Professional Documents
Culture Documents
CAMAPGINS OF UNILEVER
BY
SEHRISH KHAN
ASMA SIDDIQU
MUHAMMAD
AMEEN
MUHAMMAD
UMAIR
AZAM ABBASI
BBA 6TH
1
ACKNOWLEDGEMENTS
TABLE OF CONTENT
Introduction Pg.4-8
Product Lines of UniLever Pakistan Limited Pg.8-13
Conclusion Pg.44
Reference Pg. 45
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EXECUTIVE SUMMARY
How global branding enables companies to reach the global market
through their distribution methods for this aspect they capture
electronic media for the purpose e-procurement, e-sourcing and local
aspect of reaching the market and proving their customer quality
product to reach the highest level of success and growth is the crux of
this thesis. It basically revolves around the global success of unilever
and how it helped the company to be the best in the business, even in the
global recession. The introduction to the topic and the company itself
and then the research and findings about the company’s global scenario
makes it up. The analyses that have been undertaken are the quality of
raw material their availability on time information about the stock
distribution channels, market, electronic media tools and customers. A
brief survey is also represented which highlights the consumer
perception of global brands. The global marketing strategy as well as its
advertising has been discusses.
Besides that some overview about economic crises in all over the world
has been given that how economic crises has spread, and it impacts
unilever as well, but how unilever cope the economic crises. A few
recommendations to further the success of Unilever are made to
conclude the report.
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INTRODUCTION
Unilever Pakistan, one of the most successful consumer goods manufacturer in Pakistan, is now facing
another issue before a completing its exit from stock exchanges.
The global food giant Unilever owns a majority 75% stake in Unilever Pakistan and 4 months ago in
November – they announced and planned to buy back the remaining shares that are listed on stock
exchanges in Pakistan, a move that is aligned with Unilever’s global strategy of consolidating its
operations in Asia and Africa. According to sources close to the matter, this delisting process will help the
Company in lowering its cost of capital.
It will be interesting to note that the delisting does not bar existing shareholders from holding on to their
share in the Company’s equity. The buyback offer is
only an option – a road which minority shareholders
may or may not take.
“We believe the proposed de-listing of the company (Unilever Pakistan) would, if approved, be a great
tragedy for minority investors, the stock exchanges of Pakistan and the country overall”
Acacia Funds also urged that the exchange refuse the buy-back price offered by Unilever. The minority
shareholder demands two to three times the price offered by Unilever are quoted at the stock exchange of
several European countries. They deal in all kinds of products from animal foodstuff to foods and
detergents plus other personal and consumer products. Unilever has its subsidiaries in over 80 countries
of the world, to which it spreads its vast knowledge and resources.
William Lever (its originator) commences business in England as a grocer. He established Lever Brothers
in 1827 in England Sunlight was the first product of Lever Brothers, which makes the beginning of the
marketing of branded products at the same time Margarine Uni was established in Nether Land by Simon
Van Berg and Anton Jurgens. These two companies in term of:
Consequently both the companies losing out money in term of profit These problems led to think of the
mergers in 1930. These two companies merged together and renamed the business as Unilever PLC / the
word UNI is taken from margarine Uni and Lever is taken from Lever Brothers. Its head quarter was
established in England and Rotter Dam.
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Mission Statements
1: We are the leading consumer product company in Pakistan, a multinational with deep root in
country.
2: We attract and develop high talented people who are excited, empowered and committed to deliver
double digit growth.
3: We serve every day needs of all consumers every where for food, hygiene and beauty through
brands products and service that deliver the best quality and value.
4: We strive to remain and every simple and enterprising business.
5: We use our superior consumer understanding to products breakthrough innovation in brand and
channel.
6: Our brands capture the hearts of consumer through outstanding communication.
7: Through managing a responsive supply chain we maximize value from supplier to customer.
8: We are exemplary through our commitment to business ethics, safety, health, environment and
involvement in the community
Statement of Chairman& Chief Executive of Lever Brothers Pakistan Limited
“ I am quite convinced that 2002 is poised to be a passionate year for us, which is why we should
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PERSONAL WASH
TOILET SOAPS
Lifebuoy (carbolic soap)
Lifebuoy Gold (2 varieties)
Lux (4 varieties)
Rexona (3 varieties)
Liril (2 varieties)
Breeze
FABRIC AND HOME CARE
FABRIC WASH
Ultra Surf
Surf micro
Surf Excel
Power Surf
Sunlight Washing Powder & Soap
Wheel
HOME CARE
Vim Dish Washer/Scourers
Vim Bar
Vim Powder
PERSONAL PRODUCTS
HAIR CARE
Sunsilk Shampoo (4 varieties)
Lifebuoy Shampoo
Harmony Soap
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SKIN CARE
Fair & Lovely skin cream and lotion
Ponds skin cream
Ponds talc
DENTAL CARE
Close-up Tooth paste
Pepsodent Tooth Paste
OIL AND DAIRY BASED FOOD
BANASPATI
Dalda
COOKING OIL
Dalda Cooking Oil (Soya Bean)
Dalda Sunflower oil
Planta
MARGARINE
Blue Band
INDUSTRIAL FATS
A whole range of products for the bakery & oils for the industry.
