We believe it is that sense of purpose that has driven our success since — and that will continue to inspire us for the next 90 years. Making quality products affordable for working people. Supporting health, hygiene, and nutrition. Providing better conditions for employees. The ambitions which motivated our founding companies can still be seen in the way our brands are working to create positive change today.
Of course, times have changed since But we think our founders would recognise and applaud the spirit behind our sustainability ambitions. And we're sure that they'd join us in celebrating the successes of our company and our brands. Beginning with our people, who are at the heart of our success. Hear from some of them in our birthday film — including Elma Jones, who joined Unilever in , Keerthana Kasi who joined in , and Samantha Thian, who joined in And here are just a few stories from some of our most famous brands that show that our founders were right: businesses that do good, do well.
The free mobile emergency washing service visited bomb-struck areas of London. From its launch in , Domestos has helped tackle the blight of poor sanitation. In , it launched the Domestos Hygiene Advisory Service, which provided sanitation information and education to health professionals and the public, and in , it set up the Domestos Health Education Awards.
Since then, by partnering with UNICEF, local NGOs and governmental authorities, the brand has helped improve access to cleaner, safer toilets in communities and schools all over the world, reaching more than 16 million people — and aims to have helped 25 million people globally by the end of Since Dove has been committed to providing women with products that deliver superior mildness and care. Beginning as a simple soap, the brand now makes beauty bars, shower gels, moisturisers, facial cleansers, deodorants, haircare and styling products, selling more than 9 million products every day.
Throughout, Dove has always supported inclusiveness and self-esteem — and for more than 15 years it has been helping parents, mentors, teachers and youth leaders deliver self-esteem education through the Dove Self-Esteem Project.
Dove is now the largest provider of self-esteem and body confidence education in the world, so far reaching 60 million young people on its way to helping a quarter of a billion young people realise their full potential by Almarai Co. Its principal business activities involve manufacturing and trading of dairy and juice products under Archer Daniels Midland Co. It manufactures various Asahi Group Holdings, Ltd. It was founded in Added by chcom. Show more Show less. Ajinomoto chcom 8 years ago 0 Views 0 Likes Ajinomoto Co.
Almarai chcom 8 years ago 0 Views 0 Likes Almarai Co. Ajinomoto Added by chcom 0 Views 0 Likes. Almarai Added by chcom 0 Views 0 Likes. In Bedfordshire, the Colworth House facility continued research efforts in food preservation, animal nutrition, and health problems associated with toothpaste, shampoo, and other personal products.
By the company had 11 major research establishments throughout the world, including laboratories in Continental Europe, the United Kingdom, the United States, and India.
One example of how Unilever effectively answered market demands was its continuing research in margarine. When first developed, margarine was simply a substitute for the butter that was in short supply during wartime.
But when butter once again became plentiful, the product needed to offer other advantages to the consumer. Research focused on methods to improve the quality of margarine--such as making it easier to spread, more flavorful, and more nutritious. This was the primary emphasis at Unilever's Vlaardingen laboratory. By enhancing techniques used to refine soybean oil, the company succeeded in improving the raw materials available for margarine production while at the same time achieving vast savings, since soybean oil itself was inexpensive.
The company held several conferences throughout the s to discuss strategies for dealing with marketing, factory location, tariffs, cartels, and transport issues created by the Common Market. Of particular importance was the need to determine the best places for production under changing economic conditions.
Since the late 19th century, when the companies that comprised Unilever had set up factories in other European countries to avoid tariff restrictions, Unilever's products had been manufactured wherever it was most economical. Under the Common Market, many of the tariff restrictions that had spawned the multinational facilities were eliminated, giving the company an opportunity to consolidate operations and concentrate production in lower-cost countries.
In the s Unilever undertook a massive restructuring. The company sold most of its service and ancillary businesses, such as transport, packaging, advertising, and other services that were readily available on the market, and went on a buying spree, snapping up some 80 companies between and The restructuring was designed to concentrate the company in 'those businesses that we properly understand, in which we have critical mass, and where we believe we have a strong, competitive future,' Unilever PLC Chairman M.
