LyrArc Article Gist
Unilever sales -after excluding acquisitions, disposals and currency effects- were up 7.8% in the 3rd quarter of 2011. Sales in emerging markets were up 13%, and now provide over half of Unilever's business. Unilever achieved these gains through price increases of 5.8% and volume up by 19%. Unilever faces rising costs for oil, palm oil, petrochemicals and plastics. The increase in commoditiy costs added 2.5 billion euros to costs compared to the prior year. To cope with rising costs Unilever is improving packaging, logistics, sourcing and reducing purchasing costs. Unilever's strategy is to selectively increase prices to keep margins from falling.

LyrArc Article Gist
Unilever of London/Amsterdam merges its food business with McCormick of Baltimore, Maryland.

LyrArc Article Gist
In a continuing effort to make certain all of the massive supplies of palm oil it uses- 1.36 million tons of palm oil a year- comes from sustainable sources, Unilever plans an investment of $100 million for a palm oil processing plant in Indonesia. Unilever's plan is to reach the goal of getting all of the palm oil it uses from sustainable sources by 2020, up from only 2% in 2011. This is part of its committment to the environment. Palm oil goes into making Dove soap, Magnum ice cream, and Vaseline lotion. The deforestation issue is becoming serious as land is cleared for palm oil plantations in Indonesia and Malaysia, and the only way for Unilever to be certain that it is done in a sustainable way is to move closer to the source of supplies.

LyrArc Article Gist
Facing pressure from environmentalist groups to reduce the use of palm oil, Unilever is looking at oil from algae materials that could serve as a substitute. The use of palm oil has led to increasing deforestation in parts of Malaysia and Indonesia. As part of this effort Unilever made an investment in Solazyme Inc, a California company that makes algae oil.

LyrArc Article Gist
Unilever's acquisition of Russian skin-care company Kalina for $850 million in October 2011.

LyrArc Article Gist
About 41% of Unilever's $53 billion in sales come from developing countries, up from 22% in 1990. In 2006 developing world sales increased by 8%, sales in Europe only 1%, and sales in the USA only 2.4%. This shows the growing significance of developing countries sales to Unilever. With head offices in Rotterdam and London, Unilever was formed from a 1930 merger of a Dutch food company and a British soap company. Unilever has been selling its bar soaps and cooking oils in the Dutch and British Empires, in countries like India, Indonesia, and South Africa since the 1880's. CEO Patrick Cescau is focussed on promoting products in fast growing regions of the world. The management structure is being changed to recruit new and nurture promising managers in countries like India and South Africa. These managers are being trained in western countries to learn new marketing methods, and are being asked to come up with their own new ideas for products from scratch for developing countries with low price points. Its not about adapting existing western products, but dreaming up new ones for low income shoppers. Its introducing a product called Cubitos- miniature bouillion cubes - tailored to low income shoppers in 25 developing markets and their tastes, for as little as 2 cents. The stakes are huge. Its competitors like P&G are doing this in Mexico. Nestle is expanding in Brazil with a new plant dedicated to shoppers making less than $10 a day, and setting up a distribution network to sell to small stores in shantytowns in Latin America. Unilever estimates are that 1.2 billion consumers will buy packaged goods for the first time in 2010, mostly all in the developing world. Detergent sales are soaring in places like India, as shoppers use powders to clean their clothes, moving up from bar soaps. Estimates are that each week 40,000 people in Asia use a washing machine for the first time. ...

LyrArc Article Gist
In the small Dutch town of Delft a factory of Unilever that operated for 124 years is now closing after a 4 week strike and settlement of $25 miillon pounds. Its part of Unilevers restructuring plan led by a former Navy officer with Motorola experience. Unilever has far smaller sales than P&G but more employees and it has lagged behind in responding to a changing market while P&G has been moving with changing market trends and making quicker decisions. To speed up decisionmaking and get people to perform the roles needed by the market, the right people in different jobs its scrapping the opld system and letting go half of the executives in the company- a big move. Roles are being reassigned based on market needs, leadership skills, and sales and profits of divisions and growth areas.

LyrArc Article Gist
Suggestions are not to take Fridays off but instead take Mondays off and sometimes break the week with Wednesday off. Fridays off are seen as a drawback because one is seen cramming five days work into four that week. Here a Unilever manager manages her 15 days off and another week that she gets after 18 years service to somehow add the weekends to get 9 days off for a break using 5 vacation days. Taking vacations for less than a week are seen as not productive for reducing stress at work and for getting better sleep. Procrastinating vacations to when work gets slower is not recommended as the answer for many is work never gets slower and you could end up overworking. Planning ahead lets this Unilever manager plan trips that act as rejuvenating experiences up and down the Eastern seaboard after getting her vacation life in order following some misssteps. She shows how with 20 days she could create 50 days vacation during the year adding in public holidays.

LyrArc Article Gist
Lisa Klauser, vice president of consumer and customer solutions at Unilever NV, says its seeing recession period habits becoming a part of the normal shopping behaviour. With some consumers living from paycheck to paycheck, she says Unilever is seeing sales pickup in the first week of each month for lower priced items like Suave shampoo, Skippy peanut butter and Ragu sauce. See the link to P&G about the shift to address this change in consumer behaviour.