TEA
LEAF TEA
Yellow Label
Yellow label Danedar
Richbru
Top Star
Taaza Leaf
Supreme
DUST TEA
Pearl Dust
Ruby Dust
A1
MIXTURE TEA
Taaza
ICE CREAM
Cornetto (3 varieties)
Feast (2 varieties)
Feast Stickless
Top Ten
Star Cup (4 varieties)
Callipo
Split
Fruiti
Peddle Pop (3 varieties)
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3-D
Solo (3 varieties)
Polka Cup
Panda
Dracula
Family Packs
The land for the factory was donated by the NAWAB of the Bahawalpur State.
It was the ideal location to cover the Indo-Pak border areas.
It was the central location of Pakistan so it was a convenient location from the distribution
point of view.
Availability of the cotton seeds because south Punjab is cotton area.
Government tax free area
Availability of inexpensive labor
PROXIMITY TO MARKETS
The site of R.Y. Khan Plant was chosen in 1948. The main reason was its central location. This
location is the middle of Lahore and Karachi that were the main markets at that time. So the company
can easily cover whole market from Karachi to Lahore.
PROXIMITY TO SUPPLIERS AND RESOURCES
At that time the company was only producing oil for which cotton area was suitable. This site was
suitable for processing the raw material that was cotton and R.Y. Khan was main cotton area.
TAXES AND REAL ESTATE COST
It was the tax-free area. The land was gifted by the ABBASI family, so there was no real estate cost.
TRANSPORTATION COSTS
Transportation cost is also a major determinant, which directs the location decision. Transportation
cost is a major factor not only in terms of the raw material but also in terms of raw material. As R.Y
Khan is situated at the center of Pakistan, the movement of finished goods cost minimum here across
Pakistan. R.Y. Khan Railway Station is situated along with the factory so transportation through rail
is very easy.
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AVAILABILITY OF UTILITIES
The factory is facilitated with electricity, natural gas and telephone.
Mr.AmarNaseer
Auditors
Messrs A.F.Ferguson & Co
State Life Building No. 1-C
I.I.Chundrigar Road Karachi
Registered Office
Avari Plaza. Fatima Jinnah Road, Karachi
Material Store Department consists of two hangers and one perfume store. Total area of each hanger is
256 x 107 feet. Material store has an over flow depot outside the factory.
Material Store Department handles near about 650 items of raw material .
Truck or other type of vehicle driver come on weigh bridge and gives truck invoice to weigh bridge
operator which is issue by the supplier of material. The weigh bridge operator check the type of material
load on truck and note the truck number and its timing of arrival. If material is packing and raw then it is
sent to material store for unloading. If material is Oil and Fat tankers are sent to sampling point. Lab
assistant takes sample from tanker. Operator of weigh bride makes a sample chit and then this chit is sent
with sample of material to lab for inspection. Sample chit consists of date, sample no, indent no, supplier
name, quality, quantity, and truck no. The operator is informed by telephone from lab that sample is ok.
Then operator on weigh bridge take the first weight of loaded tanker and feed data in system with the help
of software Weighbridge which includes serial number, supplier name, truck number, material name,
sample no and first weight. Print of this data is attached to truck invoice. Then operator makes a weigh
bridge slip and give it to driver and send driver to unloading point. Weigh bridge slip contains date, party
name, truck no, material name, and signature of weigh bridge operator. One portion of weigh bridge slip
is filled by the operator on Weigh Bridge and other part is filled by the operator on receipt on material.
The part of weigh bridge slip which is filled by the operator on receive contains received, material name,
truck no, and tank no where material is unloaded.
After unloading tankers come back to weigh bridge. Driver gives back the weigh bridge slip to operator
and unloaded tankers are weighted. The operator feed this weight in Weighbridge software and calculates
net weight. Then print of data is attached to truck invoice. Operator checks the difference between net
weight and weight written on truck invoice. If it is minor difference than it is ignored. If it is major
difference than it is mentioned on truck goods receipt which operator makes after second weight. Two
copies of TGR are given to driver and two for office. Truck good receipt contains following data.
Supplier name, date of receipt, city name, date of sending, quantity, packing type, description of goods
and truck no.
Operator feed this data is daily sheet, which is made in excel. Daily sheet contains data about date of
receipt, arrival time, truck no, TGR no, indent no, item code, supplier, commodity, sample no, dispatch
weight, received weight, difference, out time, system posted(yes/no), remarks, weigh bridge operator.
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Oil and Fat, DFA and Liquid Caustic are unloaded on different point and process of unloading is
different.
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(c). DFA:
Truck loading DFA reaches at unloading point. DFA is unloaded and store in storage tank directly from
tanker with the help of pipeline and pump.
(d). Liquid Caustic
Truck loading caustic reach at unloading point. Driver gives weigh bridge slip to operator. Caustic is first
unloaded in drop tanks and from drop tanks caustic is shift to storage tank with help of pump. Two drop
tanks are use to unload the tankers. Capacity of these two drop tanks is 25 tons each. Two storage tanks
ST 66 and ST 25 is use to store the caustic. Capacity of these tanks is 150 tons each. After unloading
operator fill the weigh bridge slip and give it back to driver.
order number, name of company, invoice number, item code, description, quantity, pack, price, GRIR no,
quantity ordered, and remarks. With the help on entries in ledger than data is feed in MFG Pro.
