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Unilever Pakistan (Pvt) Limited

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CHAPTER No. 1 INTRODUCTION TO ORGANIZAION

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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.

Health & personal care

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

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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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Becel/Flora pro.activ products have been recognised as the most significant advancement in the dietary management of cholesterol in 40 years In the mid-1990s we led the industry with our programme to eliminate almost all trans fat from our margarine.

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Logo:

Slogan:

“Our mission is to add Vitality to life. We meet everyday needs for nutrition, hygiene and personal care with brands that help people look good, feel good and get more out of life”.
Slogan:

“FEEL GOOD , LOOK GOOD AND GET MORE OUT OF LIFE….”

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COMPANY PURPOSE & PRINCIPLES
Our corporate purpose states that to succeed requires: "The highest standards of corporate behaviour towards everyone we work with, the communities we touch, and the environment on which we have an impact." • Location: Global headquarters in London and Rotterdam. At this time Unilever operates in 150 countries. Unilever is one of the world’s most culturely diversed company with top leadership from 21 nations. • Products: Food and beverages. Personal care. Home care 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: Countries Europe Americas Asia and Africa Total Employees Total no. of Employees 51,000 53,000 96,000 200,000

More than 30% of the Managers worldwide are Women.

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Nature of the Organization
It is the leading multinational company. In every part of the world you can find the products of the company. It has more then 400 brands spanning 14 categories of home, personal care and food product and personal care; no other company touches so many people’s lives in so many different ways. It expands its business in more then 151 countries and the number of counties is increasing gradually. Its nature is manufacturing concern. In Pakistan Unilever is one of the major manufacturing companies, its businesses is expanded over 33 cities .Its products are available nearly all cities of Pakistan. Its marketing and advertising method is too good. it uses all types of advertisement. It gives advertisements on T.V, Internet, News, Billboards and Magazines etc. media for

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Objectives of Unilever
 Grow a head a market and competitors in selected high potential categories  Grow with the market in attractive profitable categories investing to defend market share Grow superior Brands  Develop superior brands with o Unique consumer insight impact innovation o Competitive functional benefits based on relevant science o Outstanding sensorial and packaging o Impact and effective communication Win With Customer Strategic investing for growth in our customer in our channels Deliver best in class customer services Win at the point of purchase Build brands trough the customer 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.

Product innovation, 19th century style
In the early 1870s, they become interested in a new product made from beef fat and milk – margarine – which, they realise, could be mass-produced as an affordable substitute for butter. Later, over in the North of England in the mid-1880s, a successful wholesale family grocery business run by William Lever starts producing a new type of household soap. The product contains copra or pine kernel oil, which help it lather more easily than traditional soaps made of animal fats. Unusually for the time, Lever gives the soap a brand name – Sunlight – and sells it wrapped in distinctive packs.

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Highlights
1872 1884 1886 1887
In the Netherlands, Jurgens and Van den Bergh open their first factories to produce margarine. Lever & Co starts producing Sunlight soap. Knorr – which will become part of Unilever – launches soup tablets with meat extract to provide nutritious food for low-income consumers. 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. Jurgens and Van den Bergh both move into another prosperous market, Germany, and build factories there. Lever & Co become a limited company – Lever Brothers Ltd. Van den Bergh moves to new headquarters in Rotterdam. 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. 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.

1888 1890 1891 1894

Mid

9 0 s 1898 1899
By this time Van den Bergh already has a 750 strong sales-force and launches a new branded margarine – Vitello. 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.

New focus on raw materials
Competition and a sudden sharp rise in the cost of raw materials leads many to set up associations, promoting their interests and defending themselves against supplier monopolies. 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. The company is incorporated in South Africa.

1906 By now Lever Brothers has a thriving export trade and factories in three European

countries as well as one each in Canada, Australia and the US. It has also started enterprises in the Pacific.The same year Lever Brothers comes to an agreement with three other manufacturers to limit competition for raw materials, but is attacked by the press who, dubbing them 'The Soap Trust', accuse them of driving up prices. Lever Brothers subsequently sues the Daily Mail and in 1907 wins £50 000 damages – a massive settlement by the standards of the time. while continuing to compete against each other.