Angus told Management Today in Specifically, Unilever's core businesses were detergents, foods, toiletries, and specialty chemicals. In addition to increasing profitability in core areas, restructuring also helped Unilever execute its biggest acquisition to date, that of Chesebrough-Pond's in the United States in The acquisition allowed Unilever to fill out its international personal products business, particularly in the United States, where Unilever saw a higher profit potential.
During the s Unilever's detergent products posted a 50 percent growth in operating profit, while food products grew at a faster than normal rate. Two years later, the company launched Wisk in the United Kingdom, as well as Breeze, its first soap powder introduced in the United Kingdom since the debut of Surf more than 30 years before.
In Unilever became a major player in the world's perfume and cosmetic industry through three more acquisitions. The upper-end cosmetics market was a high-margin business, and Unilever planned to step up marketing of its new products to raise sales. As it entered the s, Unilever had virtually completed reorganizing its European business to better compete within the evolving single market in that region. In the company further refined its operations by selling the last of its packaging businesses and by making provisions for the eventual sales of the majority of its agribusinesses.
Unilever's flexible management structure and diverse product range were integral to its survival in the rapidly changing international market. Maljers explained Unilever's management structure: 'The very nature of our products required proximity to local markets; economies of scale in certain functions justify a number of head-office departments; and the need to benefit from everybody's creativity and experience makes a sophisticated means of transferring information across our organization highly desirable.
All of these factors led to our present structure: a matrix of individual managers around the world who nonetheless share a common vision and understanding of corporate strategy. Despite poor performances by some of its subsidiaries and recessions in Europe and North America, Unilever's broad product range led to overall profit increases in both and In Unilever made substantial inroads into the newly opened markets created by the unification of Germany.
The company began producing its Rama margarine at a former East German state plant in Chermnitz, established a task force to select sites for 23 Nordsee fish stores, and began distributing ice cream and frozen novelties to retailers in eastern Germany.
Also in Michael Perry was named the U. Profits in Unilever's personal products division were down 11 percent in , due to sluggish markets in the United States and only moderate growth in European markets. Such growth occurred despite an overall drop in department store cosmetic sales of nine percent from to In , though, Elizabeth Arden profits began slipping, prompting the resignation of Joseph F.
Ronchetti, Arden's CEO since Unilever underwent further restructuring of its personal products division, creating a prestigious subdivision geared toward introducing Calvin Klein and Elizabeth Arden into overseas markets. Unilever's fastest growing market in the early s was in Asia. Although Unilever had been operating in Asia since its earliest days, the company was just beginning to tap into the region's newly acquired wealth.
Asian sales of personal products, detergent, and packaged foods were growing more than twice as fast as sales in the United States and Europe. By Unilever was composed of some companies conducting business in 75 different countries. Unilever continued to make acquisitions in the mids, completing more than purchases between and , more than half of which were in foods.
In Unilever gained the number one position in the U. One the largest acquisitions of this period was the takeover of Chicago-based Helene Curtis Industries Inc.
Another significant acquisition was that of Northbrook, Illinois-based Diversey Corporation, a maker of institutional chemical cleansers and sanitizers, and Unilever's first foray into the industrial cleaning sector.
The product included a manganese complex molecule that Unilever claimed cleaned clothes better at lower temperatures than rival products. But the suit was quickly withdrawn after Unilever admitted that the detergent did indeed contain a flaw--a flaw that had not been uncovered in the prelaunch testing--and could damage clothes when exposed to a particular combination of dyes. Unilever reformulated the product, but not before it had turned into a public relations nightmare.
According to Andrew Lorenz, writing in the July issue of Management Today, the Persil Power debacle served as a catalyst for a fundamental management reorganization.
On September 1, , the three-person special committee that had run Unilever since its formation in was replaced by a seven-member executive committee composed of the chairmen of Unilever N. At the same time the company did away with a complex two-tiered management structure that included both worldwide product management groups and regional management groups. In their place was created a single team of 14 business presidents, with each president responsible for a portion of the European operations e.
As was typical of the time, this streamlining was aimed at improving decision-making by pushing authority down to a lower level.
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