6. Buying Department
The word “buying” means purchase of any thing or any merchandise or item. This function is performed
by buying department in any organization.
Buying or purchase is one of the major functions of any company of organization. Without it no one
organization can run successfully in the field of business. So we may say that buying is the soul of
company. Without buying all departments of the company will be failed.
To buy all production raw materials including all types of material and packing material.
To buy administration department requesting items.
To buy all engineering requesting items (all types of machinery & spare parts).
Purchase of medicine for surgery.
Purchaser of W.C.S.O. seasonally for K.F & R.F.
All types of factory purchases through buying department.
Sales of scraped or surplus items of various department relating capital goods.
department head office. The procedure of buying can be explained with the help of following charts:
Purchase requisition
Quotations calls
Summary of quotations is made
Purchase order
Goods receipt
GRIR is prepared
Store report
GRIR is accepted
Payment
Purchase requisition
Any department which has a need of something sends purchase requisition regarding its requirement to
buying department, who arranges for the purchase of required items as soon as possible. Three copies of
purchase requisition are prepared. These copies distributed as follow:
1st &2nd for buying
3rd for requisitioning department (request for purchase items)
When goods are received from supplier then GRIR is prepared by material store department and sends to
lab for inspection. If goods are accepted in the laboratory then these are placed in the concern store other
wise not. Four copies of GRIR are prepared and distributed as follow:
1st for account department
2nd for buying department
3rd for concern department
4th for laboratory
In case if the material is not accepted then a sundry sales (SSA) advice or sundry sales credit will be made
to return the goods to the supplier. Three copies of SSA are prepared:
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Payment
When GRIR is accepted then one copy of it is submitted to payment department, where the payment
department prepares payment sheet and makes advice to the cash office for payment after satisfying the
other formalities.
The firm has segmented structure of supply chain Management. The purchasing, production control and
distribution departments have responsibility for material management.
SITARA CHEMICALS is the supplier of local raw material of soda ash, caustic soda etc.
Supplier selection is based on price, quality and delivery.
SAFETY STOCK
2 to 3 weeks for basic (imported) material
2 weeks for packaging material
LEAD TIME
13- 20 weeks
FORECASTING
Demand Forecasting
“A forecast is the prediction of future events used for the planning purposes”.
Forecasting Techniques
There the three forecasting techniques are available for the purpose of the forecasting of the demand,
which are as under.
Judgmental Method.
Causal Method.
Time Series Method.
The usage of these techniques depends upon the availability of the data about the past.
Forecasting at LBPL
The forecasting technique, which is being followed by LBPL, is the qualitative technique.
Sales Force Estimate
Sales force estimate of forecasts compiled by the members of the company’s sales force (their dealers in
each region) about the future demand of the product. They are using this technique because they believe
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that their estimates are correct since the dealers are much near to the market. Marketing Department is
actually involved much in forecasting. They observe the trend of the market and they set their target of
sale then they tell to the production that what is their target then production department make productions
according to the target set by marketing department.
Time Series
Demand for the future periods is also determined by the time series method. Historical data about the past
demand is the basis for the time series. The data is used for the demand projection for the coming periods.
Marketing Research
Marketing research is also conducted by the firm. Data obtained is used to determine the customer
demand pattern, and trends.
Effective Capacity
It is the maximum output that a process or firm can economically sustain under normal conditions. When
operating close to peak capacity, a firm can make minimal profits or even lose money despite high sales
levels.
Operations manager must examine the three dimensions of capacity before making capacity decisions:
95gms
BREEZE 85gms
LIRIL FRESH 140gms
RAIN FRESH 95gms
Main point about the capacity are given below
Storage loss/gain
Bleaching loss
Packing loss/gain
Un-accounted loss
Storage Loss/Gain
When oil and fats are received by the material store, sample is taken for measuring percentage of Free
Fatty Acids (FFA) and moisture. All these materials are received by the stores and then issued to
production department.
At the quarter end, cost department do the stock taking of all the tanks of oil and fats and also draw a
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sample for determining moisture. Now the cost department see that what is the difference between the
physical n=and book stock. This deference will be the loss or gain and charged to the production account.
Bleaching Loss/Gain
For the purpose of bleaching the Activated Earth is used. The Activated Earth absorbs some amount of
tallow. This absorption is called bleaching loss. Cost department calculates this loss.
Packing Loss/Gain
When the finished products are packed some packing loss or gain took place at this stage. Some products
are packed above the standard weight and some less. Packing loss or gain is also determined.
Un-Accounted Loss
Some losses are not seen in manufacturing process, these are called Un-accounted losses.
Reports of Cost Department
Cost department looks into the yield and performance of the factory with the help of various reports.
These are following:
2. Production accounts
Steam and power are taken from variable direct schedule in total against their location but same case with
crude glycerin, which has been explained, in variable direct chemicals.
