departments The balanced scorecard measure more than just the financial performance of the company Critical factors that meeting the goals: 1. Customer satisfaction: market share and repeat business 2. Operational efficiency: the number of produced per hour and the number of warranty claims received. 3. Employee excellence: employee training hours‚ employee satisfaction surveys 4. Financial Profitability: revenue growth rate and earnings per share. The balanced scorecard provide holistic approach
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Marketing Mix OUTLINE o INTRODUCTION o UNILEVER AT A GLANCE o STP STRATEGY Segmentation Targeting Positioning • 4 Ps o CONCLUSION UNILEVER AT A GLANCE Unilever is one of the world’s leading suppliers of fast-moving consumer goods. UNILEVER was founded in 1930 190 countries in which their products are sold 171‚000 employees at the end of the year 2011 €1 billion invested in R&D worldwide in 2011 CUSTOMER PARTNERSHIPS o Unilever has products for three markets: • FOOD • PERSONAL CARE
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Department ♦Planning department ♦Costing department ♦Finance department ♦Payment department ♦Cash office ♦Wages & salaries department ♦Business Support Department ♦Administration department Unilever Pakistan Ltd is a wholly owned subsidiary of Unilever Overseas Holding‚ UK‚ Unilever PLC (a company incorporated in the United Kingdom) Fundamentals of Organization We often begin to describe a firms Structure by looking at its Organization Chart. Organizational Chart:- The reporting
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Decade of Organizational Change at Unilever What did Unilever’s decentralized organizational structure make sense from the 1950s through the 1970s? Why did this structure start to create problems for the company in the 1980s. Discussion Question # 1 What was Unilever trying to do when it introduced a new structure based on business groups in the mid-1990s? Why do you think that this structure failed to cure Unilever’s ills? Discussion Question #2 In the 2000s Unilever has switched to a structure based
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Interactive Session 7 UNILEVER SEGURES ITS MOBILE DEVICES Unilever is a $54 billion global manufacturer and supplier of fast-moving consumer goods‚ including brands such as Q-Tips‚ Lipton tea‚ and Dove personal care products. It operates in 57 countries‚ with regional teams for Europe‚ the Americas‚ and Asia/Africa (including Australia.) Unilever also has teams for its Foods and Home and Personal Care products. This global giant is known for its ability to leverage products and brands throughout
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DATE: Karl Schmidt Jared Sessum Sustainable Tea at Unilever‚ Harvard Business School January 29‚ 2013 This memorandum addresses the following questions based on information found in the Harvard Business School case study on Unilever: Why did Unilever commit to sustainably source 100% of its tea? Has Rainforest Alliance certification been success for Unilever –why or why not? What should Unilever do with its tea business in India? Why has Unilever committed to sustainably source 100% of its agricultural
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Abstract This paper explains that the Unilever brands are trusted everywhere around the world; 150 million times a day‚ someone somewhere chooses a Unilever product. This paper points out that‚ at the heart of the corporate purpose‚ which guides Unilever in its approach to doing business‚ is the drive to serve consumers in a unique and effective way by (1) working with suppliers who have values similar to Unilever and work to the same standards‚ (2) utilizing its wealth of knowledge and international
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UNILEVER Portfolio Management Sohail Aslam Esmeralda García Christoph J. Szczecina Henrique A. Lima de Faria Fachhochschule Dortmund University of Applied Sciences and Arts June 19th‚ 2008 PERSPECTIVES 1. UNILEVER Company - Overview - Legal structure - Group distribution 2. Executive Management - Vision - Mission - Strategic Objectives - Strategic Plan 3. Portfolio Management - Identification - Categorization - Evaluation - Selection - Prioritization - Portfolio Balancing - Authorization
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Term Paper On Management Control System Topic: Recent Balance Scorecard Theory & Practices Of Bangladeshi Company SUBMITTED TO: Md. ABUL KASHEM Associate professor SUBMITTED BY: RIFFAT ARA RAFIQ; ID: 61018-11-061 SESSION: Fall’ 2011 DATE OF SUBMISSION: 26th DECEMBER ’2011 DEPARTMENT OF MANAGEMENT INFORMATION SYSTEM Acknowledgement I express my gratefulness to Almighty Allah for his kindness‚ which enabled
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The scorecard The scorecards measures of key indicators‚ focuses managers and employees attention on what is important to the organization. Focusing on desired result increases the ability the relative effectiveness of various policies and practices. Just as organizations keep scorecards on their financial effectiveness. The importance of evaluating HRM Hr managers are unable to describe their contribution so‚ the evaluating of HRM is important. The HR department is being treated like other operational
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