1908 Jurgens and Van den Bergh strike a deal to form an association and share profits 1909 Lever Brothers develops a palm plantation in the Solomon Islands and at the same
time Jurgens and Van den Bergh set up a joint palm-planting venture in German Africa.

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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. Sunlight.

1911 Lever Brother's first purpose-built research laboratory is constructed at Port 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. forms an alliance with Kellogg's in preparation for expansion into North

1917 Lever Brothers acquires Pears Soap, a company founded in 1789, and Jurgens

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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. butter.

1935 Vitamins A & D are added to margarine, to levels equivalent to those found in 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. 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.

Late With the advent of the World War II, exchange controls and frozen currencies

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.

Focusing on local needs
This leads to the development of a corporate structure in which local Unilever businesses act with a high level of independence and focus on the needs of local markets. 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. 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. cream and canned goods account for only 9% of Unilever's total turnover.

1945 At the end of the war, Unilever is able to regain control of its international

1946 Birds Eye launches the first frozen peas in the UK. At this time meat, fish, ice

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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.

Apost-war consumer boom
Unilever's United Africa Company grows fast, producing goods for sale in the newly independent African states, which helps create new local manufacturing industries. Meanwhile post-war prosperity in Europe, spurred by the start of the European Community, leads to a consumer boom and rising standards of living. 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. 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. acquisition of Vita NV, which was later to become the Iglo Mora Group.

1956 Unilever Research establishes its Biology Department, which in the 1980s will

1958 In the Netherlands Unilever expands into frozen foods and ice cream through the 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.

A time for growth
As a result Unilever expands and diversifies through innovation and acquisition, setting up advertising agencies, market research companies and packaging businesses. In 1968 it tries to merge with Allied Breweries in a truly ambitious acquisition bid. But maintaining profit stability is difficult as the gap widens between best and worst performing operations, and funds are invested to maintain low-yield businesses. In the mid-60s, a restructure increases opportunities to grow brands internationally. Control and European profit responsibility for the biggest brands are subsequently moved from individual operating companies to category-focused teams called Co-ordinations.

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 cholesterollowering 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. peas.

1969 Unilever airs the UK's first ever colour TV commercial, which is for Birds Eye

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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.

Diversifying in a tough climate
The growth of large retailers including supermarkets also starts a shift in negotiating power away from manufacturers. So Unilever continues to build 'turnkey' consumer goods businesses in sectors including transport and packaging and has a major thrust into North America with the purchase of National Starch. Fortunately the subsidiary United Africa Company yields large profits in oil-booming Nigeria, helping balance out the costs of businesses in Europe and the United States.

Highlights
1970 Unilever acquires the meat business Zwanenberg's at Oss, which would eventually
become the Unilever meat group UVG. largest in the world.

1971 Lipton International is acquired and Unilever's tea business becomes one of the
Impulse deodorant is launched, starting in South Africa. By 1985 it will be sold in 30 countries. Mentadent is launched in Austria as a revolutionary gum health brand.

1973 Frigo ice cream is acquired in Spain. Unilever's subsidiary, the United Africa
Company, becomes UAC International - having expanded since its inception in the 1920s to trade in 43 countries.

1977 By now, across the nine members of the EEC, Unilever employs nearly 177,000
people in 200 offices and factories, investing in fixed assets at a rate of about UK £30million a year and spending about UK £1bn on supplies. Starch, a leading producer of adhesives, starch and speciality organic chemicals. It's the largest acquisition by a European company in the US at this time.

1978 Signalling intentions to increase its presence in the US, Unilever acquires National

1980s
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Unilever Pakistan (Pvt) Limited At the start of the 1980s Unilever is the world's 26th largest business.

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Focusing on the core
Its interests include plastics, packaging, tropical plantations and a shipping line, as well as a wide range of foods, home and personal care products. Early in the decade in a bold change of strategy it decides to refocus on core product areas with strong markets and equally strong growth potential. The necessary rationalization leads to large acquisitions and equally large divestments, including the sale of animal feeds, packaging, transport and fish farming businesses. But by 1989 the resulting growth of core businesses is clearly evident.

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. Brooke Bond is acquired in Unilever's first hostile take-over.