3. Power & Steam production report
Steam
Weekly steam production report is received and from these quarter reports are prepared. Meter reading of
all steam main meter and sub-meter are done at quarter end. Cost of steam is calculated and transferred to
all the production departments where steam is used. Cost of burners used in factory is subtracted from
total Sui gas bill.
Power
Meter reading of WAPDA main meter, and own generator and sub-meter in the factory are done at
quarter end. Power is allocated on all factory location on the basis of sub-meter; the technical
management gives the standard bases. The cost of power is changed to production accounts.
4. Daily production report
The reports of daily production are submitted by the production department to cost department. This
report helps in watching what is the production of certain product on certain day, and how many
transferred to warehouse and what is the present balance on department floor.
Cost control documents preparation
Following documents are prepared for cost control purpose.
Standard yield vs. Actual yield
Standard chemical valuation vs. Actual chemical which is used in production
Standard stem & power vs. Actual steam & power
Standard man hours vs. Actual man hours
Calculation of variable cost of sales
Cost department prepares daily, monthly and annual cost reports. These reports are used by the
management for control purpose whether the cost is according to the standards are not. The area of
difference is pointed out and a better control is exerted for the future. It is also important because if a
company is able to lower its production it works more than to increase the market share. It is easy for a
company to lower its cost because it is in its own control while the market is beyond the control of
management.
In Lever Brother the cost of sales is calculated in a very simple way according to the standards of
accounting.
The report starts with the opening stock of Material, Steam/Power and Distribution. In these opening
stocks the cost of oil and fats which comes from oil & fat consumption report, the chemical cost which is
obtained form chemical consumption report, cost of packing material obtained of packing material
consumption report, cost of steam/power obtained from steam/power consumption report, for that day
production is added and it gives variable cost of production. From this variable cost of production the
closing stocks of material, steam/power and distribution that day is deducted which gives total cost of
sales.
First of all production is transferred to distribution warehouse by the production department. Distribution
department has two warehouses, which are capacity wise 700+150 tons (for soap and personal products)
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and 500+200 tons (for cooking oil. Distribution department arranges the dispatch plan that is provided by
the consumer services head office. Therefore products are dispatched according to the dispatch plan.
Company has various sales depots located in different cities throughout the country. Such as:
Ø Faisalabad
Ø Karachi
Ø Wazirabad
Ø Lahore
Ø Rahim Yar Khan (central)
Ø Rahim Yar Khan (south)
Ø Dera Ismail Khan
Ø Multan
Distribution department sends products directly to distributors or to sales depots as per instruction of sales
department head office. Sales department makes sales contracts with different parties and supply by
advising distribution in Rahim Yar Khan Factory.
All sales depots are controlled by head office. Sales department send plans for despatch to these depots
which take necessary action according to plan.
Rahim Yar Khan South depot covers the area of Baluchistan and Sind while Central covers the area of
Punjab and NWFP. There is another depot named “over flow depot” in Rahim Yar Khan. When there is
shortage of space in factory warehouse, production is transferred to this depot.
Distribution department Rahim Yar Khan Factory sends despatch plans to over flow depots. This depot
arranges the supply accordingly. For all the despatches a despatch advice is prepared in which the full
detail of the products are maintained. Five copies of despatch advice are prepared.
· One copy is sent to consignee through transporter.
· One copy of D.A is sent to customer service head office.
· One copy is sent to accounts department.
· One is for distribution department Rahim Yar Khan
· One copy is given to transporter that is called acknowledgement.
QUALITY CONTROL
Quality is the use of techniques and activities to achieve, sustain and improve quality. It involves
integrating the following related techniques and activities:
1. Specification of what are needed.
2. Design of the product or service to meet the specifications.
3. Production or installation to meet the full intent of the specification.
4. Inspection to determine conformance to the specification.
5. Review of usage to provide information for the revision of specification if needed.
6. Utilization of these activities provides the customer with the best product or service at lowest cost. The
aim should be continuous quality improvement.
OBJECTIVES
· OFI – Opportunity For Improvement
· Always looking for improvement.
· The continuous improvement of all services through total involvement of all employees.
· The developing and the strengthening of partnership with external and internal customers and suppliers.
· Providing innovative and higher quality products and services to achieve total customer satisfaction by
understanding their requirements and anticipating their future expectations or needs.
FUNCTIONS
· Monitoring annual targets for quality improvements in all areas.
· Creating a culture of customer focus striving to become the lowest cost producer through agreed annual
cost reduction program.
· Value people by understanding and drawing upon their strength i.e. abilities and knowledge and make
efforts for their training and development.
STAGES
RAW MATERIAL:
When raw material is received the quality of raw material is inspected according to the standards.
According to these standards if the personnel of receiving department will inspect according to the
standards. If there are a lot of 500 and they choose 13 samples from the whole lot then they select the
sample from the upper and lower and right and left side of the whole packet. It means that they select the
sample by way of diversifying the area. If the 2 units of the sample are rejected then the whole lot will be
rejected and if the lot is rejected then they call back the vendors and vendor check that lot again. If the lot
is very much needed by the production department then they place a written request. The 100% inspection
is done on it. In this case, they call the vendors or their inspectors and they check it on 100% basis. But
this happens in very rare cases.
