the Cordillera, the Cojuangcos domains in Tarlac or the Marcos political fiefdom in Ilocos Norte. Warlordism was particularly prevalent in Mindanao as the government brought in huge numbers of colonists from elsewhere in the Philippines in order to dominate the indigenous Muslim population. Arroyo has cultivated warlords there, as did Cory Cojuangco Aquino before her. The clan wars of Mindanao are an expression of decaying capitalism in this semi-colonial country as whole regions are driven into penury and the bourgeois state needs auxiliary forces to keep order particularly in areas such as the Bangsamoro region that are under military occupation. Various left-wing groups have responded to the Maguindanao massacre by pointing at the system of trapo (traditional politician) politics, which fostered such political bosses domination over their fiefdoms. Sonny Melencios new Partido Lakas ng Masa (PLM Power of the Masses Party) issued a statement headlined, Justice for the Maguindanao Heroes! End Trapo Politics Now! It notes that the political impunity of the families and clans that control the political establishment is a permanent feature of politics in this country. Its the mark of trapo politics. True enough, but when it talks of ending trapo politics, what does that mean? Melencio calls to end to elite rule and establish a government of the masa. While elsewhere he refers vaguely to socialism and change, this could be the socialism of a Hugo Chvez, whom he hails, which has fostered an avaricious Bolivarian bourgeoisie. Melencio, a Filipino-style social democrat, carefully avoids any reference to class struggle, and particularly to socialist revolution of the workers leading the peasantry and oppressed peoples. Yet no (bourgeois) democratic program is going to put an end to elite rule, which is rooted in capitalism. The Communist Party of the Philippines (CPP) and the National Democratic Front (NDF) issued denunciations of the gruesome massacre and called for opposition to martial law (as did the PLM). They also point to the complicity of U.S. imperialism. Yet while hoping for an Oust Gloria movement to arise from the furor over the massacre, for the last few months the Stalinist national democratic camp has been trying to join up with any democratic trapo it can do a deal with. Last spring, NDF co-founder and current leader of the Bayan Muna party list Satur Ocampo, and Gabriela womens party list spokesperson Liza Maza announced the formation of a new Makabayang coalition for the May 2010 elections. This is the politics of genuine change politikang mula sa masa [politics of the masses], Maza said in her speech, adding that the coalition stood for patriotism, democracy, peoples rights and welfare. At the same time, Rep. Jose de Venecia called for a coalition between the centrist forces and Makabayan (Left-wing groups unveil new party coalition,, 16 April). What this coalition with centrists meant was spelled out recently, as Ocampo went shopping for a leading bourgeois presidential candidate to hook up with. Fellow Bayan Muna Rep. Teodoro Casio bragged that we have a sure base of more or less three million votes to offer (Philippine Daily Inquirer, 13 November). Ocampo tried to bargain with Benigno Aquino III, but although they had a common foe in GMA, the issue of Hacienda Luisita was a sticking point. The Aquino family doesnt want to give up their estate despite farmers demands that it be parceled out under the agrarian reform law. Then Makbayan turned to Sen. Manuel Villar, the presidential candidate of the Nacionalista Party (NP). Things seemed to be going alright until Villar signed an alliance with Ilocos Norte Rep. Ferdinand (Bongbong) Marcos Jr., son of the former dictator (Philippine Daily Inquirer, 22 November). But in spite of the delicate position this presented for Ocampo, he and Maza evidently overcame any qualms and on December 14 the two announced they would be guest candidates on the Nacionalistas Senate slate, and perhaps sharing in the NPs campaign kitty. Political warlordism, clan warfare, trapos and the rest of the distinguishing features of Philippine politics are not some incidental blemishes or warts that can be smoothed over with a little political Botox or removed with some

democratic cosmetic surgery. They are not anachronistic survivals from the past. They are essential characteristics of capitalist rule in semi-colonial countries that cannot, in this imperialist epoch, achieve the essential elements of the classical bourgeois revolutions without overthrowing the rule of the bourgeoisie. Agrarian revolution threatens even the most liberal of the landlord-capitalists, as the Cojuangco-Aquinos have made clear with the Hacienda Luisita massacre.2 To talk of democracy after the Maguindanao massacre and when even progressive politicians join the trapos to get some of that vital political cash is a cruel joke. As for national liberation, you certainly wont have that with U.S. special forces traipsing around Mindanao advising their Filipino counterparts on how to put down rebels like in the Jolo massacre of 1906 when U.S. Marines slaughtered 900 Moros fighting for independence.3 In the Philippines, massacres tell the story. All these tasks require that the workers seize power, with the support of impoverished farmers and oppressed peoples, and proceed to the expropriation of the bourgeoisie and international socialist revolution. This is something the Stalinists and social democrats cannot and will not fight for as they are buried in forming alliances, coalesce with any bourgeois party or politician that they can in opposition to the Arroyo regime. It requires the formation of a revolutionary party of the proletarian vanguard, a Leninist party based on the Trotskyist perspective of permanent revolution. Such a party, independent of all bourgeois forces, would fight to defeat the warlords, to drive U.S. troops out of the country and consistently defend the Bangsamoro and their fight for self-determination. This is the program of the League for the Fourth International.