1985 Unipath launches a home pregnancy testing kit Clearblue, which is sold through
pharmaceutical outlets in Britain.

1986 The acquisition of Naarden doubles Unilever's business in fragrances and food
flavours. Chesebrough-Pond's, which owns Pond's and Vaseline, is acquired in the US.

1987 Dove is relaunched in Europe, starting in Italy.
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 and consolidating
This includes the decision to sell or withdraw many brands and concentrate on those with the biggest potential. 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. Also during this decade Unilever sets up a sustainable agriculture programme in light of growing environmental pressures and consumer concerns about the food chain. Other initiatives to preserve water resource and source fish from sustainable stocks soon follow.

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. brewing and textiles company, is completed.

1994 The disposal of United Africa Company, Unilever's huge West African trading, 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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The Unilever Nutrition Centre is created. 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. to reduce the number of shares per issue.

1999 Shareholders authorise a special dividend of €7.4 billion and a share consolidation

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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.

Forging new paths
The 21st century started with the launch of Path to Growth – a strategy to transform the business, leading to more acquisitions and the rationalisation of manufacturing and production sites to form centres of excellence. This was followed by the One Unilever programme, aligning the organization behind a single strategy, simplifying our business and leveraging our scale more effectively. 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. In 2004, we became a founding member of the Roundtable on Sustainable Palm Oil (RSPO) – a body which we currently chair. In 2008, in an effort to halt deforestation, we announced our commitment to draw all our palm oil from certified sustainable sources by 2015. In 2007, Lipton launched a sustainable tea partnership with the Rainforest Alliance, announcing our aim to have all Lipton Yellow Label and PG Tips

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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. The Unilever Health Institute – a centre of excellence in nutrition, health and Vitality – is launched.

2001 By 2001 Unilever has cut its brands from 1,600 to 900. DiverseyLever, Elizabeth
Arden and Unipath are sold.

2002 The portfolio is reshaped and enhanced through acquisitions and the sale of 87
businesses without acceptable growth or margin potential, generating €6.3 billion of sale proceeds.

2003 Unilever Health Institute opens regional centres in Bangkok and Accra, Ghana.
Unilever is consulted by the WHO regarding the development of a Global Strategy on Diet, Physical Activity and Health (published May 2004). 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. Unilever sells its global prestige fragrance business, Unilever Cosmetics International (UCI), to Coty Inc, of the US. The sale is in line with Unilever’s strategy to focus on core categories.

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The Nutrition Enhancement Programme is completed, through which 16,000 products have been assessed for levels of trans fats, saturated fats, sodium and sugars, and where necessary, action taken.

2006 Antony Burgmans steps down as Chairman of Unilever after being with the
company for over 35 years. Michael Treschow succeeds him as the first independent Chairman of the Boards of Unilever.

New technology helps create Small & Mighty, the first super-concentrated liquid laundry detergent that uses one-third the packaging, one-third the water and onethird 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. The company commits to move to sustainable palm oil sourcing by 2015, purchasing its first batch of certified sustainable palm oil already in November. 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: 1. 11 brands in Food Category. • Flora • Bertolli • Blue Band • Heart-Brand (Wall’s) • A1 Brook Bond (Tea) • Lipton (Tea) • Brooke Bond Supreme (Tea) • Pearl Dust(Tea) • Energile • Rafhan • Knorr 2. 3 brands in Home Care Category. • Comfort Radiant (RIN) OMO (Surf Excel) 3. 12 brands in Personal Care Category. Axe Dove Lifebuoy (Shampoo) Lifebuoy (Soap) Lux Pond’s Rexona Fair & Lovely Close Up Vaseline Sunsilk (Shampoo) Clear (Shampoo) 4. Unilever Food-solutions. Unilever also offering different Food Solutions to add natural flovours in foods.

