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Portfolio Management - Unilever

This document provides an overview of Unilever's portfolio management strategies. It discusses Unilever's company overview, legal structure, regional distribution, and executive management including vision, mission, strategic objectives, and strategic plan. It then covers Unilever's approach to portfolio management including identification, categorization, evaluation, selection, prioritization, and authorization of projects. Finally, it discusses Unilever's "Path to Growth" strategy from 2000 which aimed to reduce brands and simplify structures to focus on growth in emerging markets through innovation.

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100% found this document useful (2 votes)

2K views50 pages

Portfolio Management - Unilever

Uploaded by

James Jin-Hong Kim

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as PDF, TXT or read online on Scribd

You are on page 1/ 50

UNILEVER Portfolio Management

Sohail Aslam Esmeralda Garca 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 4. Path to Growth - Brand Reduction - Brand Extension

Unilever Overview Executive Management Portfolio Management Project and Program Management Operations Management
Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Company Overview

Created in 1930 as result of a merger Key player in the food and household products industry Maintains dual head quarter / dual chairperson approach Launched Path to Growth strategy (2000) to revive the company Historically grew through acquisitions
http://www.unilever.com/ourcompany/investorcentre/annual_reports/annual_report_Form.asp Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER
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 4. Path to Growth - Brand Reduction - Brand Extension

Strategy

1. EXPANSION More than 150 different countries

R&D sites worldwide

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

Legal Structure

Rotterdam

Dual-listed company

London
5

4. Path to Growth - Brand Reduction - Brand Extension

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Regional distribution facts

million (2006) 39 642 5 408 179 000 950 11 450

http://www.unilever.com/ourcompany/investorcentre/annual_reports/annual_report_Form.asp

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

Unilever - Competitor Comparison

Research 2006 Bianca Cole ~ Reginald Green

Top Segment Top Brand CEO Stock per share Growth Revenues Revenue Growth International Business Segments Employees

CG/Foods Dove A. Burgmans $66.03 15.58% $42,942 M -11.93% 100+ 3 234000

Consumer care Tide A.G. Lafley $53.76 9.25% $28.2 B 19% 42 5 110000

Food Mac & Cheese R. Deromedi $30.70 8.20% $31,010 M 4.30% 150+ 5 10600

Food Kit Kat P. Letmathe $66.9 11.23% $69 B -1.93% 86 6 253000

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Executive Management

Source: Project Management Institute, Inc.: The Standard for Portfolio Management, Penssylvania (USA), 2006, page 9 Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

Vision

Through our brands we see ourselves playing an important role in contributing to improvements in hygiene among our consumers around the world.

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

Mission

Unilever's mission is to add vitality to life.

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

Goals & Objectives

Focus on customer care (cosmetics) Focus on path to growth Reduction in energy cost and better use of operational energy Reduction of brands Simplifying structure Focus on emerging markets Driving innovation Make supply chain smart
Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

Strategy

In 2000 Unilever unveiled its business strategy

Path to Growth

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

Portfolio Management

Source: Project Management Institute, Inc.: The Standard for Portfolio Management, Penssylvania (USA), 2006, page 9 Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

Portfolio Features 2nd largest packaged consumer goods company 3rd largest food firm Portfolio of 1600 brands Present in 150 countries
Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Path to Growth

1600 brands in 1999 causes loss of focus 100 brands 75% turnover February 2000 five-year growth strategy Path to Growth
Category Culinary Product Frozen Product Food and Beverage Ice Cream Tea Spreads & Cooking Products Household Care Loundry Deodorants Home and Personal Care (HPC) Hair Care Personal Wash Oral Care Fragrances Major Brands Ragu, Colmans, Calve Findus Magnum, Breyers Lipton Rama, Becel Domestics, Cif Omo, Ala, Snuggle Axe, Rexona, Dove Sunsilk, Organics Vaseline, Dove, Lux, Ponds Signal, Close-Up Calvin Klein

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Plan
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 4. Path to Growth - Brand Reduction - Brand Extension

Get rid of some non-strategic brands Reduce the portfolio to 400 power brands by 2004 Make the companies operation in 150 countries more efficient Reorganize its 3,000,000 workers worldwide Save $7billion within 5 years
Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

Before the power brand strategy

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER 1990: The sleeping giant

Years of slow performance Lack of sound corporate strategy Numerous low-volume brands Small global presence compared to competition Mediocre performance in emerging markets
Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER 1994: Core Strategy

Unilever - Core Strategy

50 products 15 products

Food & Beverage

Personal Care

Home Care

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER 1999
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 4. Path to Growth - Brand Reduction - Brand Extension

UNILEVER FINANCIALS (IN MILLION EUROS)