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On the other hand if the lot is accepted then it is remarked as GRL (good received lot) and sent to the
store. While four copies of GRL are made and sent to the following four departments:
1. Purchase Department
2. Quality Control Department
3. Store
4. For computer entry
DURING THE PROCESS:
When the product is in-line then quality inspector check it at every stage of process. If these inspectors
will sign it for next process then product will go for next process. If they do not sign it then the work will
stop. Then for the accepted and rejected production, the quality inspector will give report. This report has
also included the sign of supervisor of process area. So that analyzing the rejection and acceptance %age
for next rectification and improvement.
Then report will pass to the production manager so on this base they can make the weakly and monthly
report. And it will pass to the top management. In this inspection is done at every stage and will pass
towards the top management. The ISO has given them standard for the whole process. It also includes the
initial cost but the running cost is more safe and effective because the chances of rejection are reduced.
We can say that the chances of rejection will be controlled. In this way the quality level is much improved
and it reduces the customer complaints. Monthly charts are also made and management also takes
correction actions.
If there is a need of corrective action then they will request. The immediate action will be taken on that
form and until the corrective action will not be taken they production level will be ceased.
Quality control department has given their dimensions. And if there is any deviation from these
dimensions then even the MD of the company cannot start the production. And charts are also following
these dimensions everywhere in the production area.
Unilever, speaking at the recent Melcrum Digital Communication Summit in London. His session,
‘Connecting employees to the heart of Unilever’s Sustainable Living Plan’ provided fantastic insight into
a behavioural change management strategy to put sustainability in the spotlight across the entire
organisation – the way employees work, the value chain and even the way consumers use Unilever
brands.
Here are a few points that I took away from this very informative session …
create a 24-hour ‘web jam’ forum with a variety of live events, discussion and online participation that
was open to both external and internal participants.
Focus on content first, channel second – Focus first on the content – what content is needed for
the messaging? How does it need to be localised or segmented to the audiences that will be receiving
it? THEN look at what is the right channel to communicate the message. When generating content,
Neil noted the ‘three Ps’ that interest employees: People (what are others doing?), Product (for
example, here, how are they sustainable)? and Participation (how can I participate?).
Create a user journey overview: Plan the entire user journey across all the channels you will be
using to communicate so you can ensure consistent messaging is going out. Ensure local teams get the
help they need to minimise the effort to implement the content. This can include supplying localised by
language.
Employee generated content is powerful - User generated content is VERY engaging.
Especially in the form of storytelling, which we as humans respond to and helps us understand the
message. Unilever opened up two-way channels to give employees many ways to tell their stories.
Everyone was invited to submit ‘sustainability heroes’ in their workplace, participate in local events –
and post their photos from the day. Plus, existing channels were ‘socialized’ – such as adding forum
chat into SharePoint.
SOCIAL MEDIA: Connecting with Partners and Consumers the
new-fashioned way
3 Agenda True Issues facing the Supply Chain. What role doe
Social Media play in the Strategy of the Business? Overview of
key Social Media Tools. Overview of key Social Media Listening
Tools. How can Social Media play a role in the solution of the
issues facing the Supply Chain
With this in mind, we can think of two areas of importance where social
media might provide value to improving supply chain performance and
risk avoidance: Monitoring both planned and actual consumer behavior
(I’m gonna buy vs. I just bought) is critical. What value does a social
media solution bring in comparison to POS information Brand reputation is
always critical, but even more so now with top-tier CPG brands losing
market share to less costly private label products. It is critical to have
immediate responses to customer feedback, issues, concerns, and
complaints. Is there a role for social media here Are there any privacy
issues around the commercial utilization of social media information
gathering and how can they be minimized Supply chain professionals are
concerned with the customer “population” as opposed to a 1 “sample.”
What are the current and projected representative demographics of those
participating in the area of social media
6. Supply Chain Challenges Increasing supply chain responsiveness leading to a more customer-
driven process: The ability to treat inventory in transit as available for the safety stock
calculations and have the ability to make mid-course changes to shipments. Third-party logistics
outsourcing. Re-negotiating partner agreements. Innovate with the tools you have or take those
same activities and hand them off to a 3PL, and let them do the innovating. The risk of
becoming too reliant on outsourcing is allowing ourselves to be less alert and aware of changes.
When contracting with a 3PL, we expect them to provide expertise in areas of importing and
exporting for example -- specifically in regulatory matters, such as the Transportation Safety
Administration appose new cargo screening regulations and 10+2 regulations on shipment
documentation. There is a need to keep up to date on the latest regulations affecting international
trade. http://logipi.com/public/item/244464C-Level involvement in supply chain: There is much
more attention on the C-suite—with the chief operating officer, your chief executive officer—
there’s more recognition on their part of the impact of logistics and supply chain, whether it’s
managing the inventory, managing the sourcing, managing the transportation. It’s now more and
more that the C-suite executives are starting to really get the impact of supply chain.