• • • • • • • • • • • • • •

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BRANDS DESCRIPTION
FOOD BRANDS Brand Logo Brand Name Description Becel / Flora products contain Omega 3 and 6 that help keep your heart healthy. Flora Light spread, Flora Omega 3 plus, Flora Buttery spread, Becel pro·activ milk, Becel pro·activ yoghurt etc Bringing the Mediterranean lifestyle into your home. Bertolli pasta sauces, Bertolli spreads, Bertolli grilled chicken Alfredo etc. For decades, our products, ranging from margarine spreads and cooking margarine, to cream alternatives and cheese spreads, have been a daily source of essential nutrients that help every family member to grow, develop and thrive. Blue Band Good Start spread, Blue Band liquid margarine, Country crock yoghurt etc Wall’s was launched globally in 1999. Wall’s ice creams bring a taste of the summer to any day. Unilever is the world’s largest manufacture of ice cream; in fact Unilever holds almost 18% of the global market share, vs 14% for Nestle, the closest competitor Magnum, Cornetto, Do-nut, Feast etc At Knorr, we want people to enjoy good food, any day, any time. Liquid soups, Knorr noodles, Knorr yakhni, Knorr Chicken Cubes and Knorr Palao Cubes. Sensational food providing sensational moods. Hellmann's real mayo, Amora vinaigrettes, Calvé ketchup and WishBone classic Italian salad dressing

Flora

Bertolli

Blue Band

Wall’s

Knorr

Hellmann’s Amora

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Professional Project Lipton is one of the world's great refreshment brands, making a big splash in the global beverages market with tea-based drinks including leaf tea. Lipton Yellow Label tea, Lipton Green Tea, Lipton Iced Tea, Lipton Ice Tea etc Launched in 1996 the brand has certainly come a long way to acquire national status. Brook Bond A1 is the strong cup of tea that gives the strength to face challenges and stand up for what you believe in. Leaf tea, Mixture etc Lipton Pearl Dust is the Sindhi soul that imbues intimacy and warmth in a couple’s relationship. Launched in 1984 this dust tea brand has become the largest Sindhi tea brand. Brooke Bond Supreme was launched in Pakistan in 1984. Brooke Bond Supreme is part of life for the Pakistani consumer, bringing families closer together with its rich taste and traditions. Tea drinking is a social occasion in the context of Pakistani culture, traditionally enjoyed with family and friends. Energile is an instant energy sports drink with energy in the form of Glucose along with Vitamin C and Calcium. Energile makes up for the energy kids consume throughout their daily activities and sports. Available in Lemon, Orange, Mixfruit and Mango flavours.

Lipton (Tea)

A1 Brook Bond (Tea)

Pearl Dust (Tea)

Supreme (Tea)

Energile

HOME CARE BRANDS Brand Logo Brand Name Description The best care for your clothes, yourself and your family. Comfort concentrate pure, Comfort concentrate tropical burst, Comfort concentrate sunshine.

Comfort

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Unilever Pakistan (Pvt) Limited

Professional Project No other brand knows more about delivering superior whiteness than Radiant. Brilhante fresh, Brilhante, Rin advanced range. Launched in 1995. Giving your kids the freedom to get dirty, safe in the knowledge that OMO (Surf Excell) will remove those awkward stains. Omo Tablets Omo Packet, Omo Liquids. A special report (detail) is on Page #: 10

Radiant (RIN)

Surf Excel

SELF CARE BRANDS Brand Logo Brand Name Description Helping males keep a step ahead in the mating game. Axe Touch, Axe Pulse, Axe Shower Range, Axe Stick, Axe Best of Summer etc Dove provides a refreshingly real alternative for women who recognise that beauty comes in all shapes and sizes. Dove soaps, Dove Bodywash, Dove face care, Dove hair care, Dove deodorant etc. Lux offers a range of highly appealing beauty products at a price you can afford. Orchid touch, Almond delight, Energising fruit, Aqua sparkle, and Limited Edition etc Helping to keep your skin looking and feeling naturally beautiful. Face wipes, Oils, Moisturisers, Cleansers etc Rexona gives you the confidence to handle whatever the day has in store. Rexona for women, Rexona for men, Rexona teens, Rexona sports, Rexona freshness etc Sensational food providing sensational moods. Hellmann's real mayo, Amora vinaigrettes, Calvé ketchup and WishBone classic Italian salad dressing

AXE

Dove

LUX

Pond’s Rexona

Close-up

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Unilever Pakistan (Pvt) Limited