Group Turnover Total Gross Operating Profit Net Profit 1998 40,437 1999 40,977 2000 47,582 2001 51,514 2002 48,270. 2003 41,817 2004 40,366

4410 2,944

4,303 2,771

3,181 1,105

5,174 1,838

5,041 2,129

3,526 2,942

3,573 1,9

6% 0.3%
Source: www.unilever.com
Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER September 1999

Fewer and stronger brands

Reduce its brand portfolio 1600 400 power brands Result expected:
Unilevers top line growth to 5% - 6% Increase the profit to 16% by 2005 Reduce the work force by 10% Reduce operations to 110 countries from 150 Promote faster growth

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Niall Fitzgerald said:

power brand strategy was implemented successfully Unilever cut the portfolio from 1600 to 400 brands and is at the number 2000 4 brands with sales of more then $1bn 2005 12 brands with sales of more then $1bn
Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Analysts say:

power brand strategy did not reach Unilevers expectations Sales grew only by 0.4% (targeted 5%-6%) sometimes strong brands were more important than scale KPN, Nivea Global companies need a hybrid approach (local and global brands in its portfolio)
Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Concurrence
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 4. Path to Growth - Brand Reduction - Brand Extension

Private labels like Aldi and Lidl were vital to the failure P&G are a threat to Unilever
2000 9 brands with sales over $1bn 2004 19 brands with sales over $1bn

Traditional media fragmented target audience more expensive to reach

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

Brand Categories

Type of Brand Significance Brands those needs to be defended ferociously Power and deployed juridiciously Brands those have have the potencia to become a Sleeper power brand with a little support Slider Soldier Black Hole Rocket Wallflower Discard Brands which earlier was a power brand but lately lost momentum and needs immediate attention Brands those regular contribute significantly without much attention Brands those needed excess resources without any significant contribution Brands those will get power brand status soon were underappreciated, under priced, under marketed but had a small but loyal customer base Brands that should be discarded long ago

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Portfolio Identification

Source: Project Management Institute, Inc.: The Standard for Portfolio Management, Penssylvania (USA), 2006, page 9 Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Portfolio Identification

Identify the opportunities and challenges, brand portfolio helped to compare all the brands, Identify and allocate resources to the brand with greatest potential, taking necessary measures to prevent investments in some nonperforming brands. Unilever appointed PriceWaterhouse Coopers to streamline its portfolio of 1600 brands and identify the power brands from it.

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Portfolio Categorization

Source: Project Management Institute, Inc.: The Standard for Portfolio Management, Penssylvania (USA), 2006, page 9 Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Portfolio Categorization

The managers tried to understand the brand portfolio properly.

Source: Project Management Institute, Inc.: The Standard for Portfolio Management, Penssylvania (USA), 2006, page 9 Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Portfolio Evaluation

Source: Project Management Institute, Inc.: The Standard for Portfolio Management, Penssylvania (USA), 2006, page 9 Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Portfolio Evaluation

Exhibit 3: BRAND CONTRIBUTION

Annual revenues from brand Less : Direct marketing expenses Less : Below-the-line spending Apparent Brand Contribution Hidden Costs Senior management Time Extra attention of the sales force Complex product line Customer/Trade complaints Bad public relations Staff Turnover Others Does this brand Leverage with trade partners contribute to Platform for line extensions and new products the profitability of other brands but not captured in P&L Importance of Contribution to profit the contribution Contribution to overheads of the brand relative to other brands Overall contribution of the brand How important this brand in the overall brand portfolio will be three years down the line ( In $)

Yes

Top Third

Middle Third

Bottom Third

High More

Medium Same

Low Less

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Portfolio Selection

Source: Project Management Institute, Inc.: The Standard for Portfolio Management, Penssylvania (USA), 2006, page 9 Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Portfolio Selection

1. UNILEVER Company - Overview - Legal structure - Group distribution

Exhibit 4: BRAND RENEWAL MATRIX

2. Executive Management - Vision - Mission - Strategic Objectives - Strategic Plan 3. Portfolio Management - Identification - Categorization - Evaluation - Selection - Prioritization - Portfolio Balancing - Authorization 4. Path to Growth - Brand Reduction - Brand Extension

Movement of Brand Brand Renewal Imperative Contribution Traction Momentum High High High Ideal power Brand High High Low Fast Track High Medium Low Solid brand but showing a declining trend Medium Medium Medium Maintain. Solid performer without much intervention Low Low High W atch this brand. It will either be a power brand or black hole Low High Low This brand serves a small/niche group of customers. Low Low Low Divest the brand

Source: Achieving the ideal brand portfolio Sam hill, Richard Ettenson and Dane Tyson, MIT Sloan Management Review (Dec 2004) Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Portfolio Prioritization

Source: Project Management Institute, Inc.: The Standard for Portfolio Management, Penssylvania (USA), 2006, page 9 Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Portfolio Prioritization

