联合利华内部资料大全(英文版)PPT课件( 58页)
联合利华内部资料大全(英文版)
联合利华内部资料大全(英文版)Unilever Internal Resources CompendiumIntroduction:Unilever is a global consumer goods company with a wide range of products including food, beverages, cleaning agents, and personal care products. With a rich history dating back to the 19th century, Unilever operates in over 190 countries and has a portfolio of well-known and trusted brands. In this comprehensive internal resources compendium, we provide an overview of Unilever's key internal resources and capabilities that support its growth and competitiveness.1. Research and Development:Unilever places great importance on research and development (R&D) to drive innovation and product development. With a network of R&D centers worldwide, Unilever invests heavily in developing new technologies, formulations, and products. The expertise of its scientists and engineers enables the company to create products that meet consumer needs and contribute to sustainable living.2. Manufacturing Facilities:Unilever operates a vast network of manufacturing facilities globally. These facilities are equipped with state-of-the-art technology and adhere to the highest quality standards. Unilever's manufacturing capabilities enable the company to efficiently produce and deliver products to the market, ensuring consistent quality and supply chain reliability.3. Supply Chain Management:Unilever's supply chain management is a critical resource that ensures the availability and timely delivery of products. The company has developed robust systems and processes to manage its complex global supply chain. From sourcing raw materials to delivering finished products, Unilever focuses on sustainability, efficiency, and collaboration with suppliers and distributors to optimize its supply chain operations.4. Brand Portfolio:Unilever's brand portfolio is one of its most valuable internal resources. With brands like Dove, Knorr, Lipton, and Magnum, Unilever has built a strong presence in various consumer categories. These brands enjoy high consumer recognition and loyalty, providing Unilever with a competitive advantage in the market.5. Marketing and Advertising:Unilever invests significantly in marketing and advertising to build brand awareness and drive consumer demand. The company utilizes various channels and platforms, including television, digital media, and social media, to reach and engage its target audience. Unilever's marketing capabilities are supported by robust consumer insights and market research to develop effective brand positioning and communication strategies.6. Human Resources:Unilever recognizes the importance of its human resources in driving its success. The company invests in recruiting, developing, and retaining talented individuals worldwide. Unilever's diverseand inclusive work environment fosters a culture of creativity, collaboration, and continuous learning. Its employees' skills and expertise are significant internal assets that contribute to Unilever's ability to innovate and compete in the global marketplace.7. Sustainable Business Practices:As a leader in sustainability, Unilever's commitment to responsible business practices is a crucial internal resource. The company has set ambitious goals to reduce its environmental impact, improve the health and well-being of consumers, and enhance livelihoods throughout its value chain. Unilever's sustainable business practices not only contribute to its long-term success but also help address global challenges such as climate change and poverty.8. Financial Resources:Unilever's financial strength is a vital internal resource that supports its growth and investment plans. The company's robust financial resources enable it to invest in R&D, marketing, acquisitions, and other strategic initiatives. Unilever's financial stability provides it with the flexibility to navigate economic uncertainties and seize new opportunities in emerging markets. Conclusion:This comprehensive internal resources compendium highlights the key strengths and capabilities that Unilever possesses as a global consumer goods company. From its strong R&D capabilities to its extensive manufacturing network, Unilever leverages its internal resources to create innovative products, build strong brands, and contribute to sustainable development. By continuously investing in its internal resources, Unilever remains well-positioned to meetthe evolving needs of consumers and drive business growth in the future.9. Global Reach:Another key internal resource of Unilever is its global reach. With operations in over 190 countries, Unilever has a vast distribution network that allows its products to reach consumers worldwide. This extensive global presence provides Unilever with a competitive advantage over its competitors, as it can tap into diverse consumer markets and adapt its products to meet local preferences and needs. Unilever's global reach also enables the company to leverage economies of scale and maximize operational efficiency through centralized planning and sourcing.10. Customer Insights and Analytics:Unilever invests in customer insights and analytics to gain a deep understanding of consumer preferences, behavior, and trends. By analyzing market data and consumer feedback, Unilever can identify opportunities for new product development, optimize its marketing strategies, and improve customer satisfaction. Through advanced analytics tools and techniques, Unilever can segment its target market, personalize its offerings, and deliver targeted