unilever
July 6, 2007
DISTRIBUTION RESTRUCTURING AT UNILEVER PAKISTAN
On Jan 01, 2002, Musharaf Hai presented a new vision at Unilever head quarters in
Blackfrairs London for Unilever Pakistan (UPL). The vision stated to be a Rs 38 billion company by 2008. This vision required double digit growth from the first year and
Customer & Channel Development (C&CD) had to contribute Rs 30 billion.
On her return Hai was determined to realize her vision and to optimize her resources.
However, Hai’s aides were of the view that to achieve the much coveted ‘double digit’ growth, they needed a turnaround in its structure. The in practice structure was having too much reliant on primary sales and relations with trade and coverage was not extensive to deliver the desired results. A new distribution structure was needed. Hai launched a project which was named ‘FERRARI’ (taken from the brand of car which symbolizes for outstanding performance with fastest speed, premium image).
Hai’s Background
Musharaf Hai joined Unilever in 1983 in its Research Department. Alumni of Boston
University, Hai was fortunate to move into new assignments after every three to four years. Hai’s real success came as Marketing Manager and she was posted to the
Headquarters in detergents coordination for East Asia Pacific and Africa/Middle East region. Her exposure of more than 30 countries improved her strategic thinking. Hai’s strength was her unwavering focus, determined attitude and high level of energy. On these strengths Hai was made chairman UPL in 2001 to add vitality to the untapped potential of Pakistan. Disposable income in Pakistan’s economy was increasing as political conditions improved and economy showed vibrancy.
Scenario at Unilever Pakistan
UPL was going through post merger synergy after the acquisition of Polka and Rafhan
Best Foods (RBF).
Hai and her team with their vision started off by analyzing the industry and emerging markets. They found out that new innovation
DISTRIBUTION RESTRUCTURING AT UNILEVER PAKISTAN
On Jan 01, 2002, Musharaf Hai presented a new vision at Unilever head quarters in
Blackfrairs London for Unilever Pakistan (UPL). The vision stated to be a Rs 38 billion company by 2008. This vision required double digit growth from the first year and
Customer & Channel Development (C&CD) had to contribute Rs 30 billion.
On her return Hai was determined to realize her vision and to optimize her resources.
However, Hai’s aides were of the view that to achieve the much coveted ‘double digit’ growth, they needed a turnaround in its structure. The in practice structure was having too much reliant on primary sales and relations with trade and coverage was not extensive to deliver the desired results. A new distribution structure was needed. Hai launched a project which was named ‘FERRARI’ (taken from the brand of car which symbolizes for outstanding performance with fastest speed, premium image).
Hai’s Background
Musharaf Hai joined Unilever in 1983 in its Research Department. Alumni of Boston
University, Hai was fortunate to move into new assignments after every three to four years. Hai’s real success came as Marketing Manager and she was posted to the
Headquarters in detergents coordination for East Asia Pacific and Africa/Middle East region. Her exposure of more than 30 countries improved her strategic thinking. Hai’s strength was her unwavering focus, determined attitude and high level of energy. On these strengths Hai was made chairman UPL in 2001 to add vitality to the untapped potential of Pakistan. Disposable income in Pakistan’s economy was increasing as political conditions improved and economy showed vibrancy.
Scenario at Unilever Pakistan
UPL was going through post merger synergy after the acquisition of Polka and Rafhan
Best Foods (RBF).
Hai and her team with their vision started off by analyzing the industry and emerging markets. They found out that new innovation