7 Leadership Impact of Social Media Innovation Ahead of Competition Out of Price Wars
Differentiation Mission & Vision Direction Focus Flexibility Engagement Execution Framework
Delivery to Goals Accountability Ownership RO Strategic Plan Metrics for Accountability
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Feedback Achievement Targets Guidance Net Promoter Social Solution Suites Marketplace
Message Communication Memorable & Impact Value Influence Market
7. SOCIAL SOLUTION SUITE Strategic Objective Key Metric Target Net Score Key Metric
Result Influence Feedback PROMOTER BUZZ MARKET PLACEMESS AGE Demographics
Psychographics Industry MONITOR METRICSSOCIAL WEBCAMPAIGN Social Channels
Set Metric Targets Timing
8. What tools will drive your success Social networks Video sharing Photo sharing Micro
blogging Link sharing Social calendaring
11. Key Metrics Unique visitors Pages visited Time on site Bounce rate Posts Comment ratio
Search engine ranking Sentiment (NPS)Reviews Recommendations Referrals TweetsRetweets
(RT)Mentions Connections Followers
12. Unilever always focuses on Brand reputation because it is always critical, but even more so
now with top-tier CPG brands losing market share to less costly private label products. It is
critical to have immediate responses to customer feedback, issues, concerns, and complaints in
that case unilever always try to be best in providing services to customers
Crowd sourcing
Several examples of online tools to facilitate supply chain transparency exist or are in the pipeline. These
tools include World of Good, Good Guide, and Source Guide. Source Guide is an open source tracking
tool that creates supply chain transparency through crowdsourcing. Wikipedia defines crowdsourcing as,
“a neologistic compound of "crowd" and "outsourcing" for the act of
outsourcing tasks, traditionally performed by an employee or
contractor to a large group of people or community (a crowd),
through an open call.”34 Corporations are beginning to turn towards
crowd sourcing solutions for their design needs. Some examples of
crowd sourcing are Next Stop Design, Future Melbourne, and Local
Motors.35 Crowdsourcing is also on the horizon for supply chain
transparency. Something that is co-created by so many parties could
have the potential to be respected as more valid than something that is coming unilaterally from a single
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company such as Unilever. Unilever could sponsor an open source tracking tool which non-profits,
customers, academics, and lay people could help to flesh it out.
While it seems risky for a company to allow random strangers to post seemingly unreliable data about
their company online, the fact of the matter is that open source crowdsourcing is coming down the
pipeline in this arena and companies will be better off utilizing open source supply chain tracking and
providing accurate information than not. For example, Wikipedia is an open source platform that contains
crowdsourced information about Unilever
E-Procurement
Unilever meets two of the key corporate strategic thrusts: World Class Supply Chain and Simplification
by implementing NPI strategic sourcing and e-procurement enablement. These are two of the six thrusts
for implementation of world-class supply management:
# Implement executive buying
# Attract, develop and retain world-class buyers
# Professionalize NPI sourcing
# Enable e-procurement globally
# Accelerate and leverage simplification
# Drive information and measurement
Strategically e-procurement complements Unilever's overall e-initiatives. Learning from these and the
strategic sourcing expertise gained during implementation, has improved business ability for the future e-
procurement of both NPI and direct materials. Workflow automation and simplification to global sourcing
processes has resulted in increased productivity and reduction of transaction costs. Data made available
can then be applied to harmonies items purchased, rationalize needs with suppliers and monitor and
reduce usage, thus further increasing Unilever's buying opportunities.
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Exports
Unilever sells its products in nearly all countries throughout the world and manufacture in many of them.
The company exports a wide range of products to countries where it does not makes them. For example,
inside the European Union, Unilever makes many of its products in only a few member countries, for sale
in all of them. The chosen manufacturing configuration is generally determined by an optimized regional
sourcing strategy, which takes account of requirements for innovation, quality, service, cost and
flexibility.
Logistics Providers
With a market capitalization of $28 billion, the consumer-products giant reported that its recent IT
achievements include the rollout of business-intelligence software from Hyperion, and "SAP ERP wall-
to-wall" as a global standard. Unilever also has seen significant cost savings from its investment in
Ariba's sourcing technology, which has resulted in a reduction of the office-supply purchasing budget by
millions of dollars, and a consolidation of data centers from 18 to five; eventually, the number will fall to
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three.
A cross-functional global committee already is working on the shift from desktop client-server to portal
technology. On the B2B front, in addition to its RFID efforts, Unilever is participating in an industry-
wide effort to standardize data elements throughout the supply chain through UCCNet. Unilever has also
expressed their continued interest in CRM.
Unilever collaborates on statistical and market promotion forecasts for key products with a few large
customers, using a collaborative system from Waltham, Mass.-based Syncra Systems Inc.
The organization as whole had multiple ERP and CRM systems from several vendors, and 34 custom-
built data warehouses. Unilever currently runs 100 separate, complete SAP enterprise resource-planning
systems.
Similar on these lines, some of the major SCM technologies and IT solutions implemented in the business
model of The Unilever Group are discussed below: -
ISIS Supply Management Information System: ISIS is Unilever’s integrated supply management
information system. It helps its local, regional and global supply managers make appropriate sourcing
decisions, allowing them to collate and analyse information quickly and easily. The system enables its
managers to negotiate with suppliers in a transparent and efficient way, benefiting both parties.
