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"'he BusIness School ~or the v Vorld •
Unilever in Brazil (1997-2007):
Marketing Strategies for Low-Income Consumers
• Overall winner of the 2008 European Case Clearing House Awards • Winner of a 2007 European Case Clearing House Award in the category "Marketing" • Winner of the European Foundation for Management Development Case of the Year Award 2004 in the category "Marketing"
04/2008-5188
This
case was prepared by Pedro Pacheco Guimaraes, INSEAD MBA 2003, and Pierre Chandan, Associa te Professor of Marketing at INSEAD, as the basis for class discussion rather than to illustrate either effective or ineffec tive handling of an administrative situation.. We thank Laercio Cardoso and Robert Davidson from Unilever Brazil for m aking this c ase possible. We also thank Fernando Machado (INSEAD MBA 2(03). Mauricio Mitte lman (INSEAD PhD Student) , Weima Bezarra (RB distributors, Ceara. Brazil) , and Luea Lattanzi (INSEAD Executive MBA 2004) for their comments. Copyright © 2007 INSEAD
N.B.: To ORDER COP~ OF INSEAD C AS ES , SEE DE:I'AW! ON BACK C OVER. COPIES MAY NOT BE MAD E WITHOUT PERMISSION.
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504-009- 1
1\ S E\ I)
Aller three successful years in the Personal Care division of Unilever in Pakistan , Lacrcio Cardoso was contemplating an attractive leadership position in China when he received a phone call from the head of Unilever's Home Care division in Brazil, his native country. Robert Davidson was looking for someone to explore growth OPPOrtunillCS in the marketing of detergents to low-mcome consumers Iivmg in the Northeast of Brazil. An alumnus of INSEAD's Advanced
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~,
504-009-1
D
"'he BusIness School ~or the v Vorld •
Unilever in Brazil (1997-2007):
Marketing Strategies for Low-Income Consumers
• Overall winner of the 2008 European Case Clearing House Awards • Winner of a 2007 European Case Clearing House Award in the category "Marketing" • Winner of the European Foundation for Management Development Case of the Year Award 2004 in the category "Marketing"
04/2008-5188
This
case was prepared by Pedro Pacheco Guimaraes, INSEAD MBA 2003, and Pierre Chandan, Associa te Professor of Marketing at INSEAD, as the basis for class discussion rather than to illustrate either effective or ineffec tive handling of an administrative situation.. We thank Laercio Cardoso and Robert Davidson from Unilever Brazil for m aking this c ase possible. We also thank Fernando Machado (INSEAD MBA 2(03). Mauricio Mitte lman (INSEAD PhD Student) , Weima Bezarra (RB distributors, Ceara. Brazil) , and Luea Lattanzi (INSEAD Executive MBA 2004) for their comments. Copyright © 2007 INSEAD
N.B.: To ORDER COP~ OF INSEAD C AS ES , SEE DE:I'AW! ON BACK C OVER. COPIES MAY NOT BE MAD E WITHOUT PERMISSION.
Db".,...... by occl>. \II! .nd USA www~ NOI1hA~.
R\fSt 01 the wodd t +44 10) 123 4 150903 , .,....1-1 Hl)1 n " /':"1 125
t ... ,
nn 2195884
) 39~RaS
•
the case for learning
All righ ts
1(~C!vro
, ... , l ti l
Prrn tl'(j In UK .. rw1
" ~c h l.lt;;MJeo-h .com
• ect.ht."ecdt.co m
504-009- 1
1\ S E\ I)
Aller three successful years in the Personal Care division of Unilever in Pakistan , Lacrcio Cardoso was contemplating an attractive leadership position in China when he received a phone call from the head of Unilever's Home Care division in Brazil, his native country. Robert Davidson was looking for someone to explore growth OPPOrtunillCS in the marketing of detergents to low-mcome consumers Iivmg in the Northeast of Brazil. An alumnus of INSEAD's Advanced