Exhibit 5: CLASSIFICATION OF BRANDS Type of brand Power Significance Brands those needs to be defended ferociously and deployed judiciously Brands those have the potential to become a power brand with a little support Brands which earlier was a power brand but lately lost momentum and needs immediate attention Brands those regular contribute significantly without much attention Brands those needed excess resources without any significant contribution Brands those will get power brand status soon Brands those were underappreciated, under priced, under marketed but had a small but loyal customer base Brands that should be discarded long ago
Source: Achieving the ideal brand portfolio Sam hill, Richard Ettenson and Dane Tyson, MIT Sloan

Sleeper

Slider Soldier Black Hole Rocket

Wallflower Discard

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Portfolio Balancing

Source: Project Management Institute, Inc.: The Standard for Portfolio Management, Penssylvania (USA), 2006, page 9 Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Portfolio Balancing

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 4. Path to Growth - Brand Reduction - Brand Extension
Brand A B Market Position Dominant Strong Weak Not Present Global Marke t Share 15% 7% Regional Presence North America Latin Americe Asia Pacific Western Europe Cash Status Cash Generator Cash Neutral Cash user Eastern Europe % of Sales 17 8 % of profit 20 10 Cash Status Generato r User

Exhibit 6: THE BRAND AUDIT SHEET

Brand Positioning

Quality, Value, Upscale, Fun, Adventurous, Premium, Safe, Reliable, Trustworthy, Aggressive, Cheap

Source: Kill a brand, keep a customer, Nirmalya Kumar, HBR (Dec 2003) Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Portfolio Authorization

Source: Project Management Institute, Inc.: The Standard for Portfolio Management, Penssylvania (USA), 2006, page 9 Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Portfolio Authorization

GO!
Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

Brand Reduction

Dalda -
Launched in British India in 1938. Overall market leader Net proceeds from sales are about Pak. Rs 2.05 billion. Selected Oils and Fats Business (SOFB) sold for Pak. Rs 1.4 billion . UPL had to sell its SOFB products as part of Unilever's global strategy focus on core brand and product areas.
Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

Brand Extension

Knorr
Knorr was founded in Germany 1838 Unilevers leading soup brand 1994: SPAGHETTERIA ready-made dishes 1997: TASTEBREAKS Asia noodle type 2000: Marked as - Power brand 2004: Entering frozen foods sector

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

Brand Extension

Dove
Dove soap launched in US 1955 Mild cleansing ingredient: pH neutral 2000: Marked as - Power brand 2003: 24% of US market by 2003 2003: Brand Extension in hair care 2004: Dove Campaign for Real Beauty
(link)

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

Any Questions left?

Serdecznie dzikujemy M Muchas Gracias Muito Obrigado

Thank you very much

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

SWOT Analysis Weaknesses

Dual leadership Not connecting with customers Inefficient management of brands Reduced spending for R & D Inability to maximize acquisitions Decrease in revenues

Strengths
Recognized as a global company Strong brand portfolio Strong relationship with retailers Economies of scale

Opportunities
Changing consumer preferences Increasing need for healthy products

Threats
Strong Competition Increasing store brands Tougher Business Climate Exchange rates

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

Environmental Management

http://www.unilever.com/ourcompany/investorcentre/annual_reports/annual_report_Form.asp
4. Path to Growth - Brand Reduction - Brand Extension

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

UNILEVER Distribution of cash value 06

http://www.unilever.com/ourcompany/investorcentre/annual_reports/annual_report_Form.asp Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

SlimFast
Rationale
Build strong portfolio Strategically attractive category

Ben & Jerrys

Bestfoods

Attractive Drivers
Strong customer reach 20% annual growth rate Strong sales and distribution network Opportunity for product Would make Unilever worlds largest ice cream products maker Premium prices Strong brand equity 10th largest U.S. based food products companies History of growth in revenues and earnings Strong global position

Unilever contributions
$2.3 billion cash International presence $20.3 billion euro cash; assumption of net debt Operating efficiency Similar portfolios and geographic coverage

$326 million Competencies in the industry

Strategy Overview

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

Strategy

Growth
20%

15%

10%

Expansion Path of the growth

2.5%

80s

90s

99s

Years 2003

Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

Global IT strategy

Unilever Selects SAP as Standard for Global IT Strategy Unilever Information Program (UIP) develop an infrastructure to support the path to grow strategy Data Integrator ETL (extraction, transformation and loading) tool able to extract data, transform it into usable business information, and load it into the data warehouse Business Objects Rapid Marts CRM (customer relationship management) and SCM (supply chain Management) applications
Christoph, Esmeralda, Henrique, Sohail

Portfolio Management - Prof. Dr. rer. pol. Johannes R. Hofnagel

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