marketing campaigns to drive brand engagement and sales.11. Innovation Culture:Unilever fosters an innovation culture that values creativity, experimentation, and continuous learning. The company encourages its employees to think outside the box and explore new ideas that can solve consumer problems and create competitive advantages. Unilever's innovation culture is supported by open communication, collaboration, and knowledge sharing across its global workforce. This internal resource enables Unilever to stayahead of market trends, develop breakthrough innovations, and adapt to changing consumer preferences.12. Intellectual Property:Unilever's intellectual property (IP) is another valuable internal resource that provides the company with a competitive edge. Unilever holds numerous patents, trademarks, and copyrights for its products, formulations, and technologies. This IP portfolio protects Unilever's innovations and brands from imitation and enables the company to monetize its intellectual assets through licensing agreements and partnerships. Unilever's strong IP position enhances its brand reputation, deters competition, and supports its long-term growth strategy.13. Corporate Social Responsibility:Unilever's commitment to corporate social responsibility (CSR) is a significant internal resource that differentiates it from competitors and enhances its brand image. Unilever aims to create a positive social and environmental impact through its products, operations, and partnerships. The company's CSR initiatives focus on areas such as sustainable sourcing, reducing waste, promoting diversity and inclusion, and improving the livelihoods of smallholder farmers and workers in its supply chain. Unilever's CSR efforts not only align with consumer preferences for ethically responsible brands but also contribute to building trust and goodwill among stakeholders.14. Strategic Partnerships:Unilever leverages strategic partnerships as an internal resource to expand its capabilities, access new markets, and drive innovation.The company collaborates with suppliers, academic institutions, research organizations, and startups to tap into external expertise, gain access to emerging technologies, and accelerate product development. Unilever's strategic partnerships help it stay at the forefront of industry trends and quickly adapt to changing market dynamics, enhancing its competitiveness in the global marketplace.15. Strong Leadership and Governance:Unilever's strong leadership and governance structure are essential internal resources that shape its corporate strategy and drive performance. Under the guidance of its board of directors and executive leadership team, Unilever sets clear strategic priorities, ensures ethical business practices, and promotes a culture of integrity and accountability. Unilever's leadership and governance framework enable effective decision-making, risk management, and performance monitoring, fostering long-term value creation for shareholders and stakeholders.In conclusion, Unilever possesses a wide range of internal resources and capabilities that contribute to its growth and competitiveness as a global consumer goods company. From its research and development capabilities to its global reach and innovation culture, Unilever leverages these resources to develop innovative products, build strong brands, and drive sustainable business practices. Additionally, its financial strength, customer insights, and strategic partnerships further enhance its competitive advantage in the market. By continuously investing in and leveraging its internal resources, Unilever remains at the forefront of the industry, delivering sustainable growth and creating value for its stakeholders.。
联合利华内部资料大全英文版
03
Market and Competition
Market size
The global daily necessities market continues to grow, especially in emerging markets such as Asia and Africa, with a relatively fast growth rate.
Unilever offers a range of food products, including soups, sauces, spreads, frozen foods, snacks, etc. These products are formulated with fresh ingredients, aiming to provide a delicious and healthy diet while maintaining the nutritional value of the food
Unilever's revenue has grown at a compound annual growth rate (CAGR) of 3% over the past five years This growth has been driven by volume increases, pricing actions, and new product launches
单击此处添加正文，文字是您思想的提炼，为了最终呈现发布的良好效果，请尽量言简意赅的阐述观点；单击此处添加正文，文字是您思想的提炼，为了最终呈现发布的良好效果，请尽量言简意赅的阐述观点；单击此处添加正文，文字是您思想的提炼，为了最终呈现发布的良好效果，请尽量言简意赅的阐述观点；单击此处添加正文 10*14
联合利华PPT
• Procter & Gamble （宝洁）, also know n as P&G, is an American multinational consumer goods company headquarter ed in United States, founded by William Procter and James Gamble, both from t he United Kingdom. Its products include pet foods, cleaning agents, and personal care products.
• Nestleis(雀巢）is a Swiss multinationa l food and beverage company headqua rtered in Vevey, Switzerland. It is the l argest food company in the world mea sured by revenues.Nestlé ’s products include baby food, bottled water, brea kfast cereals, coffee and tea, confectio nery, dairy products, ice cream, froze n food, pet foods, and snacks.
• Unilever is organised into four main divi sions - Foods, Refreshment (beverages a nd ice cream), Home Care, and Personal Care. It has research and development f acilities in the United Kingdom , the Net herlands, China, India and the United St ates.
联合利华的案例分析PPT课件
小结
联合利华由传统上的多国战略到20世纪90年代中 后期的全球战略，再到伴随竞争环境的变化不断 改进其组织结构，实行跨国战略，整合为“一个 联合利华”，这诸多的调整说明：跨国经营，势 在必得！
Thank You!