Professional Project Lifebuoy Shampoo was launched in 1997 as an Anti-Dandruff Shampoo. Since then it has become an essential part of the Pakistani consumers life. Anti-dandruff, Herbal, Daily-care. A complete range of Lifebuoy soap, Lifebuoy handwash, Lifebuoy shower gel, Lifebuoy ClearSkin. Sunsilk provides real solutions to men’s & women's everyday hair needs everywhere. Sunsilk Colour & Shine, Sunsilk Shampoo, Sunsilk Silky & Straight. At any age, at any time, no matter what your skin need, the Vaseline skin care team wants everybody to be able to enjoy great, healthy skin everyday. Vaseline petroleum jelly, Vaseline body lotion range. Clear was launched in April 2007. Clear introduced their first ever anti-dandruff shampoo range for men. Clear spells confidence for the young Pakistanis of today. Clean & itch control, Hairfall defense, Hairfall decrease, Ice cool etc. Fairness that changes your destiny. All Fair & Lovely creams have a special fairness system that protects your skin. Fair & Lovely Anti Marks, Fair & Lovely Herbal, Fair & Lovely Oil Control and Fair & Lovely Sachets.

Lifebouy (Shampoo)

Lifebouy (Soap) Sunsilk

Vaseline

Clear

Fair & Lovely

UNILEVER FOOD SOLUTIONS

Unilever Foodsolutions is one of the world's leading foodservice businesses. The business works with customers including caterers, restaurateurs and major hotel and fastfood chains to create food solutions that help grow their business.Unilever Foodsolutions operates in 65 countries worldwide.

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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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Unilever Pakistan (Pvt) Limited

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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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Unilever Pakistan (Pvt) Limited  Increases in prices due to fuel prices.

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CHAPTER No. 4 MARKET RESEARCH

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Questionnaire Design
(Consumer Survey) By Uniliver
Name-------------Occupation----------------1. Do you use butter in your breakfast? Never sometimes Rear Frequently Age--------------Gender------------Regularly

2. Are you satisfied with the available flavors of butter? Yes To some extent No Don’t know 3. Do you want to add a new taste in your breakfast? Yes No Don’t know 4. Have you ever heard about “Butter of Dry Fruits”? Yes No Don’t know 5. Will you like the taste of “Butter of Dry Fruits”? Yes No To some extent Don’t know 6. If “Butter of Dry Fruits” is provided by the Uniliver’s? You will prefer to buy it You will not buy it 7. The purpose of buying a butter is/are? Taste only Health only Taste and health both pervious experience

8. Factors effect while purchasing a butter? Price and quality packaging Advertisement 9. What do you think about the success of this idea? Poor Normal Good Excellent 10. Kindly state suggestion related to this product?

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Interpretation and Analysis
Q. No. 1: Do you use butter in your breakfast? a) Never b) sometimes c) Rear d) Frequently e) Regularly

100 80 60 40 20 0 a b c d e Q No. 1

a) Never b) Sometimes c) Rear d) Frequently e) Regularly Total

Frequency 9 23 4 0 2 38

Percentage 23.68% 60.52% 10.52% 00.00% 5.26% 100%

Valid Percentage 23.68% 60.52% 10.52% 00.00% 5.26% 100%

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Q. No. 2: Are you satisfied with the available flavors of butter? a) Yes b)No c) Don’t Know d) To some Extent

100 80 60 40 20 0 a b c d Q No. 1

a) Yes b) No c) Don’t Know d) To some Extent Total

Frequency 13 9 2 14 38

Percentage 34.21% 23.68% 05.26% 36.84% 100%

Valid Percentage 34.21% 23.68% 05.26% 36.84% 100%

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Q. No. 3: Do you want to add a new taste in your breakfast? a) Yes b) No c) Don’t Know

100 80 60 40 20 0 a b c Q No. 1

a) Yes b) No c) Don’t Know Total

Frequency 31 7 0 38

Percentage 81.58% 02.63% 00.00% 100%

Valid Percentage 81.58% 02.63% 00.00% 100%

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Q. No. 4: Have you ever heard about “Butter of Dry Fruits”? a) Yes b) No c) Don’t Know

100 80 60 40 20 0 a b c Q No. 1

a) Yes b) No c) Don’t Know Total

Frequency 5 30 3 38

Percentage 13.15% 78.94% 07.89% 100%

Valid Percentage 13.15% 78.94% 07.89% 100%

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Q. No. 5 Will you like the taste of “Butter of Dry Fruits”? a) Yes b) No c) Don’t Know

