2012 Unilever Fact Sheet Our vision Our €1bn + Brands Our Purpose Share listings as a % of identified capital Unilever’ TSR position to the peer group To make sustainable living commonplace. We work to create a better future every day‚ with brands and services that help people feel good‚ look good and get more out of life. Our first priority is to our consumers – then out customers‚ employees‚ suppliers & communities. When we fulfill our responsibilities to them‚ our
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HANOI UNIVERSITYFACULTY OF MANAGEMENT AND TOURISMPRINCIPLE OF MARKETING REPORTOMO – UNILEVER VIETNAM Tutor: Phạm Thị Phượng Students: Khương Dư Kim Trần Thị Hồng Nga Đỗ Quỳnh Trang Hoàng Thanh Loan Tutorial: Tut 5 – Second Major Hanoi‚ May 2012 | PRINCIPLE OF MARKETING REPORT Subject: Principles of Marketing Tutorial: 5 – Second Major Tutor: Phạm Thị Phượng Group members: 1. Khương Dư Kim - ID 0907010110 2. Trần
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effective. According to the Evans and Lindsey book the purpose of a balanced scorecard is to “translate strategy into measures that uniquely communicate your vision to the organization. The scorecard should consist of four perspectives: financial‚ internal‚ customer‚ and innovation and learning. These perspectives provide focus to the measurement and ensure that the organization captures the information that they need. The scorecard also organized the measures into leading and lagging. Lagging measures
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INTRODUCTION: There are many kinds of business everywhere; where there are many issues related to the growth of the company and Different strategies will enable different companies to reach those goals. Unilever is a company started in 1930 formed of Dutch Margarine Company and British based lever brothers. Unilever holds a wide range of products which include food‚ personal care‚ beverages‚ canned foods‚ ice creams and many more which are worlds best consumer brands. The case study describes a lot of information
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Hindustan Unilever Limited (HUL) OVERVIEW Hindustan Unilever Limited (HUL) is India’s largest fast moving consumer goods company‚ with leadership in Home & Personal Care Products and Foods & Beverages. HUL’s brands‚ spread across 20 distinct consumer categories‚ touch the lives of two out of three Indians. They endow the company with a scale of combined volumes of about 4 million tonnes and sales of Rs.10‚000 crores. The mission that inspires HUL’s 36‚000 employees‚ including about 1‚350 managers
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activities. Scenario: Brands for life www.unilever.co.uk/brands Food care Home care Personal care The story of Unilever (currently one of the world ’s biggest companies) began way back in the 1890s‚ when W. H. Lever‚ founder of Lever Bros‚ developed his concept of soap -the Sunlight Soap. Like many businesses‚ particularly global organisations‚ Unilever is a subject of its business environment – economic boom‚ depression‚ wars‚ changing consumer lifestyles and advances in technology
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Emphasis: Which HR Value Chain Elements Go into the Scorecard? Since the primary focus of HR’s strategic role is value creation‚ thinking about HR architecture means taking broad view of HR’s value chain. Just as a corporate scorecard contains both leading and lagging indicators‚ the HR Scorecard must so the same. Of the four HR architecture elements that we recommend including in the Scorecard- High Performance Work System‚ HR system alignment‚ HR efficiency‚ and HR deliverables-
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of the market and thus positions its products accordingly. The other half of the paper then proposes a new product and discusses marketing mix elements and the strategy to promote the new product. 1.1 Company Introduction Dove is a brand owned by Unilever. The latter owns many other personal care‚ food and beverages brand as well of which Dove is one. At present the company is selling its products in more than 35 countries. Dove was started in 1957 with the
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Introduction to the Balanced Scorecard and Performance Measurement Systems 1 Chapter 1 Introduction to the Balanced Scorecard and Performance Measurement Systems by Christian C. Johnson From the beginning‚ it is important to understand why measuring an organization’s performance is both necessary and vital. An organization operating without a performance measurement system is like an airplane flying without a compass‚ a Formula One race car driver guiding his car blindfolded‚ or a CEO
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The development of the Balanced Scorecard as a strategic management tool 2GC Conference Paper Ian Cobbold and Gavin Lawrie Presented at PMA Conference‚ Boston‚ USA‚ May 2002 © 2003 2GC Ltd. All rights reserved. This document is protected under copyright by 2GC Ltd. The following terms and conditions apply to its use: Photocopying - single photocopies may be made for personal use as allowed by national copyright laws. Permission from 2GC and payment of a fee is required for all other photocopying
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