营销案例分析
❖ 多芬启示录 所谓的互动，网络营销专家刘东明提出包含两个层面，一是消费
者与品牌之间的互动，一是消费者与消费者之间的互动。消费者与品 牌之间的互动是指新一代的消费者不喜欢单向性、强制式的接受媒体 的信息传播，他们希望自己去在体验中主动感受。消费者与消费者之 间的互动，是指他们需要与别人分享、交换自己的体验。在消费者为 核心的时代，对互动的要求越来越强烈。
❖ 互动网站 多芬推出“真美运动”官方网站，通过网络和科技使
消费者的互动愿望实现。 1、 网站社区：多芬“真美运动”提出问题“什么是
真正的美丽？，讨论区域供消费者与消费者之间互动，访 问者可以交流关于”美丽“的理解，这个网站成为一个讨 论美丽、自尊等女性话题的全球性社区。
2、 专家专区：消费者可以同著名的“自尊”研究专 家进行实时网络对话机会。
多芬还同另一民间组织合作，邀请媒体和[url行业的 意见领袖，举办了一场大型研讨会，辩论美丽的真义。一 系列地方性研讨活动和照片影像巡展更是将这场辩论从精 英层推向民间社会。这个活动和网站的讨论社区作用相同 ，通过互动讨论，提供给消费者分享的机会。
营销案例分析
❖ 互动短片 多芬又大胆尝试互动式的网络短片，推出名为“演变
企业部门结构
人力资源部 Human Resources
通过引进、培养优秀人才，开发组织能力，为企业的发 展提供源源不断的动力。人力资源部致力于营造一个环 境，使员工可以充分发现和发挥自己的潜能
联合利华组织架构分析ppt
快速响应市场变化
随着消费者需求和偏好的不断变化，组织需 要迅速调整策略和产品。
多元化业务的整合
联合利华涉及多个业务领域，如何有效整合 资源和管理成为一大挑战。
技术变革与创新
新兴技术对传统业务模式构成威胁，组织需 不断创新以适应变化。
对策与解决方案
建立敏捷组织
通过优化流程和决策机制，提 高组织对市场变化的响应速度
联合利华组织架构分析
• 联合利华简介 • 联合利华组织架构 • 联合利华组织架构调整 • 联合利华组织架构的挑战与对策 • 结论
01
联合利华简介
公司历史与发展
01
19世纪末创立于英国，初期以肥皂和人造黄油制造 为主。
02
20世纪初开始多元化发展，涉足食品、个人护理和 家庭护理用品等领域。
03
20世纪末至21世纪初，通过并购和合作进一步扩大 业务范围，成为全球领先的消费品生产商之一。
灵活应对市场变化
联合利华的组织架构具有一定的 灵活性，能够快速应对市场变化 和抓住商业机会。
03
联合利华组织架构调整
历史上的组织架构调整
1930年代
联合利华的前身利华兄弟公司在美国成立， 以生产和销售肥皂和人造黄油为主。
1970年代
联合利华开始进行大规模的跨国并购和业务拓展， 组织架构也随之调整，以适应全球化战略。
01
03
其他企业可以借鉴联合利华的数字化转型和科技创新 战略，加强数字化转型和科技创新投入，提升企业竞
争力和市场地位。
04
其他企业可以借鉴联合利华的品牌管理和渠道营销策 略，提升品牌影响力和渠道掌控力，实现可持续发展。
THANKS
感谢观看
03
联合利华ppt-PPT精选
完美生活。
一
• 每一天，都致力于创造更美好的未来。
提问时间
问题
问题
老师：
宝洁和联合利华在 公司战略上的差别 有哪些？
同学：
联合利华有哪几个 集中化战略？
13364062 杨洪珍 13364063 杨雁深 13364064 辛晓航 13364066 周秋曼 13364074 曹丹阳
联合利华
联合利华简介---国际
公司历史
1929年， 组建Unilever (联 合利华) 公司。现 成为了世界上最大 的日用消费品公司 之一，在全球100 个国家和地区拥有 163,000名雇员。2 009财政年度，公 司全年销售额约39
8亿欧元。
2009年投资近8.91 亿欧元于英国、荷 兰、美国、印度和 中国的全球六大研 发中心，革新产品 的新技术和新理念 。作为世界最大的 广告主之一，联合 利华每年的全球广 告营销总支出超过
产品方面 产品更加贴近中国消费者习惯，例如在 冰淇淋中加入红豆
职能方面 以研发为例，2019年2月在上海成立了 全球第六个研发中心，投入1.66亿美元 ，在此工作的中国科研人员达150人
themegallery
产品集中化
专攻家庭及个人 护理用品，食品 及饮料和冰淇淋 等三大优势系列
企业集中化
2019年，把14个独 立的合资企业合并为 4个由联合利华控股 的公司，使经营成本 下降了20%，外籍管 理人员减少了3/4。
Positive
1.强有力的竞争者
External factors
2.国家出台相关支持本
土企业发展的政策
3.本土企业的发展
Negative
未来策略
我们要建立成功的可持续的企业
联合利华内部管理资料(英文版)
Building Careers - Key Principles
Experience
Professional Skills
Performance
Leadership Competencies
Successful careers are based on outstanding performance founded on skills, competencies and experience
Driving Value Creation in the Supply Chain
• ‘Beating the Fade’:
– continuous innovation and cost savings
• Growth through:
– making new products available – improved distribution – better customer service
U nilever
Why do we need the Path to Growth?