100 80 60 40 20 0 a b c d Q No. 1

a) Yes b) No c) To Some Extent d) Don’t Know Total

Frequency 24 9 5 0 38

Percentage 63.16% 23.68% 13.15% 00.00% 100%

Valid Percentage 63.16% 23.68% 13.15% 00.00% 100%

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Q. No. 6: If “Butter of Dry Fruits” is provided by the Unilever’s? a) You will prefer to buy it b) You will not buy it

100 80 60 40 20 0 a b Q No. 1

a) Yes b) No Total

Frequency 30 8 38

Percentage 78.94% 21.06% 100%

Valid Percentage 78.94% 21.06% 100%

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Q. No. 7: The purpose of buying a butter is/are? a)Taste only b)Health only c) Taste and health both

100 80 60 40 20 0 a b Q No. 1

a) Taste only b) Health only c) Both Health and Taste Total

Frequency 24 9 5 38

Percentage 63.16% 23.68% 13.15% 100%

Valid Percentage 63.16% 23.68% 13.15% 100%

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Q. No. 8: Factors effect while purchasing this butter? a)Price and quality b) packaging c) Advertisement d) pervious experience

100 80 60 40 20 0 a b c d Q No. 1

a) Price and quality b) packaging c) Advertisement d) pervious experience Total

Frequency 24 9 5 0 38

Percentage 63.16% 23.68% 13.15% 00.00% 100%

Valid Percentage 63.16% 23.68% 13.15% 00.00% 100%

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CHAPTER No. 5 MARKET STRATEGIES

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New Product Planning and Development
New Products are a vital part of a firm’s competitive growth strategy. Leaders of successful firms know that it is not enough to develop new products on irregular basis. What counts is a climate of a product development that leads to one success after another. To develop a new product the following steps must be realized. 1. 2. 3. 4. 5. 6. Idea Generation Idea Screening Product Planning Product Development Test Marketing 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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Unilever Pakistan (Pvt) Limited SEGMENTATION OF TARGET MARKET

Professional Project

GEOGRAPHIC SEGMENTATION
Country Destiny Population Climate Pakistan Urban, Sub-urban, Rural + 160 million All weather

DEMOGRAPHIC SEGMENTATION
Age Gender Occupation Family size Family income 5 years and above Both Males and Females One earning member usually the male Nuclear family size A & B class

PSYCHOGRAPHIC SEGMENTATION
Social class Opinions Personality Lifestyle Upper and Middle class They are aware that they have to look good and socially conscious Authoritarian Strivers and Achievers

BEHAVIOURAL SEGMENTATION
Purchase Occasion Benefit sought User status Usage rate Loyalty status Readiness stage Attitude towards product All occasion Health and Taste. Regular user, Non user, Potential user Heavy user Strong loyalty Aware, Interested and Intending to buy Positive

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Unilever Pakistan (Pvt) Limited Gender:

Professional Project

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 Product positioning is how a product is positioned in the mind of the customers. Positioning begins with a difference in the Product that is worth establishing to the extent that it is improved, distinctive, superior, communicable, pre-emptive, affordable and profitable. Differential Advantage refers to any feature of a product or organization perceived by resources to be desirable and different from the competitors. -54-

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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

Market Entry, survival and Winnig Strategy
The price we are charging are according to the affordability of the customers. Our aims to have the largest customer base and therefore, providing servicves in maximum locations Different promotion strategies are being used like traditional ways of promotions as well as other ways like Sales Promotion etc. To survive and winnign the market Bright star as agency follow these seven tips so that BSAA can compete in the target market. • • • • • Take the lead ROI conversations rather than undergoing them. Differtitate yourself Stop Advertising, start communicating Learn about the stuff that really works. If it has no meaning, then stop doing it.

