UNILEVER Portfolio Management Sohail Aslam Esmeralda García Christoph J. Szczecina Henrique A. Lima de Faria Fachhochschule Dortmund University of Applied Sciences and Arts June 19th‚ 2008 PERSPECTIVES 1. UNILEVER Company - Overview - Legal structure - Group distribution 2. Executive Management - Vision - Mission - Strategic Objectives - Strategic Plan 3. Portfolio Management - Identification - Categorization - Evaluation - Selection - Prioritization - Portfolio Balancing - Authorization
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University of Phoenix Material Patton-Fuller Ratio Analysis There is a _$_1 million__ difference between the “unaudited” and the “audited” financial reports. The subsequent audit adjustment __increase bad debt_____expense by $__1 milion___ and changed the operating results for 2009 from _a gain to a loss_‚ as compared to the unaudited financial statements. This audit adjustment reduced _the profitability_by 1 mil_and weakens the __creditability_ of the CEO’s report to the Board in December
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Historical Background of JBPL2.Company’s Logo3.Company’s Vision4.Company’s Mission5.Introduction to the product- Soft Drinks6.About the Soft Drinks7.How Soft Drinks are made8.Soft Drinks produced by JBPL9.Punch lines10. Mile Stones11. Departments 7 History psiCo‚ Inco¢ po¢ £ t¡ dis a Fortune 500‚ American globalcorporation headquartered in Purchase‚ Harrison‚ New York‚ withinterests in the manufacturing‚ marketing and distribution of grain-based snack foods‚ beverages‚ and other products
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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
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Introduction: Unilever is an Anglo-Dutch company‚ with a history of colonial exploitation‚ on which it has gradually built its capital. Today it owns most of the world’s consumer product brands in food‚ beverages‚ cleaning agents and personal care products. Unilever employs more than 247‚000 people and had worldwide revenue of €48 760 million in 2002. Unilever has two parent companies: Unilever NV in Rotterdam‚ Netherlands‚ and Unilever PLC in London‚ United Kingdom. Both Unilever companies have
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Marketing Mix OUTLINE o INTRODUCTION o UNILEVER AT A GLANCE o STP STRATEGY Segmentation Targeting Positioning • 4 Ps o CONCLUSION UNILEVER AT A GLANCE Unilever is one of the world’s leading suppliers of fast-moving consumer goods. UNILEVER was founded in 1930 190 countries in which their products are sold 171‚000 employees at the end of the year 2011 €1 billion invested in R&D worldwide in 2011 CUSTOMER PARTNERSHIPS o Unilever has products for three markets: • FOOD • PERSONAL CARE
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Ahamd Shah Advanced Financial Accounting AFRB 343 Presented to : Pn Juliana Anis Ramli Section : 3AM Presented by: 1 Preeyaa a/p K Seluras AC089640 2 Pavithira Nadarajan AC089637 3 Thayasiri Sumaran AC089676 4 Khesanivarni Balakrishnan AC089702 Table of Content Pages 1.0 Introduction 3 2.0 Company Background 4 3.0 Profitability Ratio 5-6 4.0 Liquidity Ratio 7-8 5.0 Efficiency Ratio 9-10 6.0 Gearing Ratio 11-12 7.0 Shareholder Ratio 13-14 8.0 Cash Flow
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Decade of Organizational Change at Unilever What did Unilever’s decentralized organizational structure make sense from the 1950s through the 1970s? Why did this structure start to create problems for the company in the 1980s. Discussion Question # 1 What was Unilever trying to do when it introduced a new structure based on business groups in the mid-1990s? Why do you think that this structure failed to cure Unilever’s ills? Discussion Question #2 In the 2000s Unilever has switched to a structure based
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Accounting and Finance: Managerial Use February 19‚ 2011 Class Project: Ratio Analysis The gross profit percentage is one of several key measurements a company uses in evaluating its financial performance. It helps a company to see what percentage of its earning after costs (for products and/or services) is profit. A higher gross profit percentage is generally preferred as it provides the company with financial resources to pay for research‚ product development‚ and other costs associated
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Ratio Analysis: 2009 | 2010 | 0.53 | 0.51 | Current Ratio: Analysis: 2:1 is the benchmark of current ratio. Here in 2007 current asset is 0.53 against 1 current liability. In every year the company is unable to increase their current ration. Because the current ratio in 2010 decreases to 0.51. The company has a small amount of current asset for each amount of current liability in every year and its improvement was not that much remarkable. Though the company never crossed
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