Matrix (Boston consulting Group): The Boston consulting group a leading management consulting firm develops and popularized the growth share matrix as shown in figure. BCG MATRIX of Unilever Pvt. Ltd: According to the Unilever Pvt. Ltd‚ the relative market share and market growth rates of different products of unilever are given below:- Name Relative Market Share Market Growth Rate Brooke bond supreme 41% 45.03% Knorr noodle 51% 29% Lux 21% 29.15% Surf Excel 23% 27.37% Lifebuoy shampoo 15%
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The goal of Unilever Brazil is to target the low income consumers‚ in order to gain market share among this segment they should develop an extension of Minerva brand with a small packaging and a cheaper formulation that maintains a good quality. The low income consumers are the most discerning consumers‚ and when spending from a limited budget they cannot afford to waste money on products they do not trust to be effective . This segment values price‚ effectiveness and fragrance‚ and wash manually
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Executive Summary Unilever is assessing whether to enter the low-income NE market. Our analysis shows that there is a profitable opportunity to offer detergent powder to low-income customers living in Northeast Brazil and capture market share in a high-margin‚ high-growth market. We recommend that the firm keeps the existing brands but deploy a horizontal extension of the Campeiro brand - adding better scent / softness and utilizing specialty distribution network‚ thereby marginalizing Invicto
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Table of Contents Assignment Topic Look at various corporate and organizational websites and notice how important employee are to the organization. Questions Are there indicators that employees are a key concern? Or are the employees merely a means to helping the company succeed? What are some methods of building relationships with employees? What communications can help with that relationship-building? Methodology To answer the above question‚ I am collecting data regarding
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8.2.4 PRODUCT 19 8.2.5 PRICE 20 8.2.6 PROMOTION 20 8.2.7 PLACE 21 8.3 INDIRECT COMPETITION 21 CHAPTER 9: CUSTOMER ANALYSIS 23 9.1 WHO ARE THE CUSTOMERS? 23 9.2 WHAT DO CUSTOMERS BUY? 23 9.3 EMOTIONAL ASPECT OF MAGNUM 24 9.4 HOW DO CUSTOMERS CHOOSE? 24 9.5 HOW DO THEY SELECT A PARTICULAR PRODUCT? 24 9.6 WHERE CUSTOMERS BUY? 25 9.7 IMPLICATIONS 25 CHAPTER 10: MARKETING OBJECTIVES 26 10.1 PRODUCT 26 10.2 PRICE 26 10.3 PROMOTION 26 10.4 PLACE 28 10.5 MARKETING OF MAGNUM 29 10.5.1 THE
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AWARENESS ON RISK FACTORS OF SEXUALLY TRANSMITTED INFECTION AND SEXUAL RISK BEHAVIORS AMONG STUDENTS OF CAVITE STATE UNIVERSITY An undergraduate thesis presented to the faculty of the College of Nursing‚ Cavite State University‚ Indang Cavite‚ in partial fulfillment of the requirements in research. Prepared with the supervision of Mrs. Nenita B. Panaligan‚ RN‚ MAN. Introduction As time goes on‚ countries around the world become more industrialized and modernized. As part of it‚ life
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wide-ranging restructuring of operations and businesses. This move received a mixed reaction from the analysts and observers‚ as many questioned the huge organization’s ability to carry out the divestment successfully. (ICMR‚ 2004) To accomplish the PGS Unilever focused on: • Change the present organizational structure • Concentrate on leading brands • Sustain these principal brands with well-organized research and development and focused marketing plan • Downsize the supply chain
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|Sheffield HAllam | |How to best reward employees? | | | |
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Running head: SEXUALLY TRANSMITTED Sexually Transmitted Diseases Sexually Transmitted Diseases More than 12 million Americans‚ 3 million of whom are teenagers‚ are affected with STDs each year. In 1995 STDs accounted for 87 percent of all cases reported among the top ten most frequently reported diseases in the United States. Since 1980‚ eight new sexually transmitted pathogens have been recognized in the United States. STDs may cause serious‚ life threatening complications including cancers
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Unilever case‚ HR studies Question 1: For changing working time‚ considerations being taken into account in Unilever case were: ➢ Economic: • Minimization the labour cost; for example; in1991‚ with the annualized hours contracts based on payment for a 37.5 hour week‚ Unilever could call upon banked hours to cover absence‚ holidays‚ training‚ meetings‚ rectification work or extra production‚ so they don’t need make an extra payment for an extra works‚ and it help them to reduce
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