E-procurement Solutions from Ariba: Unilever selected the Ariba Buyer software for e-procurement
following a rigorous selection process and initial pilot in North America. Although initial success has
been achieved Unilever believes that these are still early days and that the return of investment has still to
be proven. While e-procurement is an inevitability for future supply chain optimisation the supply market,
particularly in Europe, is still suffering from under-development. There is an emerging recognition that e-
Procurement can affect total supply chain operation rather than just transactional activity. Until recently
few have taken action to implement or sponsor the necessary changes. Encouragingly though, Unilever
believes that this position is changing and unquestionably e-Procurement provides a catalyst for positive
improvement in supply management profile.
Enterprise-Scale Data Warehouse and Business Intelligence Solutions: In order to gain a clear view of
business performance across its 34 companies in 19 countries, Unilever Latin America has embarked
upon an enterprise-scale data warehouse and business intelligence project called Sinfonia.
At the heart of Sinfonia, KALIDO® enterprise data warehouse creation and management software
(KALIDO) provides a solution that will grow to encompass one of the largest databases in the world by
2007. KALIDO delivers an aggregated view of data across Unilever Latin America at high speed
throughout constant business change such as acquisitions and market consolidation. KALIDO is now
making it possible for Unilever Latin America (Unilever LA) to build and manage a fully functional,
adaptive data warehouse throughout its lifecycle while simultaneously rolling out an underlying regional
SAP system in a 4 to 5 year sister project called Harmonia.
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The flexibility of KALIDO is enabling Unilever LA to maintain business continuity as the Sinfonia and
Harmonia projects continue to roll out. The KALIDO data warehouse will grow both in geographic
coverage and in scope, and is expected to reach 12 TB in size. Throughout this period of growth it will
deliver consistent business information, taking increasing volumes of data from the ongoing SAP
implementation.
Unilever LA is converging processes, systems and information to enable a truly regional approach to
business. Using the KALIDO enterprise data warehousing solution, the organization is successfully
delivering a large-scale enterprise data warehouse, on time and within budget, while simultaneously
rolling out a region-wide SAP system.
The new information architecture Sinfonia, powered by KALIDO, will deliver high-quality data to 4,000
users by 8 am every day across five time zones. The solution will enable better understanding of regional
supply chain processes, brands, customers and suppliers, and will allow Unilever to respond rapidly to
new opportunities, even against a backdrop of constant internal and external business change.
Finally, KALIDO will facilitate strategic planning and drive improved decision-making, by delivering
tailored information at high speed to key business users, enabling Unilever LA to realize substantial cost
savings and improved ability to capitalize on business opportunities.
Supply Chain Information Systems: Using a variety of information systems and several other supply chain
management technologies, Unilever aims to enhance its supply chain business model. The following
diagram describes the company’s supply chain system vision
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Discussed below are the various types of information systems used within the business model of The
Unilever Group with their specific usage: -
# R&D System R&D System (LIMS): Used for formula development
# Specifications Systems: Used for Packaging, Raw Material, Formula, Master BOM, Finished Products
and Process Specifications
# Manufacturing Planning Systems: Used for MRP, Production Orders, Purchase Orders, Standard Costs,
RM/Pack/WIP Inventory, Financial Transactions, Material Masters and Production Reporting
# Planning Systems: Used for Demand Planning (DP), Demand Req Planning (DRP), Constrained Prod
Planning (CPP), VMI and Finite Scheduling
# MFG Execution Systems (Various): Used for Finished Goods Production, Compounding/Batching,
Quality/Lab Systems and Plant Maint Systems
# Order to Cash Systems: Used for Order Entry/Management, Terms of Sale, Deduction Tracking, Stock
Allocation and Invoicing
# Finished Goods Management Systems: Used for Shipping, FG Warehouse, Transportation, Finished
Goods Production (PIN) and Traceability
Unilever's Supply Chain Innovation team wants to understand how better tracking of products will affect
manufacturing plants, distribution centers and stores. Unilever anticipates that manufacturing plants will have to
reduce the length of product runs and make other refinements to react more quickly sto changes in demand.And
retailers will have to provide more timely information to suppliers.
In continuation to this strategy, on July 29, 2002, Unilever launched its third phase of a supply chain-tracking
project under Britain's "Chipping of "Goods" initiative. The company planned to put RFID tags on 30,000 six-packs
of Lynx deodorant and monitor them as they move from a manufacturing plant to
three Safeway stores. As part of the initiative, Unilever's U.K. home and personal
care products company, Lever Fabergé, is putting RFID tags on six-packs of Lynx
deodorant at its factory in Leeds. After the individual
10. ADVERTISING
Electronics Media
Electronic Media has been the major factor in determining the global success of Unilever.
In today’s world where an average middle class individual has access to 30 to 40
channels through the cable minimum, he has the ability to view different types of
advertisement just flipping the channels. Thus the consumer of today is so well posted on the fact
that whenever a new product is launched, be it in the United Kingdom or in the United States, a
consumer living in Asia would be well aware of the features of the
products and he would know who the company is targeting.