UnUilneivleevreSrhSahrearPerPicreicPeePreforrfomramnacnecvePvePeereGrrGoruopu“pS“hSahdaodwo”w”
200
180 Unilever
• Emergence of Supply Chain process roles • A career in the Supply Chain requires development of
breadth and depth of skills, Leadership competencies, and experience
联合利华英文介绍unilever
Every year Unilever spend more than 5 billion euros in global advertising marketing totally.
In the latest 2011 fortune English nets,Unilever ranks the 136th of the 500 strong enterprises in the world.
19世纪90年代，William Heskith Lever，联合利华的创始人之一，便 提出了“减轻家务负担，让使用者生 活更美好”的理念。联合利华的全球 愿景:每一天，我们都致力于创造更 美好的未来。我们的优质产品和服务， 使人心情愉悦、神采焕发，享受更加 完美生活；我们将激发人们：通过每 天细微的行动，积少成多而改变世界； 我们致力于减少对环境的不利影响， 并提高积极的社会影响，引领负责任 的增长方式，启发人们通过每天的小 行动创造大不同。
联合利华销售队伍内部培训资料
How will we do this?
我们怎样达成我们的目标？
These 5 words drive everything we do!
这5个词组可以推动我们所做的每一件事！
The Unilever China Sales Strategy
联合利华中国的销售策略
Availability, Visibility, Everywhere, Everyday, Profitably
China Retailing Market, Profitably.
发展我们的 技能 和 能力 ，我们 将更好地做到使联合利华的产品 在中国的零售市场中任何时间， 任何地方，随处有售，陈列最佳
，并创造利润。
The Unilever China Sales Strategy
联合利华中国的销售策略
Availability, Visibility, Everywhere, Everyday, Profitably
Techniques, improved Price Control, the best Merchandising, the best execution of Promotion and Consumer Activities, the best use of our Resources, and most of all,
We will do this through developing the widest possible reach for our products, through Innovative and Leading Customer and Distributor Management Processes and
联合利华英文介绍unilever教学教材
PANY CULTURE
Unilever's goal is to improve People's Daily life. We meet everyday needs for nutrition, hygiene and personal care with brands that help people feel good, look good and get more out of life.
The 2009 fiscal year, the company annual sales of about 39.8 billion euros.
Unilever has set up six major global r&d center,with 264 manufacturing base in six states .
HAND:A symbol of sensitivity, care and need. It represents both skin and touch.
SPICE & FLAVOURS:Represents chilli or fresh ingredients.
BIRD: A symbol of freedom. It suggests a relief from
After 80 years of development, unilever has become one of World's largest daily consumer goods companies, with 173,000 employees in 100 countries and regions.
We encourage our employees in practice innovation, and asked them to serve the community of negative in the strong sense of responsibility.