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: • 500g for Rs.175/-

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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– M– I– L– E– Simple Memorable Intersting with relevent information Linked to the rand 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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Break Even Analysis
The break even point for a product is the point where total revenue received eauals the costs associated with the sale of the product (TR=TC). A break-even point is typically calculated in order for business to determine if it would be profitable to sell a proposed product, as opposed to attempting to modify an existing product instead so it can be made lucrative. Break even analysis can also be used to analyse the potential profitability of ana expenditure in a Sales-based business. The graphic method of analysis (below) helps you in understanding the concept of the break-even point. However, the break-even point is found faster and more accurately with the formula: Q = FC (Up - Vc)

Q = Break-even point (Unit of production) FC = Fixed cost Up = Unit Price Vc = Variable cost per unit 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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Unilever Pakistan (Pvt) Limited Unilever International limited Proposed Income Statement For the year ended on 31st December…….. Description Sales (-) C.G.S Gross Profit (-)Operating Expense =Operating Profit (+) Other Income = Profit Before Tax (-)Taxation Profit After Tax 2009 Rs. 30,00,00 0 20,00,00 0 10,00,00 0 7,00,000 300,000 300,000 600,000 (5%) 5,70,000 2010 Rs. 25,00,000 22,00,000 300,000 100,000 200,000 600,000 800,000 (3%) 5,60,000 2011 Rs. 35,00,000 13,00,000 12,00,000 500,000 700,000 600,000 13,00,000 (8%) 11,96,000

Professional Project

2012 Rs. 45,00,000 37,00,000 800,000 600,000 200,000 10,00,000 12,00,000 (7%) 11,16,000

2013 Rs. 47,00,000 25,00,000 22,00,000 900,000 1,300,000 1,200,000 2,500,000 (4%) 24,00,000

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Unilever Pakistan (Pvt) Limited Unilever International limited Common Size Income Statement For the year ended on 31st December, 2009

Professional Project

Description Sales (-) C.G.S Gross Profit (-)Operating Expense =Operating Profit (+) Other Income = Profit Before Tax (-)Taxation Profit After Tax

2009 Rs. 30,00,000 20,00,000 10,00,000 7,00,000 300,000 300,000 600,000 (5%) 5,70,000

Common Size Income Statement % 100% 66% 33% 23% 10% 10% 20% 10% 19%

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Unilever Pakistan (Pvt) Limited Unilever International limited Common Size Income Statement For the year ended on 31st December, 2010

Professional Project

Description Sales (-) C.G.S Gross Profit (-)Operating Expense =Operating Profit (+) Other Income = Profit Before Tax (-)Taxation Profit After Tax

2009 Rs. 25,00,000 22,00,000 300,000 100,000 200,000 600,000 800,000 (3%) 5,60,000

Common Size Income Statement % 100% 88% 12% 4% 8% 24% 32% 0.96% 22.4%

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Unilever Pakistan (Pvt) Limited Unilever International limited Common Size Income Statement For the year ended on 31st December, 2011

Professional Project

Description Sales (-) C.G.S Gross Profit (-)Operating Expense =Operating Profit (+) Other Income = Profit Before Tax (-)Taxation Profit After Tax

2009 Rs. 35,00,000 13,00,000 12,00,000 500,000 700,000 600,000 13,00,000 (8%) 11,96,000

Common Size Income Statement % 100% 37% 34% 14% 2% 17% 37% 3% 34%

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Unilever Pakistan (Pvt) Limited Unilever International limited Common Size Income Statement For the year ended on 31st December, 2012

Professional Project

Description Sales (-) C.G.S Gross Profit (-)Operating Expense =Operating Profit (+) Other Income = Profit Before Tax (-)Taxation Profit After Tax

2009 Rs. 45,00,000 37,00,000 800,000 600,000 200,000 10,00,000 12,00,000 (7%) 11,16,000

Common Size Income Statement % 100% 82% 18% 13% 4% 22% 26% 7% 25%

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Unilever Pakistan (Pvt) Limited Unilever International limited Common Size Income Statement For the year ended on 31st December, 2013

Professional Project

Description Sales (-) C.G.S Gross Profit (-)Operating Expense =Operating Profit (+) Other Income = Profit Before Tax (-)Taxation Profit After Tax

2009 Rs. 47,00,000 25,00,000 22,00,000 900,000 1,300,000 1,200,000 2,500,000 (4%) 24,00,000

Common Size Income Statement % 100% 53% 47% 19% 27% 25% 54% 2% 51%

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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.  Unilever should enter into the WEB Marketing.  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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