Print Media
Print Media advertisement is one of the common ways of advertising.
Whenever there is a new campaign being launched or that any event
like that of “Daaghnahi tow seekhnakia” by Surf Excel is
introduced, the print media including the magazines, newspapers and
brochures are relied upon a lot. In print media, the importance of
placing the advertisement plays an imperative part in increasing the
sales of the product.
Billboards
Billboards has become one of the most influencing way to advertise in
our world. At first
there were people who used to paint different types of products on the
boards, then came the time when the ads on these billboards used to get computerized and now
what you can see on a billboard is massive. You can see a whole advertisement like you watch
on your own televisions or the type of moving and animated type of advertisements that you can
see on the billboards happen to be very much in fashion.
Unilever also has nearly all of its products on the billboards when either its launching a
new ad, coming up with price promotions or re launching any product. These ads seem to be
appearing all the time, which is really good for the company, as they are easily
attracting the customers in every possible manner.
sent as this jingle. Hence, using this type of innovative advertising technique has greatly
increased the recall value of the customer.
Advertising Alliance
AOL Time Warner and Unilever announced their multi-million dollar advertising
alliance. AOL Time Warner, the world's largest advertiser, announced a multi-million
dollar enhanced cross-platform advertising and marketing partnership under which AOL
In the market for just a year, Pond's Age Miracle hasn't leaped off store shelves. The anti-aging cream
faces strong competition from entrenched brands such as Clinique, L'Oreal, Lancome and Procter &
Gamble's SK-II and Olay brands. Like most Asian women,
Chinese women are fastidious about their skin-care
regimen and loyal to favorite products.
On sites such as Onlylady.com , Unilever asked for volunteers to try out an unidentified anti-
aging solution and quickly signed up with 150 official testers.
It was a risky decision. China's blog community is large, active and influential. More than 100
million Chinese claim to communicate via forums and discussion boards and 41 million are
heavy social-media contributors, according to Netpop. If women hated Pond's Age Miracle, the
brand would tank.
To Unilever's relief, bloggers gushed over the mysterious moisturizer in hundreds of posts during
a seven-day trial last month. Even after the trial ended, nine out of 10 continued to endorse the
brand as enthusiastic, and unpaid, brand ambassadors.
"This is the first time used we've used social media in China. There is no doubt we will use it
more to connect with consumers," said Shanghai-based Laercio Cardoso, VP-marketing for
Unilever's home and personal-care brands in China. He's developing social-media campaigns for
two other Unilever beauty brands due out at the end of this year.
That enthusiasm doesn't come as a surprise Thomas Crampton, Hong Kong-based director of 360
digital influence for Asia/Pacific at Ogilvy PR.
"We're conducting social media campaigns in a wide range of ways with many types of clients
across Asia. The hunger for it is huge," he said.
The China launch strategy was closely monitored by Unilever's global Pond's team in Singapore,
which now plans to create similar blind trials to market Pond's Age Miracle in key Southeast
Asian markets such as Thailand, Indonesia, the Philippines and Vietnam. Although Pond's is a
global skin-care brand, it's especially popular in Southeast Asia.
a test to reach young Asian women, developing tailor-made Facebook activities like games,
invitations to events, a branded merchandise program offering discounts to local lifestyle
hangouts and a mobile app with girl-friendly content.
Elsewhere in Asia, Unilever engaged consumers of Comfort fabric softener in Vietnam with an
interactive campaign by local digital agency Who Digital. In a five-week contest, husbands were
invited to submit stories about love. Each week, advertorials in local magazines published five
winners. Consumers could also create and send love messages on a Vietnamese-language web
site.
Unilever's Singapore-based global Lux team is promoting that hair-care brand worldwide this
fall with a TV spot by JWT, Singapore, called "Behave Beautiful," starring Bollywood star
Priyanka. Lux isn't sold in the U.S., but is a billion-dollar Unilever beauty soap and hair-care
brand globally.
Last month, in a global first, Unilever invited top beauty bloggers from countries like India,
Malaysia, and Indonesia to encourage followers to view the Priyanka spot and then create and
upload their own "Behave Beautiful" clips to the Lux YouTube channel.
For the most part, CPGs have been slow to adopt mobile marketing
with the exception of some a few visionaries such as Procter &
Gamble and Unilever. This is starting to change, with a wider group
of marketers startingto embrace mobile while some of the early
adopters are stepping up their game.
Unilever has doing mass advertisement on TV and social media to attract and interact with
people
To make their product for persons to make purchase first rather than” I’m gona buy it” to “I just
bought it”.
CONCLUSION
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Reference
http://www.unilever.pk/our-brands/detail/Sunsilk/337204/
Date 12/14/2013
http://pakmediablog.net/726/sunsilk-talk-about-interactivity/
Date 11/8/2013
http://www.supplychainbrain.com/content/technology-solutions/product-lifecycle-
management/single-article-page/article/how-unilever-derives-value-from-its-supply-chain-1/
Date 11/8/2013
http://nsrivastava.blogspot.com
Date 11/4/2013