联合利华商品管理(英文版)(ppt 44页)
Heavy Duty Liquid Light Duty Liquid
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Category Role Modern Trade Academy
Signature /Destination Priority Basic / Routine Occasional/Seasonal Fill-in / Convenience
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Modern Trade Academy
Category Assessment (Page 5)
TotalCategory LastYear
Market Sales
Size of Bubble equals Size of Segment
Retailer Share vs Market Growth
Opportunity Gaps (LH)
Winners (HH)
Market Growth
-3.00%
Questionable (LL)
14 . 0 0 %
9.00%
2.00%
4.00% - 1. 0 0 %
7.00%
-6.00%
- 11. 0 0 %
Retailer Share
12 . 0 0 %
Concent rat e Convent ional HDL Sof t ener LDL Soap P r e- Tr eat Bleach
Sleepers (HL)
联合利华公司年会精美PPT模板
活动概述
主题创意
时间推进
活动安排
前期筹备 活动形式 活动流程 主要环节 物料清单
联系我们
前期筹备
时间：活动日前 15天至活动日前3天
内容： 企业内部宣传邀约，确定参加活动人员。
活动邀约：短信邀约，电话邀约 ，邮件邀 约。
邀约确认：对员工及其家属做电话回访确认 人员培训：工作人员培训，主持人培训 物料准备：物料制作与购买 展厅搭建：物料摆放（活动日前一天) 彩排：活动完整彩排 （活动日前一天)
拟定时间： 拟定地点：公司，酒店，海洋馆 嘉宾类别：联合利华北区员工以及家属 活动主旨：快乐，温馨，希望
主题创意 Theme creation
活动概述 主题创意 时间推进 活动安排 联系我们
方案1 主视觉
主题创意 Theme creation
活动概述 主题创意 时间推进 活动安排 联系我们
方案1 照片墙
海豚表演
活动安排 Arranges
活动概述
主题创意
时间推进
活动安排
前期筹备 活动形式 活动流程 主要环节 物料清单
联系我们
活动流程
201X联合利华北区家庭日 9：10-9：30 班车大巴在刘家窖 等候，9：10发车，所有员工及家 属乘车前往公司 9：30-9：45 入公司签到
9：45-10：45 员工及家属分组前 往公司生产车间进行参观
活动安排 Arranges
活动概述
主题创意
时间推进
活动安排
前期筹备 活动形式 活动流程 主要环节 物料清单
联系我们
活动形式
主题：201X联合利华北区家庭日
主要形式：工厂参观，趣味游戏，游览海洋馆
活动环节： 签到 参观 聚餐 儿童节目表演，抽奖，趣味游戏 合影，拍照 分组前往娱乐场地
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Advice on DELIVER
Get the basics right
Ordering, Delivery, Billing
Do the sexy stuff
Integration and synchronisation
VMI, e-Business, CPFR
The basics have to be in place
Improvement Concept
Optimize New Product Introductions Consumer Value Creation
Supply Strategy & Capabilities Responsive Replenishment
Integrated Demand Driven Supply Operational Excellence
Deliver
Distribution Management
is the movement and care of finished product from manufacturing, usually through intermediate warehousing to customers/consumers.
DELIVER in Asia
Regional Supply Chain course October 3rd, 2001
Today ...
Context The basics The opportunities
Vision Outsourcing, VMI, inventory planning
4 M Euro
Thailand Malaysia Vietnam Singapore Philipinnes Indonesia
Common Data & Communication Standards
Cost/Profit and Value Measurement
Collaborative Planning
E-Business, Business to Business
The SEA VCA 2000 study -Laundry Inventory reduction
Plan
Supplier Management
In-bound Logistics
Source
Supply Planning
Processing Packing
Make
Demand Planning
Customer Service Management Distribution Management
Customer Service
Cost: %Overdue Service: lead time, ease of ordering Quality:#CNs due to error, invoicing accuracy
Warehousing/Distribution
Cost: %NPS Service: %case fill, %order fill, IRA Quality: %rejects, %returns, %damages
Manufacturer distribution center
Retailer distribution center
Retail store (shelf + back room)
Consumers
Leadership & Strategy
Brand Development
Suppliers
Plan
The SEA VCA 2000 study -Laundry Cost saving
(1,000)
1,000
US$ Thousands
2,000
3,000
4,000
5,000
Deamand Strategy & Capabilities
Optimize Assortments
Optimize Promotions
Source
Make
Channel & Customer
DevelopmentConsumers &
Customers
Deliver
Information Human Resources
Finance Technology
Plan
Supplier Management
In-bound Logistics
KPIs are the key
16000 14000 12000 10000
8000 6000 4000 2000
0
CNs 2000
CNs 2001
Other
Customer Error ULT Error
Discount
KPIs are the key
The Opportunities in DELIVER
DELIVER CoP The future??
First, some pictures of a supply chain
Supply Management
Demand Management
Ingredients & packaging suppliers
Manufacturer production lines
Source
Supply Planning
ProceБайду номын сангаасsing Packing
Make
Demand Planning
Customer Service Management
Distribution Management
Deliver
Customer Service Management
is the satisfaction of customers’ requirements of the Supply Chain. This includes order management from capture/creation through invoicing and collection, the implementation of a differentiated customer service policy and customer integration activities that improve service and reduce extended supply chain costs.